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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
The Government published its Industrial Strategy on 23rd June which as Andrew Gladstone-Heighton, Interim Head of Policy & Insight, IWFM explains on page 8 has some important implications for the facilities management sector.
Out of the eight areas where Government believes there is potential for faster growth it is Professional and Business Services, (PBS) which is of greatest relevance to FM.
According to Jonathan Reynolds the Secretary of State for Business and Trade, the UK Government is putting PBS at the heart of its modern industrial policy. “We will no longer take PBS firms for granted”, he said. Being taken for granted is an occupational hazard for many of those working in facilities management. This is why we asked a group of thought leaders on page 20 on ways the sector can be better recognised as a strategic partner in ensuring organisational success.
In its PBS sector plan, the Government states that new technology o ers the opportunity to improve productivity “but also the potential to disrupt long established systems and ways of doing business”. We couldn’t agree more.
Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions
Wayne Young, Facilities Manager at DB Cargo (UK)
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This is why this month’s issue (page 24) includes our latest technology-based roundtable, with the emphasis this time not on the systems used to improve building data analytics but rather a discussion on the use of AI forecasting tools that enable employers to better predict and plan their sta ing needs.
Far from being a ‘brave new world’ of recruitment bots, AI we learnt can help streamline the applications process, without losing the human element. While there’s still some trepidation when it comes to the people management side of AI, we were also reminded we’re at the very early stages of this technology, and that for recruiters and candidates alike, things can only get better.
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.
sara.bean@kpmmedia.co.uk
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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.
CIBSE’s Measuring Performance and FM Conference 2025 explored the evolving landscape of building performance.
Mark Hazelwood, MD at Q3 Services warns of the dangers of overlooking compliance gaps in your workplace and why any oversights can increase the level of risk.
Chris Burroughs, Director of Unified Support on the 3G Switch O , what It means for building communications and how to prepare for the changes.
Chris Sycamore, Associate Director FM Cobalt Recruitment, on salary expectation disparities in FM.
This year’s World FM Day theme was ‘Resilience in action: FM thriving in a world of change’ but is the sector still struggling to ensure that FM is viewed as a strategic partner in ensuring organisational success?
INTERVIEW
32
Simon Lilley, Director of Strategy and Marketing for Sodexo UK & Ireland’s Health & Care business is helping improve patient care in and out of hospital.
WASHROOMS
FMJ brought recruitment experts from Indeed Flex together with a group of talent, procurement and tech thought leaders from the FM sector to discuss AI and people: the top tech led solutions to help address a recruitment crisis.
SPECIALIST SERVICES
28 Bruce Donald, UK and Ireland Sales Manager at SimonsVoss, discusses the benefits modern, non-invasive access solutions can o er heritage sites.
30 Madeleine Ford looks at how living walls are transforming modern o ice environments and discovers what it takes to keep them thriving.
36
Patrick Martin at Sanaway on how washroom services providers can help meet sustainability and ESG goals.
38 Jamie Woodhall on how organisers are helping visitors stay hygienic at festivals and large public events.
FLOORING
40
Raised flooring plays an important role in the design and functionality of modern workplaces. Patrick Ames, Director at Claremont explains why.
M&E
42
Danny Power explains the correct procedures for e ective electrical inspection and testing to ensure a safe working environment.
43 Maintenance and retrofit tasks require metal cutting but there are several health and safety considerations. Kevin Brannigan explains.
REFRIGERATION
44
David Bostock at Integral explains the cold chain and why it matters.
51 Find out who’s moving where in the facilities management profession.
RECRUITMENT
52 Jo Cameron, Head of Recruitment Process Outsourcing (RPO) at Paragon Works o ers some valuable insights into the evolving candidate experience in a new era of work. TRAINING
53
Andrew Johnson, Training & Design Services Director, Ideal Heating Commercial, advises that when it comes to commercial heating courses choose your training wisely.
A brief roundup of the latest careers news in the facilities management sector.
In August’s issue we explore how space e iciency is becoming a critical lever for achieving energy management objectives, spotlight the country’s largest car park solar panel and battery storage installation and discover how technological innovation could help FMs achieve their sustainability targets. We visit the iconic Chelsea Harbour to learn about the challenges of managing a mixed-use estate. Additionally, we discover how pest control is expanding thanks to technological advancements and changing attitudes around animal welfare. Our vehicle/ fleet management feature presents some e ective ways employers can support their sta in the uptake of EVs. Finally, we ask how can you ensure your H&S signage is e ective?
LEGAL VIEW
IFMA NAMES 2025-26 GLOBAL BOARD OF DIRECTORS
FOAM FREE FIRE SUPPRESSIONWHAT CHANGING REGULATIONS MEAN FOR FM
Mark Thewlis, Operations Director ESG fire suppression company Alpine Fire
Facilities that use fluorine-based fire suppression foams are currently experiencing a wake-up call, with many being forced to take decisive action to get on the right side of changing regulations.
In order to meet its commitment to phase out the use of polyfluoroalkyl compounds (PFAs) in fire suppression, the UK Government has announced that C8 Aqueous Film Forming Foam (AFFF) will be prohibited from July 4th 2025.
These foams are made using ‘forever chemicals’; long-chain molecules that pose a significant risk to the environment and human health, due to their inability to break down in nature.
But there’s a problem. These foams have been a vital part of the fire suppression industry for years and a key component in commercial facilities, especially those with significant liquid fuel and chemical risks. This means that business owners and facilities managers face critical compliance deadlines that could impact not only their operations, but also their liability.
What’s changing?
The upcoming ban is the latest chapter in an escalating crackdown that began in Stockholm in 2009 with the prohibition of PFOS (perfluoro octane sulfonate). A decade later the use of PFOAs was restricted, with a grace period to allow existing stocks to be depleted. That grace period expires this month when new regulations come into effect, with plans in place for a total ban on polyfluoroalkyl compounds (PFAs) in fire suppression by 2030 and potentially as early as next year.
The growing regulatory restrictions reflect a global effort to prohibit the use of these harmful chemicals and prevent them from entering the environment following the discharge of an industrial fire suppression system.
Who will be affected?
Aqueous film-forming foam is typically deployed as part of suppression systems to fight flammable liquid fires. Chemical plants, automotive manufacturers, oil refineries and military facilities are just some of the places that these foams are used. But in both sprinkler systems and extinguishers, their use is commonplace at facilities across the country.
Whether you will be impacted or not largely depends on the industry you work in and the system that you currently have in place.
What do you need to do?
If you haven’t already, the time to act is now.
That means you need to accelerate the safe disposal of any existing foam. You also need to plan and implement an alternative solution so that your vital fire suppression systems remain operational and effective.
A sensible starting point is to undertake a thorough assessment of your existing system. The key AFFF to look for is called C8 (named after the number of carbon atoms that it contains) which is prohibited from July 4th. But facilities should also look out for C6 foams which are next in line for restrictions.
Another shrewd move would be to begin exploring what fluorinefree alternatives are available – known as synthetic fluorine-free foams (SFFF) – and analyse how compatible their usage would be with their current fire suppression system.
The bottom line for facilities managers is that change is coming. Whether it’s the immediate ban on C8 foams or the inevitable restriction of C6, a fluorine-free future is inevitable. Waiting to see how this will impact your fire suppression is not a viable strategy, instead now is the time to proactively assess your systems and explore alternative solutions.
The International Facility Management Association (IFMA) has announced the member-elected executive committee and appointees to the global board of directors for the 2025-26 fiscal year.
Christa Dodoo, CFM, FMP, CIWFM, CMQ-OE begins her term as Board Chair with immediate e ect. She is joined by First Vice Chair Luis R. Viña and Second Vice Chair Wayne Whitzell, CFM, FMP, SFP, LEED®AP, BEP, GBO, IFMA Fellow. Members of the executive committee serve one-year terms.
“A strong and compassionate leader, Christa will ensure IFMA remains both a dependable source of information and support, and a beacon to guide and inspire facility managers as they steer their organisations toward sustainable, resilient practices,” said IFMA President and CEO Michael V. Geary, CAE. “With years of experience managing multidisciplinary teams and global real estate portfolios, as well as speaking on FM and business trends around the world, she is devoted to elevating knowledge and opportunities for industry professionals.”
Based in Rome, Italy, Dodoo is Chief of Infrastructure and Facilities at the United Nations World Food Programme.
“I am grateful to IFMA’s membership for entrusting me with the role of leading association strategies and encouraging innovation in support of FM’s essential work,” said Dodoo. “World events have a direct impact on our work. It’s more important than ever that FM professionals continue to rise, adapt and thrive, creating safe, inclusive, resilient and inspiring spaces for everyone.”
To learn more about IFMA’s Global Board of Directors visit http://bit.ly/4nv7J8c
SERCO
DELIVERS STRONG FIRSTHALF PERFORMANCE
Global provider of government services, Serco Group, has reported a strong first-half performance and says it remains confident in its in fullyear guidance for 2025.
The company’s scheduled trading update for the first six months of 2025 expects revenue of approximately £2.4 billion, 2 per cent higher than 2024. Organic growth is anticipated to be around 2 per cent, with acquisitions contributing 2 per cent.
Underlying operating profit is reported to be at least £140m with a continued strong margin of around 5.9 per cent.
Serco has secured around £3 billion of contracts in the first half. The Group has seen good growth from new and expanded contracts in defence, justice and citizen services sectors and reports a smaller than expected reduction in revenue in relation to immigration activities.
On a regional level, North America is expected to deliver the strongest organic growth in the first half due to the high level of contract awards in the defence sector last year. Serco has also completed its acquisition of leading US Defence business, MT&S from Northrop Grumman, enhancing capability and scale in US and international defence markets.
The UK will also see good growth with contract mobilisations from new business wins in Serco’s citizen services and justice businesses. Revenue in both Asia Pacific and the Middle East regions will be lower following the ramp down of ending contracts.
The outlook for 2025 expects that full-year organic revenue growth is expected to improve by 1 per cent due to higher than anticipated activity levels in the immigration sector. Overall revenue guidance has been increased from £4.8 billion to £4.9 billion.
Underlying operating profit guidance remains unchanged at £260 million with the first-half weighting reflecting previously disclosed impacts in the second half from higher UK national insurance contributions and the conclusion of the Australian immigration contract.
Boom in data centre projects fuelling building services growth
Building services contractors are increasingly taking the lead on data centre projects, according to the Building Engineering Services Association (BESA).
Findings from a new report into the largest firms in the sector were backed up by an industry roundtable hosted by the Association, which confirmed that more clients were turning directly to building engineering firms to help them deliver these high value projects.
BESA said that UK data centre development had increased dramatically in the past five years, and that the exponential expansion of artificial intelligence (AI) would further boost the market from its current £2.3 billion to £1.1 trillion by 2030.
The construction market research firm Barbour ABI also confirmed that data centres represented “the boom segment of 2024” with the value of planning applications almost doubling from the previous year to £2.6 billion.
Along with other high-tech sectors, like pharmaceuticals, life sciences, and defence industries, data centres have been able to continue their growth despite wider macroeconomic uncertainty, according to the latest edition of the Association’s annual Top 30 Contractor’s report.
In many such facilities, the building services represent upwards of 60 per cent of the value of the overall project and, therefore, the mechanical, electrical and plumbing (MEP) provider often takes the role of lead contractor, the report added.
RICS SAYS BUSINESSES RISK SLEEPWALKING INTO CYBER ATTACKS
Royal Institution of Chartered Surveyors (RICS) identifies cybersecurity and digital risk as one of the biggest and fastest growing threat to owners and occupiers of buildings.
It says owners, managers and occupiers of commercial buildings neglecting to take responsibility for digital security of their properties face increasingly prevalent and far-reaching consequences threatening the safety, resilience and sustainability of their assets and operations.
A new practice information paper published by RICS highlights the rapidly increasing and diverse threat of digital risks to commercial properties worldwide.
In a startling illustration of the growing prevalence of digital risk, a survey undertaken by RICS of facilities managers, service providers and FM consultancies revealed that 27 per cent of respondents said their building had been the victim of a cyber attack in the last 12 months. This represents a significant increase of 11 per cent on the previous year, when 16 per cent of respondents had experienced such an attack.
