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Editorial steering committee
Alan Hutchinson, Facilities Director, Howard Kennedy LLP
Alex McCann, Senior Facilities Manager – EMEA & APAC Global Support, Informa Group Plc
Darren Miller, Group Head of Real Estate & Workplace, Experian
Ian Wade, Head of UK Estates, British Medical Association
Jenni Gallop, Director of Estates & Facilities and H&S, Provide Community (NHS)
Lucy Hind, Senior FM Lecturer, Leeds Beckett University
Paul Cannock, EFM Consultant. Former Head of the Estates and FM, European Space Agency
Russell Burnaby, Head of Facilities Management, Finance & Resources, Brent Council
Simon Francis, Director of Estates and Facilities, The Institute of Cancer Research
Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions
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As the UK experiences yet another summer punctuated by heatwaves, and extreme weather events occur more frequently around the world, this issue focuses on how FMs are working to help combat climate change and meet net zero targets.
First the bad news. According to the latest BSI Net Zero Barometer (see news) a majority of business-leaders believe the Government can’t grow the economy while also trying to reach net zero. Barriers to progress include a lessening of commitment to decarbonising when there is a di icult business environment and cost being a key drawback.
But our more positive take is that while technological solutions aren’t a panacea to all our climate change ills, the adoption of data led approaches to energy management aided by AI tools are helping make inroads.
In the FM Clinic on page 20 the answer to our question on which innovations are likely to help FMs achieve their sustainability goals resulted in an impressive array of solutions. AI-driven building controls, smart meters, granular energy monitoring and the data gathered by IoT sensors can all be displayed on dashboards to help benchmark the individual performance of buildings.
Wayne Young, Facilities Manager at DB Cargo (UK) sara.bean@kpmmedia.co.uk
Given the fact that 85 per cent of the buildings that will be in use by 2050 are already built, as the BSRIA feature page 32 points out, it is crucial to consider the requirements of every building individually to inform the energy management decision-making process. The article presents a roadmap to delivering retrofit programmes that help meet compliance obligations and drive long-term performance.
Finally, for an inspiring insight into practical ways of harnessing clean energy see the case study on page 36 on the Lakeside North Harbour business campus, which boasts the UK’s largest car park solar panel and battery storage installation.
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.
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THIS MONTH...
This month’s summary of everything that has hit the headlines in the FM sector.
The latest news and views from membership organisations.
Andrew Green, HIKMICRO explains how the use of smarter and faster AI-powered thermal imaging solutions can help identify water leaks.
Adrian Attwood ACR, Chairman of DBR discusses the delicate art of invisible restoration and balancing conservation in live public spaces.
Kim Ormsby, Assistant Director of Anenta with advice on the e ect of the Government’s new processes to reduce waste and increase recycling rates on commercial premises.
16 AI can provide organisations with increased e iciency and productivity, enhanced decision making and cost savings, but says Andy Compton of Cortida, there are potential risks.
18 Georgia Jordan, Biological Preparations, on why cleaning deserves a higher profile in your ESG strategy.
20 According to CIBSE meeting net zero requires evidence-based approaches. What technological innovations could help FMs achieve their sustainability goals?
STUDY
FMJ visits Chelsea Harbour to discover how Q3 Services is working to deliver high-performance facilities management to this prestigious location. Madeleine Ford reports.
The FM sector may sometimes still feel undervalued by the C suite, but Ian Meaden, Chief Operating O icer of EMCOR UK reminds Sara Bean how far the sector has come and how key account management has contributed to its success.
ENERGY MANAGEMENT
32
Tom Garrigan, Executive Director at BSRIA says combining accurate building data with occupant insights can deliver retrofit programmes that are evidence-based, cost-e ective, and resilient.
34 Space e iciency is becoming a critical FM lever for enhanced energy management. Stefania Vatidis, Strategist at workplace technology solutions provider HubStar explains how.
SOLAR SOLUTIONS
36
Simon Bateman, Asset Manager at Lakeside North Harbour business campus on why meeting net zero can begin in the carpark.
PEST CONTROL
38
Richard Jones, Managing Director, SWC & Pest Divisions at OCS UK explores the latest innovations driving change in pest control.
HEALTH AND SAFETY
40
E ective communication of all types is crucial for workplace safety says Phil Pinnington, Head of Audit & Consultancy, British Safety Council (BSC).
47 Find out who’s moving where in the facilities management profession.
RECRUITMENT
48
Andrew Hulbert of Pareto FM, and the new Chair of IWFM found inspiration in the ideas from future FM leaders undertaking the Capstone Innovation programme.
Donna Brown MD and Yusuf Noor Head of Learning and Development Healthcare ISS UK & Ireland describe the achievements of the ISS Healthcare Training Academy.
50 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
In September’s issue we discover how the UK’s Building Safety Act 2022 and updated Fire Safety Regulations have reinforced the need for accurate, data-driven solutions that integrate e ective fire safety. We look at the impact of regional weather variability and how to keep operations moving in the coldest months, plus how to clean and maintain a site before winter. Our hygiene feature presents expert advice on the importance of getting the right cleaning equipment for di erent parts of a work environment. And finally, we present a preview of our inaugural Facilities & Estates Management Live event - on October 7th and 8th, including some insights into exhibitors, details on the two complementary seminar programmes and the timetable for events.
LEGAL VIEW
WHY A BALANCED RTO POLICY IS GOOD FOR BUSINESS
Sally Gwilliam, Employment Partner at law firm Harper
James
The debate around returning to the office (RTO) has become one of the most pressing issues for UK employers. Recent research by the CIPD reveals that over a million people have changed jobs due to a lack of flexibility.
For businesses navigating the post-pandemic landscape, this signals a clear warning: how you handle flexible and hybrid working could directly affect your ability to attract and retain talent. But finding the right approach is not straightforward and requires balancing business needs, legal obligations, and employee expectations, all while building a positive workplace culture.
Understanding the legal landscape In 2024, the right to request flexible working from day one of employment came into force. This change has shifted employee expectations, but it’s crucial to understand what it does and does not mean.
Employees now have the right to ask for flexible working arrangements from their first day. However, this does not create an automatic right to work flexibly. Employers are still entitled to refuse requests if they have legitimate business reasons, such as ensuring collaboration, meeting client demands or supporting training needs.
Where employers can go wrong is if flexible or remote working has become the accepted practice in your business, then imposing blanket return-to-office policies without consultation can be risky. Employees may raise grievances or, in some cases, claim constructive dismissal. There’s also a risk of indirect discrimination claims if a policy disproportionately affects certain groups, such as disabled employees or employees with caring responsibilities.
Flexibility matters – here’s why Flexibility is no longer seen as an optional extra. For many employees, it’s a core expectation, one that supports their wellbeing, work-life balance, and ability to manage other responsibilities. Rigid RTO mandates can have serious consequences for retention, morale, and an employer’s reputation. Employees who feel they are not trusted or supported may choose to leave, as the CIPD’s research highlights. At the same time, flexibility alone will not solve every problem. Employers must consider how to preserve team cohesion and collaboration in a flexible working environment.
Finding the right balance
How can businesses implement RTO policies in a way that works for both employer and employee?
• Review contracts and policies: Check what your employment contracts and policies say about working location. Do they give you the discretion you need to adapt to business needs? Are they aligned with your current practices?
• Consult with employees: Before making changes, talk to your people and explain why you believe some level of office presence is necessary, whether for culture, collaboration, or client service. Listening to employee views does not mean handing over decision-making, but it does help to build engagement and trust.
• Consider a hybrid model: For many businesses, hybrid working offers the best of both worlds – maintaining flexibility while reconnecting teams. But, it needs clear structure and expectations to avoid confusion or perceived unfairness.
• Use positive incentives: Rather than relying on rigid mandates, consider how to make the office an attractive place to be. This might include teambuilding activities, social events, or offering support with commuting costs.
• Communicate consistently: Make sure your messaging is clear and aligned across HR, leadership, and line managers. Mixed messages can damage trust and create resentment.
Futureproofing your workplace
Getting the balance right on RTO is not just another tick-box exercise. It’s about building a resilient, engaged workforce that can help your business thrive. By approaching flexible working with care, openness, and respect, you strengthen trust, support employee wellbeing, and position your organisation as an employer of choice.
MITIE REPORTS REVENUE GROWTH OF 10% IN Q1
Mitie has released its Q1 FY26 Trading Update for the three-month period ended 30 June 2025, reporting continued strong trading momentum with revenue growth of 10.1% to £1,282m (Q1 FY25: £1,164m), which is significantly ahead of UK FM market growth of c.3%.
This strong performance included organic growth of 8.0% driven by net wins and scope increases on existing contracts, alongside projects work. Infill M&A contributed a further 2.1% of inorganic growth through the prior year acquisitions of Argus Fire, ESM Power and Grupo Visegurity, which Mitie states are all performing strongly.
During the quarter, Mitie won, extended or renewed contracts with up to £1.2bn TCV, against a record prior year comparative (Q1 FY25: £2.0bn), including several notable new key accounts. These include IFM contracts for Aviva and Hull University Teaching Hospitals NHS Trust, immigration services for the Home O ice, security services for the Metropolitan Police Authority, engineering services for Transport for London and cleaning for Walgreens Boots Alliance.
Notable contract renewals and extensions included AS Watson Group, Central London Community Healthcare NHS Trust, Defence Infrastructure Organisation, Manchester Airports Group, Starbucks, Scottish Parliament and Transport for London (security services).
On 5 June, the outsourcing giant also announced a c.£350m recommended cash and share o er for Marlowe plc a leading player in the Testing, Inspection and Compliance (TIC) market. The acquisition has received 98% support from Marlowe shareholders and is expected to complete 4 August.
ISS EXPANDS PARTNERSHIP WITH LARGE GLOBAL MANUFACTURER
ISS has signed a new five-year deal with a major global beverage manufacturer and distributor, which will take e ect in January 2026 and will see the contract’s annual value increase by approximately DKK 100 million (£11.6 million).
The workplace experience and facility services company already delivers cleaning services to the customer in Spain. Under the new agreement, the scope will expand significantly to include a broader range of integrated facility services, including technical maintenance, reception, greenery, winter services, and pest control. The contract will also extend across borders, with services now covering sites in Portugal, Norway, and Sweden.
Carl-Fredrik Bjor, Group Chief Commercial & Revenue O icer at ISS commented: “It is a privilege to grow with this customer beyond borders – a testament to our valuable partnership and to ISS’s strategic focus on unlocking multi-country potential through close collaboration between our local teams and ISS Group’s global expertise. With this new deal, expanding our service scope into integrated solutions, we are advancing to the next generation of facility management contracts. We will maintain a key focus on delivering service excellence while supporting our customer’s business e iciency, sustainability agenda, and continuous improvement.”
Compass to acquire Vermaat Groep
Compass Group has agreed to acquire Vermaat Groep B.V., a leading premium food services business in Europe for an Enterprise Value of approximately €1.5 billion.
Vermaat, a highperforming multi-sector platform which offers tailored on-site food concepts, delivered-in solutions and strong consumer-focused retail expertise will provide Compass with a unique opportunity for further sustainable growth in Europe. The Company is a market leader in the Netherlands, with a growing presence in Germany and France, all of which are among Compass Group’s top 10 markets.
The Company is led by an outstanding leadership team which is reflected in its excellent operational track record, delivering a compound annual growth rate of nearly 20 per cent over the last 15 years, and industry leading margins. Its high retention rate reflects the quality of the offer and strong customer relationships. Vermaat is on track to generate sales of c.€700 million with a double-digit operating margin in 2025.
Following decades of leveraging acquisitions to build a high-growth market leader in North America, Compass is deploying the same successful blueprint in Europe to accelerate sectorisation.
The Vermaat management team will join Compass on completion of the acquisition and will continue operating the business on a standalone basis, whilst leveraging the benefits of being part of a larger Group.
UK BUSINESS CONFIDENCE IN ACHIEVING NET ZERO IS WEAKENING
Confidence amongst UK businesses that the country can meet its net zero targets has fallen, according to a new poll carried out by BSI.
The findings show that despite improved clarity around the policy direction, a majority (71 per cent) of business-leaders say that the government cannot grow the economy while simultaneously trying to reach net zero. Half (50 per cent) of respondents also said they felt the government’s target to reach net zero by 2050 is “unrealistic”.
Now in its fi h year the BSI Net Zero Barometer, detailing expert analysis and a survey of 1,000 senior business leaders, reveals that while a majority (64 per cent) of businesses remain committed to the UK’s legally binding 2050 net zero target, this has fallen from 83 per cent who said the same in 2024. Furthermore, the proportion of those “very committed” to the target has fallen to 25 per cent from 31 per cent. Overall, the proportion saying they felt they would likely achieve net zero by 2050 has dropped from 76 per cent to 55 per cent.
While, this year, business leaders reported less uncertainty over the government’s clean energy transition policy, down from 42 per cent to 32 per cent, businesses are adjusting their transition strategies. Over half (54 per cent) expect to revise their sustainability strategies in the year ahead, while almost half (49 per cent) anticipate revising their net zero targets.
This shi in confidence is mirrored in attitudes towards the broader business environment, while 61 per cent of firms are optimistic about the success of their firm over the next 12 months, this fell from 76 per cent in 2024. Furthermore, only 19 per cent are “very optimistic,” compared to 24 per cent in the previous year.
Appetite for support in transitioning to net zero was also found to be high. Eighty-three per cent of UK businesses expressed interest in at least one type of help, most o en in the form of practical tools such as implementation guides, standards selection advice, and case studies. Meanwhile, 82 per cent said that they felt there should be greater government support for businesses trying to reach net zero.
The data also highlights a growing divide between smaller and larger businesses. Large firms remain significantly more optimistic (89 per cent) than SMEs (61 per cent), with micro businesses recording the sharpest decline, down by 17 per cent from last year to 59 per cent.
To download the full BSI Net Zero Barometer 2025 visit https://www.bsigroup.com/en-GB/insights-and-media/insights/ whitepapers/report-net-zero-barometer
ON HOW FM CAN ADDRESS CLIMATE CHANGE
Sofar this summer we have been through the third o icial heatwave of the year in the UK. We define a heatwave in the UK when a location records at least three days with maximum temperatures meeting or exceeding temperature thresholds.
Recent findings from the Priestley Centre for Climate Futures at the University of Leeds show we’re set to breach the 1.5 degrees Celsius warming threshold in the next three years. As well as a warmer climate, we’re seeing an increased risk of extreme weather events.
This is the context in which IWFM held our Decarbonising the workplace event in Canary Wharf.
Attendees were keen to discuss material changes that can be made in the places we work to reduce emissions, as well as enriching the environment around us. Reducing emissions and embodied carbon were key priorities, but we also touched upon principles of the circular economy and
how we can use Social Value to raise the bar for sustainability across Scope 3 emissions.
It was clear from the event that FMs have access to the information and data to evidence the savings and e iciencies that sustainable practice brings to advise and embed sustainable practice throughout an organisation.
This space for FM’s to take the lead is backed by the findings from our 2024 Sustainability Survey in which we highlighted widespread intent (75 per cent of organisations) to meet the 2050 deadline for net zero, but ‘just over half of WFMs are playing central roles in drawing up sustainability plans. More need to step up and get involved’. It will be interesting to see if more WFMs have taken the lead when we release our 2025 survey results in the autumn.
Beyond the immediate heatwave, it’s a timely issue – with the UKGBC releasing its Climate Resilience Roadmap – in recognition that ‘millions of buildings are vulnerable to flooding, threatening
CIBSE LAUNCHES NEW WEATHER DATA SET TO SUPPORT RESILIENT BUILDING DESIGN IN A CHANGING CLIMATE
As overheating in UK buildings becomes an increasingly urgent concern, CIBSE is launching its latest Weather Data set, a vital tool for professionals designing for future climate conditions.
Drawing on the most up-to-date observations, climate science and projections from the Met O ice, the new CIBSE Weather Data set provide engineers, designers, and researchers with the data needed to assess energy use and overheating risk with far greater accuracy and geographic precision.
The launch follows a two-and-a-half-year development and testing programme, led through a Knowledge Transfer Partnership (KTP) with the University of Exeter and reviewed by experts at Loughborough University, Arup, Inkling LLP and other supporting volunteers.
The updated files include both Test Reference Years (TRYs) for typical annual energy modelling, and Design Summer Years (DSYs) for overheating risk assessments - o ering three variants that capture di erent heat events.
While the new datasets are not required for regulatory compliance at launch, they represent a significant advance in building design. Their release comes at a time when the building services sector is being called upon to mitigate overheating risk, manage rising energy demand, and deliver climateadapted buildings that remain comfortable and a ordable to run.