The paper identifies operational technology such as building management systems, CCTV networks, Internet of Things (IoT) devices and access control systems as risk areas. This covers everything from automated lighting and HVAC systems to advanced security protocols and energy management.
It also notes concerns that some buildings use outdated operating systems (OS). A building opened as recently as 2013 could conceivably use Windows 7; an OS that hasn’t received security updates from Microso in over five years.
Critically, the paper sets out three 5-point action plans for owners, managers and occupiers of buildings; professional industry bodies; and Governments to follow to mitigate risks and safeguard their properties against attacks.
RICS Head of Property Practice, Paul Bagust, said: “It is inconceivable to imagine a world where technology will not continue to pose a growing risk to a building’s operation, and it is equally impossible to consider that the management of digital risks will not be needed as an imperative measure to safeguard the future of a building and prevent systems from being compromised.
“I implore building professionals to read the paper and act now. Failure to identify these growing digital challenges and incorporate security countermeasures risks businesses sleepwalking into cyberattacks.”
To read the practice information paper visit http://bit.ly/3I4DeWC
IWFM RESPONDS TO INFRASTRUCTURE AND INDUSTRIAL STRATEGY
TheGovernment’s paired landmark strategic plans will have implications for the UK economy for the next decade – a ‘decade of renewal’ as they describe it.
A key pillar of the Government’s Plan for Growth was evident in the focus on Machine Learning and AI. It proposed the creation of AI Growth Zones with enhanced access to power and support for planning approvals to enable investment in AI-enabled data centres. If successful, this could secure the data centres we need to onshore the compute capacity, with the attendant rise in management and maintenance of these facilities.
The Government also set out plans to increase energy transmission and network capacity, with faster connections for new homes and businesses, alongside commitments by industry to invest ‘over £40 billion’ in full fibre broadband by 2030.
This will support our sustainability targets and IWFM will continue to push for GB Energy to drive down energy costs to consumers in train with decarbonisation. The focus on gigabit broadband is a good development in supporting the workplace, both in the o ice and remotely.
The Industrial Strategy sets out sector-specific growth plans in eight areas, but for brevity we will focus here on the Professional and Business services Sector Plan.
The focus here was on removal and streamlining of regulation and an ambition to establish new Data Sharing Infrastructure Initiatives from April 2026. I will monitor with interest how this can support Asset and Information Management across WFM.
There was a little on skills development, stating that Skills England will monitor the number of
NEW EDITION OF RICS’ SERVICE CHARGES IN COMMERCIAL PROPERTY STANDARD
The Royal Institution of Chartered Surveyors (RICS) has published a second edition of its service charges in commercial property document. The document is mandatory for RICSaccredited professionals and represents a minimum level of expected compliance.
The new edition updates the one published in 2018 and incorporates several improvements. These changes improve general standards and promote best practice, uniformity, fairness and transparency in the management and administration of services charges in commercial property.
The standard also helps ensure timely issue of budgets and year-end certificates, reduces the causes of disputes and to provide guidance on resolution and provides guidance to solicitors, their clients (whether owners or occupiers) and managers of service charges in the negotiation, dra ing, interpretation and operation of leases, in accordance with best practice.
Development of the standard was overseen by an expert group of industry professionals. This includes representatives from several organisations including BDO, The British Council for O ices (BCO), The British Property Federation (BPF), The British Retail Consortium (BRC), The Law Society, The Property Managers Association (PMA), ICAEW and UKHospitality. First Edition author Peter Forrester FRICS was commissioned to write this update with Jonathan Lovejoy MRICS as co-author.
RICS Head of Professional Practice, Paul Bagust, said: “The first edition of the commercial property charges standard was extremely popular, and its principles are deeply embedded within industry.
“This new edition of the standard incorporates crucial updates that take into account the changes to the sector over the past seven years. The increased breadth and depth of this standard will mitigate disputes and accelerate dispute processes towards conclusion, improving transparency, trust and confidence in all matters related to commercial service charges. The standard is essential reading for anyone working in or around commercial property.”
A full version of the standard may be found at: http://bit.ly/4l48yTQ
skills shortage vacancies and skills gaps within the sector and drive-up employer engagement and spending on training. My concern here is that this will be accompanied by continued downward pressure on Further and Higher Education budgets, meaning less access to the wider range of provision beyond what are deemed ‘priority’ areas.
Looking across all the strategies, the Government’s narrative looks designed to attract investment and project stability to UK businesses. Regardless of the sectors the government is seeking to back, as WFM professionals, we underpin the growth and the success of all the businesses we serve.
Andrew GladstoneHeighton, Interim Head of Policy & Insight, IWFM
POSITIVE RESPONSE BY CIBSE FOR UK GOVERNMENT’S INDUSTRIAL AND INFRASTRUCTURE STRATEGIES
CIBSE has welcomed the publication of the Government’s Industrial Strategy and Infrastructure Strategy: “As important frameworks for long-term economic growth, workforce development and net zero delivery. We are particularly encouraged by the recognition of engineering, clean energy, digital and construction skills as essential to the UK’s future prosperity.
“The focus on aligning the UK’s skills system with strategic economic priorities and investing in technical education, particularly in engineering and digital sectors, is timely and necessary.
“We are also pleased to see dedicated strategies emerging for key areas such as clean energy, digital technologies, and professional services. The crosssector emphasis on workforce development, diversity, lifelong learning, and employer investment in training aligns closely with CIBSE’s mission to support built environment professionals through guidance, standards and ongoing professional development.
“The new Infrastructure Strategy will have significant implications for building performance, resilience and operational excellence.”
CIBSE MEASURING PERFORMANCE AND FACILITIES MANAGEMENT 2025
OPERATIONAL EXCELLENCE
CIBSE’s Measuring Performance and Facilities Management 2025 Conference brought together leading voices from across the built environment to explore the evolving landscape of building performance. Madeleine Ford reports
CIBSE’s Measuring Performance and Facilities Management Conference, held on June 19, centred around driving dataled decisions for a sustainable, e icient future. It set out to foster participation, challenge assumptions and share experiences. Leading voices from across the built environment brought a range of experiences and honest reflection on important themes such as building management systems, postoccupancy evaluation, data-driven decision making, and health and wellbeing metrics.
TECH & SUSTAINABILITY
The event highlighted the urgent need to move from theoretical targets to operational outcomes, specifically in the context of net zero ambitions. The agenda o ered actionable insights into optimising building performance through smarter FM strategies in the panel discussions and real-world case studies presented throughout the day.
COLLABORATION
AND ACCOUNTABILITY
The day started with a session on collaboration and accountability with a unanimous call for a culture shi in project delivery, which involves bringing FM and operations teams into the conversation from the very beginning.
The discussion, chaired by CIBSE President Vince Arnold, highlighted how aligning objectives across disciplines, setting clear responsibilities, and prioritising operational knowledge can achieve greater value in facilities management. Arnold proclaimed that in the built environment, there is a growing recognition that performance must be “understood as something that evolves and must be designed, maintained, monitored, and improved at every opportunity”.
His message was that achieving true operational excellence goes far beyond a tick box exercise, it’s about ensuring buildings work as intended, that they are e icient, safe, resilient, and support the people who live and work in them. And to do this, a collaborative model must be taken.
HUMAN-CENTRIC SPACES
A key theme of the conference was the human dimension of performance. Multiple sessions focused on strategies for harmonising performance optimisation with occupant wellbeing, in particular, how buildings can be tuned not only for energy and coste iciency, but also for health and comfort.
Dr Philip Webb emphasised this in his discussion on the significant impact of poor environmental quality on health, noting that 83 per cent of non-
communicable diseases and deaths in western populations are linked to air quality. Webb explained the longterm health consequences of having poorly built and designed buildings, particularly those that are frequented by vulnerable individuals such as schools. He called for better regulation and monitoring of building designs to ensure health and safety regulations are met. Webb’s talk closed with an emphasis on the need for a stronger focus on the economic and moral implications of building design.
CLOSING THE DESIGN TO OPERATION GAP
Several sessions throughout the day focused on the persistent disconnect between design intent and actual building operations. Panellists shared real-world experiences that had failed operationally due to overengineered or inaccessible plant, lack of commissioning clarity or assumptions made without FM input. It was frequently noted among speakers that FM involvement in projects and greater collaboration across disciplines will help to ensure buildings perform as intended long a er handover.
The key takeaways presented from di erent speakers’ experiences were the value of designing with maintainability and accountability in mind and ensuring that building systems are fully understood by those who are running them.
Alongside this, the concept of ‘so landings’ was highlighted to ensure buildings are easily maintained and accessible, which means improving operational performance and minimising defects by involving all key stakeholders from the outset. It was argued that achieving this shi would reduce long-term costs, improve system reliability, and empower FM teams to manage more proactively.
STRATEGIC ROLE FOR FM
The conference rea irmed that facilities management is no longer simply about upkeep and compliance, it is evolving into a strategic discipline; one that enables buildings to meet performance goals over time, respond to user needs, and support the transition to a low carbon future. CIBSE Vice President David Stevens stated that FM professionals should lead proactively, as they are central to this shi whether through better collaboration, smarter use of data, or human-centred design thinking.
CONCLUSION
CIBSE’s Measuring Performance and Facilities Management Conference provided a platform for the FM sector to rethink its role, not just as a service provider, but as a strategic partner in delivering better, healthier, and more sustainable buildings. Additionally, as the sector looks to tackle both climate challenges and growing performance expectations the day allowed for vital knowledge exchange, innovation and collaboration.
As stated by Dr Anastasia Mylona, Technical Director at CIBSE: “Sharing practical approaches and lessons learnt is central to improving outcomes and empowering the professionals who shape the buildings we live and work in.”
ENGINEERS OVER EQUIPMENT
Energy e
ciency starts with engineers, not equipment says Greg Hill, Director of Product at Joblogic
The facilities management industry loves a shiny new solution. Smart sensors, AI-powered building systems, the latest energy-e icient kit. But o en, the biggest opportunity for energy savings is walking around your building right now, carrying a toolbox.
Engineers see everything. They know which air handling unit sounds like it's working too hard. They spot the pump that's running when it shouldn't be. Yet when energy and sustainability strategies get discussed, they're rarely in the room, and that needs to change.
THE COSTLY KNOWLEDGE GAP
I recently heard about a hospital where an engineer noticed an HVAC unit running flat out 24/7 during routine maintenance. He knew it was burning through energy, but there wasn't a clear way to flag this as urgent. So, he noted it down somewhere, it got lost in the shu le, and three months later someone finally investigated why the energy bills had spiked.
This happens everywhere. Engineers spot ine iciencies developing but lack direct channels to decision-makers. They’re the ones who really understand equipment behaviour patterns but aren't consulted on sustainability planning. Every day they see problems brewing but are tasked with treating the symptoms instead of the root cause.
The disconnect is expensive. When the people who understand your building's quirks can't easily share that knowledge, minor issues become major waste. A lot of the time it's not a technology
problem; it's a communication problem.
TRADITIONAL MAINTENANCE GAPS
We've all worked with planned preventive maintenance schedules. Change filters monthly. Service pumps quarterly. Check, tick, move on. The trouble is that this approach o en creates its own ine iciencies.
You end up servicing perfect equipment while missing the unit that's slowly degrading. Engineers rush through predetermined rounds, fixing what's obviously broken, never getting time to investigate why certain problems keep recurring. Meanwhile, energy-wasting faults accumulate because nobody's looking at the bigger picture.
The industry talks about condition-based maintenance as the answer. It can be, but only if engineers have the tools and knowledge to capture and report what they're seeing.
WHEN DIGITAL TOOLS ACTUALLY HELP
Here's where technology can make a real di erence. Not by replacing human judgment, but by amplifying it. When engineers can instantly log observations, access equipment history, and see performance trends on their phones, everything changes.
One HVAC contractor I know reduced energy waste by 60 per cent a er implementing a platform that prioritised jobs by e iciency impact. He didn’t need any extra equipment, just a better way to access information.