To access the CIBSE Weather Data set visit: https://www.cibse.org/knowledgeresearch/weather-data/
lives, livelihoods, and economic stability’. Their four-stage approach covers, 1. Be aware and educated, 2. Anticipate, 3. Prepare and adapt, and 4. Sustain resilience.
Again, the FM sector has a crucial role to play here in bringing a lot of di erent drivers and domains together to provide a clear vision for their facilities and assets. This includes the clear identification and recoding of each asset across the site and the e ective adaptation of those assets for the climate future we’re facing – whether this is something as simple as using lights with lower power requirements, to smarter use of air conditioning to shut down areas of the building not in use during certain parts of the day. As a sector, we must make the places we serve resilient to climate risks – as the climate emergency only deepens.
Andrew GladstoneHeighton, Interim Head of Policy & Insight, IWFM
NEW CIOB REPORT OFFERS BLUEPRINT FOR LINKING BUILT ENVIRONMENT SUSTAINABILITY WORK TO UN SDGS
The Chartered Institute of Building (CIOB) has launched a new report showcasing how the built environment sector can pair sustainability targets with the United Nations Sustainable Development Goals (UN SGDs). Launched to mark the end of Professor Mike Kagioglou MCIOB’s year as president of CIOB it is the culmination of roundtables with senior leaders from across construction, infrastructure, consultancy and academia.
Packed with industry-led case studies, it has been designed as a practical resource for construction professionals at every stage of the sustainability journey.
Professor Kagioglou said: “As this report and many others have demonstrated it is simply not enough to continue at our current pace. The UN SDGs o er a useful tool and framework for addressing our approach in a holistic way.
“Perfectly aligned to CIOB’s strategy around modern professionalism, quality, skills, and sustainability, it presents an opportunity for all of us to engage with renewed energy and deliver greater benefits for us all.
“There are many companies which are already excelling, and this report gives inspiration for other firms across the sector to ensure a brighter future for everyone.”
Amanda Williams, CIOB’s Head of Environmental Sustainability and co-author of the report, added: “By working with this group of senior construction leaders, we have been able to gather some valuable insights and case studies demonstrating how built environment companies are engaging with the SDGs, as well as a good appreciation of the opportunities and challenges.”
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LEAK SEEKING
Andrew Green, Thermography Business Development Manager for HIKMICRO explains how the use of smarter and faster AI-powered thermal imaging solutions helps identify water leaks
Finding leaks, water ingress and faults is central to property management and maintenance as if spotted early it can save time, money and hassle. FMs are increasingly turning to sophisticated measurement and detection equipment to enhance the precision and e iciency of their work. Among these, light and easy-to-use handheld thermal imaging cameras have emerged as indispensable assets. These devices streamline diagnostic processes, significantly reducing the time spent on site, and can be used for surveying areas that are hard to reach with more limited, conventional tools.
HEAT SEEKING TECH
The wider application of this technology allows users to clearly see heat patterns in various systems, helping them identify problems that are not visible to the naked eye. Consequently, they’re ideal for electrical or property inspections, energy e iciency audits, safety checks and HVAC works, plus more sensitive environments like factories and airports where maintenance needs to be scheduled around busy periods.
Real-time diagnostic capability also allows for the early detection of overheating, which is o en a precursor to equipment failure. By pinpointing hot spots and other irregular thermal patterns, FMs can identify components that are at risk of breaking down, schedule maintenance proactively and replace parts before they cause system-wide
issues. This predictive maintenance approach minimises downtime, enhances safety by reducing the risk of fires and other hazards, and optimises operational e iciency.
WATER LEAKS
Thermal imaging also plays a major role in identifying water leaks, that help minimise disruption, reduce the need for full scale repairs and help prevent water damage before it becomes a bigger problem. It works by detecting temperature di erences on surfaces, allowing users to quickly identify areas a ected by moisture or water ingress. Image enhancement technology significantly improves image clarity and helps visualise leaks hidden behind walls or under floors, while the temperature contrast functionality enables FMs to quickly narrow down the problem without invasive procedures.
But imagine being able to work even faster and more e iciently – with ultra smart detection built in as standard and specialised inspection tools that can provide a more accessible, a ordable and intuitive solution for everyday challenges. The development of highly intelligent algorithmic functions is reshaping the safe, automated and accurate inspection experience across both commercial and industrial applications – turning advanced diagnostics into actionable insights for first time users and seasoned FM professionals alike.
AI-DRIVEN INNOVATIONS
An AI-driven innovation now automatically identifies problematic water leaks by analysing sound frequency, intensity, and spatial characteristics to pinpoint the exact leak point. Traditional acoustic leak detectors require trained professionals to interpret audio feedback and distinguish between normal pipe noises and potential leaks; however, this algorithm automatically isolates the relevant noise patterns, making the detection process fast and straightforward and allowing even first-time users to achieve professional-level results with minimal training.
When it comes to identifying air leaks, heat loss and moisture damage there is also a bespoke deep learning algorithm designed to simplify the inspection process and make it faster. It focuses on a vast collection of thermal images representing typical issues such as insu icient insulation and water leakage. This enables the so ware to quickly and accurately identify potential insulation deficiencies and suspicious water leaks during Infrared (IR) inspections, which immediately makes it the essential smart scene recognition assistant for newcomers to thermal imaging equipment. For more experienced, professional users there is enhanced functionality, whereby an intuitive colour algorithm works with additional tools like hygrometers to analyse and alarm thermal images based on temperature and humidity data. During IR inspections, this helps quickly pinpoint potential insulation defects (marked with a blue alarm) and suspicious moisture issues (marked with a green alarm) – to tangibly boost e iciency, accuracy and clarity of image.
Automated risk detection for electrical panel inspection and PCB safety is now a reality, simplifying workflows via built-in algorithms that identify temperature measurement targets in specific scenarios and determine if anomalies exist. This reduces the complexity of FM operations to improve inspection safety while reducing downtime risks and optimising equipment lifecycle management e iciency.
In electrical panel inspection, image recognition and Delta T (ΔT) algorithms are combined to accurately locate overloaded/degraded fuses through absolute temperature alarms and relative di erence warnings. Micro-temperature sensing can also detect thermal di erences as low as 0.5°C, flagging potential hazards before they escalate. These latest innovations represent a giant leap forward in making thermal imaging even more intuitive, intelligent and inclusive – bringing absolute precision and consistency to tasks that once demanded extensive time and expertise. Whether you’re inspecting a property, tracking down a water leak or safeguarding an industrial system, breakthrough AI-driven functionality now makes every inspection smarter, every decision faster and every outcome more reliable.
+ Air damper service contract
Ensuring all dampers are properly maintained and in good working order is a key legal responsibility for facilities managers. Kingspan Light + Air can develop a tailored service package for your estate including regularly scheduled maintenance to support compliance and safeguard occupants.
Fire and smoke dampers play a critical role in ensuring safety in the event of a fire, helping to limit the spread of flames, smoke and hot gasses by closing ducts and other openings. Under the Regulatory Reform (Fire Safety) Order 2005 [RR(FS)O] and the best practice guidance within BS 9999, these life safety systems must be inspected and performance tested by a competent person at regular intervals, and repaired or replaced immediately if found to be faulty.
However, maintaining this regular schedule of inspections and maintenance can be challenging, with smoke control systems (including dampers) requiring weekly inspections, quarterly full system tests and annual service and performance testing.
Kingspan Light + Air can help to oversee this process, ensuring both dampers and smoke control systems are functioning correctly and are proactively serviced in line with your legal obligations.
How Kingspan Light + Air can help
With a Kingspan Light + Air service package, we ensure your dampers are regularly inspected and maintained by properly trained professionals — meeting the requirements of BS 9999 and the RR(FS)O in full.
In recognition of our competence as an installer and maintainer of smoke control systems, we have been certified to both the IFCC SDI 05 and SDI 09 third party certification schemes for the installation of fire curtains and smoke control
systems. Along with regularly scheduled service work, our trained service engineers can also respond to emergency call outs 24/7, 365 days a year and carry a comprehensive stock of spare parts.
Each service plan is developed specifically for the building and the dampers within it. To achieve this, we undertake a comprehensive initial inspection of each site before creating the inspection plan.
Survey and Plan
Our engineers will survey your site, locating and verifying your dampers to get a clear picture of the scale of the operation and the existing maintenance schedule.
Service and Report
We will check each damper individually, ascertaining the current operational status of your systems and all the HVAC controls on-site.
Repair and Replace
We will consider which dampers to repair and which to replace, creating a cost-effective strategy for moving forward, without obstructing your day-to-day operations.
Assist with Asset Register
On completion of the damper review process, we will assist in the completion of all asset registers, including the location, specification and maintenance history for all dampers covered by the service contract.
INVISIBLE RESTORATION
The most sustainable building is the one that already exists says Adrian Attwood ACR, Chairman, DBR, an expert on heritage conservation in live public spaces
WhenNotre-Dame’s spire collapsed into flames in April 2019, I watched the news coverage with the same horror as millions worldwide. But unlike most viewers, I was witnessing not just a tragedy but also a monumental restoration challenge. For over three decades at DBR, we’ve been guardians of Britain’s architectural treasures, and the fire was a stark reminder of what’s at stake.
From our modest beginnings as a masonry contractor in 1990, we apply an agile approach to innovation and planning, with what I call ‘invisible restoration’. In essence, it’s the high-wire act of preserving heritage while daily life goes on largely uninterrupted. It’s conservation without the dreaded ‘Closed for Renovation’ signs.
FIRE SAFETY AT THE PALACE OF WESTMINSTER
The Palace of Westminster isn’t a ‘normal’ government building – it’s the beating heart of British democracy, and it never stops, so when we were tasked with enhancing its fire safety, the logistics behind the multi-million-pound fire safety upgrade were initially daunting.
When the chambers emptied, our cra speople worked through the night, meticulously enhancing fire resistance in centuries-old doors while maintaining their historic character. We became parliamentary ‘ghosts’; appearing on shi when the corridors quietened and vanishing before the morning’s first debates. We liaised closely with parliament’s security and ceremonial teams to schedule the safe unobtrusive delivery of this vital
work.
The technical challenges were formidable too. How do you make a 200-year-old door meet modern fire regulations without changing its appearance? Our solution involved glass enhancements and invisible modifications that preserved historical aesthetics while providing crucial safety upgrades.
A er three and a half years of this nocturnal manoeuvring, we received the highest compliment from parliamentary o icials; that our presence had gone largely unnoticed despite the scale of the work. In our business, invisibility isn’t just desirable, it’s the gold standard.
RESTORING BRIGHTON ROYAL SUSSEX COUNTY HOSPITAL CHAPEL
The restoration of Brighton’s Royal Sussex County Hospital chapel remains one of our most nervewracking projects to date. The logistics involved were highly challenging and demanded careful and meticulous planning and execution.
First, the chapel had to be moved from its original location in the operational hospital Barry Building to its new site. Then the interiors had to be repaired o site and skilfully reconstructed into a purposedesigned, three-storey concrete superstructure. Our teams had to navigate all the complexities of a working hospital under stringent COVID restrictions, taking extreme care to be mindful of the potential e ects of noise and dust in a clinical environment.
A delicate touch was required during
deconstruction, transportation, and re-installation requiring frequent briefings with hospital sta to schedule our most disruptive work around patient needs and hospital operations. We had to be sensitive to medical emergencies, procedures and equipment, with rapid response protocols in place.
The chapel restoration preserved its historic character while ensuring the space could continue serving its vital purpose for patients, families and sta . It showed how heritage conservation can enhance the function of modern operational buildings.
BLENHEIM PALACE
In January this year, works on a substantial section of the roof and façade at Blenheim Palace commenced, an expansive project, requiring delicate work, ongoing for at least two years in a bid to enhance fabric resilience and structural longevity. The client was determined "not" to close o the conservation areas during this extensive restoration work.
The project is ongoing and includes a public viewing platform where the conservation work can be viewed at roof level, simultaneously o ering a high-level vista of the estate. Our team of cra speople, whose skills have remained largely unchanged since the Renaissance, have been facilitating cra workshops and community engagement on the skills being used to carry out the work - making restoration work the landmark’s latest educational attraction.
Blenheim Palace has been able to maintain its visitor experience throughout the restoration process. What may have initially been viewed as a potential disruption has been transformed into an enhancement of the visitor experience; proof that with creative thinking, conservation work can actually add value to operational buildings rather than presenting inconvenience.
THE FUTURE OF INVISIBLE RESTORATION
In 35 years of operation at DBR, I’m struck by how our field has evolved. Today, we use drone surveys and 3D modelling alongside traditional lime mortars and hand-carved stonework.
This marriage of ancient cra and cutting-edge technology is the future of our profession.
The climate crisis has made this work more vital than ever. The most sustainable building is the one that already exists, and our conservation work now emphasises energy e iciency alongside historical accuracy. When we restore an antique window, we’re not just preserving heritage, we’re reducing carbon footprints by avoiding new construction.
The true measure of our success isn’t found in awards or recognition, though naturally our Royal Warrant is most welcome. It’s in the seamless continuation of life within the buildings we restore. Our motto is a solemn promise: “Making sure the past has a future.” And we’ll continue to achieve that, one inconspicuous restoration at a time.
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COMPLIANCE
WASTE MANAGEMENT IN COMMERCIAL FACILITIES
AsIn association with
Kim Ormsby, Assistant Director of Anenta with advice on the e ect of Government’s new processes to reduce waste and increase recycling rates on commercial premises
part of the 2021 Environment Act, everyone will be required to separate food waste and dry recycling from their residual (non-recyclable) waste. For businesses, separating food waste will be a significant change. This means that organisations will need to have a comprehensive understanding of the types and frequency of waste generated, as well as the appropriate methods for its storage and collection, to comply with the new legislation.
WHAT DO THE NEW RULES MEAN?
The new legislation a ects all non-household municipal premises in England, including businesses, schools, hospitals, and commercial facilities. These premises must now ensure that a consistent set of recyclable waste streams is collected separately, in a similar way to how households currently manage their recycling. The required materials for separation typically include paper and card, plastic, metal, and glass containers, as well as food waste.
All businesses, except those with less than 10 fulltime employees, are required to arrange separate food waste collections. Micro-firms, those with fewer than 10 full-time employees, will have extra time to adapt to the new requirements, and must implement the changes by 31 March 2027.
This transition period is intended to ease the burden on smaller businesses, allowing them the time to understand their obligations and integrate the necessary infrastructure, such as separate food waste bins and new collection contracts, into their day-to-day operations.
Additionally, government-supported guidance from WRAP (Waste and Resources Action Programme) will o er tools, training, and best practices to help microbusinesses develop waste strategies that suit their size and sector.
WHY IS IT IMPORTANT TO CORRECTLY DISPOSE OF COMMERCIAL WASTE?
Correctly disposing of commercial waste is essential
for maintaining legal compliance, protecting the environment and promoting public health. Taking responsibility for your waste management practices ensures sustainability, avoids penalties, and contributes to a cleaner, safer community. Below are key reasons why proper disposal matters:
Safeguard your reputation: Correctly disposing of commercial waste helps safeguard your business’ reputation by demonstrating your commitment to environmental responsibility and legal compliance. Proper waste management shows customers, clients, and the public that your business values and adheres to regulations. Avoiding issues like illegal dumping or waste-related violations helps maintain trust and credibility, preventing negative publicity or fines that could damage your brand. By responsibly disposing of commercial waste, your business can continue to attract environmentally conscious customers and clients.
Protect the public and the environment: Help keep your local area clean and tidy with the correct disposal of commercial waste. An e ective commercial waste management process will prevent pollution and reduce health risks to the public, ensuring that any potentially hazardous waste is disposed of safely. By adhering to regulations, your business will play a crucial role in promoting a cleaner, safer environment, benefiting both the community and the planet.
Improve internal e iciency: Beyond compliance and corporate image, better waste management o en leads to increased operational e iciency. When waste is sorted and measured e ectively, businesses gain clearer insights into their consumption habits, helping to identify where waste can be reduced or prevented altogether. This could translate into fewer bin collections, less money spent on general waste disposal, and a potential decrease in landfill tax contributions.
www.anentawaste.com
Waste monitoring systems and audits can also reveal opportunities to repurpose materials or collaborate with recycling partners.
WHAT HAPPENS TO BUSINESSES THAT DO NOT COMPLY?