When you give your engineers complete visibility, units running overnight get flagged immediately, recurring faults get spotted and properly investigated. Engineers can see which issues cost the most and tackle them first.
The key is making data capture painless. Nobody wants to fill in forms a er a long day. But when logging information takes seconds on-site, adoption happens naturally. Add intelligent job routing and suddenly you're saving fuel, reducing repeat visits, and fixing problems before they waste serious energy.
GETTING PAST THE RESISTANCE
Plenty of engineers are sceptical of new technology. They've seen systems come and go, each promising to ‘revolutionise’ their work, most just adding complexity. To drive adoption, engineers need to see immediate benefits, meaning less paperwork, fewer wasted journeys, and arriving on-site with the right parts.
Contractors need proof that e iciency gains translate to more revenue and facilities managers
need clear connections between better data and hitting targets.
I've seen implementations fail because they focused on features rather than people. The successful ones start by asking engineers what they dislike about their current setup, then they get to work fixing those specific problems.
When people see improvements in their daily work, resistance slowly melts away.
WHERE THE PRESSURE'S GREATEST
Some sectors feel this challenge more acutely:
» Healthcare facilities manage thousands of critical assets where failure a ects patient care.
» Schools struggle with outdated heating systems and meeting e iciency targets on shoestring budgets.
» Social housing providers face stringent environmental requirements but o en lack basic digital infrastructure.
These high-pressure, asset-rich environments show why the traditional approach is breaking down. They also demonstrate where empowering engineers can make the biggest di erence.
When every kilowatt matters and every breakdown has a noticeable impact, having your frontline teams properly equipped is essential.
MAKE THE SHIFT
The path forward isn't complicated, but it does require a change in thinking. Engineers are your early warning system for e iciency problems, gathering intelligence that can (and should) inform every energy decision.
When given proper tools and visibility into energy priorities, engineers evolve from task executors to active contributors. They start suggesting improvements based on what they see daily, spot trends before they become crises, and create feedback loops that continuously improve performance.
The technology enabling this already exists and works well. What holds organisations back is the outdated notion that engineers should just follow schedules and fix breakdowns. Until the industry recognises the people maintaining equipment are as crucial as the equipment itself, even the best sustainability strategies will underperform.
Your next big e iciency gain probably won't come from installing smarter kit. It'll come from finally listening to the smart people who already know where energy is being wasted and giving them the tools to do something about it.
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COMPLIANCE
OUT OF SIGHT
Walk
In association with
Mark Hazelwood, MD at Q3 Services warns of the dangers of overlooking compliance gaps in your workplace and why any oversights can increase the level of risk
into any modern o ice or facility and it’s easy to assume things are all in order. The fire doors are clearly marked, the li is operational, and the lights switch on when they should. On the surface, it all works. But that smooth running environment can mask the slow turning of a blind eye to compliance. Something no one notices until it becomes a serious problem. The reality is that many businesses are unknowingly exposed to regulatory and compliance risks. It’s not due to active negligence, but rather a slow dri of responsibility and the mistaken belief that someone, somewhere, is on top of it. A fire safety inspection accidentally missed by a month. An insurance certificate expired without anyone realising. A water hygiene test that never made it into this year’s budget. On the surface these aren’t dramatic failures, but they are the sort that of thing that quietly accumulate until the oversight is no longer invisible - and no longer ignorable.
CHALLENGES OF STAYING COMPLIANT
The most striking part of hidden compliance risks is how deceptively normal and every day they appear. They don’t announce themselves. They live in folders no one checks and in processes that exist only on paper. O en, they’re buried in the assumption that
“it’s probably fine”.
As one of the few functions with visibility across a business’ entire activity FM is essential in ensuring workplace safety and operational continuity. In practice, it’s FM’s who know whether the fire alarms have been tested, whether the gas checks were carried out, and whether the latest building works triggered the need for a reassessment.
Yet even within FM, things can be missed. This is particularly true in organisations where compliance is fragmented by being split between operations, HR and site managers. When departments work in silos it can be the case that no one is quite sure who owns what. That’s when risk creeps in. When the assumption that someone else has “probably sorted it” replaces confirmation and compliance.
THE COST OF NON-COMPLIANCE
The consequences of these lapses are not abstract. Regulatory bodies do not accept “we didn’t know” as a defence, nor do they distinguish between oversights and intentional non-compliance. Beyond enforcement action or fines, the implications for insurance validity, business continuity, and public reputation can be severe.
A 2024 survey of 2,000 UK businesses in sectors such as utilities, transport, and healthcare found that almost 70 per cent admitted they would likely fail an unannounced Health and Safety Executive (HSE) inspection due to poor asset management visibility, an indicator of just how widespread these hidden risks are.
Even more telling, 17 per cent of those surveyed had already faced enforcement action, and more than one in 10 reported being fined for noncompliance. These aren’t isolated incidents – they’re signals of a systemic issue. One where facilities oversight is o en assumed to be under control but rarely examined closely enough to reveal where the gaps lie. And for businesses in regulated sectors, even the most minor of compliance breaches can be enough to trigger contract reviews or site shutdowns.
TAKING RESPONSIBILITY
When teams talk openly about compliance and share
www.q3services.co.uk
the responsibilities, risk diminishes. It becomes easier to catch issues early and to fix problems before they escalate.
Even with the right culture and intentions however, capacity is o en the limiting factor, especially for organisations without a dedicated compliance or FM team. In these cases, the ability to tap into external expertise when needed - flexibly and without longterm contracts - can make a huge di erence. Ondemand support models are increasingly being used to plug these gaps, whether it’s bringing in qualified professionals for one-o compliance audits, routine inspections, or documentation reviews.
This kind of flexible resourcing has quietly become a lifeline for businesses looking to stay compliant without the burden of building in-house capability for every requirement. It gives organisations access to the right knowledge and people at the right moment, which is particularly useful when internal teams are a bit stretched.
More importantly, it shi s compliance from reactive firefighting to proactive assurance. Instead of waiting for something to go wrong, or scrambling a er a failed inspection, businesses can identify issues early and correct them before they become liabilities.
The businesses that get this right tend to have one thing in common: they see compliance as part of doing business well, not just a regulatory necessity. It’s not a box to be ticked at year-end, but an ongoing measure of integrity and professionalism. Let’s be honest - FM isn’t just about keeping the lights on. It’s about ensuring the business can stand up to scrutiny, keeping people safe, and avoiding the potential fallout that comes from simply not knowing what’s been missed.
PROACTIVE COMPLIANCE MAKES BUSINESS SENSE
In the end, compliance failures rarely come from malice. They come from comfort. From assuming because nothing has gone wrong, everything must be right. But risk doesn’t always knock before it enters. And in today’s environment, it’s not what’s visible that poses the greatest threat, it’s what’s hidden in plain sight.
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Andy Williams, Head of Facilities and Services at Bath Spa University:
Since the introduction of InPost Lockers at Bath Spa University, the convenience and efficiency of receiving and sending parcels has dramatically improved for both staff and students. The security and ease of use have made the entire process stress-free, enhancing the overall campus experience.
3G SWITCH OFF FAST FACTS
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Chris Burroughs, Director of Unified Support on the 3G Switch O , what It means for building communications and how to prepare for the changes
The UK’s mobile network landscape is undergoing a seismic shi . As mobile operators progressively retire 3G networks, facilities managers across the country are being urged to take stock of how this transition will a ect communications within their buildings. From security systems to li emergency phones, many of the technologies that quietly underpin day-to-day operations could be at risk of going silent if not upgraded or adapted.
In this feature we’ll examine the implications of the 3G switch-o , how it will disrupt communications infrastructure in commercial and residential buildings, and how the adoption of Ofcom-compliant mobile signal repeaters can provide a robust and futureproof solution by enhancing 4G and 5G coverage.
THE END OF 3G
Mobile network operators including Vodafone, EE, Three and O2 have begun the phased retirement of their 3G services, with all 3G services to be switched o by the end of 2025. The rationale is clear: 3G is ine icient compared to newer technologies. The spectrum it occupies can be repurposed
for faster, more reliable 4G and 5G services.
However, while consumers with modern smartphones might not notice the shi , many building systems still rely heavily on 3G connectivity. These include:
» Building management systems (BMS).
» Fire and intruder alarm monitoring.
» Li emergency call systems.
» Remote-controlled HVAC systems.
» Smart meters and IoT devices.
If these systems are 3G-dependent, they may cease to function reliably, or at all once the network is decommissioned.
HIDDEN THREAT TO CRITICAL INFRASTRUCTURE
One of the core issues is that many devices installed over the past decade used 3G as a reliable middle-ground technology. Unlike 2G, which has lower bandwidth, or 4G/5G, which weren’t widely adopted in older equipment, 3G o ered a balance of coverage and speed. Now, buildings may be hosting dozens of embedded systems that are suddenly unsupported.
This raises serious safety, compliance,
and operational concerns. For example:
» Li alarms may not connect to emergency services.
» Security systems could lose real-time monitoring capabilities.
» Remote diagnostics for plant equipment could fail, increasing the risk of downtime.
» Residents in high-rise buildings might find mobile phone signal patchy or unavailable indoors.
Replacing legacy systems can be time-consuming and costly. Even devices capable of operating over 4G or 5G may struggle to maintain a signal indoors due to the construction materials commonly used in modern buildings - steel, concrete, and energy e icient glazing all block mobile signals to some extent.
THE ROLE OF OFCOM-COMPLIANT MOBILE REPEATERS
This is where Ofcom-approved mobile signal repeaters come into play. These devices legally and safely amplify indoor mobile signal, ensuring that 4G and 5G coverage penetrates throughout a building, even into traditionally di icult areas like basements, stairwells, and li s.
Unlike illegal or unregulated boosters, which can cause network interference and attract fines, Ofcom-compliant repeaters are authorised for use and designed to meet strict performance and safety standards.
Benefits include:
» Improved mobile signal indoors for all networks (depending on the model used).
» Seamless 4G/5G coverage in o ices, residential blocks, retail centres, and industrial estates.
» Support for modern BMS and safety systems, many of which are now being manufactured with 4G/5G modems.
» Better occupant satisfaction through
reliable voice and data connectivity.
» Minimal disruption installation, with many systems designed to be retrofitted without major works.
By ensuring solid mobile signal throughout the premises, facilities managers can provide a future-ready communications environment while avoiding the costs and complexities of full device replacement, especially where the issue is signal quality, not hardware obsolescence.
STEPS FACILITIES MANAGERS SHOULD TAKE NOW
Audit your building systems: Identify all devices and systems that currently rely on 3G connectivity. Check manufacturer specifications to determine upgrade options or alternative compatibility.
Assess indoor mobile coverage: Commission a signal strength survey to identify blackspots or poor-performing zones within your property.
Consider repeater solutions: Engage with suppliers of Ofcom-compliant repeaters to explore how enhanced mobile coverage can support 4G/5G migration and future IoT installations.
Plan for the future: As more building systems become connected via cellular networks, reliable indoor signal will be as essential as electricity or water.
DON’T GET LEFT BEHIND
The 3G switch-o is more than a mobile industry milestone, it’s a wake-up call for facilities management. With communications playing a critical role in safety, connectivity, and tenant experience, now is the time to evaluate your building’s readiness for a 4G/5G world.
Rather than waiting for systems to fail, proactive upgrades, paired with the strategic use of mobile repeaters, can ensure a smooth transition and maintain uninterrupted service across all aspects of your building.
Ofcom-compliant repeaters aren’t just a stopgap, they’re a long-term solution that turns a looming problem into an opportunity for smarter, more resilient facilities.
Everything Covered: The Smarter Way to Move Your Workplace
W
hen planning a workplace move, what you really want is peace of mind. You want to know everything is taken care of and that the move will be smooth, compliant, and stress-free. At Ede’s, that’s exactly what we deliver. With over 150 years of experience and eight Commercial Mover of the Year awards (including 2025), we’ve helped organisations of every size move with confidence. From crate hire and IT relocations to secure file moves, furniture
reassembly, and storage. Our team handles planning, packing, logistics, risk assessments, RAMS, and post-move support. We can work around your schedule, including overnight and weekend shi s.