Under the new legislation, if you put food waste into the wrong bins, your supplier will not be permitted to collect them. However, you’ll still be charged, and repeated non-compliance could result in fines or other penalties. Businesses and facilities that fail to comply with the new Simpler Recycling regulations could be subject to significant penalties, including fixed fines starting at £110 and escalating to £5,000 or more in civil sanctions.
Compliance notices may also be issued to anyone failing to separate waste in line with the agreement made with their waste collector. In most cases, this will apply to the waste producer, such as the business itself, but it can also extend to landlords or facilities management companies responsible for presenting waste on the producer’s behalf.
HOW CAN BUSINESSES RESPOND?
Responding to these changes doesn’t need to be overwhelming. Here are a few practical steps that businesses can take:
Audit your current waste streams: Understand what types of waste you produce and how frequently.
Engage with your waste contractor: Discuss your current arrangements and ensure they’re aligned with the upcoming requirements.
Train sta : Educate your team about the new waste separation rules so everyone knows how to comply.
Label bins clearly: Ensure recycling and food waste bins are easy to identify and access throughout your premises.
Monitor compliance: Regularly review how well your team is adhering to the new procedures and make adjustments as necessary.
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AI - FRIEND AND FOE FAST FACTS
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
AI can provide organisations with increased e ciency and productivity, enhanced decision making and cost savings. But there are risks. Andy Compton, CEO Cortida explains what these are and how to retain control
Organisations around the globe are embracing AI technologies with breathtaking speed and in a way that, according to UN Trade and Development (UNCTAD) report(i) will see the global AI market soar to $4.8 trillion by 2033.
There are numerous benefits for FM, such as enhanced analytics, which can predict failures before they occur, energy optimisation, derived from improved analysis of occupancy patterns, and improved building performance, from intelligent adaption to connected devices and IoT building sensors. These concepts are not new, but the opportunity to identify, understand and respond in quicker, cheaper, and ever more predictive and reliable ways is genuinely exciting.
However, early adopters of AI may not be aware, or prepared for the potential pitfalls that appear at the start of innovation. What exactly are the risks associated with using AI?
Cybersecurity: Sophisticated, AIpowered attacks are on the increase and can bring untold damage to both
revenue and reputation. AI cyber-attacks have evolved to include the poisoning of data in building sensors, autonomous or self-driving malware and the use of realistic audio, video, even document forgeries to enhance phishing attacks on users of operational systems.
Operational Errors: Systems that rely on AI produced data to make informed or predictive decisions can be negatively impacted when the integrity of the data delivered is compromised, wrong, or biased, due to ‘AI thinking’.
Privacy Risks: When we feed AI systems with personal or sensitive data, we run a risk that it may inadvertently become part of its knowledge and therefore available for use in its outputs. Unintentional disclosure of personal or sensitive information can be not only embarrassing but also harmful, it may even attract regulatory attention and penalties.
Bias and Discrimination: Because AI systems learn from data, it’s possible that the information it has learned
being used within your organisation. Let’s look at these areas in more detail:
Understanding Current Use: Key questions should be asked about the applications or services in use, their locations (cloud or local), connectivity types (permanent or on-demand), the quantities and format of data (plain text, anonymised data, word documents etc.) and crucially, the type and sensitivity of the data in use. This exercise will give you a clearer picture of any areas within your business that may sit exposed to risk.
Risk Assess: This information will show if your organisation is using AI ethically, transparently, fairly, legally and that all measures have been implemented using the principles of privacy by design. To protect your data moving forward, create a list of AI services or platforms that have been explicitly evaluated, secured and approved.
may generate results that are less favourable toward people or groups with certain characteristics and therefore produces biased results. In an HR setting for example, where AI is employed to analyse CVs and make a recommendation, it’s plausible that the algorithm could deliver discriminatory results. In an FM setting this could be the inappropriate allocation of space, based on bias rather than optimisation and fairness.
Regulatory Compliance: The UK is yet to introduce regulation on the use of AI; however, AI tools can still break existing laws such as, the Data Protection Act (UK GDPR), which governs data collection and processing. Although data may have historically been processed using existing consent models, if the purpose of data processing has changed (with the use of AI), you may be required to refresh that consent to avoid regulatory issues and ensure trust.
TAKING CONTROL OF RISKS
For most organisations, a sensible place to start is to establish how it’s currently
Policy: An AI usage policy is the setting down of your company’s commitment to the way it engages with AI. It will include your objectives, the responsibilities of your users and the consequences for non-compliance. Of particular importance are rules on what systems and usage is allowed, what can be passed into AI systems, their format and how outputs can be used along with any approval steps required to ensure accurate, reliable, ethical, legal, and secure use. Critically, your whole organisation must agree to adhere to your policy and commit to being guardians of the data you hold.
Governance: To ensure an AI Policy is kept in-check and remains ethical, fair, legal and secure, you will also need an internal AI Ethics and Governance team. In a larger organisation this function is typically managed by a committee and in smaller companies, by the organisation’s leadership team. An oversight group that periodically meets to understand the evolving regulatory landscape is a must. This committee stands in place to review policy violations and complaints, evaluate risk assessments, mandate on privacy and security controls and consider new technologies or advancements.
Finally, while performing these tasks is a great starting point for managing the risks associated with the use of AI, for total peace of mind, it’s also a good idea to seek professional support.
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@RICSnews Help us strengthen ESG standards in commercial property valuation. We’re updating our ESG in commercial property valuation standard and need your feedback to shape the latest edition. Consultation closes 12 September 2025. Share your feedback now http://ms.spr. ly/6016SfKcE
@CBRE Forget outdated notions of the office. CBRE’s Senior Strategist Bonny Wong (Gen Z) and Managing Director Nic Smith (Baby Boomer) chat on what truly motivates employees to come to the office. Explore their generational insights: https://cbre. co/4nLnOGY
@mitie Plan Thrive is our promise to give back to the communities we serve and the people within them. With a Theory of Change approach, we’re turning good intentions into measurable outcomes, creating places where communities can thrive. Read more > https://hubs.ly/Q03vVvXC0
@JLL Proud to partner with @ economistimpact to shine a light on strategic retrofitting’s benefits. As quality space demand outpaces supply, we’re at a crucial turning point. Building upgrades offer the clear, practical path forward. Check out the research here: https:// co.jll/4lsCJDT
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@BidvestNoonan EHSQ leaders from UK & Ireland met in Dublin for 2 days of collaboration, led by Martina Donohoe. Focused on safety priorities, standardisation, and daily communication, guided by consistency, impact, and futurereadiness. Thank you for shaping a safer, healthier future.
@ABM_UK Congratulations to team member, James Stevenson, a Service Manager in our security team, who has been named a finalist in this year’s British Security Awards, in the Management Excellence category. This is testament to James’ hard work and dedication. Well done.
GEORGIA JORDAN, CONTENT WRITER AT BIOLOGICAL PREPARATIONS
GREENWASHED
AND
OVERLOOKED:
WHY CLEANING DESERVES A CLOSER LOOK IN YOUR ESG STRATEGY
Ethical consumerism is now influencing B2B purchasing, with buyers expecting genuine action not only in a business’ own operations but also across its value chain. ESG reporting (Environmental, Social and Governance) has become the go-to framework for communicating those e orts. In fact, 88 per cent of publicly traded companies had ESG initiatives in 2020.
But while attention o en falls on energy use, carbon o setting, or community investment, one critical area is still largely overlooked: cleaning. Cleaning is too o en a tick box exercise yet touches every area of a business, including reputational, regulatory, operational and financial. Even where ESG and cleaning are aligned internally, supply chain decisions can still pose risks through greenwashing. That leaves modern cleaning operations facing a dual challenge: how to make cleaning a genuine strategic asset, and how to protect your progress from being undermined by greenwashing.
First, let’s establish how cleaning links to each ESG criteria:
Environment: Plenty of cleaning products claim to be sustainable but still come packed in singleuse plastic, contain petroleum-based ingredients, or get overused due to poor training and outdated systems. When you look across the full lifecycle, from ingredient selection and transport to energy use and end-of-life breakdown, the environmental impact can be high. Understanding exactly what you’re using, how it works, and its long-term e ects is key to linking cleaning to environmental objectives.
Social: More research is revealing how cleaning chemicals impact health, not only of the cleaning team but of anyone using the space. For example, QUATs (quaternary ammonium compounds) are known to trigger asthma and skin issues, and VOCs (volatile organic compounds) can cause respiratory problems. Social impact also stretches beyond your site, with ethical labour practices across your supply chain another consideration.
Governance: Governance is about more than leadership; it’s about transparency and trust. In the cleaning industry, many manufacturers are reluctant to share full lifecycle data or disclose key product information. That lack of visibility makes it di icult to track ESG progress or verify
claims, opening the door to greenwashing. Greenwashing, the practice of exaggerating or fabricating environmental benefits, undermines genuine ESG progress.
So how can businesses move beyond boxticking and build confidence in their cleaningrelated ESG performance?
One common greenwashing tactic is selective disclosure. For example, promoting PCR packaging or concentrated formats while ignoring the product’s actual environmental impact or ingredients. To avoid being misled, start by investigating the formulation:
» Petrochemical-based: Derived from crude oil with high CO2e emissions.
» Partially “eco” or bio-based: A step forward, but o en still reliant on synthetics.
» Fully biotech or biosurfactant-based: Fermentation-derived ingredients like rhamnolipids or sophorolipids are the gold standard. They’re biodegradable and support a circular carbon economy. Removing carbon from the air via plant growth and returning it upon degradation.
Ingredient lists alone don’t always tell the full story. Reviewing the Safety Data Sheet (SDS) can o er deeper insight into a product’s safety and environmental profile.
You should also expect transparency around ingredients (without compromising IP) and evidence of biodegradability and low toxicity. Trustworthy third-party certifications such as Global GreenTag, EU Ecolabel or EcoCert, can provide another level of assurance.
Beyond formulation, investigate other factors that impact ESG performance:
» Are the products manufactured using cold water or renewable energy?
» Do they use concentrates or sachets to reduce plastic and transport impact?
» Are they water and energy e icient in use?
» What waste and recycling policies are in place at manufacturing sites?
From supply chain transparency to real-world health impacts, cleaning intersects with every part of ESG and leaving cleaning out of the equation creates gaps that cannot be ignored. Taking extra steps to guard against greenwashing is no longer optional, it’s a necessary layer of defence for any credible ESG strategy.
FM CLINIC
According to the Chartered Institution of Building Services Engineers (CIBSE) as the sector works towards meeting sustainability targets and net zero commitments, the need for evidence-based approaches has never been more critical. What role do you believe technological innovation will have in helping FMs achieve their sustainability goals?
currently being reviewed with a view to expand the guidance on digitally led maintenance, including life cycle performance, management and maintenance planning.
Dynamic simulation models can create ‘digital twins’ that allow FMs to explore the e ect on the building’s energy and environmental performance by implementing changes both to the building systems as well as occupant behaviour, such as opening windows or switching o unneeded equipment.
And, of course, all of this information can be exported to the cloud and displayed on dashboards. These typically begin with
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
CHARTERED INSTITUTION OF BUILDING SERVICES ENGINEERS’ VIEW
ELLEN SALAZAR, HEAD OF BUILDING SERVICES ENGINEERING, CIBSE
Driven by increasing energy costs, along with environmental awareness and a push towards netzero carbon buildings, facilities managers are under pressure to achieve sustainability targets.
high-level performance metrics, allowing the FM to drill down through increasing granularity to raw data that can be exported for o -line analysis.
Ellen Salazar
As our current information age matures, we see the advent of big data, machine learning, the internet of things (IoT), and artificial intelligence (AI) being applied to the built environment. Although data showing in-use performance of these new products can feel elusive, it seems clear that technology-driven building management and maintenance is coming into its own.
We already see how automatic meter reading (AMR) has automated the collection of metered energy data in buildings over the last decade. CIBSE o ers a half-hourly data (HHD) tool, as a free download, for anyone wanting a simple yet powerful graphical interface to inform and enact evidence-based energy savings.
IoT-enabled equipment, along with AI algorithms, can assist FMs by optimising HVAC system performance to ensure comfort criteria are met, while reducing energy wastage, particularly out of hours. CIBSE’s Guide M6 Commissioning and Testing is
There is a risk though that too many proprietary, stand-alone dashboards can create “dashboard dazzle” for an FM trying to make sense of all this information. Additionally, many of these new systems have high initial costs for equipment, installation, and commissioning, as well as ongoing SaaS costs for the cloudbased dashboards. Building owners and budget holders can o en be skeptical of the benefits of new technology, particularly when the savings are longer-term or more di icult to quantify. Older buildings present additional challenges when attempting to retrofit ‘smart’ equipment, as the base building technology won’t necessarily be compatible.
Nevertheless, across the FM industry, technological innovation plays a pivotal role in supporting sustainability goals by enabling smarter, data-driven decisions. Tools like digital twins, AI-driven building controls, and granular energy monitoring allow facilities managers to better understand how buildings perform in real time, identify ine iciencies, and proactively optimise systems for energy and carbon reduction. As regulations tighten and sustainability expectations grow, embracing these technologies will not only be a competitive advantage but a necessity for achieving measurable, long-term impact.
THE SUSTAINABILITY EXPERT’S VIEW
SUNIL SHAH, MANAGING DIRECTOR OF ACCLARO ADVISORY & THE SFMI
As the built environment pushes toward net zero and broader sustainability goals, the need for evidence-based decisionmaking in facilities management is becoming more urgent. Forthcoming regulations like the UK SRS and the revised EU’s Corporate Sustainability Reporting Directive (CSRD) mean
the sector is facing increased demand for transparency and accountability. These frameworks are setting the stage for a more structured and data-driven approach to how we manage and report on building performance.
This shi brings into focus the need for high-quality, reliable data to inform decisions. Access to robust evidence is becoming a prerequisite for securing funding for decarbonisation and climate resilience initiatives. Without a clear picture of current performance and future projections, it becomes di icult to justify investment or demonstrate measurable impact.
THE ENERGY CONSULTANT’S VIEW
GRAHAM PAUL, SERVICE DELIVERY DIRECTOR
AT TEAM ENERGY
Tech – specifically data – is essential to achieving net zero. Without it, those responsible for managing the built environment will find it e ectively impossible.
The built environment makes up a substantial share of the UK’s total greenhouse gas (GHG) emissions and electricity use, at 23 per cent of total emissions and 59 per cent of electricity consumption. At the national level, policy frameworks requiring energy e iciency and electrification of processes can reduce these figures. However, at a company level, many organisations struggle with the demand of such changes. They need to both understand their current situation, and the necessary steps and tools to reach their goals. In this context, data emerges as a necessity – both in the evidencebased insights it provides, and the cutting-edge tech it enables.
Technology is emerging as one of the most powerful tools facilities managers have to meet these challenges. Smart building systems in particular are proving invaluable in generating the kind of granular, real-time data that supports more accurate and timely decisionmaking. Sensors now monitor everything from energy consumption and occupancy to indoor air quality and equipment performance, providing a dynamic view of how buildings operate day-to-day.
AI and machine learning are further enhancing this capability. By analysing usage patterns and predicting when systems might fail, these tools allow for a shi from reactive to predictive maintenance. This not only improves building reliability but also helps to extend the lifespan of assets, reducing both waste and cost.
Technological innovation is also key to integrating and optimising low-carbon systems, especially heating and cooling. With the right tools, facilities teams can ensure that heat systems are correctly modulated and running e iciently, helping to reduce operational carbon while maintaining comfort and performance.
Beyond day-to-day operations, digital tools are now enabling a deeper understanding of lifecycle carbon. Facilities managers are increasingly expected to consider not just the energy used to operate a building, but also the embodied carbon tied to asset replacement and supply chains. Tools and frameworks like the Net Zero Carbon Building Standard and the SFMI Scope 3 FM Framework are guiding this broader, more holistic view of carbon.
When combined with the right expertise, technology becomes more than a tool, it becomes a catalyst for strategic, evidencebased facilities management. The most forward-thinking FMs will be those who see innovation not just as a route to e iciency but as a fundamental pillar of a sustainable, future-ready built environment.
Beyond day-to-day operations, digital tools are now enabling a deeper understanding of lifecycle carbon. Facilities managers are increasingly expected to consider not just the energy used to operate a building, but also the embodied carbon tied to asset replacement and supply chains...”
SunilShah
Traditional forms of energy management, relying as they o en have on rough estimates, historical averages, or basic spreadsheets, aren’t su icient for net zero. To meet the Science Based Targets initiative (SBTi) Net-Zero Standard, for example, organisations must cut emissions by at least 90 per cent across their value chain – o setting only the remainder.
Organisations must also commit to nearterm goals – within five to 10 years of their commitment submissions – en route to net zero by 2050. That level of reduction, at that speed, is simply not possible without precise, comprehensive and regularly collected data – especially for organisations with large and varied building stock.
Data allows energy managers to benchmark their buildings, comparing their performance
Traditional forms of energy management, relying as they without with large and varied building stock. against meaningful
standards for improved energy e iciency and reduced consumption and emissions. Yet, data normalisation – i.e. adjustments for building type, usage patterns and much more – is also needed so energy managers can make comparisons that meaningfully guide their actions toward e iciency and emissions goals. This itself is a complex task, requiring the right so ware and tech to perform e ectively. It is of little surprise, therefore, that many organisations seek help from consultants, who can interpret the data and provide actionable insights.
Several technologies are revealing themselves to be central enablers to improve energy e iciency, and achieve usage and emissions reductions, however.
Sunil Shah
Graham Paul
Smart meters, now installed in 57 per cent of UK non-domestic sites, are essential to the upcoming market-wide half-hourly settlement (MHHS) reforms. These meters go beyond simple readings, o ering real-time insights into demand patterns, peak loads, and anomalies. They also support time-of-use tari s, helping reduce emissions through smarter and more e icient energy use.
Perhaps surprisingly given its own energy requirements, AI will play a vital role in achieving emissions targets. Powerful analytics and automation can identify energy-use patterns and control building systems in real time – for example, adjusting HVAC based on weather or flagging likely demand spikes. Alongside AI, digital twins (dynamic virtual replicas of buildings) can use real-time data from Internet of Things (IoT) sensors and building management systems to simulate performance and test strategies before implementation.
Together, these technologies enable smarter energy management and long-term, scenario-based planning, helping organisations make informed decisions, reduce emissions, and optimise operations as they move toward a more sustainable, net zero future.
BUILDING SERVICES AND MAINTENANCE PROVIDER’S VIEW
STEVE MCGREGOR, EXECUTIVE DIRECTOR FOR THE DMA GROUP
Technological innovation is crucial for helping FMs meet sustainability targets, facilitating a robust, evidence-based approach to building management, while spotting trends that can lead to improvements in overall best practice. Sustainability can no longer rely on pledges alone — customers, stakeholders and regulators demand hard data and demonstrable outcomes.
in building upgrades, renewable energy solutions, and smarter maintenance strategies, the chances of a ‘right first time’ approach is far higher. Any sustainability drive should begin with the basics, the quick and cost-e ective wins that will immediately save money. By tracking energy consumption across a building and its assets, we can easily see what these quick wins are – swapping for LED lights, for example – the savings made can then help fund more major improvements, such as renewables.
True ‘sustainability’ should extend to every part of a building’s operations, and this includes sta management. FM providers are o en tasked with orchestrating disparate teams, including subcontractors. We use technology that automates workflows and processes, tracks service sta , employed or otherwise, records and retains their qualifications and experience, ensuring the right person, with the right tools goes to a job first time every time. This also automates the administrative burden of timesheets and compliance while sending automatic calls to action when and where needed. The use of such live end-to-end data transparency means quicker better decisions. This approach not only ensures better, more e icient maintenance practices, it saves man hours and reduces unnecessary travel. This hard-won digital transformation has doubled our e iciency and eliminated over 14,000 hours per year.
Smart building monitoring, for example, o ers critical insights into energy consumption, occupancy patterns, and environmental conditions. Through sensors, IoT platforms, and AI-driven analytics, FMs can move from reactive maintenance and guesswork to predictive, optimised operations. This not only reduces energy waste and carbon emissions but extends asset life, a win for both sustainability and cost e iciency. When live data informs decision-making, guiding investments
Of course, technology is only part of the solution. It must be paired with upskilling the FM workforce to interpret data, apply insights, and implement change. Digital literacy, sustainability awareness, and cross-disciplinary collaboration are just as crucial as the technology itself.
For digital transformation to be successful, implementation must be phased and well considered before adoption. Too o en we see businesses investing in the latest so ware without due diligence, they haven’t properly defined the problems that need solving and considered fully what they need to solve them.
We always recommend thinking big, starting small and failing fast, to test what works (and what doesn’t), and then rolling out a new solution once confident in its capabilities within the specific setting. Legacy systems that aren’t compatible with AI are also an issue and will need to be upgraded for the sector to move forward. There are no short cuts, unfortunately.
Technological innovation is essential to FM’s sustainability journey, providing the tools to understand where we are, map where we need to go, and measure how e ectively we’re getting there.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
PEOPLE, PLACE, PRECISION
FMJ visits Chelsea Harbour to discover how Q3 Services is working to deliver high-performance facilities management to this prestigious location. Madeleine Ford reports
Chelsea Harbour is a landmark destination consisting of a seamless blend of luxury living, design-led retail and commercial space spanning 16 acres along the River Thames in West London. Additionally, at its core is the renowned Design Centre, boasting over 120 showrooms, 600 international brands, and hosting five high-profile annual events including London Design Week and WOW!house. An environment as dynamic as this demands a flexible and responsive facilities management approach that is hyper focused on delivering an exceptional resident and guest experience.
BACKGROUND
When Q3 took over the contract in 2018 they set three main objectives, to help commercial clients be more productive through healthier
environments, to work in a more transparent and open-book manner and to transform the working environment for Q3 employees with well-paid, long-term jobs.
Since then, they have integrated seamlessly with Chelsea Harbour’s operations by introducing a tailored solution, which was the inspiration for their recently launched standalone service called ‘FM on Demand’. This ensures that the site always remains fully functional by prioritising flexibility, expertise and responsiveness. Instead of relying heavily on external contractors like the previous FM model, Q3 has hired multi-skilled tradespeople and invested in comprehensive training programmes, resulting in an empowered team prepared to handle a wider range of challenges in-house. Not only does this save huge amounts of money that would have
been spent on sourcing external people, but it has also boosted e iciency, accountability, and created a strong sense of community and pride among sta .
THE CONTRACT IN PRACTICE
The facilities management contract at Chelsea Harbour is delivered via a direct, integrated services model, led by Q3, working closely with the estate’s management team to ensure their strategy aligns with Chelsea Harbour’s wider vision. Stuart Bellew, Chief Operating O icer at Q3 and Mark Hazelwood, Managing Director of Technical Services at Q3, explained how taking on the contract required a need for a new engineering team. Paul O’Boyle was taken on as manager to develop and train a dedicated and hard-working engineering team. This helped meet the challenge of
clearing the backlog, re-energising the team and developing and changing the culture to one o ering the right skill set to complement Chelsea Harbour and its requirements.
This reflects Q3’s tailored solution which ensures the site always remains fully functional, whether for its day-to-day upkeep or setting up intricate Christmas light displays and Christmas trees. For the team, the answer is always “yes”. Part of this journey was to help Chelsea Harbour incorporate events into the management process, whereas previously they were required to bring in several di erent contractors.
Over the years, the incorporation of the engineering and cleaning teams has expanded into actively supporting Chelsea Harbour’s marketing and events, including handling tasks such as painting, decorating and set up. This involvement has helped deliver the seamless execution of events, including London Design Week, the Twinkle Christmas event, and the standout Wow!house which encompasses an impressive 600 square metres and 22 full size spaces each uniquely designed by world-class designers.
Q3 say they work with agility in mind, allowing for fast responses to seasonal changes, events or urgent tasks. They also maintain a consistent team onsite, led by a dedicated facilities assistant who liaises daily with estate management and tenants.
Sailesh Siyani, Head of Estates Operations at Chelsea Harbour said of the relationship with Q3: “They’re happy to have dialogue, tweak the model, the contract, the cost, the apportionment.” Siyani further explained that from their side it’s all about first and
There is no challenge they won’t cover, their creativity and proactive approach consistently delivers”.
last impressions and to achieve this they simply communicate the feedback to Q3, and they are happy to adjust, “there is no challenge they won’t cover, their creativity and proactive approach consistently delivers”.
FACILIO CAFM PLATFORM
Q3 introduced the Facilio CAFM platform as it delivers a more streamlined workflow and approval process. During our visit, the team discussed how the transition from relying on WhatsApp to this system allows for better data management and decision making. The tech provides detailed graphs and client portals for job requests and improving compliance tracking, it facilitates asset tagging which enables clients to scan and report issues directly. The system also integrates with SFG20 for up-to-date routines and has improved reactive maintenance, including LED light conversions and BMS management. Q3 now use Facilio reports for their monthly meetings to review compliance, jobs done, and compare data across financial years and previous years. Additionally, clients have their own portals on Facilio, allowing them to request jobs directly by uploading pictures and descriptions. Then, in turn, engineers receive and complete jobs, averaging at about 300 a month, with records kept for future reference. The team explained that since these records help Q3 recognise when there is a recurring issue and then acknowledge whether full refurbishment instead of frequent repairs is more e icient, it saves them money and time in the long run.
clients, many of whom had never used such a system before – who appreciate the ease of reporting and ensuring maintenance issues are completed.
SUSTAINABILITY
The Q3 team ensures that sustainability is embedded into every area of service delivery at Chelsea Harbour. From product selection to resource use, the focus is on lowering environmental impact without compromising standards.
Q3 were the first in the UK to adopt Facilio and they believe it has brought major benefits to them in terms of planning and deploying sta , while it is popular with
“You can plan a week thoroughly but their
For example, the engineering contract includes waste management which has now been reorganised to prioritise recycling. This encompasses clear signage, tenant engagement around waste stream separation and more e icient bin store layouts. Previously small diesel tractors were used to collect waste from all the residential areas, these were eliminated by Q3 and replaced with an electric tug vehicle. All of the cleaning equipment is battery-powered and low energy consumption, reducing both noise levels and power use.
The cleaning team has transitioned to non-toxic, biodegradable cleaning agents, reducing chemical exposure indoors and lowering the ecological footprint. The waste and chemical usage of the estate is now also tracked in monthly reports, providing a chance to identify new opportunities to reduce environmental impact further.
Taking these steps has contributed to broader ESG targets across the estate where reducing the environmental footprint has improved e iciency and had a positive impact on the environment.
CHALLENGES OF THE CONTRACT
Delivering FM services at Chelsea Harbour is not without its challenges, Stuart Bellew explained that this includes having to expect the unexpected and remain reactive.
with the diverse nature of the work it may all have to change by the time Monday morning comes around. Day-to-day demands are anything but routine and vary from maintaining marina lock gates and boardwalks to supporting high-profile design events, which demands adaptability.”
He adds that the need for continuous improvement and innovation all while maintaining high standards to ensure the diverse group of stakeholders all with di erent, evolving needs are pleased can also bring its di iculties.
COLLEGIATE CULTURE
In a complex and refined place such as Chelsea Harbour, where demands go beyond cleanliness or compliance, sta must embody discretion, courtesy, and adaptability. They are expected to operate seamlessly in both private and public spaces, surrounded by high-end design brands, luxury property, and an international client base. Q3’s people-first culture is what enables this level of service. By investing in recruitment, onboarding, and ongoing development, the company ensures the teams feel valued and important.
The partnership between Q3 and Chelsea Harbour stands out not just for its operational precision but for the culture and relationships that underpin it. There is a huge focus on forging strong, long-term relationships, which was evident from walking around the site. A people-first philosophy is embedded into the day-today culture on the site and is evidentially a reason for the contract’s ongoing success. Through fostering a culture of
responsiveness and collaboration, the team has built a reputation for being a dependable partner. Q3 have fostered a ‘one team’ culture with Q3 sta , contractors, and the client’s personnel all working in harmony to achieve shared goals, open communication, and enhance the overall atmosphere of the site.
Because of the close atmosphere they have created here, sta retention is extremely high, and the contract continues to be extended. Speaking to di erent employees around the site it is evident that each of them take pride in contributing to an environment known for style, cleanliness and care. Paul O’Boyle, Operations Manager at Q3, explained to us just how much the relationship between Q3 and the client had changed for the better since they took over the contract, but also that between Q3 and all sta in general.
DELIVERING TANGIBLE BENEFITS
With the implementation of the flexible model, Q3 have delivered clear, measurable benefits:
Streamlining operations by enhancing training and multi-skilling has enabled the team to maintain high standards with fewer sta .
The integration of systems that provide instant access to compliance, environmental impact, and cost data, has supported proactive maintenance and informed decision-making.
Reduced reliance on external contractors, saving around £250,000 per year.
The strong and supportive relationship they have formed with Chelsea Harbour’s executive management has improved team morale, service delivery and visitor experience.
LOOKING AHEAD
The partnership between Q3 and Chelsea Harbour is built on shared commitment to continuous improvement. Q3 are continuing to implement further sustainability enhancements and are reviewing their carbon reporting tools to provide more granular data. They also intend to expand their training and development pathways, including service culture, stakeholder communication, and sustainability awareness.
Periodic service reviews to assess contract performance are being held regularly and there is a collaborative plan for improvements. Finally, taking a peoplefocused approach remains a top priority for the future, exploring ways to further align with the hospitality feel of Chelsea Harbour. These plans reflect a shared vision to maintain a forward-thinking, responsive, and high-performing estate.
CONCLUSION
Q3’s partnership with Chelsea Harbour proves how a flexible approach to facilities management can be more than just simply keeping a luxury estate clean. It demonstrates a broader shi in how FM can create value by environmental leadership, flexible service design, and a workplace culture built around people, pride and precision. From frontline operatives to estate managers, the relationship is built on mutual respect, shared standards, and open communication. The people-first culture has created a stable, motivated team that takes genuine pride in the site, and in doing so has evolved the contract from a service to a partnership.
KEY TO SUCCESS
The FM sector often complains it is not valued enough by the C suite, but Ian Meaden, Chief Operating O cer of EMCOR UK reminds Sara Bean how far the sector has come and why key account management has contributed to its success
Ian Meaden, Chief Operating O icer of EMCOR UK is well placed to help chart the trajectory of FM over the last three decades. He has been with facilities provider EMCOR UK since 1987 which he joined as an electrical engineer apprentice at what was primarily an M&E and construction company. Within a year of beginning his apprenticeship however, the company landed one of the first FM contracts of its kind with a large technology company.
He says: “In the early days I don’t think the value of FM delivery was appreciated, as facilities departments reported into HR, the finance department, or even procurement,
but fast forward to now and I think the C suite is seeing the real value in what FM can provide, particularly around the workplace.”
From his earliest days in FM, Meaden recognised the importance of cultivating strong relationships with customers; and a er moving from electrical engineering into account management roles, he progressed through the company to Operations Director before being appointed Chief Operating O icer last year by CEO Cheryl McCall.
During his long career he’s come to appreciate the important contribution key account management plays in the success of any FM services contract and this has helped shape his thinking as a leader in this space.
“I think that the FM journey may have moved and shi ed quite a lot, but the one significant thing that has stuck with me remains that of building relationships and trust with clients that help add value to their organisations.”
COMPLEX ENVIRONMENTS
Around 93 per cent of EMCOR UK’s revenues are from the delivery of complex FM service within regulated and critical environments, encompassing defence and government, utilities, pharma and life sciences, industrial and manufacturing and the burgeoning data centre industry.
Taking each of these sectors in turn, Meaden says EMCOR UK is well placed to support the defence sector in managing its cost pressures, an aging infrastructure, workforce challenges, constraints on areas such as access to data technology and pressure to meet increasingly stringent decarbonisation requirements.
EMCOR UK also has a big presence in the utilities market, ranging from gas to water, where given the latter’s well documented issues there is an increasing drive for infrastructure upgrades while managing existing facilities.
He explains: “The water utilities sector is a very pressured environment, driven by a regulatory programme. Decarbonisation is a major issue, like it is for many industries.”
Meaden argues that whether managing defence and utilities services or pharmaceutical and life sciences, there are common themes, whether in helping clients meet net zero targets, or help them deal with costs challenges.
EMCOR UK also has a substantial manufacturing portfolio, where there is a great focus on reliability, safety and production support. As reported in an FMJ feature last year on EMCOR UK’s partnership with British Sugar, the FM team there is firmly embedded into the production process with every leak or maintenance issue fully recorded and the data used to inform future asset planning.
Data centres are also on a big expansion journey – resulting in the launch of EMCOR UK’s new Data Centre Operations solution which will be managed by a specialist data centre team covering the full lifecycle of data centre operations, from design, build, management to maintenance. What managing these complex contracts have in common says Meaden: “Is to help shape our thinking around our vision of engineering excellence, because the environments where EMCOR UK is most successful are those di icult to enter kind of facilities.”