We know what clients really want to know:
Will you ensure no disruption to our business operations?
Will it stay on time and on budget?
Have you done this before?
Are you compliant and insured?
Can you meet our ESG and audit standards?
Yes. We’ve moved blue-chip companies, universities, museums, and public institutions. We’re fully insured, ISO 14001 certified, and our ESG reporting, RAMS, and carbon assessments are all available when needed—no chasing.
Just ask Frank Tindle, Director of IT and Facilities at Supermassive Games Ltd: “Everyone
is delighted…it all just happened. They think by magic, but we know it’s hard work. I’ve worked with Ede’s across numerous companies and can’t recommend them highly enough.”
Our recent move for the V&A Museum involved relocating 18,000 linear meters of archival materials across two sites, under Covid restrictions and through a major flooding delay. We adapted, sourced temporary storage, and completed the project safely and on time.
And we don’t just tick ESG boxes, we run a fleet powered by HVO, use electric vehicles, operate on 100% renewable electricity, and send zero waste to landfill. Our Race to Zero pledge commits us to reducing emissions by 50% by 2030.
With Ede’s, you’re not just hiring movers, you’re gaining a reliable partner who owns every detail.
Just ask, and we’ll already have it covered.
@CIBSE CIBSE was featured in the London Evening Standard newspaper in an article packed with practical advice on managing high temperatures in homes, both now and in the future. You can read the full article here https://buff.ly/jcpzbH4 #WeAreCIBSE #Heatwave
@BritSafe Huge congratulations to ALL this year’s ISAs winners! Our International Safety Awards are a globally recognised accolade celebrating organisations’ commitment to excellence in health, safety, and wellbeing management. Full list of winners here https://ow.ly/5CLL50Wgyws
@mitie It’s important to consider short-term gains as well as long-term transformation in your roadmap to net zero. Discover our Mitie expert’s key climate strategy predictions for the year ahead > https://hubs.ly/Q030NKlZ0 @MitiePlanZero
@VertasGroup This #ArmedForcesWeek, we thank and honour the courage and sacrifice of all who serve. We’re proud to hold the Gold Award under the #ArmedForcesCovenant, reflecting our commitment to supporting reservists and ex-military colleagues through our inclusive, flexible policies.
@BidvestNoonan We are honoured to share that we have been named Facilities Management Company of the Year at the 2025 Chambers Ireland InBUSINESS Recognition Awards, held today at the historic Clontarf Castle in Dublin. Congratulations to all of today’s winners.
@JLL Balancing employee needs with budget constraints is crucial in corporate real estate. Many companies are turning to fit-outs to meet evolving employee expectations, however renovations often come with rising costs https:// co.jll/44HtgDS
@SodexoUK_IRE We kicked off Servathon week with Asma Khan at CoFarm Cambridge! She joined Sodexo & Avantor teams planting crops & sharing stories. With 50% of produce going to food banks & £105K from Stop Hunger, we’re growing change together. Watch the video to see more. https://x.com/i/ status/1933467111118045591
CHRIS SYCAMORE, ASSOCIATE DIRECTOR FM, COLBALT RECRUITMENT
SALARY EXPECTATION DISPARITIES IN FM AND WHY WE NEED TO CLOSE THE GAP
In a recent poll by Colbalt a massive 83 per cent of facilities managers said they believe they are underpaid. That figure might raise eyebrows, but what’s even more revealing is that those who disagreed with the majority who said facilities salaries are overinflated were directors or other senior leaders within the FM industry.
This divide isn’t just a quirk of opinion. Instead, it reflects a growing tension across the industry that is a ecting recruitment, retention and morale in general.
So how did we get here?
Let’s look at the numbers. Since 2021, Cobalt’s data shows that FM salaries have increased on average by 22 per cent, with some roles increasing by as much as 26 per cent. On paper, this looks incredibly generous. If a member of your team is now earning more than £10,000 than they were previously, it’s understandable to think they are fairly paid.
The reason behind this increase is equally important. During the height of the pandemic, the FM sector faced a talent shortage with more vacancies available than suitable candidates, leading to bidding wars with countero ers more prevalent in a bid to avoid operational disruption and keep teams together.
These factors combined to leave some hiring managers feeling as though these weren’t positive increases, but defensive moves made with their backs against the wall.
Now, with wider economic uncertainty and tighter budgets, there is an increased scrutiny over value for money in all areas of FM as hiring managers face further pressure to keep costs under control. It’s this context that has perhaps fed into the concern that the quality of candidates hasn’t kept pace with the increase in salaries.
From the perspective of FMs, the overall numbers only paint half the picture as, while salaries may have increased by 22 per cent, according to the BOE, UK inflation over that period was 22.4 per cent leaving FMs no better o in real terms. This in turn is leading them to push for greater payrises today.
The matter also isn’t helped by the complete lack of transparency around salary progression from many businesses in the sector. Most FMs I speak with are unaware of what a raise could look like or even worse, what they need to do to
achieve one in the first place.
This has an obviously negative e ect on productivity. In essence the concept of hard work becomes completely detached from that of financial gain – especially when other FMs are seen achieving large increases from countero ers or by securing a new role entirely. We saw the trend of “quiet quitting” raise its head in recent years and indeed why wouldn’t you coast in your job when the only obvious pathway to higher earnings involves leaving your role?
So where do we go from here? FMs first need to get better at showcasing their value when it comes to pay. Referencing a colleague’s salary or a competitor’s o er is common but unfortunately “it’s not fair” is not a strong negotiating tactic. Hiring managers need to see what you’ve tangibly achieved and what impact you’ve had – especially if you can connect it to financial savings you’ve made for your company, customers, and clients.
Secondly, FM leadership needs to take the guesswork out of pay progression for their employees. Clear frameworks for earnings and competency ladders don’t just help set expectations but create motivation to work hard. When people know how to improve and where it can lead financially, you’d be surprised at how hard they push themselves, which is a much better way to get “bang for your buck” from your employees.
In essence, we need to be more open around salaries and earning potentially – something we’re terrible at doing in Britain – and in FM especially.
Chris Sycamore, Associate Director FM, Cobalt Recruitment
FM CLINIC
According to Deloitte, the global CRE and FM landscape faces a period of rapid evolution, shaped by economic uncertainty and a renewed focus on e iciency and value. This year’s World FM Day theme was ‘Resilience in action: FM thriving in a world of change' but is the sector still struggling to ensure that FM is viewed as a strategic partner in ensuring organisational success?
baseline for FM partners but it is when FM can demonstrate value creation outside of the normal contractual metrics that true collaboration begins.
To build these new collaborative models, however, an investment of time from both parties will be required to fully align service delivery with the purpose or vision of the organisation. Once a deep understanding of what success looks like and how this can be achieved and monitored is formed, then a strategic framework can be constructed and the ‘partnership credo’ as described by Deloitte can blossom.
To most organisations the e icient operation of their assets
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
Deloitte in their recent paper talk about ‘rapid evolution’ while World FM day chose to focus on ‘resilience in action’ when summarising the FM marketplace globally. Whether we focus on evolution or resilience, what is true about both statements is that they signify a market which is fluid, developing, adapting and in some quarters recovering from what has been an economic tsunami over the last five years.
The post-covid recovery from 2022, including supply chain issues, rapid energy spikes, followed by continued global unrest have meant that organisations around the world must remain agile and reactive to rapidly changing market forces. The UK economy also had its own series of economic shocks as it struggled to break out of a cycle of low growth.
Rory Murphy
It is against this backdrop that organisations have had to look at every element of their delivery, ensuring that for key services such as FM, the delivery model reflects the flexibility that is required to allow those organisations to shape, move and shi as the market dictates.
The role of FM suppliers is to help their customers achieve their own business or organisational objectives, so the question as to whether FM is seen as a ‘strategic’ partner very much depends on how e ective and transformative that support becomes.
The constant drive for e iciency and value will always be the
is a significant element of their success and their cost base, but it is not their key skill set. To move from a transactional relationship though to a ‘strategic’ one however, requires FM organisations to be able to demonstrate a level of insight and expertise that unlocks opportunities that would remain untapped without their intervention. The driver for much of this new insight is technology and the ability to mine the data produced to improve operational outcomes, whether in relation to the performance of the assets themselves, or the employee or customer experience when working or visiting those assets is FM’s secret ingredient.
The challenge though, and this is picked up by Deloitte, is that to enable this strategic relationship and embrace this ‘partnership credo’ there needs to be the development of transparent contractual frameworks which drive ‘both collaboration and fiscal discipline’. The ‘rapid evolution’ that Deloitte signify may well be an evolution from seeing FM provision purely as another cost to manage to a strategically important element of achieving the vison of the organisations they support, which may move procurement from a transactional activity to a transformative one.
Economic uncertainty which has disrupted global business for the last five years shows little sign of diminishing, so establishing true partners and building deep relationships across your whole supplier base my well help deliver the resilience that organisations will need to navigate this constant change.
THE CHIEF OPERATING OFFICER’S VIEW
GRAEME CAMERON, COO FOR OPERATIONS
PERFORMANCE,
ISS UK & IRELAND
FM is undeniably crucial to the success of organisations and industries around the world. But that world is changing at an unprecedented pace. Economic uncertainty, geopolitical shi s,
inflationary pressures, and evolving workforce dynamics are rapidly reshaping our world and putting an ever-sharper focus on e iciency, agility and value.
Just five years ago, the pandemic o ered a glimpse of what strategic FM could look like. As an industry, we demonstrated our true value, employing our expertise to deliver when our customers needed it most. It was FM professionals who kept workplaces safe, operational and agile in a world of change.
It was at this time that our industry truly secured its seat at the boardroom table. We began to shi the perception of FM from a tactical provider of services to an outcome-driven strategic ally. But our newly earned position isn’t guaranteed. As the world has moved on from the pandemic, and we face new headwinds around the globe, we need to evolve if we want to retain our seat.
and enabled by enhanced data insights and technology, FM will continue to demonstrate its worth, not just as a cost centre, but as a driver of resilience and value. That’s how we secure our place at the table, and it’s how we’ll thrive in this world of change.
THE FM CONSULTANT’S VIEW
JULIAN HARRISON, BUSINESS UNIT DIRECTOR, MYFM
They used to say the only things that are certain are death and taxes ...maybe we could now include change. What is our response and what is the impact for FM?
Amid a rapidly evolving economic and sociopolitical landscape, it’s no surprise that clients are looking to reduce costs. However, while short-term savings are tempting, we know that they rarely steady the ship in turbulent times. True resilience comes from long-term, strategic partnerships that align FM with organisational goals.
Like it or loathe it, FM remains the biggest industry that no one has ever heard of. Let's be honest, don't you let out a deep sigh when you meet someone new and they venture the question “So, what do you do?”… Do you lead with FM or try to explain it in a more pseudo intellectual fashion, like “putting astronauts on the moon” or “making business better!” I once participated in a recruitment event for my business, HFM, and had an enthusiastic applicant. All was going well until he enthusiastically informed me that he… “had always wanted to work for my radio station!”
That’s why we must continue to invest in our services and capabilities to enable the co-creation of strategically aligned FM solutions with our customers. By enhancing our datadriven insights, service design expertise, and project delivery capabilities, we’re empowering collaborative partnerships that address each client’s unique challenges and opportunities.
Take sustainability: it's a critical lever for ensuring estates can withstand climate challenges while meeting regulatory requirements, as well as customer targets and employee expectations. Similarly, workplace experience is vital for attracting and retaining top talent — an ongoing priority as workforce demographics shi . Capital projects, too, benefit from early FM direction, where our insights into operational needs can shape outcomes that deliver lasting value. Finally, data and technology are the key to unlocking the potential of all these areas.
FM is no longer just providing services; we’re enabling strategy. We are finding that, to maintain our position as a strategic partner, we must move beyond the subservient mentality of traditional service delivery. The current uncertain economic climate only underscores the need for FM to take a long-term, proactive and strategic view. By focusing on strategic value creation in areas like sustainability or workplace experience,
enthusiastically informed me that he… “had always
Amid a rapidly evolving economic and sociopolitical landscape, it’s no surprise that clients are looking to reduce costs. However, while short-term savings are tempting, we know that they rarely steady the ship in turbulent times. True resilience comes from longterm, strategic partnerships that align FM with organisational goals.”