Working within critical and highly regulated environments means that health and safety is a priority. Ensuring standards are maintained says Meaden begins with individuals and its workplace culture. EMCOR UK operates a programme called ‘Be there for life,’ designed to set a behavioural culture that is all about doing the right thing at the right time. This means, says Meaden, “staying within your lane”.
“People don’t like to be told to stay in their lane, but from a safety perspective, working in these types of environments it’s imperative. We spell out that, ‘These are the rules. These are the guidelines, do not step outside of them’. It is what we call a ‘just culture’, rewarding good behaviour and being responsible for things when they don’t
quite go to plan.
“We have a review process where any incident that happens is logged as a lost time incident and we bring everybody onto that review to ask, ‘what do we think happened? Why do we think it happened? What are we going to do to prevent it for next time?’ From a safety perspective, we start from a position where everything is avoidable.
“As a result, our safety performance speaks for itself, this year we’ve again won the RoSPA (Royal Society for the Prevention of Accidents) 2025 Facilities Management Sector Award and looking at our safety data, in 2024 we had only six lost time incidents across all of our contracts.”
goals; ‘workplace evolution’, which looks at workplace utilisation, occupant satisfaction and productivity within the workplace environment; and a modular ‘asset dynamics’ solution, to help clients improve asset performance, e iciency and compliance.
Explains Meaden: “Bringing all these tools together, if you take carbon, asset dynamics and workplace evolution and think about a Venn diagram with our ‘insight intelligence’ solution in the middle, we provide clients with a single view of their entire estate through an integrated system, ‘One Data World’.
People don’t like to be told to stay in their lane, but from a safety perspective, working in these types of environments it’s imperative. We spell out that, ‘These are the rules. These are the guidelines, do not step outside of them’. It is what we call a ‘just culture’, rewarding good behaviour and being responsible for things when they don’t quite go to plan.”
“That’s where the C suite come into play, where you can give them information that helps inform their plans for the next five to 10 years, based on all that data. We’re a technical servicebased organisation, so asset management sits at our core. By utilising predictive maintenance engineering and data we can help build bespoke strategies for customers. In essence, we’re providing FM delivery at its core.”
SERVICE DELIVERY TOOLS
According to research the provider carried out in 2023 on the areas of greatest concern to clients across all the sectors in which they operate, a series of specific services have been developed which are tailored to individual client needs. These include a ‘carbon transformation’ service aimed at helping clients meet net zero, e iciency, ESG, and sustainability
KEY ACCOUNT MANAGEMENT
Meaden believes strongly that key account management is a crucial part of the service mix. EMCOR UK was the first FM company to join the Association for Key Account Management in 2021 and has worked with the Institute of Collaborative Working to develop ISO 44001 - the international
Collaboration can be an overused word. People talk about it, but I think it’s about behaviour. It’s how you act as an individual and collectively, as a team, as opposed to just stating, ‘we want to collaborate’ it’s got to be reflected in the way that you operate.”
standard for business collaboration.
He is quick to point out that: “Collaboration can be an overused word. People talk about it, but I think it’s about behaviour. It’s how you act as an individual and collectively, as a team, as opposed to just stating, ‘we want to collaborate’ it’s got to be reflected in the way that you operate.”
Key Account Management, for him, is made up of several components. Begin with a plan comprising a detailed analysis of the customer and their pain points and then reflect on that to understand what their provider is to them and how they can create value that supports their pain points. From this you develop a key account plan.
The next step is to create a Strategic Action Plan, which in an ideal word, is a joint plan between provider and customer to create a ‘joint relationship management plan’. This should include joint objectives that address the client’s pain points.
By now a plan can be created that o ers mutual benefits and brings value. Then it’s about formulating a relationship map, to ensure that relationships exist with all key stakeholders on both sides and clearly defines how the contract is going to operate.
Says Meaden: “Then you have a governance layer that wraps around it, which is about how you constantly engage at the right levels with
the customer, and you keep it as your regular drum beat.
“We want to make sure that we feel that we can bring value to customers, and they feel that they can work with us. This is the area which makes us who we are - our authenticity. That’s a key driver for us and the kind of ‘magic sauce’, if you like, that makes us a little bit di erent.”
FUTURE PROOF
Maintaining key account managers is always a challenge in FM but Meaden reports a healthy talent retention rate within the business, aided by an apprenticeship programme which understandably Meaden himself richly appreciates. He also feels strongly that supporting sta as they move into new roles is particularly important.
“What we don’t want to do is put people into a role where they are going to struggle. If you take your best people and put them into another job you need to make sure you give them all the tools that they need to do that role including the relevant training, support and mentoring.”
On the introduction of AI into the FM skills set, he believes that data scientists and data analysts are not the same. EMCOR UK has a central AI team which processes the data and then works with FM teams to review the information it provides. “AI is doing a fantastic piece of work around asset management”, he says, “but it still needs a human eye on it, because you can’t trust everything that it’s telling you.”
In his COO role, Meaden sits on EMCOR UK’s executive board, which was created in early 2024, to drive the strategy and vision of the business. He’s clear that the main priorities for the company going forward are sustainable growth.
“We’ve had a very successful year so far and we want to continue on that journey, but in a very sustainable way.
“While our goals remain the same as they have done for the last year and a half there has been a shi in emphasis with the launch of the new data centres o er because we can see the value in that. But our ultimate aim is to retain our strong relationships with our existing customers and maintain our authenticity as an organisation.”
PRACTICAL PATH TO DECARBONISATION
With
Tom Garrigan, Executive Director at BSRIA says combining accurate building data with occupant insights can deliver retrofit programmes that are evidence-based, cost-e ective, and resilient
85 per cent of the buildings that will be in use by 2050 already built, decarbonising the UK’s built environment has become one of the most urgent and complex challenges facing facilities managers.
But with the UK’s complex regulatory landscape and some of the oldest building stock in Europe, there is no one-size-fits-all approach. Instead, we must adopt data-led, assessment strategies that consider the requirements of every building individually to inform the decision-making process.
This requires a change of mindset: one that prioritises performance and compliance, but also long-term resilience and occupant wellbeing. As Dame Julia King noted at the recent BSRIA Briefing: “Reaching net zero is no longer enough;
we must adapt our buildings to avoid them becoming uninhabitable.”
The scale of the challenge is significant, and so is the opportunity, with the decisions made today defining the buildings of tomorrow.
FROM ASSUMPTIONS TO ASSESSMENT
Robust decarbonisation is not something that can be estimated; it requires an accurate data and assessment approach. This means that a successful decarbonisation strategy should always begin with investigation, not intervention. Before any retrofit works are planned or resource is committed, a building must be fully understood, including how it performs, how it is used, and how occupants experience it.
This process should involve a combination of non-invasive techniques, including thermal imaging, airtightness testing, acoustic analysis, and, crucially, post-occupancy evaluation. When analysed together, this data builds a holistic view of building performance by identifying ine iciencies, inconsistencies, or risks that may not be visible at surface level.
What this achieves is twofold. Firstly, it enables targeted retrofit investment, which avoids the waste and disruption of unnecessary upgrades. Secondly, it improves project outcomes by ensuring that any interventions align with the actual usage and performance of a building, rather than being based on assumption.
However, to ensure a truly holistic approach, the assessment process should also include input from the people who use the building regularly. Occupant engagement through surveys, interviews, or open communication can highlight comfort issues, behavioural trends and operational constraints that non-invasive measurements alone might not capture. This collaborative approach not only uncovers deeper insight to assess the improvements required, but it also encourages users to become active participants in achieving operational sustainability targets.
ASSESSMENT IN PRACTICE
We applied this methodology during the recent retrofit of our own headquarters, BSRIA House. Rather than opting for broad, generic improvements, we adopted coste ective rapid fabric assessments to provide a full picture of the building’s baseline performance and the starting conditions. This allowed us to identify specific, highimpact areas for retrofit works that would deliver maximum value while avoiding unnecessary disruption.
The outcome of this was a more meaningful retrofit that substantially improved energy e iciency and operational performance. We achieved a 35 per cent reduction in building airtightness, a 28 per cent reduction in Scope 1 and 2 emissions and a 14 per cent increase in occupation satisfaction scores, all while the building remained fully operational.
This demonstrates how targeted retrofit based on measurement assessment and evidence can be far more cost-e ective, less invasive and more impactful than relying on standardised solutions. It also shows the importance of doing the groundwork first: measuring, testing, and listening, before acting.
FROM REGULATION TO RESILIENCE
Alongside maintaining ageing buildings, managing operations, and ensuring occupant comfort, facilities managers must now also navigate a tightening regulatory landscape. The Building Safety Act, the Future Homes and Buildings Standards, changes to Energy Performance Certificates, and the subsequent reporting that they each require are all reshaping the way that compliance is understood and enforced. While it is easy to view these more complex requirements as hurdles, we should instead see them as an opportunity to embrace best practice. A well-planned decarbonisation strategy based on measurement assessment will naturally deliver on these expectations. This is because performance-based decisionmaking not only helps us to future-proof our buildings, but it also provides robust
documentation that ensures compliance and, in turn, reduces risk and liability issues later down the line.
If we want to stay ahead of emerging regulations, a fabric-first approach is essential. This is because no matter what energy system is used, it will only be as energy e icient as the building fabric allows. Upgrading the building envelope by improving insulation, addressing thermal bridging, and sealing any air leaks, will minimise energy demand at the source. This means that whether renewable technologies are integrated now or in the future, real-world performance must be prioritised from the outset.
ACCOUNTABILITY FOR THE LONG TERM
validation, not just for accountability, but for continuous improvement.
To establish a reliable performance baseline and ensure an e ective retrofit, it is critical to begin with independent, thirdparty testing. Objective, impartial verification provides confidence that initial conditions are accurately understood which forms the foundation for any subsequent interventions.
However, while retrofit is o en considered a single event, the reality is that performance must be managed continuously. Cloudbased in-use monitoring systems now make it possible to track performance in real time and identify both immediate issues and emerging trends. This enables facilities managers to make data-driven adjustments that both ensure occupant comfort and avoid energy waste. Perhaps, even more importantly, continuous monitoring will provide ongoing verification of retrofit outcomes to ensure that performance targets are not only met but maintained over time.
Facilities managers must now also navigate a tightening regulatory landscape. The Building Safety Act, the Future Homes and Buildings Standards, changes to Energy Performance Certificates, and the subsequent reporting that they each require are all reshaping the way that compliance is understood and enforced.”
According to our recent research, construction professionals that rely on independent testing, rather than selfcertification, report significantly higher confidence in their outcomes. Specifically, 46 per cent of architects and 44 per cent of engineers that used physical measurements reported greater trust in their results. This underscores the importance of third-party
FROM OBLIGATION TO OPPORTUNITY
A common misconception is that striving for net zero means sacrificing comfort, quality, or operational e iciency. In practice, when retrofits are planned strategically, this is far from the truth. A wellexecuted decarbonisation strategy will enable occupants to benefit from several advantages at once.
quality, or operational
For facilities managers adopting a holistic approach combining accurate diagnostics with an understanding of actual building use, compliance becomes not a tick-box exercise, but an opportunity to do better.
Retrofit is a challenge, yet a worthwhile one. When done well, it transforms decarbonisation from an operational burden into a positive catalyst for change. However, the time to act is now.
SPACE SAVERS
Space e ciency is becoming a critical FM lever for enhanced energy management. Stefania Vatidis, Strategist at workplace technology solutions provider HubStar explains how
Withenergy prices on a volatile upward trend and environmental, social and governance (ESG) targets growing increasingly stringent, organisations are under pressure to make meaningful strides toward sustainability.
At the heart of this challenge lies a critical player: the facilities manager. Traditionally tasked with maintaining building functionality and comfort, facilities management teams are now stepping into a more strategic role that involves balancing environmental responsibilities with operational demands. Space e iciency has emerged as a powerful lever to reduce energy consumption without compromising employee experience. Thanks to data-driven tools and intelligent automation, facilities can now respond to real-time occupancy and usage patterns that allow them to optimise space utilisation and energy performance simultaneously.
Buildings account for nearly 40 per cent of global energy consumption and over a third of greenhouse gas emissions, according to the International Energy Agency. Much of this energy is consumed in heating, cooling and lighting spaces, regardless of whether
those spaces are actively in use.
OCCUPANCY LEVELS
With the continuing adoption of the hybrid work model, many o ice buildings now operate with fluctuating occupancy levels. A conference room might be used for only a few hours each week. Desks may sit empty for days at a time. Yet many facilities continue to run as if every square metre is fully occupied every hour of the day. This gap between actual usage and operational assumptions presents a significant opportunity for improvement.
By aligning building operations more closely with real-time space utilisation, the FM team can dramatically reduce energy waste, which results in lower costs, fewer emissions and better resource stewardship.
Space e iciency is a key goal, but when can a space be classified as e icient? In this case, it refers to the optimal use of a building’s physical footprint. This means ensuring that every square foot serves a purpose while minimising unnecessary overheads. In energy management terms, this means tailoring HVAC,
lighting, and other systems to serve only the spaces that are needed, when they are needed.
WAYS TO LEVERAGE SPACE
FM teams can leverage space e iciency to enhance energy outcomes in four ways:
Occupancy sensors and real-time utilisation analytics
Accurate, real-time occupancy data is the cornerstone of modern space e iciency strategies. By deploying sensors that detect motion, heat or presence, FM teams can gain visibility into how each area of a building is used throughout the day.
Smart HVAC and lighting systems
Integrating occupancy data with building automation systems (BAS) unlocks the ability to adjust energy settings in real time.
Hybrid work scheduling and desk booking
Hybrid working has transformed the way the o ice functions. Instead of assigning permanent desks, companies are moving toward flexible seating and desk-sharing models.
By coordinating hybrid schedules and implementing AI-powered desk booking tools, FM teams can cluster occupancy on specific days or in specific zones. This allows entire sections of a building to remain dormant on low-occupancy days.
Space consolidation and portfolio optimisation
With accurate space utilisation data, organisations can make informed decisions about their real estate footprint. If certain buildings or floors consistently operate below capacity, they may no longer be necessary. Portfolio-wide optimisation also supports larger sustainability strategies. This can help companies meet carbon goals and improve their ESG performance.
EMBRACING CHANGE
ESG metrics are increasingly under the scrutiny of the C-Suite, and more top-down directives include company-wide ESG targets. Demonstrating tangible reductions in energy use and emissions through smarter space management strengthens a company’s ESG narrative and can contribute to achieving net zero targets.
As the business case for sustainability grows stronger, the FM profession is undergoing a transformation. FM teams are no longer just caretakers of buildings, but in fact stewards of energy, enablers of workplace innovation, and key drivers of corporate responsibility. Space e iciency sits at the intersection of these goals, o ering a powerful, data-driven lever for achieving enhanced energy management without sacrificing performance or comfort. With the right mix of technology, insight and cross-departmental collaboration, underutilised spaces can be turned into opportunities to cut costs, reduce emissions, and pave the way for a greener future.
In the evolving landscape of facility operations, one thing is clear: space is no longer just a backdrop. It’s a critical strategy.
AFM Mechanical & Electrical Services Specialists
The AFM team is committed to providing outstanding service at every stage, from initial design & build to proactive & reactive maintenance. We believe in delivering tailored results that not only meet your immediate needs but also align with long-term goals for e ciency, safety, and sustainability.
Our 35+ years of expertise, integrity, and commitment to minimising environmental impact remain at the core of everything we do.
fostering enhancements, specific
We take pride in fostering long-term client relationships and continuously innovating to guarantee service quality and excellence in every project. If you are ever in need of additional installations or enhancements, we would be delighted to discuss how we can support your specific needs on future projects and demonstrate why AFM is a trusted partner for businesses across the UK.
CATCHING THE SUN
As the e ects of climate change intensify and the demand for cleaner, smarter ways of working grows, sustainability in the workplace has become not just an ethical imperative, but a strategic one. At Lakeside North Harbour, a business campus set in 130-acre landscaped grounds in Portsmouth on the South Coast, we are not just embracing sustainability – we are pioneering it.
Simon Bateman, Asset Manager at Lakeside North Harbour business campus on how meeting net zero can begin in the carpark
In April, we completed a groundbreaking initiative to put clean energy at the heart of our campus and are now home to the UK’s largest car park solar panel and battery storage installation. The energy we create from this is enough to power more than 1,300 average three-bedroom houses for one year.