GraemeCameron
So, MOST people don’t really know what FM is and this includes our clients; not the individuals that manage our contracts but those in the boardroom that hold the purse strings. Yes, they know that the doors open when they show their pass, and that someone must clean the building. But mostly, FM is seen as part of the business overheads, a necessary, if unknown, cost centre and we all know what to do with costs in times of economic uncertainty, we reduce them.
overheads, a necessary, if unknown, cost them.
The lack of alignment between FM services and organisational success means that FM is o en a high
priority for cost reduction,
especially when the latest unprecedented time arrives.
Whether it’s taking a management chunk out of cleaning, reducing the canteen subsidy, losing the workplace benefits or halting noncritical maintenance, FM is squarely in the firing line.
We should be part of the solution rather than part of the problem. That is, if the solution is the resilience and success of the client, as opposed to the FM entity. This is where we must adapt and act as a strategic partner. But how do we do that?
We stop talking about bogs and basins and start to invest management time and energy to understand the client's business, their drivers for success, threats and challenges. We need to get rid of our sense of entitlement and grumbling about the importance
Graeme Cameron
Julian Harrison
of FM and start moving the goalposts to an evidence-based discussion where the FM organisation aligns its business and key success factors to the client's needs including cost saving measures. We must deliver change that supports our client’s goals, while leveraging the FM services as an enabler of (our client’s) business success. Rebranding FM as a business improvement venture, with the service provider as a strategic partner to support the wider business goals.
THE WORKPLACE SPECIALIST’S VIEW
MATT BAILEY, WORKPLACE SPECIALIST, MATRIX BOOKING
Despite its essential nature, the FM sector o en encounters barriers in gaining full recognition as a strategic partner. Common misconceptions over the role, limited representation in senior leadership environments and problems with linking FM initiatives to wider business outcomes can create challenges, meaning the merits that FM professionals bring to the table are not always acknowledged.
booking so ware connect to wider business objectives like increased employee engagement.
It's key to remember that FMs strategic value will only continue to contribute towards organisational success if they remain agile and adaptive. By looking into new technologies, advocating for their contributions and showing measurable results, FM teams can push the dial further towards being seen as a strategic partner.
BRAND AND DESIGN DIRECTOR’S VIEW
MYLES JENSEN, CREATIVE DIRECTOR, JENSEN & JENSEN
Branding has and always will play a key role in how the FM sector is perceived, yet much of the sector fails to realise this. It's more than just logos - it's a strategic driver and a support function.
Matt Bailey
Too o en, FM is seen as little more than maintenance support, not as the driver of long-term business success that it can be. This perception must change. This narrow understanding overlooks FM’s capacity as a strategic partner to enhance employee engagement and satisfaction, lower operational costs and boost e iciency. FM professionals can also lead on optimising available space and supporting regulatory compliance.
In an industry under pressure to continuously deliver greater e iciency, value and adaptability, design is o en overlooked as a strategic tool. As a brand and design agency working closely with multigenerational businesses in the FM space, we see the direct role and impact that creativity plays in shaping future success.
“But isn’t branding just about logos?” Not even close. It’s about clarity.
Undoubtedly, FMs must be given a seat at the table alongside other key functions like the executive team, IT, HR and legal. Without their input, critical workspace decisions - like implementing flexible working arrangements or reallocating space - risk being made without the experts best placed to action them. We’ve already seen the consequences of sidelining strategic FM input with the recent desk shortages at JP Morgan, HSBC and several public sector entities like the Civil Service.
The ways in which people work and organisations operate have changed drastically in recent years – simultaneously magnifying the importance and complexity of the FM role. The o ice as we knew it now no longer exists. The era of the static, one-size-fits-all o ice is over. Instead, organisations need agile, engaging and bespoke workspace models that are shaped by employee preferences and operational needs.
FM professionals are leading this transformational charge, guiding e orts to reimagine workspaces as connected ecosystems. They are redesigning them as places employees want to work in, rather than feel compelled to be. To usher in this recalibration, organisations need to consider rolling out a workplace strategy that implements smart workplace technology. This can include the likes of access control systems, occupancy sensors and resource booking so ware. By gathering valuable data through these sources, FMs and other key stakeholders within the organisation can make more informed decisions. Thereby benefiting not only themselves but also their employees before they enter the o ice, during their time on-site and a er they leave. Adding to this, the data can assist with demonstrating to the wider team how FM projects such as integrating resource
Myles Jensen
It’s about shaping perception and using that perception to communicate your values, experience, and ambition at every touchpoint, from tender packs and workbooks to digital platforms and site signage. Let's face it, in a sector full of legacy, loyalty, and committed teams, most brands are stuck in the past. A refreshed identity doesn’t just modernise the look, it gives both the old guard and the next generation a shared language for where the company’s been and more importantly, where it’s going.
At Jensen & Jensen, we work with family-run FM firms that are quietly successful, established and built on reputation. However, their brands o en don’t reflect that. Sometimes they’ve been untouched for decades; other times, they’ve been diluted across signage, uniforms, templates, and tender documents.
The brand shows up in everything. From bid decks and vans to email signatures and internal comms. And when these touchpoints feel inconsistent or out of step, it creates friction, both operationally and emotionally. As younger generations come through, perception matters. If a business looks tired, it will be treated that way.
A refreshed brand applied to signage, onboarding materials and the workspace itself sends a clear signal: this is a business moving forward.
So, is FM still struggling to be seen as a strategic partner? In some areas, yes, especially where identity, culture and communication haven’t caught up with the service o ering. But the brand has a real role to play in changing that. Not just in how FM companies look. But in how they lead.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
Our
AI IN RECRUITMENT
FMJ brought recruitment experts from Indeed Flex together with a group of talent, procurement and tech thought leaders from the FM sector to discuss AI and people: the top tech led solutions to help address a recruitment crisis
PARTICIPANTS
• Sara Bean, Editor FMJ
• Alison Fitzer, Business Development Director, Indeed Flex
• Lauren Gilflin, Senior National Business Development Manager, Indeed Flex
• Kelly Dolphin, Chief People & Culture O icer, SBFM
• John Hamilton, CPO, Bellrock
• Adam La Faci, Head of Talent Acquisition in the UK, CBRE
• Danny Heaton, HR/TA Team, Sodexo
• Noah Price, Head of Academy, G4S
• Jade Collazo, HR Director, Cleanology
• Kelly Holt, CCO, Pareto FM
• David Hemming, Consultant, Major Programmes, NHS Estates
FM businesses have long used temporary sta to manage fluctuating workloads, but with a rise in National Insurance Contributions (NICs) and increasing fixed labour costs it’s predicted that this demand will only rise. As Alison Fitzer, Business Development Director, Indeed Flex explained:
“There’s a big shi towards hiring flexibility, as employers are slowing down their permanent hiring processes and leaning more on the flexible sta ing side, mainly because of the agility with that approach, but also because of the rising costs of permanent employment.”
But how can employers find, recruit and deploy a temporary workforce while ensuring they are fully trained, managed and kept safe? According to a White Paper by Indeed Flex the adoption of AI forecasting tools will enable employers to predict sta ing needs, close skills gaps and proactively plan for seasonal demands.
Fitzer explained that by reducing reliance on last-minute hiring, these tools cut costs and ensure seamless operational continuity. “Organisations are really
taking on board the fact that they must streamline the way that they do things, which includes adopting new tech platforms to help manage a flexible workforce,” she said. “This is helped by having that visibility in the cost control and the compliance [with AI] as well.”
COST CHALLENGES
the use of technology is harnessing that enablement so they’re able to reach them a lot faster than they would have in other realms. Tech is also enabling cost agility, so they’re able to see their costs and their outgoings, when it comes to managing temporary sta as well.”
better.”
There were also concerns among the group whether AI is, as o en promoted – unbiased: “AI is written by people who’ve got a bias who are drawing on existing data sets, so they’ve already got inherent bias in them. I really worry about it from an EDI perspective, because it will be filtering out people who answer questions in a certain way.”
Quizzing delegates on the rise in NICs, most agreed the changes are impacting an industry already coping with tight profit margins, where having access to sta that are able to pick up whatever shi s suits them works well.
Another participant noted that with the cost of living being so high, their clients are looking to save money where they can. One explained that in the cleaning sector which, sadly, is still not respected as it should be, it’s the first place they look. “We were asked to reduce costs, with the expectation on the worker being that they will then still complete the same output for them on reduced hours.”
We moved on to discuss the key areas where facilities managers supplement their team with flexible sta ; from managing events where the workforce is going to be transient to periods of time where sta ing levels may fluctuate for a few days or a few weeks. This can be applied to white collar job roles. For instance, by hiring consultants to come in on fixed term contracts to help mobilise new service contracts.
We are right at the start of this journey with the most amazing technology ever invented. Right now, AI can do three things. It can be advisory, supervisory or controlling, and that is dependent on what it is you’re trying to do and how much you trust it...”
However, as our AI expert panellist pointed out: “We are right at the start of this journey with the most amazing technology ever invented. Right now, AI can do three things. It can be advisory, supervisory or controlling, and that is dependent on what it is you’re trying to do and how much you trust it. It is currently a very intelligent assistant, but we still need humans in the loop. This is why we must use it in a very controlled manner in an advisory function and then start to maybe move into supervisory and controlling levels.”
on fixed term
This can disadvantage the many cleaning sta for which the role is not even their primary job said a delegate. “They’re o en filling in as they’re already working other jobs, and they clean for the flexibility it a ords.” It was also pointed out that despite L&G’s Hidden Workers campaign, which recommends paying a Real Living Wage, paid sick pay and insurance, some clients are resistant: “Which prompts us to think about whether they’re the sort of clients we want to work for, because we don’t want to be that kind of employer.”
The other cost headache is rising inflation, where low paid workers are most a ected. One supplier explained that their frontline sta had a 20 per cent rise in the space of about 13 months, by being moved from the minimum wage to a Real Living Wage - then the following year, the Real Living Wage went up 10 per cent again. “That was a killer for our so services business, because the majority of the cost is people cost, and the majority of the margin was wiped out, so the high cost of living has been huge.”
FLEXIBLE STAFFING
Increases in fixed labour costs drives employers towards flexible sta ing, explained Lauren Gilflin, Senior National Business Development Manager, Indeed Flex. “Businesses need high quality and skilled workers faster than ever before, and I think
Given all these scenarios we turned to the advantages of using AI to hire sta . Fitzer explained that with automated screening. “AI agents do a lot of the hard gra work at the beginning and then the human element comes in a er that.”
Currently, while candidates and employers may be approaching AI with some trepidation, as Fitzer pointed out: “Right now, is the worst AI will ever be. Yet even though some things aren’t going to be perfect, and we’ve still got a long way to go - for recruiters and candidates - the tech can only get
A huge advantage for talent managers said Gilflin is in using AI for predictive analysis, being able to predict trends of how the market is going and what kind of gaps are going occur in a workforce: “Using AI to get that information is going to be a lot faster than from a human and I think that’s where the benefits of AI can come in in areas like workforce planning and optimising sta deployment.”
OVERCOMING AI BARRIERS
We discussed overcoming ‘laggard’ attitudes towards adopting AI and any new technologies in FM - where rather than looking at what technical innovations can o er, means believing they’ve done it their way successfully for so long there’s no need for change. This attitude isn’t confined to individuals; many FM businesses are fearful of pioneering AI –instead taking a wait and see approach.
ROUNDTABLE
Another issue is that AI is moving so fast it makes some employers reluctant to invest in platforms believing that by the time they’ve trained people up, it’s moved on. Yet, as our AI expert explained: “When you really learn how to harness these tools, you’ll get the best out of them.”
There were also discussions regarding educating end users, both hirers and temporary sta in using the platforms. There is a wide demographic of flexible workers, ranging from tech savvy Gen Z to those who may be semi-retired but want to stay within the workforce. A panellist noted: “Many of these older people don’t have a LinkedIn profile, so trying to find them is di icult, yet they o er fantastic value to the workforce, because they bring so much experience and wisdom. If they’re getting le behind due to technology we’re going to miss out.”