The key factors in this landmark project, delivered in partnership
with Portsmouth City Council are:
8,545 solar panels installed across the car park canopy and on buildings
The full network of solar panels is set to generate approximately 4,000MWh per year
The energy generated will meet around 40 per cent of the entire site’s electricity usage and will mean, on very sunny days and weekends, excess power can be released to the grid
The project is estimated to prevent more than 900 tonnes of carbon dioxide emissions per year
The site’s solar energy and battery storage system actively reduces
reliance on fossil fuels and cuts emissions.
compliance. They are smarter, more e icient and better places to work and o en have lower operational costs. For example, green buildings tend to use much less energy and water.
‘Green’ workplaces are healthier – they o en have improved air quality, natural lighting and access to green spaces which we know from Lakeside, boost wellbeing and productivity.
Lakeside’s high-performing, energy-e icient buildings not only meet these expectations, but help futureproof businesses against the rising tide of environmental compliance and risk reporting.
CUTTING-EDGE GREEN INFRASTRUCTURE
At Lakeside, a commitment to sustainability helps attract like-minded occupiers who are focused on their people and the planet. From start-ups, right through to FTSE 250 companies, there is strong buy-in from all our occupiers that this is a journey we are on together.
BEYOND COMPLIANCE
For us, this is not just innovation for innovation’s sake — it is directly aligned with the UK’s legally binding net zero target for 2050 - and provides a scalable model for clean energy integration for businesses across the UK and beyond.
For us, this is not just innovation for innovation’s sake — it is directly aligned with the UK’s legally binding net zero target for 2050 - and provides a scalable model for clean energy integration for businesses across the UK and beyond.”
Creating sustainable o ice environments is increasingly required by law and as a minimum firms must ensure they meet several key UK regulation frameworks including:
Minimum Energy E iciency Standards (MEES), which prevent the letting of commercial spaces with an EPC rating below ‘E’ — with future targets aiming for a ‘B’ rating by 2030. We know that larger companies will not consider buildings below a B rated EPC and o en have Global Property Selection Principles, including high e iciency non-fossil fuel air conditioning, standby generators, dual electrical feeds, smart li s, undercover parking and more.
Streamlined Energy and Carbon Reporting (SECR), which requires large businesses to disclose their energy use and carbon emissions. Operating from a sustainable site helps reduce these reportable figures.
Task Force on Climate-related Financial Disclosures (TCFD), now mandatory for many UK firms, compels businesses to evaluate and disclose climate risks, including the environmental resilience of their real estate assets.
With their sta in mind, we in turn help our occupiers create less environmental impact. For example, we o er a free occupier shuttle bus service to the local city centre and main stations; we have a dedicated bike lane into the city with lots of bike storage onsite and we have 40+ EV charging
We have also invested in an initiative to conserve water on campus while reducing our carbon footprint. Collaborating with H2OiQ, we installed a water saving system to benefit the campus and occupiers.
The installation of aerated flow restrictors for wash hand basins and dual flow outlets for kitchen sinks has reduced water consumption from an average of 7.3 litres per minute to 3.5 litres per minute. This has resulted in a 50 per cent reduction in water usage, saving 13,000,000 litres per annum.
We take our responsibilities to support the UK’s net zero strategy seriously and we also contribute to broader global frameworks like the United Nations Sustainable Development Goals, particularly SDG 7 (A ordable and Clean Energy) and SDG 13 (Climate Action).
THE BASELINE FOR A BETTER OFFICE FUTURE
Sustainable o ice sites are no longer a forwardthinking perk or buzz word – I see them as the baseline for a better future. We are not just imagining that future…we are trying to engineer it.
Through landmark projects like a solar car park, a commitment to the highest environmental standards, eco initiatives for occupiers and alignment with national climate legislation, it sets a new benchmark for responsible o ice business space in the UK. stations. have
BEYOND THE TRAP
Richard Jones, Managing Director, SWC & Pest Divisions at OCS UK explores the latest innovations driving change in pest control
The scope of pest control is expanding thanks to technological advancements and changing attitudes around animal welfare and sustainability. It is not just about trapping and exterminating rats, birds and insects using manual techniques and poisons; pest specialists are now increasingly adopting digital solutions and non-toxic methods to improve e iciency and e ectiveness.
While this is contributing to smarter and safer pest management, the complexity of pest control still requires a diverse skillset and a deep understanding of various environments and species to ‘treat’ issues before they escalate, while ensuring no environmental harm is an unfortunate biproduct of pest operations.
TECHNOLOGY ADVANCEMENTS
Over the past decade, the rapid adoption of cutting-edge technologies has driven an evolution in modern pest management. Digital monitoring systems, for instance, have become a common solution for many pest specialists. Systems like electronic
mouse traps use sensors, cameras and data analysis to provide real-time information of pest activity. Insights, such as heat mapping and trend analysis, allow pest professionals to create proactive pest control strategies and support more informed decisionmaking rather than relying on just visual inspections. They also reduce the need for frequent technician visits therefore boosting e iciency and saving time. Depending on the product, a system can be le in a building overnight and send email and text alerts whenever there is pest activity. If a mouse is then caught in a trap, the pest technician can respond straight away. In industries that have strict hygiene regulations, such as food and beverage, this provides confidence and reassurance that pests are dealt with rapidly.
by smaller companies as it is cost e ective and less damaging to the environment; it’s no longer a technology that is just accessible to those businesses with larger budgets.
ETHICAL AND ENVIRONMENTAL CONSIDERATIONS
and counting di erent types of risks before they become
Another exciting advancement is the use of AI and machine learning in pest detection which could include identifying and counting di erent types of insects and predict infestation risks before they become an issue - minimising the need for excessive pesticide use and optimise intervention methods.
and devices supporting real-time monitoring and
Smart traps can sense and attract
Integration of the Internet of Things (IoT) is already a reality in pest management with smart sensors and devices supporting real-time monitoring and targeted pest control measures. Smart traps can sense and attract pests, environmental sensors monitor conditions that can influence activity, and camera surveillance is helping to track and identify pests. Drone technology is also making waves in the field. Rather than a technician putting themselves at risk by being on the roof of a building to check for birds, drones can conduct aerial surveys and produce detailed, high-resolution imagery of potential nesting sites. Sophisticated bird alert systems are also being used to track and scare birds from buildings, reducing the need for expensive nettings and helping businesses keep a bird-free environment in a cost friendly and e icient way.
Technology has significantly changed the pest industry for the better, with benefits including operational e iciency, increased customer confidence, and practices that support compliance, and as the technology adoption rates increase, the chemicals and pesticides being used is decreasing. Digital monitoring, for example, is now widely used
uphold environmental responsibilities. For example, moving to LED technology from shorter lived fluorescent lighting, becoming conscious around waste disposal, minimising the use of pesticides and using new technology to help reduce the number of technician site visits meaning less fuel consumption and subsequent pollution.
When thinking of pest control, animal welfare can easily be overlooked but chemicals and poisons are now considered a last resort when other options are available with an increasing use of non-toxic monitoring methods, baits and traps to help protect non-target species and reduce the overall use of harmful chemicals.”
When thinking of pest control, animal welfare can easily be overlooked but chemicals and poisons are now considered a last resort when other options are available with an increasing use of nontoxic monitoring methods, baits and traps to help protect non-target species and reduce the overall use of harmful chemicals. Pest specialists are using highly adopted hierarchies of control such as the Campaign for Responsible Rodenticide Use (CRRU) to help make decisions and control outbreaks. The key elements of this type of framework includes the elimination of pests by removing habitats or sealing entry points; using physical barriers to prevent pests entering buildings; modifying habitats to make them less attractive; using natural predators (e.g. birds of prey) to control pest population; and monitoring and detection methods to identify infestations early.
welfare can easily be overlooked but
TRAINING AND EDUCATION FOR ENHANCED SERVICE
control outbreaks. The key elements of this
In the past, it was normal to have poisons in place in certain areas all the time, but those days are long gone. If there have been no sightings of rodents, non-toxic methods will be used to ensure no harm is caused to other animals who are interested in taking food from a trap such as hedgehogs. There are also more laws protecting certain species of animals, such as dormice, bats and breeding and wintering birds. Therefore, it’s imperative that environmental risk assessments are carried out to ensure the most appropriate course of action is taken. Pest specialists can put other measures in place to
To continue to drive the pest industry forward, training and education is pivotal for e ective and responsible pest management. Continuous professional development (CPD) ensures technicians are equipped with the latest knowledge and skills to track diverse pest challenges, with ongoing education around technology and regulatory requirements helping pest control professionals stay updated on the newest techniques and best practices. This not only supports excellent service delivery to customers but also ensures industry standards are reached.
Training should also extend beyond the technicians to include client education.
In food production settings, for instance, pest awareness training empowers sta to identify and report pest activity promptly. This collaborative approach enhances the overall e ectiveness of pest management programs, as it leverages the collective vigilance of all personnel on-site. Educating clients about the importance of proactive pest control measures also fosters a culture of prevention, reducing the likelihood of infestations and minimising the need for reactive treatments.
Ultimately, robust training and education programmes contribute to the sustainability and ethical standards of the pest control industry. They ensure that all stakeholders are informed and engaged, leading to safer, more e icient, and environmentally conscious pest management practices. This commitment to education underscores the industry’s dedication to continuous improvement and excellence.
BEYOND THE SIGNS
Safety signage isn’t the only way to promote health and safety. E ective communication of all types is crucial for workplace safety says Phil Pinnington, Head of Audit & Consultancy, British Safety Council
Facilitiesmanagers play a critical role in not just keeping operations running smoothly, but in creating a safe and legally compliant environment for everyone on site.
One vital element of workplace safety is e ective communication. Whether that is through signage, verbal guidance or leadership, clear and consistent communication ensures employees understand safety standards, procedures, and potential hazards.
The 1996 Health and Safety (Signs and Signals) Regulations require employers in England, Wales and Scotland to provide and maintain safety signs where significant risks to health and safety cannot be avoided or controlled by other means.
But safety signage isn’t just about ticking a compliance box. It’s about clear communication. It protects sta , visitors, contractors and ultimately, your organisation by reducing confusion, preventing incidents, and reinforcing a safety-first culture.
Other regulations such as the Health and Safety at Work Act 1974 also include a duty of care to employees and members of the public, and to ensure compliance, employers must carry out risk assessments to determine what signage is required throughout a site.
There is, however, much more that employers can do to ensure the safety of their employees than provide signage.
SAFELY INFORMED
A key aspect of any plan to reduce the risk of
accidents and injuries is providing information, instruction and training to all employees. Ensure clarity and consistency (using clear language and no jargon), so that all safety signage and messages are understood by all employees (remember to consider additional needs, addressing language barriers, literacy issues, or other needs that might a ect an employee’s understanding of safety information).
Two-way communication helps foster a dialogue, encouraging employees to ask questions and raise concerns, which, in turn, helps to build transparency and trust by being open and honest about safety issues. Really build upon this transparency by establishing clear channels for employees to provide feedback on safety procedures and raise any concerns they may have. You will create a virtuous circle by using this feedback and other employee engagement to update your training, risk assessments, signage and emergency procedures, and tailoring this to specific roles or sites where appropriate, thereby actively involving employees in safety initiatives, decision-making, and hazard identification.
I’ve spoken to many senior leaders who confidently say they fully understand their responsibilities to protect the health and safety of their workers. For some, this knowledge has come from attending a health and safety for directors course, and these courses do provide directors and managers with a solid baseline knowledge of the key legislative requirements and the human and
business benefits of health and safety.
H&S LEADERS
In fact, many of the leaders who attend these courses go on to become health and safety champions at board level – improving safety culture by driving, leading and cajoling e orts to ensure their business is both properly managing the risks and going beyond the minimum and achieving occupational health and safety (OSH) excellence.
But leadership, we are o en told, is about actions as well as words. In the world of occupational health and safety, e ective leadership must bring together the right balance of actions and words to help workers understand both the how and why of workplace safety.
E ective OSH leadership understands that no matter how inspiring our words might be, they cannot create an e ective safety culture in isolation. Safety advice, pinned to o ice walls, rings hollow if it isn’t backed by consistent and visible actions, and these begin at the top.
Words and signs matter but they mean nothing in isolation.
When leaders walk past an unsafe act without comment, it sends a message louder than any safety briefing or signage ever could. Conversely, when leaders take the time to engage with workers on the ground, ask questions, listen to concerns, and address risks directly, they demonstrate that safety is not just a policy but a priority. It becomes policy in action, rather than policy inaction.
ACTIONS MATTER
Action without communication also falls short.
A safety culture which changes procedures or introduces new safety protocols without exploring risks or resistance is bound to fail. We know that people are more likely to embrace change when they connect the ‘what’ they do with the ‘why’ they do it. Communicating the ‘why’ behind decisions allows workers to understand how their actions can impact others, for better or worse.
At its core, safety leadership is about influence, and influence depends on credibility. Workers look to leaders not just for basic training, signage and direction, but for signals: what’s tolerated, what’s encouraged, and what’s rewarded. Credibility is earned when leaders strike the right balance between actions and words, and it’s undermined when they say the right things but fail to followthrough.
Winning hearts and minds – improving your organisation’s safety and safety culture - requires more than signs, rules and reminders; it requires genuine authenticity seen through actions and words. When we get this right, people feel safe to speak up, report risks and suggest improvements. When we get it right, everyone benefits.
By implementing these principles, organisations can create a positive safety culture where employees are actively involved in maintaining a safe and healthy work environment.
THE LEAKS YOU CAN’T IGNORE: TURNING FRUSTRATION INTO A FACILITIES MANAGEMENT FIX
By
Frank Hogg,
Industrial Problem Solver, Blackpool
“No one had time to listen. So I built a tool that made them pay attention.”
I’ve spent over 25 years in manufacturing facilities, industrial estates, and commercial buildings. Across that time, the biggest losses o en weren’t dramatic failures — they were the subtle, persistent leaks. The barely audible hiss of steam. The rhythmic plink of a dripping tap. The invisible sigh of compressed air slipping through seals.
These weren’t minor annoyances. They were signals that resources and money were escaping silently into thin air.
And yet, time and time again, building owners and decision-makers brushed them o . “We’ll look at it next quarter.” “Maintenance can wait.” The problem wasn’t carelessness, it was a disconnect. Few people could quantify the financial impact of these small failures, let alone see the wider implications.
That frustration pushed me to create Your Maintenance Buddy — a digital tool designed to turn engineering insight into business intelligence. The app identifies leaks, logs their type and severity, calculates real-world financial loss, and produces reports that show clear return on investment when repairs are made.
With Your Maintenance Buddy, I don’t just say “this needs fixing.” I show them how much it's costing, what savings are on o er, and how quickly payback can happen.
The results speak volumes. One site identified over £9,000 in recoverable losses, with a payback period under four months. Another flagged neglected steam traps costing £1,460 per year each, not to mention dripping mixer taps wasting £616 annually per unit
But beyond the financials lies something just as important: reduced leakage means reduced consumption. Fixing that steam trap doesn’t just save money, it cuts down on energy generation, water usage, and strain on supply systems. Preventing
compressed air loss means lower demand on compressors, saving electricity and maintenance hours.
And with less resource usage comes a lighter carbon footprint.
Your Maintenance Buddy supports sustainability not just through intention but through action. Every leak sealed, every drop saved, contributes directly to lower CO2 emissions. For organisations committed to environmental targets, this tool turns maintenance into a measurable climate-positive e ort.
Facilities managers are no longer stuck in the middle — caught between what they know and what they can prove. The app gives them hard data, visual evidence, and professional-grade reports to justify intervention.
What’s most rewarding is seeing those front-line professionals empowered. I recently heard from a site manager who said, “For the first time, I’ve got numbers that the board actually listens to.”
That’s why I built Your Maintenance Buddy. To close the gap between engineering and economics — and make sustainability not just a talking point, but a daily practice.
So if you suspect your building is bleeding money through unseen leaks, you’re probably right. Let us help you stop it — and improve your bottom line and your carbon footprint.
And the benefits cascade outward. Reduced consumption eases pressure on supply chains and infrastructure, lowering wear and tear on mechanical systems and extending asset life. That’s fewer replacements, less landfill, and smarter lifecycle planning. It’s a domino e ect of improvement— financial, environmental, and operational.
Your Maintenance Buddy turns reactive maintenance into proactive strategy. It’s not just about fixing what’s broken—it’s about building resilience, reducing emissions, and aligning every decision with long-term value. It’s smart maintenance for a smarter planet.
Trial it today. Make invisible waste visible.
https://youtu.be/ok6ngq5FgNo
HUMIDITY BLOSSOMS AT CHELSEA PHYSIC GARDEN
Chelsea Physic Garden has recently installed a Condair ML high-pressure spray humidifier to maintain the perfect atmosphere for horticultural success in its restored Victorian glasshouses.
Chelsea Physic Garden is one of the oldest botanical gardens in Britain and is home to more than 4,500 species of medicinal, edible and useful plants, and remains a vital centre for plant science and education.
THE POWER OF TOUGH MATT: VALSPAR TRADE AND RCB HEALTHCARE
John Constable, Glasshouses Manager & Gardener, said: “Maintaining the right humidity is vital for the health of our tropical collection. The Condair humidification system has enhanced how we manage the environment in the glasshouses. It gives us peace of mind that the conditions are right, so we can focus more on the plants themselves. It has made a noticeable di erence to both plant health and how we work day-to-day.”
The Condair ML spray humidifier was installed by Parker Air Conditioning Ltd. A water treatment system both purifies and pressurises mains water, supplying it to a series of nozzles located around the greenhouse. These nozzles release a fine mist that is fully absorbed into the air, providing consistent, hygienic humidity without any wetting on surfaces or the floor. The use of reverse osmosis water filtration and onboard UV-light sterilisation ensures the mist is hygienic and mineral-free.
KEYTRACKER LAUNCHES MINI E30 TRACKING SYSTEM
KeyTracker, the UK’s leading designer and supplier of secure key and asset management systems, has launched the mini e30, a compact electronic key cabinet designed for facilities managers with small property portfolios, seeking enhanced compliance, greater accountability, and improved reporting.
The system automatically tracks who has which keys, when, and for how long, and sends overdue alerts with audit reports to management helping to reinforce user responsibility. The system is designed to o er quick access to keys and can be configured to set access permissions for di erent members of the team – for example, only allowing those who are access certain equipment or buildings to use the keys. Developed in response to increasing demand for a mid-range, electronic key management system that can operate standalone or networked, the mini e30 o ers plug and play versatility in a sleek, space-e icient design, with a 5” touchscreen. It includes the option of AWS cloud hosting, automated daily email reports, and supports various access options, including pin codes, fingerprints or card access. The cabinet is just five key positions wide, with a staggered layout supporting up to 30 key bunches.
Extending maintenance schedules was a key consideration for RCB Healthcare across their seven care home locations, minimising disruption and ensuring the high-quality and homely environment was maintained for residents and their families. With this in mind, they turned to Valspar Trade, with its Tough Matt trusted to stand up to the task.
Fully customisable to each business’ unique needs, the mini e30 is delivered pre-configured and features easy programming technology for fast, hassle-free installation.
Overseeing the management of six of the sites, RCB Healthcare’s maintenance team, headed up by Mark Osborne, is responsible for ensuring a clean, safe and welcoming environment for residents, their families and sta .
Mark said: “Given the sector, ensuring the home interior spaces are kept in a clean and well cared for condition certainly isn’t without its challenges –especially when you consider the wall finishes within high tra ic areas. On a weekly basis, there can be various accidents, scu s and spillages. This o en results in us having to do regular touch-ups or even having to repair and repaint entire walls.
“We’ve now switched to using Valspar Trade’s Tough Matt throughout all our care home interiors and it’s certainly been standing up to the test. It’s scrubbable and stain resistant, meaning we can easily clean most marks o the walls without having to arrange a repaint. My site teams really like using Tough Matt, praising its ease of application and good coverage.”
www.valspartrade.co.uk
KNIGHTSBRIDGE’S MODULAR LED BATTEN ACHIEVES MORE WITH LESS
The BATM range of single colour and tri-CCT, quad-wattage modular LED battens from Knightsbridge – a leading manufacturers of wiring accessories and lighting – is versatile, e icient and easy to install, Knightsbridge’s uses advanced modular design to meet a wide range of lighting needs with fewer parts, reducing stock requirements for suppliers and installers.
The BATM’s flexible design allows for easy conversion to emergency, microwave, or a combination of both using plug-and-play accessories. Installation is quick and straightforward thanks to push-fit terminals, loop-in/loop-out wiring, rear and end 20mm conduit entries, and standard 600mm fixing centres. BESA box compatibility and a hinged gear tray further enhance convenience, ensuring a retrofitfriendly installation that saves both time and e ort.
With an e iciency of up to 140 lumens per watt, the BATM reduces energy consumption significantly compared to traditional lighting fixtures. The range can be further enhanced with a selection of accessories, including an emergency kit and a microwave sensor. Operating at 230V with an IP20 rating, the BATM entry batten o ers a 4000K colour temperature and is available in wattage options of 10W, 20W, 32W, 36W, 43W, and 48W. Beyond that, the BATMCW4, 5 and 6 are tri-CCT – 3000K, 4000K and 57000K – and each quad-wattage adjustable between 17W and 49W depending on the model.
www.mlaccessories.co.uk
BOLD DEVELOPMENTS FOR BETTER CLEANING HOW RUBBERMAID COMMERCIAL
PRODUCTS
ARE REFRESHING THEIR RANGE WITH UPGRADES TO KEY PRODUCTS
With businesses facing increasing pressure to address their environmental impact and promote sustainable practices, as well as meeting the higher demands from customers for superior levels of hygiene, all while balancing tighter budgets, it’s essential that they are investing in e ective equipment..
To support businesses in delivering across this criteria, Rubbermaid Commercial Products (RCP) has announced the release of upgraded models of existing, core products. A er extensive research and field visits, the Executive Housekeeping Cart has been updated to address the critical needs of users, and the business has launched the new HYGEN™ r-40 Microfibre Cloth, an upgraded version of their existing microfibre o ering.
The next generation of housekeeping carts
With housekeepers twice as likely to experience a workplace injury involving pushing and pulling tasks relative to other occupations and 43% of housekeeping accidents directly related to pushing or pulling loaded carts1, supporting your team with equipment designed to take the strain is essential. Investing in ergonomic and e icient cleaning tools enhances the speed and quality of cleaning while supporting higher job satisfaction, fewer injuries and lower turnover rates amongst sta . The newest models of the Executive Housekeeping carts are designed with these priorities in mind, directly addressing manoeuvrability and ergonomic concerns.
Key ergonomic improvements of the carts include:
Five caster wheels – allowing users to easily switch the cart between fix and swivel.
A new ergonomic handle – encourages an even grip to better control movement.
Impact-absorbing bumpers – protect both the cart and the surroundings.
When assessing housekeeping practices, driving e iciency and improving productivity are always key concerns, along with budgets. Poor cart organisation and lack of storage space can increase the number of trips to the supply room during shi s, having a knock-on e ect on overall e iciency.
The newest edition of the cart features:
Increased top surface area storage, new deep tower storage, large lockable cabinet and
additional modular shelves – maximising the carts capacity.
Optional side load linen bag – increases capacity for clean linens without the need for a larger overall cart.
Improved stick holders and vacuum holder spaces – allow for easy access to cleaning equipment on the move.
RCP’s products are famed for their durability, and the housekeeping cart comes with a 3-year warranty for added peace of mind.
Bolder, brighter, better
Today, cleanliness is profitability, and poor hygiene could result in costly consequences. From protecting the wellbeing of sta and reducing costly absenteeism to considering reputational damage and even the risk of facing fines, there’s much for businesses to consider.
The newly launched HYGEN™ r-40 Microfibre Cloths are the latest iteration of the business’ existing microfibre cloths. The new model, in bold, bright colours, is designed to withstand 200 commercial washes – and 100 with bleach – while the colours remain steadfast, reducing the risk of crosscontamination. Made with 40% recycled material from recycled plastic, the cloths also support better sustainability practices by reducing the need for virgin plastics in production, while continuing to deliver a high level of clean removing 99.9% of tested pathogens, including fungi and bacteria, using only water.
RCP are committed to developing products that are built to last and that can stand up to the tough demands of any sector day in day out. Providing businesses with quality solutions allows them to buy better, waste less, reducing the hassle and cost of replacing flimsy solutions. Find out more about the newest innovations here:
LOUGHBOROUGH’S HERE SELF STORAGE HITS 65% OCCUPANCY AS LOCAL DEMAND GROWS
A self-storage site in Loughborough is proving popular with residents, students and local businesses, reaching 65% occupancy less than a year a er opening.
Here Self Storage, based at Regent Retail Park o Broad Street, is seeing strong take-up across its mix of unit sizes, with hundreds already in use and more set to be occupied in the coming weeks. The response highlights growing demand for secure, flexible storage in the town.
The site, part of a national network operated by Engage Management Services, o ers secure units for everything from household belongings to tools and stock. Customers benefit from 24/7 access, a smartphone app entry system, state-of-theart security and CCTV monitoring.
While many use the facility for personal reasons such as moving house, renovations or university term times, the team is seeing a noticeable rise in enquiries from local business owners too.
Eve Williams, Area Manager at Engage Management Services, said: “People use self-storage for all sorts of reasons - it’s not just about putting a few boxes away. Some need space between house moves, others are running growing businesses and need somewhere safe and accessible to store equipment, stock or tools.
“What we’re hearing more o en is that people don’t
want to be tied into long leases or pay for space they’re not using. The flexibility really appeals and so does the fact they can access their unit whenever they need it.”
According to the Self Storage Association’s 2025 report, nearly a quarter of business users across the UK now run their entire operation from a storage unit. That national shi is beginning to show in Loughborough too, with smaller companies increasingly turning to storage as a way to stay agile and keep overheads low.
Here Self Storage o ers a range of unit sizes, with short-term contracts and the ability to scale up or down as needed. Whether customers are decluttering, managing deliveries or setting up a start-up, the site is designed to make the process easy, secure and convenient.
The Loughborough facility was also designed with sustainability in mind, featuring energy-e icient lighting and environmentally responsible building materials. As demand continues to grow, Engage is set to open new sites in Northampton and Salisbury later this year.
THOMAS DUDLEY LAUNCHES QUANTUM INTO SPACE
Thomas Dudley Launches its Quantum Syphon into Space in Bold Bid to highlight the message of water savings.
In a groundbreaking fusion of innovation and environmental advocacy, Thomas Dudley has launched its revolutionary Quantum syphon into space.
This bold mission marks a world first: sending a plumbing product high above the Earth to spotlight the urgent need for action to fix the Leaky Loo Crisis.
Quantum, the world’s first push-button operated, leak-free toilet syphon, is engineered to eliminate the water wasted via leaking toilets —one of the most pressing challenges facing the plumbing industry. By showcasing Quantum against the awe-inspiring backdrop of Earth from space, Thomas Dudley is making a powerful statement: every drop counts.
Marketing for Thomas Dudley. “Quantum represents the future of sustainable plumbing and sending it into space is our way of showing that innovation has no limits.”
“We’re not just launching a product—we’re launching a movement,” said Mark Morris Head of
This mission is more than a marketing stunt. It’s a symbol of the company’s commitment to pushing
boundaries in an industry o en rooted in tradition. It also reflects some of Thomas Dudley’s core values: Teamwork and Partnership. Launching Quantum into space was only made possible through collaboration across departments and visionary partners.
“Seeing Quantum floating above our beautiful blue planet will be a jaw-dropping moment,” Mark added. “It’s a reminder that even everyday technology can be part of something extraordinary.”
With this historic launch, Thomas Dudley is not only redefining what’s possible in plumbing—it’s inspiring a new era of bold, sustainable thinking.
You can watch Quantum’s journey into space by following the QR code.
Eve Williams
NHS TRUST SAVES £0.75M PA WITH NEW PUMP AND CONTROL SYSTEM
Pump service specialists Dura Pump has solved a significant sewage headache for a large hospital in the Midlands, saving the NHS Trust three-quarters of a million pounds per year.
All too frequent blockages from floating debris, plus fats, oils and greases had rendered the existing system unfit for purpose - with the NHS hospital facing constant downtime and the very costly need for tankers to remove the accumulated waste.
To address the issue with a far more robust solution that would be able to handle the high solids content, Dura Pump installed its latest o ering, Velocity Sentinam, making use of two submersible Chopper Pumps, made by Landia. Designed with an external knife system that prevents solids from entering the pump’s casing, the Chopper Pump (invented by Landia in 1950) continuously reduces particle sizes.
‘We’ve always had very good experiences when using Landia’s pumps’
In addition to installing the new, much tougher 15kW pumps, Dura Pump upgraded the hospital’s e luent system with a new twin control panel that is fully integrated with the site Building Management System. The Dura Pump SenIQ panel includes inverters, a radar to measure the tank level, and a program to deliver intelligent pumping controls and warning alerts. Energy usage is also optimised
as incoming flow rates are detected, controlling the output of the pump to match.
Dura Pump’s Technical Director, John Calder, said: “We’ve always had good experiences when using Landia’s pumps, so we were confident that these reliable tools could more than handle this challenging hospital application.
Previously, when providing sewage solutions for prisons, we saw that not even shoes, jeans or bed sheets have been able to stop the Landia Chopper Pumps from running.”
With the new advanced so ware system designed by Dura Pump (who were established in 1976), the wastewater is pumped down to the base of the pumps, allowing them to skim all the floating debris o the surface. This can be repeated multiple times during the day.
By regularly skimming the tank, the level of fat buildup is significantly reduced. This is further enhanced by having an adjustable stop/start level that prevents the fat building up at one
specific start/stop point.
The new system includes a monitoring and alert service, Dura Pump SenSync, which allows the system to be monitored remotely. If for any reason there is a fault with the pump, the pit level or the power, an instant message is sent to a nominated mobile number or email, informing the receiver of the problem, enabling them to take action before it causes a major issue.
Trends can be recognised over time, giving indication of wear on the pumps, valve issues and other performance related matters.
‘The hospital now operates far more smoothly, with downtime and disruption to daily operations minimised’
With full Building Management System (BMS) integration, it means the system operates with minimal manual input while providing the hospital with detailed performance insights.
Dura Pump’s Technical Director, John Calder, added: “No longer facing repeated pipe blockages, the hospital now operates far more smoothly, with downtime and disruption to daily operations minimised. Together with our bespoke system, the Landia Chopper Pumps play an important part in helping us deliver better cost management and energy savings for our customers.”
Landia's Howard Burton (le ) and Liam Roberts check the latest order of of Chopper Pumps for Dura Pump.
As part of Dura Pump's new Velocity Sentinam, Land Chopper Pumps have solved a costly problem of sewage blockages for an NHS Hospital.
ROBERT SCOTT EXPANDS ROBOTICS RANGE WITH WORLD-FIRST ROBOTIC SWEEPER AND SCRUBBER DRYER
Leading cleaning manufacturer and distributor Robert Scott has announced the launch of two new additions to its fast-growing robotics range.
The MT1 Robotic Sweeper and the SH1 Upright Scrubber Dryer are the latest pioneering products to join Robert Scott’s suite of advanced robotics tools.
The MT1 Robotic Sweeper is the world’s first AIpowered sweeping robot designed for large-scale environments, delivering results that rival ride-on sweepers.
The MT1 is equipped with AI cameras that can recognise and identify a variety of types of waste in real time, continually learning and evolving through deep learning and database updates. A key feature is the MT1’s Visual Simultaneous Localisation and Mapping (vSLAM) which further enhances the machine’s ability to navigate through changing/dynamic environments. An ultra-wide scanning field of view means it can e ortlessly cover large areas, accurately detecting and e iciently cleaning up waste during routine patrols.
The MT1’s dual disc brushes easily handle larger
debris like leaves and bottles, while also e iciently sweeping up fine dust and dirt. High-flow negative pressure ventilation and an e icient filter to trap particles in the debris box helps to prevent secondary pollution.
Expanding the product line further is the newly launched SH1 Upright Scrubber Dryer. It’s designed with instant scrub-and-dry capability, delivering spotless surfaces in a single pass to save time and
e ort. The SH1 features a user-friendly 4.2inch touchscreen that serves as a central control and information hub for the cleaning robot. It o ers intuitive navigation and displays real-time information like battery levels, water levels, and cleaning mode selection. The screen also provides on-screen training with instructional videos and guides for tasks like battery care, brush selection, and maintenance. It has multiple cleaning modes and is equipped with innovative accessories to excel at cleaning vertical surfaces such as glass display cases, tiled walls, and mirrors, as well as floors. It also connects via Wi-Fi to enable reporting.
The SH1 features a market first: a wastewater tank with an air-solid-liquid separation system. By separating gases, liquids, and solid particles, it facilitates a smooth disposal process for both wet and dry refuse and eliminates the risk of drain blockages. Compared to a conventional mop, it saves 80% on water and cleaning agent usage and reduces cleaning time by 70%.