Fitzer advised that how to overcome this is by “Employers better educating their talent managers on the correct use of AI technology because if we are going to utilise tech to help with recruitment, we must all know how to use it”.
This brought us to the topic of training and skills for both incoming and incumbent sta . A delegate shared that their induction and training is already online, with an online automated onboarding process. This weeds out recruits who haven’t got those technology skills when they join enabling managers to arrange face-to-face sessions with individuals that might be struggling. There are also checks within the system that don’t enable new sta to clock in if they haven’t completed certain tasks, ensuring the business is more compliant than ever and doesn’t “just rely on a person ticking down a list”.
The panel agreed that the days of face-to-face onboarding, training and tool talks are not over, but they did think the AI bots will change how all this is
done. Using training apps, they felt adds another layer of protection that reduces the chance of harm – and when combining e-learning experience with person-to-person environments where recruits demonstrate their knowledge – AI is an enhancement tool rather than a replacement.
LOOKING AHEAD
with one asking: “How can we go through those applications faster to get to the bit that’s real value added? We want trustworthy so ware that will do all that for you, so that the humans behind it can then get really stuck into the valuable things.”
The nub however was in using tech to help make people’s roles and lives more e ective, not more e icient. This means no longer spending time in opening hundreds of CVs across the course of the year, leaving talent managers the space to focus on the human element not just in recruitment, but onboarding, training and development, the entire employee life cycle.
A key priority for FMs is in having access to cross-functional data sources to monitor sta ing levels, for instance those that combine HR, payroll and FM operational systems in a centralised platform. Members of the panel complained that in many estates, these are currently in silos, with little sharing of data. Said one: “The HR team have it for HR purposes. The finance team have it for finance purposes. It’s very much theirs, and they don’t want anybody playing with it, just in case it all goes wrong.” However, our AI experts were optimistic that we’ll see those silos breaking down and beginning to merge into cross functional databases.
not more e icient. This means
Many of these older people don’t have a LinkedIn profile, so trying to find them is di cult, yet they o er fantastic value to the workforce, because they bring so much experience and wisdom. If they’re getting left behind due to technology we’re going to miss out.”
sharing of data. Said one: “The
We concluded the discussion with a quick snapshot of everyone’s ideal scenario for AI-based recruitment. No longer having to plough through hundreds of applications each year was a priority
CVs across the course of the year, leaving the space to focus cycle.
Delegates also want programmes which explore candidate’s so er skills. “When you’re scanning CVs, all you can do is base up on experience or qualification or kind of personal statement, which people aren’t very good at when we must always keep in mind that the FM sector is built upon people that didn’t come through that traditional route.”
skills. “When you’re scanning
We concluded that when it comes to AI and recruitment we’re right at the cusp. It’s only ever going to get better and at a very, very fast rate. This is why the sector needs to get on board and become fluent and conversant with this tool.
New fan coils or refurbishment:
Does fan coil refurbishment improve operational performance?
The answer, in most cases, is yes. There are instances where full replacement with new FCUs may be the best option, but fan coil refurbishment can bring energy e iciency benefits to the asset manager at a lower cost than the installation of new units. It is o en more convenient and causes less disruption and is therefore worth considering first. Most installed fan coil units manufactured before 2005 feature AC motors. Modern fan coil units use EC motors and are around 50-80% more e icient, with much improved speed control and quieter operation. Installed FCUs with AC motors can be upgraded through the installation of EC motors during refurbishment. The resulting increase in motor e iciency results in improved specific fan power (SFP) values to 0.25 W/(l/s) or less and lower energy consumption. This reduces operational cost but also the operational carbon emissions of a building.
WHAT ARE THE SIGNS THAT YOUR FAN COIL UNITS NEED TO BE REFURBISHED?
Signs of a fan coil system in need of a refurbishment can include increased operational noise, system water leaks or insu icient volume of air leaving the FCU to cool or heat spaces. An increased level of maintenance and repair is likely to keep the system running, lack of temperature control. Breakdowns become more frequent.
WHAT ARE THE COST BENEFITS OF FAN COIL REFURBISHMENT OVER REPLACEMENT?
Refurbishing fan coil units can be more coste ective than replacing them with new units. O en, only a few components need replacing to enhance performance. This helps to reduce purchase, installation and other labour costs. Significantly, FCU refurbishment can help minimise construction waste and carbon emissions and negate the need to manufacture and transport new units.
CAN FAN COIL UNITS BE REFURBISHED
IN SITU?
Fan coil unit refurbishment can be done in situ. The extent of the refurbishment will determine how best to proceed. The work can be carried out with the FCU installed, but if full access is required, the unit can be removed, refurbished on site and refitted. To minimise the impact on the building and businesses therein, fan coil refurbishment is o en carried out at weekends or a er working hours. This eliminates the cost of finding alternative space for people and equipment. It also avoids an unwelcome disruption.
WHAT IS THE PROCESS OF REFURBISHMENT OF A FAN COIL UNIT?
With most FCU refurbishment providers, the first stage of the process of fan coil refurbishment is a preliminary survey carried out to establish the types of FCUs in the building and their overall condition. Ideally, the building’s O&M manuals will provide useful information, such as whether the FCUs are concealed or exposed, their exact locations within the building, and crucially, maintenance and fault and repair history. Following the survey, a report detailing refurbishment
options, recommendations and provisional timescales should be issued.
If this report supports the decision that fan coil unit refurbishment is required, a survey and work schedule will be completed to provide the building owner or facility manager with all relevant information before the work proceeds. The schedule usually details the FCU parts, such as casings, fans, coils, condensate trays, insulation, spigots and control valves that require repair or replacement. The FCU refurbishment provider will provide confirmed pricing and a timeline for the works at this stage.
Ability by Dimplex have years of experience in carrying out fan coil refurbishments for commercial buildings of all sizes across the UK. The fan coil refurbishment service includes a free of charge initial report prepared by the service team. They will investigate your system on-site and provide refurbishment recommendations that best suit your needs. This includes when FCU refurbishment can be a more cost-e ective option than replacement and where component upgrades or unit maintenance can result in increased system performance.
We can o er fan coil unit refurbishment services on FCUs from any other manufacturer, and also for FCUs that are no longer in production. Contact the Ability fan coil refurbishment team to find out more.
PROTECTING THE PAST
Bruce Donald, UK and Ireland Sales Manager at SimonsVoss, discusses the benefits modern, non-invasive access solutions can o er heritage sites and the part they play in securing historic environments
In the intricate world of heritage site management, facility managers face an increasingly complex challenge: how to secure these historical architectural treasures in an era of evolving security threats, all without compromising the aesthetic integrity that makes these sites so unique?
The stakes have never been higher. The British Museum alone saw nearly 6.5. million visitors last year, and with UK heritage attractions welcoming an increase of 11 per cent in visitor numbers throughout 2023 – a
significant rebound from pandemic-era closures – the demand for intelligent, sensitive security solutions has become paramount.
MULTIFACETED SECURITY CHALLENGES
Heritage sites exist in a delicate ecosystem of preservation and protection. Unlike standard commercial or public spaces, these cultural landmarks must simultaneously welcome visitors, protect priceless artifacts, and maintain their historical authenticity. The security challenges
are o en as complex as the buildings themselves.
Protecting valuable artifacts represents more than simply preventing the . Museums and historical sites house irreplaceable cultural heritage, yet, these sites must remain accessible, creating a security requirement that demands nuanced, intelligent solutions.
Historical structures present their own unique security challenges, too. Many heritage sites are housed in centuries-old buildings – fragile, intricate environments where even
minor interventions can cause irreparable damage. Traditional security systems with invasive wiring, bulky hardware, or destructive installation methods are simply not an option.
Public access adds another layer of complexity. Heritage sites must manage diverse visitor flows while maintaining strict control over sensitive areas. Researchers, volunteers, sta , contractors, and tourists all require di erent levels of access. A robust and secure access control system must distinguish between public spaces,
sta -only zones, and critical storage areas – all without diminishing a site’s welcoming nature.
PRESERVATION-FRIENDLY DIGITAL TRANSFORMATION
Modern digital access control systems o er a solution that addresses these challenges. Wireless, battery-powered technologies provide security without physical intervention and intelligent credential management allows for granular access control, creating a sophisticated security environment that adapts to each site’s unique requirements.
These systems also deliver unprecedented flexibility. Timelimited credentials can be issued for temporary researchers or special events. Lost access cards can be instantly deactivated. Comprehensive audit trails provide complete accountability, satisfying both security protocols and regulatory requirements.
Below are some key takeaways for heritage site facility managers looking to modernise access control:
Prioritise non-invasive, reversible security solutions such as wireless or battery-operated systems that avoid damaging historical structures as well as hardware that blends seamlessly with the site’s aesthetic and architecture.
Invest in systems offering granular access control with the ability to define access levels for different user groups (e.g., staff, volunteers, contractors, visitors) and restrict access to sensitive areas (e.g., archives, storage rooms, exhibit spaces).
Consider systems that offer detailed logs of access events to track and review who accessed specific areas and when.
Remote management is crucial as it brings centralised control of access permissions across multiple buildings or sites and the ability to update or revoke access credentials remotely.
Don’t overlook emergency features
and systems that automatically unlock doors during emergencies (e.g., fire alarms) to allow safe evacuation and lockdown capabilities to secure areas during security threats.
Consider long-term operational efficiency and scalability with modular systems that can grow with the site’s needs.
GDPR compliance is crucial, including the cure handling of personal data collected for access control purposes and transparent policies for data collection and usage.
As visitor numbers continue to rise and security threats evolve, heritage sites must remain adaptable. Digital access control represents more than a technological upgrade – it’s a strategic approach to preserving cultural assets while maintaining their accessibility and relevance.
CASE STUDIES IN PROTECTION OF HISTORICAL SITES
THE FRANCISCAN FRIARY: A 900-YEAR LEGACY MEETS MODERN SECURITY
Nestled in Clonmel, Ireland, the Franciscan Friary, was originally established in 1269.
The site’s most recent transformation presented a unique security challenge. With the urgent need to provide emergency accommodation for Ukrainian refugees, facility managers had to modernise the building’s access control without compromising its historical integrity.
The living quarters previously used by Franciscan monks required a sensitive security upgrade that would respect the site’s heritage.
The original double pitch pine doors – featuring distinctive 44mm rebated construction with singleglaze glass elements – were carefully removed and stored. A new 60mm solid teak single-leaf door was cra ed to fit precisely within the existing architectural framework. Critically, the installation used temporary fixings, ensuring no permanent damage to the historical structure.
A wireless smart handle solution was
selected for its discrete design and robust security features. The system: Requires no cable installations. Provides high-security auto-locking functionality.
Complies with EN179 emergency escape regulations.
Allows for complete future restoration of the original setup.
This approach by Integrated Solutions and SimonsVoss shows how modern security can be implemented in heritage buildings – protecting current needs while preserving historical authenticity.
HAMILTON HOUSE: VICTORIAN ELEGANCE REPURPOSED
Located at the intersection of Leeson Street and Fitzwilliam Place in Dublin, Hamilton House is a landmark building. Originally commissioned in 1854 by Hans Henry Hamilton, the building was designed by the eminent Victorian architectural practice of Deane and Woodward.
With a rich history spanning over 160 years, the building has transitioned from a private residence to a distinguished modern o ice location. When it came time to upgrade the security system, the approach needed
to be as thoughtful as the building’s original design.
The site had been using digital access solutions for over 14 years – a testament to the original system’s durability. However, a modern upgrade was necessary to meet evolving security standards and operational needs.
The project objectives were clear: Update existing locks for centralised management.
Ensure compliance with emergency escape regulations.
Maintain the building’s historical character.
The project, completed by Integrated Solutions and SimonsVoss demonstrates how intelligent access control can breathe new life into historic buildings, making them both secure and functional for contemporary use.
own maintenance packages, including a visit from a technician to ensure the plants are hydrated, healthy and free of disease, and that any irrigation systems are functioning correctly.