FACILITIES & ESTATES MANAGEMENT LIVE
The inaugural Facilities & Estates Management Live takes place on 7th and 8th October 2025 at the Business Design Centre in London. This dedicated event for Facilities and Estates Management professionals is designed to span the entirety of FM activity.
The show is the initiative of Facilities Management Journal (FMJ) the leading FM title covering the FM and workplace sector. Being focused on FM and estates – the event will be closely tailored to what FMs want to see, do and learn, with insightful seminar sessions and the opportunity to discover relevant products and services.
Supporting this bespoke approach, Facilities & Estates Management Live has forged key partnerships from within the built environment, including industry associations, The Institute of Workplace & Facilities Management (IWFM), the Chartered Institution of Building Services Engineers (CIBSE) and The Royal Institution of Chartered Surveyors (RICS).
We’re also pleased to announce our headline sponsor is CBRE, the global leader in commercial real estate services and investment.
Our well-respected media partners include, Government Business, i-FM.net and the FM Forum representing FMs working in commercial, retail,
education and healthcare sectors as well as FM and property management decision makers across local and central government.
EXHIBITORS
The Facilities & Estates Management Live exhibition floor has been especially curated to provide a cross section of top suppliers of products and solutions aimed at FM and estates professionals.
SEMINAR PROGRAMME
There are two concurrent speaking schedules at the show: a seminar programme from thought leaders in FM and the built environment and a series of product
demonstrations from key suppliers in the market. The seminar programme is devised by FMJ editor Sara Bean in consultation with members of the FMJ editorial steering group who represent client side FMs from a range of sectors, including public sector, not for profit, professional services and healthcare.
Confirmed sessions for the seminar events so far include:
Keynote address by Laura Toumazi of CBRE GWS.
Panel discussion on recruitment and training in FM chaired by i-FM’s David Emanuel.
H&S legislation update from H&S consultant Kate Gardner of International Workplace.
Professional progress in FM with speakers from the IWFM, CIBSE and the RICS.
Expert advice on managing FM contracts by Mark Whittaker of Thomson FM consultancy & Former Chair of the IWFM.
Panel discussion on wellbeing at work chaired by renowned Psychologist Dr Nigel Oseland.
Advice on meeting energy and sustainability goals. Kam Singh Executive Director - EMCOR UK.
GPA APPOINTS WORKPLACE SERVICES DIRECTOR
PARETO FM’S ANDREW HULBERT APPOINTED CHAIR OF IWFM
Carly Ersser has been appointed to the role of Workplace Services Director at the Government Property Agency (GPA).
Ersser joined the agency as Interim Director in November last year, following 12 years at HM Treasury leading change programmes, workplace experience and multi-site facilities.
She will play a pivotal role at the GPA in transforming how the Civil Service operates by leading a team managing modern, e icient, and sustainable o ice environments across His Majesty’s Government. Ersser will continue to lead initiatives that contribute significantly to halving carbon emissions from government o ices and achieving net zero goals, reflecting a strong commitment to environmental standards within the public sector property portfolio.
SENIOR HIRE AT CHURCHILL
Andrew Hulbert, Founder and Vice Chair of Pareto FM has been appointed as the new Chair of the Institute of Workplace and Facilities Management (IWFM).
Hulbert has served as Deputy Chair for the past four years and formally took over the Chair position from Mark Whittaker at the IWFM Annual General Meeting held on 24 July in Manchester.
Ausra Baltrusaityte has been appointed to the role of Service Delivery Director at Churchill.
A proven expert in aviation and complex service environments, Baltrusaityte brings to the business over a decade of experience managing high-performing teams, complex service delivery contracts, and multi-site operations across the UK as well as a major contract in Europe.
In her new role, Baltrusaityte is responsible for leading service delivery for one of the biggest names in the rail industry under Churchill’s transport portfolio, ensuring consistent, high-quality performance and customer satisfaction. While expanding her operational expertise in the rail sector, she continues to contribute to Churchill’s aviation growth ambitions by providing expert insight, strategic support, and hands-on leadership across new business opportunities and existing partnerships.
Hulbert steps into this national leadership role at an important moment for both the Institute and the wider facilities management sector. As FM continues to evolve, with commercial resilience, ESG, tech and ai innovation increasingly shaping the agenda, his appointment recognises a consistent drive to challenge the norm and push the profession forward in a meaningful way.
Hulbert said: “I’m incredibly honoured to be taking on the role of Chair at IWFM. Building on the strong foundations laid by Mark Whittaker, my focus will be on ensuring the Institute’s long-term sustainability, supporting the executive team, and making sure our Board reflects the diversity and breadth of our membership.”
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IMAGINING THE FUTURE OF FM
Andrew Hulbert of Pareto FM, and the new Chair of IWFM found inspiration in the ideas from future FM leaders undertaking the Capstone Innovation programme
What will facilities management look like in 2050 and beyond? What kind of environments will we work in? Will AI, sustainability, and wellbeing reshape the workplace entirely? These are the questions that over 75 first-year students from Breda University of Applied Sciences explored during their Capstone innovation programme, and I had the privilege of seeing their answers firsthand.
As one of the judges, and with Pareto FM proudly sponsoring the event, I joined an international panel of industry professionals and academics to evaluate the forward-thinking concepts developed by 18 student teams. The Capstone programme, which asks students to apply their knowledge and skills to a real-world problem, marks the conclusion of the students' foundational study phase and integrates subjects like workplace design, business ethics, data science, property management, marketing, and design thinking.
The brief was ambitious: develop an innovation that could influence, enhance, or disrupt the FM industry of the future. Students had full creative freedom. Realism, feasibility and cost were not constraints. The only requirement was relevance to FM and a clearly defined purpose.
The project lasted three weeks:
Week 1 - focused on research. Students explored
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FACILITIES MAINTENANCE ASSISTANT X2
Salary: £38,565 per annum
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BUILDING SERVICES MANAGER
Salary: Competitive
Location: Remote Working
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TECHNICAL SERVICES LEAD
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global megatrends such as the climate crisis, aging populations, cybersecurity, overpopulation, and workforce wellbeing, combining them with FMspecific developments to identify innovation gaps.
Week 2 - encouraged ideation and creativity. Using techniques like brainwriting and “worst idea” generation, students created over 100 ideas per team before narrowing them down to three to five for ethical and AI-focused critique.
Week 3 - brought everything together in the form of refined, high-fidelity prototypes showcased at the Innovation Market 2025.
The results were bold, imaginative, and truly inspiring. Here are the 18 innovations presented:
1. Hybrid Work Innovation – A brain chip that immerses users in a personalised virtual workspace tailored to hybrid working needs.
2. Symbot – A friendly robotic assistant to help with daily FM tasks, memory support, and social connection.
3. LUNAI – A bracelet enhancing women's health, mood, and productivity through sensory regulation and stigma reduction.
4. Mental Health Buddy – A digital companion that detects stress, sets boundaries, and supports mental recovery and balance.
5. NovaMentix – A drone-powered maintenance system using AI to detect faults and teleport parts for instant repair.
6. AI Assistant Earplug – A wearable that tracks brainwaves to support mental state, meeting performance, and collaboration.
7. The O ice of the Future – An adaptive workspace with self-driving furniture and holographic, mood-sensitive walls.
8. You Are The Power – A system that turns human movement into wireless energy to charge electronic devices.
9. SerenAir – A personal, expandable bubble that adjusts air, light, and sound for optimal focus and comfort.
10. Refabrica – A machine that transforms e-waste into new tech, capturing CO2 and promoting
circular FM solutions.
11. Vita Space – An AI that rearranges buildings at night to meet the changing needs of users by morning.
12. PARC Cube – A virtual reality device that transports users into alternate environments for meetings or mindfulness.
13. Self-Maintaining Building – A structure equipped with AI and robotics to self-repair, monitor systems, and optimise operations.
14. Hydro Drain – Turbines in drainage systems that generate renewable power for o ice buildings.
15. MINDMATE – Bio-adhesive chips that process environmental data to boost memory and filter distractions.
16. BioSync – A system that analyses breathing and activity to auto-adjust the workspace for peak e iciency.
17. O ice Brain Chip – A headband enabling users to enter virtual environments and conduct focused, neuro-optimised meetings.
18. Focus Hub – A booth with a wearable chip that cancels external and internal distractions for deep work.
AND THE WINNER IS TEAM 3: LUNAI
The judges unanimously selected Team 3’s LUNAI as the winning innovation of the 2025 Capstone programme. LUNAI is a smart bracelet designed to monitor women’s health, particularly during menstruation. It then adapts the work environment to support comfort, mood, and productivity. It also plays a role in reducing stigma around period-related challenges in the workplace.
The judges were deeply impressed by the team’s thoughtful approach to inclusivity and wellbeing, two themes becoming increasingly vital in the future of FM. LUNAI combined user empathy, design thinking, and innovative use of technology in a way that was both forward-looking and grounded in real-world challenges. It o ered a compelling vision of how FM can support not just buildings but the people within them.
FM CAREERS - TRAINING
PEOPLE WHO CARE
Donna Brown Managing Director Healthcare and Yusuf Noor Head of Learning and Development
Healthcare ISS UK & Ireland describe the achievements of the ISS Healthcare Training Academy
ISSis proud to have served our National Health Service for nearly four decades. In that time, we’ve gained an in-depth understanding of the evolving needs and challenges that NHS Trusts face. With patient numbers on the rise and shortages of clinical sta , we understand the urgent need to deliver smarter, e icient services that put people first.
Training and development are at the heart of our approach, which is why we launched the ISS Healthcare Training Academy at Chelsea & Westminster in 2019. The success of the Academy led to others opening around the country — most recently, at University Hospital Hairmyres in Scotland. With Academy sites also at Lewisham & Greenwich and Luton & Dunstable hospitals and plans to unveil a new site at West Middlesex University Hospital later this year, we’re working hard to train and develop our sta across healthcare to the highest standard. As a dedicated on-site classroom facility, each academy serves to upskill and prepare our people for real-life situations that they may encounter as part of their roles, equipping them to adapt and thrive in challenging environments by providing them with hands-on training opportunities.
WAYS OF WORKING
But the academy is about more than just training — it’s a vision for our way of working, reinforcing ISS’ ambition to cra sustainable, people-centred workplaces. Even in areas where we don’t currently have an onsite, fully built academy facility, we run a hub and pop-up approach, so all our teams have access to the same blended learning experience. We’re driven by a belief that healthcare thrives on innovation and excellence, a belief that mirrors the NHS’ own commitment to exceptional care.
Our academies mimic real healthcare spaces, such as a fully equipped patient bedroom with hospital beds, complete with accompanying furniture. By creating these true-to-life environments, we’re providing tailored, relevant learning for our people, from cleaning to our rigorous Pure Space standards, to repairing nurse call systems, to servicing medical gas pendants.
Academy training goes beyond technical skills, incorporating compassionate communication and patient engagement to create supportive environments for patients and families.
MENTAL HEALH CARE
One of the central parts to our training is a focus on mental health care, reflecting ISS’ dedication to improving outcomes in mental health settings. Our people receive specialised training in mental health awareness, safety protocols, safeguarding, and in creating therapeutic spaces. They learn to respect privacy by knocking before entering rooms, maintain confidentiality during sensitive interactions, and foster positive experiences that elevate the service user journey. This is a critical part of our commitment to be the People Who Care.
INVESTING IN PEOPLE
The ISS Healthcare Training Academy is all about investing in people and their careers, building a
workforce that’s highly skilled and committed to making a lasting di erence, while easing the burden on NHS sta , allowing them to focus on clinical patient care. Our original objectives for the Academy were ambitious: to upskill 1,500 sta annually, and ensure training met both ISS and NHS standards. Today, we’re delighted to report that we’ve exceeded these targets, having already trained over 9,000 people since the launch of the first Academy in 2019, and exceeded expectations on sta retention, with sta turnover dropping by nearly 28 per cent across academy trusts.
Reflecting on this journey fills us with pride, but it’s the future that lights us up. Looking forward, we’re preparing our sta for a healthcare world that’s always evolving, cra ing new training paths in leadership, digital skills, even AI-driven apprenticeships, while expanding the programme even further across healthcare.
Whether through a clean ward, a hot meal, or even just a friendly chat, our people are proud to play an important role in delivering outstanding patient experiences in a healthcare world that’s always evolving. With such an incredible team and an unshakable commitment to caring, we know the ISS Healthcare Training Academy will keep shaping our people across healthcare for the better. Because when people who care show up, they don’t just make a di erence; they help to build a legacy.
Gleeds construction market report reveals industry caution
The latest Market Report from construction consultancy, Gleeds, has revealed that almost three quarters of construction professionals in the UK feel the current economic and political climate is negatively impacting contracts. Contract conditions and heightened risk profile were common factors among the almost 60 per cent who claimed that they or someone in their supply chain had declined a tender over the quarter.
Higher costs resulting from tax increases and rising labour rates continue to heap on the pressure for construction businesses, keeping the industry at the top of the table when it comes to insolvencies according to recent figures. Almost a quarter of those surveyed by Gleeds said that one or more projects had been a ected by a firm’s collapse during Q2, with the full impact of tax hikes yet to be revealed.
As a result of the challenging landscape, almost 70 per cent of respondents noticed that contractors were becoming increasingly risk averse, despite the Chancellor’s recent pledge to invest in ‘renewing Britain’.
Poor workplaces are costing the UK economy £71bn a year
Research by Mitie has highlighted how physical workplace factors are central to colleague satisfaction, talent retention and boosting productivity levels.
OVER A MILLION HAVE CHANGED JOBS OVER A LACK OF FLEXIBILITY
New CIPD research reveals a growing mismatch between employer and employee expectations that saw more than a million UK workers – and younger workers in particular - leave their jobs in the past year due to a lack of flexibility.
The research also points to growing tension between employers and employees over hybrid working. More than half of UK employees (53 per cent) said they felt pressure to spend more time in the workplace and more than one in 10 (14 per cent) employers plan to introduce or increase mandated days in the o ice.
A new report ‘The Productivity Reset: Why the Workplace Must Change‘ reveals that the financial implications of not investing in well-designed and high performing workspaces could be huge, with poorly designed and maintained workplaces potentially costing the UK economy £71.4 billion in gross domestic product (GDP) every year.
The findings show that UK employees estimate they lose 68 minutes every week to unproductive tasks, for example finding a room with good Wi-Fi connection for a meeting, poorly maintained building services such as slow li s, or a lack of spaces for collaboration. Scaled across the workforce, this amounts to a weekly salary cost of £485.2 million to employers. The survey also highlights the relationship between physical workplace factors and job satisfaction. Over half of people (51 per cent) say a poorly maintained workplace is a top cause of their job dissatisfaction.
Despite the increasing pressure from bosses, people’s appetite for flexibility remains strong. Three per cent of employees surveyed say they have le a job in the last year (since January 2024) due to a lack of flexible working, representing around 1.1 million workers in the UK.
In response, the CIPD is calling for a more balanced approach to return-to-workplace
mandates, that considers both business and employee needs, supporting collaboration, talent attraction and retention, while giving people the flexibility they value. The latest report also highlights the need for organisations to adopt more flexible working arrangements like flexi-time, job sharing and compressed hours, so people who can’t work from home can also benefit from flexibility. Claire McCartney, Policy and Practice Manager at the CIPD said: “There’s a clear mismatch between what some employers are pushing for and what many employees value. Hybrid working has benefits for employee satisfaction and attracting and retaining talent, o en supporting those with health conditions, disabilities or caring responsibilities to remain and thrive in work. However, it can also bring challenges for employers, particularly around organisation culture, connection to organisation purpose and the ability of managers to lead their teams e ectively.”
Building engineering workers vote for three-year wage deal
Unite the union and building engineering services employers have agreed a three-year pay deal for operatives that will come into force on 6 October this year.
Worth nearly 10 per cent over its lifetime, the deal includes a 3.7 per cent increase for hourly paid, site-based operatives from Monday 6 October, with further three per cent rises to follow in October 2026 and 2027. The increases apply to the industry’s hourly grade rates and allowances.
Wage negotiators from the Building Engineering Services Association (BESA) confirmed that a “best and final o er” had been tabled by employers and subsequently accepted by union members following a ballot.
BESA said the negotiations had been “quite long and challenging,” not least because of the increase in employers National Insurance contributions since April and the impact this was already having on business costs.
“However, thanks to the e orts of the BESA Employment Policy Committee, the flexibility of the wider Association membership, and the constructive relationship we have with the union, we have managed to reach a fair and workable outcome for both employers and employees,” said BESA’s Head of Employment A airs Paula Samuels.