While di erent types of living walls need more TLC than others the key aspects of maintaining a living wall include:
GROWING GREENER
Irrigation system checks: ensuring that automated watering systems are working properly.
Pruning and grooming: regular trimming to prevent overgrowth, keep shapes tidy, and remove dead or dying foliage.
Lighting adjustments: supplementary lighting may be needed to be repositioned or changed as plants grow or lighting needs change.
Madeleine Ford looks at how living walls are transforming modern o ce environments and discovers what it takes to keep them thriving
Living walls, also known as vertical gardens or green walls, are more than just aesthetically pleasing, they represent a tangible connection with nature in urban environments, something which is inherently important in the modern working world. In today’s workplace where wellbeing and sustainability have become core strategic goals, living walls are an e ective symbol of that shi , o ering health benefits, visual impact, and even helping buildings hit green performance targets.
This type of feature is becoming increasingly popular amongst businesses looking to bring their workspace to life.
Elliot Thorpe, Director of A Greener London, explains that they are seeing a growth in demand for living walls and biophilic design, saying: “a lot of commercial businesses these days are really trying to incorporate sustainability into their brand and one of the visually aesthetic ways to show this is through living walls”. There is an increasing appetite for greenery and biophilia in our workplaces, this trend is not just aesthetic, it’s being driven by a clear and growing demand for healthier and more sustainable work environments to benefit both the employees and employer.
BENEFITS
Living walls bring nature indoors in a bold and immersive way. Not only are they
perfect statement pieces, incorporating biophilic design in this way fulfils the innate human need to connect with nature and delivers meaningful outcomes for those that it surrounds.
Firstly, plants are natural air purifiers. By absorbing carbon dioxide and releasing oxygen living walls regulate humidity and remove volatile organic compounds (VOCs) from the air. Furthermore, numerous studies have linked exposure to greenery with reduced stress levels, improved mood, and increased focus. It has been shown that internal green wall structures help improve productivity by 77 per cent, reduce sick leave by 60 per cent, and improves general workplace atmosphere by 88 per cent.
Thorpe describes how these air cleaning benefits are not just applicable when discussing internal systems, but external systems as well. They also help to improve air quality by absorbing the pollutants from car emissions, increase urban cooling and encourage biodiversity.
Additionally in terms of benefits to businesses, living walls visually demonstrate a company’s commitment to sustainability, in fact, when integrated with smart building systems, they can contribute to environmental certifications such as BREEAM or WELL Building Standard.
MAINTENANCE
Most green/living wall companies o er their
Structural checks: making sure that support frames, containers, and drainage components remain secure and watertight.
Pest control and disease monitoring: indoor greenery isn’t immune to pests, particularly if it’s in a warm o ice environment.
Interestingly, Thorpe says that in terms of keeping these living features in perfect condition, the living wall systems have an integrated and automated irrigation system, and once these are connected daily maintenance is minimum. He also explains that under 50 per cent of his clients need any form of maintenance at all, demonstrating how durable these features really are. The extent of maintenance and upkeep needed for a living wall installation depends on the di erent types. For example:
Modular panel systems: these need high maintenance due to requiring specialist knowledge to replace panels and risk to plant health if the irrigation system fails.
Hydroponic living walls: because these don’t require soil, relying instead on a nutrient solution to feed the plants they are dependent on tech systems to maintain.
Tray or cassette systems: require medium maintenance as irrigation lines can clog if not maintained and water pooling can occur.
Soil based living walls: low maintenance because plants may establish more naturally and require less intervention.
CONCLUSION
Living walls are a simple, yet very e ective solution to incorporating biophilic design into the urban working world. To be kept in the best condition, they must be treated like any other technical building system with a clear strategy for upkeep. When looked a er properly, living walls can be a transformative asset in a well curated environment that supports people, planet, and place.
Need your fan coil unit up and running?
Spare parts delivered to your site
We have a huge range of spare parts in stock for your Ability fan coil units. With our extensive supply chain reach, talk to us about any non-Ability fan coil requirements too.
Offering optional fitting to a full refurbishment programme, talk to our specialists today.
Hours: 38.75 per week
Contract Manager – Hard Facilities Management –Balfour Hospital, Orkney (Kirkwall)
Benefits: Competitive salary, company car/allowance, private healthcare, relocation package At Robertson Facilities Management, we deliver safe, efficient, and enjoyable environments through strong relationships and results. Join us as a Contract Manager overseeing site operations, projects, health, safety, wellbeing of a team of colleagues at Balfour Hospital for Hard FM services across the facility.
Key Responsibilities: Lead a culture of safety, diversity, and inclusion - Manage Hard FM services and Projects/ Lifecycle budgets with full cost and delivery accountability - Ensure compliance with statutory and contract standards (e.g. SHTMs) and contract specification - Maintain strong colleague and client relationships - Oversee performance reporting, risk management, and contract KPIs
About You: Experience with PFI in healthcare or complex environments - Strong communicator and management skills - Strong knowledge of Building Regulations and NHS SHTM guidance - Proficient in CAFM systems and MS Office - Health & safety certified (IOSH, NEBOSH, or SMSTS) - Excellent problem-solving, customer service, and budget management skills - Additional Requirements: DBS/Disclosure Check
What You’ll Get: Competitive salary, company car/allowance, private healthcare, relocation package 33 days annual leave Private pension & life assurance Supportive team and career development plan
CULTURE OF CARE
Simon Lilley, Director of Strategy and Marketing for Sodexo UK & Ireland’s Health & Care business explains to Sara Bean how working in partnership with healthcare providers is helping improve patient care in and out of hospital
Recentissues of FMJ have explored the influences of the hospitality and travel businesses on the FM sector, but it’s not confined to o ice workplaces, as Simon Lilley, Director of Strategy and Marketing for Sodexo’s Health & Care business can confirm. Lilley’s career has spanned the airline sector, the NHS and now Sodexo’s healthcare portfolio, where he believes the power of change is driving services that help improve patient health outcomes.
Lilley began his career in the airline industry, working at British Airways which he says allowed him, in the early part of his career to be unafraid to “think big when
making changes”. He then moved into a Director of Marketing role at Flybe where he learned how to push boundaries, be brave, and (he confesses) led the airline to be the first globally to charge passengers for hold baggage.
The move into a Commercial Director role within the NHS was inspired by his involvement in a hospital and a primary care group in Somerset that comprised an executive team of people from outside healthcare, including airlines, IT and the fitness sector. The group worked with an academic organisation that stratified the population in Somerset to identify complex patients being frequently readmitted to
hospital.
He explains: “They wanted a fresh set of eyes to look at this challenge with a less traditional perspective on things, as it’s easy when you’ve been in the NHS for a period of time to get limited by the operational pressures.”
The team created a profile for these patients and put in place interventions that addressed the reasons for their frequent hospital admittances, resulting in the development of new models for patient care services that improved complex patient’s outcomes.
Says Lilley: “You take some of those learnings and you think well, why can’t
Sodexo help deliver that for the NHS, as it’s not always about clinical issues, more o en than not, it’s about the non-clinical aspects of people’s lives.”
SODEXO HEALTH AND CARE BUSINESS
These varied experiences have shaped Lilley’s ability to drive transformations within Sodexo’s Health & Care business, which provides of a wide range of services to healthcare providers, including patient nutrition, catering, food services, retail, infection prevention and wellbeing.
Sodexo operates about 120 di erent sites, predominantly to NHS acute hospitals, although it also serves some private hospital groups, for instance all the Nu ield hospitals, and it has a small footprint in the seniors’ care home market.
According to Lilley, working within the NHS brings a range of challenges, including cost pressures, operational flow, patients and sta wellbeing, and compliance. Here a range of services are being introduced that go beyond the norm to help address those challenges, especially as the government is looking for savings generated through outsourcing public services.
Says Lilley: “I genuinely think that over the next five years, we’re going to see more of a move towards outsourcing within the NHS. For the NHS, financial e iciencies are key along with addressing the continued challenge of sta shortages. Even Jim Mackey, Chief Executive of NHS England is advising hospitals to find new ways of delivering outsourced support services rather than in-house.”
E iciencies provided by Sodexo includes taking on patient core services, in particular patient food that is not only freshly cooked but delivered from o site, leaving more space for clinical areas. To help reduce energy costs and achieve compliance Sodexo has partnered with Xempla, using its AI based asset performance management platform provides insights, automaton, and AI-powered assistance to help maintenance teams improve e iciencies. At one site, in just over 18 months, 2,000 tons of carbon emissions were saved by using the data to switch assets o at certain times in the day. Meanwhile data and insights from a WasteWatch programme, identify areas where food waste is occurring, resulting in huge cost savings across several hospitals, including Nu ield Health.
Says Lilley: “Where we’ve taken over contracts that were previously in-sourced, clients o en see the level of governance and process granularity that companies like Sodexo deliver is greater than when delivered in-house, plus as stated by Institute for Government, savings of 7.5 per
cent are forecast by outsourcing public services.”
REDUCING BOUNCE BACK
But it is in in addressing the ‘flow’ of patients says Lilley where Sodexo has gone beyond the norm of delivering food and drink to patients and running sta restaurants.
“We decided when I came into this post about five years ago that with my NHS experience, we would use population health analytics to stratify patients to determine who were most likely to become the ‘frequent flyers’ in the future and how we could use interventions to prevent them being readmitted to hospital so o en.
I genuinely think that over the next five years, we’re going to see more of a move towards outsourcing within the NHS.
For the NHS, financial e ciencies are key along with addressing the continued challenge of sta shortages. Even Jim Mackey, Chief Executive of NHS England is advising hospitals to find new ways of
delivering outsourced support services rather than in-house.
“We began to engage with NHS leaders across the country and ask them how we could help and one of the issues was the patients that continue to be readmitted. If they are discharged but haven’t got the support in their home lives they tend to ‘bounce back’ into hospital.”
Sodexo Health & Care has developed a service called Onward Care; a 12-week service which is run in partnership with an NHS Trust and is aimed at patients who are discharged without any care package, who may not qualify for full social care support but require some support at home.
Services may include a deep clean of their home before they’re discharged, a particular boon for asthmatic patients, the installation of handrails to improve safety along with telephone and in-person visits during the 12-week period. The team may also install remote monitoring in their homes to assess if they’re moving around and even monitor kettle usage to see if they’re making drinks and staying hydrated. Says Lilley: “We’ve reduced readmission beds by 71 per cent for those patients, and not only does it improve the patient experience, but it also potentially frees up beds for elective use. It also addresses health inequalities, as we know these problems are worse in certain areas.”
INTEGRATED APPROACH
Currently, scaling up these sorts of innovations can be di icult as suppliers to the NHS must deal with separate Integrated Care Boards (ICBS), but Lilley predicts a more integrated approach is gradually being adopted as the healthcare sector invests more in data driven services. For instance, Sodexo has recently launched a new client insight platform that gives clients transparent access to all the services that are delivered and records performance in huge granularity.
In our daily lives we eat when we want to eat, yet when you go into a hospital, you have mandated mealtimes. We carried out a few pilots and then rolled out a flexible meal service to some client hospitals allowing patients to eat when they want.”
Says Lilley: “Rather than relying on monthly reports produced by an account director, they now have 24/7 access on a dashboard to all our services. And we go beyond that, as we’re providing them information on other services that we don’t deliver. In this way we’re giving valuable data back to the NHS.”
Another innovation is ‘Experiencia’ which was first launched in the US to meet a need for predominantly private markets to improve patient’s satisfaction levels. It has now been adapted for the UK in line with the patient experience being one of the key priorities for the NHS. This service allows a ‘patient ambassador’, equipped with an iPad – to visit the wards and hold scripted five-minute conversations with patients. Questions are suited to age, illness etc. and the answers go into a dashboard that enable hospital executives and clients to monitor satisfaction levels and detect trends.
Whereas traditionally in hospitals, the data from patients tended to be collected at the point of discharge - this approach ensures hospitals can collect real-time data.
“Manchester hospital said it was one of the most innovative things they’ve ever seen” says Lilley. “We’ve now introduced another aspect of that, which is the welcome guide, where there’s a QR code on the bedside tables of the patients, which they and their families can scan that shows them the
menus, when certain sta are on the wards and information on visiting times similar info to what might be available in hotels.”
HOSPITAL FOOD
Reflecting this hospitality ethos is that of serving patients food when they want it rather than taking a regimented hospital food approach. While there is a link between nutrition and recovery from ill health, people don’t always want to eat during set meal times.
As Lilley explains: “In our daily lives we eat when we want to eat, yet when you go into a hospital, you have mandated mealtimes. We carried out a few pilots and then rolled out a flexible meal service to some client hospitals allowing patients to eat when they want.”
“Our research has shown that if you give food at standard meal times, 26 per cent of patients ate all their food and when you gave it them at the time they wanted it, 78 per cent ate all their food. It’s a layering e ect, with every little thing making a di erence.”
The quality of the food is also a priority, which is why Sodexo works with suppliers like Apetito which specialises in providing nutritious meals to ensure the food is dietetically nourishing.
They’ve also joined forces with Culinary Medicine, an SME that was set up by a GP who found that when she went through medical training, there was hardly anything about food and little information about how nutrition helps with the power of recovery. She’s set up her business to educate other doctors, primarily GPs in primary care, about why nutrition is so important and help them have productive conversations with their patients.
Explains Lilley: “We joined forces with Culinary Medicine a few months ago with the aim of running training programmes for acute clinicians and we’re about to roll that out now to several of our sites, o ering online and o line training that is CPD accredited.
“It will hopefully not only help with patient conversations, but again, give some relevance to why we serve certain food to certain patients at certain times, and why the balance of the menu is crucial.”
NEW CONTRACTS
Reflecting the push within the NHS to outsource to specialist partners, Sodexo Health and Care has recently mobilised contracts with East Su olk and North Essex NHS Foundation Trust which cover the Trust’s two acute hospitals – Colchester and Ipswich, and community services in East Su olk and North Essex. Prior to Sodexo being awarded the contract there was a mix of the services being delivered in-house and through a provider.
Says Lilley: “We went live with Colchester on the first of April and that site was previously in-sourced, so the culture change has been incredible, with over 400 people that came across and a further 600 who will be transferring to us as we mobilise other hospitals and centres within the contract. The culture change, the governance, the management style and the processes they must get used to, has been significant, but it went smoothly, and we’re already planning for significant improvements.”
While Lilley’s exceptional background in healthcare and the service industries has enabled him to innovate within Sodexo’s Health and Care business, he’s quick to point out that as a group the organisation is utilising learnings from other sectors.
“One of the advantages we have in Sodexo is that we range from Royal Ascot to hospitals, from oil rigs to schools and universities and from blue chip companies to prisons. There are pockets of innovation that happen throughout our services, and we aim to ensure we continually take those bits of best practice and use them to benefit other sectors.”
NOTHING TO WASTE
Patrick Martin, Co-Founder and Director of clinical waste removal and washroom services provider Sanaway on how washroom services providers can help meet sustainability and ESG goals
Sustainability and ESG (Environmental, Social, and Governance) goals are both concerned with long-term, responsible business practices. While sustainability aims to balance economic, social, and environmental aspects for the wellbeing of present and future generations, ESG specifically refers to a framework used to assess a company’s environmental, social, and governance performance.
WASHROOM WASTE
For washroom waste, one of the key ways of meeting these goals is to ensure Zero Waste to Landfill as the sole end disposal solution. Companies have a legal obligation to provide suitable and su icient sanitary conveniences as stated in the Workplace (Health, Safety and Welfare) Regulations 1992, and stipulates that employers must ensure they provide suitable means for the disposal of sanitary waste in
female or unisex facilities.
Additionally, the Water Industries Act 1991 and the Environmental Protection Act 1990 also impose a duty of care on businesses to ensure that sanitary waste is handled and disposed of safely so that it is not flushed down the toilet. Providing adequate and accessible sanitary disposal bins creates a more hygienic washroom environment and prevents costly blockages, especially in older buildings with outdated plumbing.
TECH FOR ZERO WASTE TO LANDFILL
Most of the technology that enables washroom service providers to o er ZWTL is currently at the end disposal point. If ZWTL is at the heart of your organisation’s ESG philosophy, it’s important to look for services that work with processing plants that have the technology to utilise and recycle the by-products of the incineration process in an environmentally responsible and
productive way.
Sanaway has access to the state-of-the-art Lakeside Energy from Waste (EFW) facility in Colnbrook, Berkshire. One of around only 60 facilities in the UK that operate with an ‘Energy from Waste’ philosophy, 99.995 per cent of waste is recycled, with just 0.005 per cent nonrecyclable. This sustainable solution diverts over 450,000 tonnes of residual waste from landfill per annum and generates 306GWh’s of electricity produced via steam turbine - enough energy to power a town the size of Slough.
Nothing is wasted. Incinerator Bottom Ash (IBA) is a by-product of the incineration process that is used as an aggregate in the construction industry. Air Pollution Control (APC) residues are used in the manufacture of engineering blocks for the construction industry.
The exhaust gases from these facilities are monitored 24/7 in real-time by the Environmental Agency to ensure compliance. All emissions
from the stack must comply with the most stringent UK and European pollution control standards.
AUDITABLE TRAIL
An auditable trail follows the waste from collection to destruction and ensures it hasn’t gone to landfill. The end disposal site will provide the washroom service provider with a waste transfer document each time waste is delivered into their facility. This clearly documents whether the end point of disposal was via an EFW facility, landfill or other type of disposal process.
A documented audit trail evidences that waste has been disposed of correctly from the point of collection, through to the point of disposal, so that customers can clearly see the journey their waste has followed.
WASHROOMS & WELLBEING
Achieving ESG is more than environmental sustainability and waste services providers can also help support occupant wellbeing. For us, it means providing an inclusive workplace personal hygiene service. While washroom legislation has traditionally focussed on female sanitary provision, it’s perhaps less known that an estimated one in 10 people su er with urinary incontinence in the UK, and men, women and children can all be a ected. We encourage businesses to develop a more inclusive approach by providing unisex hygiene disposal units in all
washrooms. These can be used by anyone experiencing urinary incontinence issues, which may be related to conditions such as the menopause, a stroke, dementia, obesity and prostate cancer, or because of disability and certain neurological conditions. The use of some medications may also cause temporary incontinence issues.
In addition, as prostate cancer is now the most diagnosed cancer in England and one in eight men (one in four if Black) in the UK will get prostate cancer in their lifetime, there is an increasing need for businesses to provide hygiene bins in male washrooms to dispose of incontinence products.
need for businesses to provide hygiene
Sanaway’s ONE service was developed to support this approach and help businesses normalise the presence and use of a universal hygiene unit that can be used by everyone who needs them, regardless of whether they use male, female, unisex or accessible washroom facilities.
Washrooms o er a discreet and e ective setting for sharing accurate health information and directing employees to relevant support services. Common topics include menopause, prostate health, and mental wellbeing, o en supported by partnerships with specialist charities.
Our relationship with The Prostate Project enables us to provide businesses with accurate health information to display in washrooms on the various risk factors for getting prostate cancer, as well as highlighting the importance of taking a simple PSA test for early prostate cancer detection. Customers are also encouraged to o er a PSA blood test to male employees via The Prostate Project’s mobile testing facility, The Man Van, as early detection can ultimately help save lives.
Businesses may also like to consider making personal hygiene products accessible to employees free of charge in all washrooms.
CHOOSING A PROVIDER
When considering a washroom provider to help meet sustainability goals FMs may cite such as reducing water consumption, minimising waste production, and using eco-friendly products. This means clearly defining what sustainability means to your organisation, which elements are
non-negotiable, and where there’s room for flexibility especially in the context of budget constraints.
Questions to ask might include: Does the zero waste to landfill service rely on incineration only, or incorporate EFW as well to utilise by-products of incineration?
Is your zero waste to landfill service fully auditable? This will evidence responsible waste disposal as well as provide a benefit for clients with ISO 14001 by helping to fulfil their continuous improvement requirement.
Can we visit your EFW facility? This will reassure you how the process works from the moment your waste draws up to the gates and journeys through the process to the end.
What steps are taken to minimise carbon footprint? For example, is least distance route planning utilised.
Are bin sizes and service frequencies tailored to your needs? Smaller bins may require more frequent visits, raising costs and carbon footprint. A full audit ensures the right setup for e iciency and sustainability.
Are products and consumables responsibly sourced, reusable, recyclable and kind to the environment?
Finally, ask your supplier to provide you with direct contact to their existing clients who are happy to discuss their service experience. If there is an unwillingness to allow this first-hand contact, you can make a considered choice to look for an alternative supplier.
FOCUS WASHROOMS
FESTIVAL HYGIENE
Jamie Woodhall, Technical and Innovations Manager at Initial Washroom
Hygiene on how organisers are helping to stay hygienic at festivals and large public events
Withsummer well underway, festival season is back in full swing. From Glastonbury to Reading and Bestival, crowds are gathering once again to enjoy live music, community spirit and hopefully a few sunny days. But while the music and atmosphere naturally take centre stage, there’s a vital behind the scenes operation that helps to keep festivals safe and enjoyablehygiene.
For event organisers, maintaining high hygiene standards in unpredictable, high-footfall environments is no small task. Whether it’s managing hand hygiene, surface cleanliness, or waste disposal, a robust hygiene strategy is key to minimising health risks and ensuring a positive experience for festivalgoers.
UNDERSTANDING THE HYGIENE RISKS
The most common health issues at festivals include sunburn, fatigue, colds, what has been termed by some as ‘festival flu’ and outbreaks of sickness or diarrhoea.
Hands are a natural breeding ground for bacteria and one of the principal carriers of disease-causing germs. At a festival, where attendees are spending time in shared facilities, germs can pass far more easily from one person to another through contact with contaminated surfaces. In places like the washroom, where many people will be touching the same door handle, or even at food stalls where people will be using the same condiment bottles, the risk of illness from cross contamination is significantly higher.
It might seem obvious, but special care needs to be taken to ensure that all facilities and portaloos have hygiene stations for festivalgoers to be able to wash their hands regularly, and certainly before eating, a er using the toilet and a er handling rubbish.
THE REQUIRED FACILITIES
E ective facilities management is central to the smooth running of any outdoor event. Organisers
must ensure that there are su icient toilets, handwashing stations, and water points to meet the needs of the crowd, and that these facilities are restocked and maintained throughout the duration of the festival.
Portable toilets should be equipped with soap dispensers, running water where possible and e ective hand drying solutions. Wet hands can transfer germs far more easily than dry ones, so providing paper towels or hand dryers is a key part of limiting bacterial spread.
In areas where plumbing is not feasible, highquality alcohol based hand sanitiser stations o er a practical alternative. When placed at strategic locations such as food areas, entry and exit points, and near communal seating, they help promote good hygiene habits across the festival site.
SURFACE HYGIENE IN SHARED SPACES
In high tra ic areas, particularly washrooms, surface hygiene becomes a critical concern. Shared surfaces such as toilet seats, handles, and dispensers can harbour bacteria if not regularly disinfected.
Providing antibacterial surface wipes within toilet cubicles empowers attendees to clean surfaces before and a er use. This simple addition encourages shared responsibility and helps maintain higher hygiene standards throughout the event.
EFFECTIVE WASTE DISPOSAL
Keeping facilities clean and free from waste is another crucial element. Overflowing bins or improperly discarded paper towels can lead to unsanitary conditions and contribute to the spread of bacteria.
Making sure that waste bins are appropriately placed, clearly marked and emptied regularly helps keep washroom areas cleaner, safer, and more
welcoming for everyone.
SANITARY PRODUCTS AND SANITARY BINS
Creating a positive and inclusive washroom experience is essential at any large-scale event, and this includes meeting the hygiene needs of those who menstruate. While most attendees will arrive prepared, there will inevitably be instances where individuals find themselves in need of additional sanitary products during a festival.
O ering free sanitary products across festival sites promotes health and comfort but also demonstrates a clear commitment to equality and the wellbeing of all attendees. Equally important is the provision of suitable disposal facilities. Sanitary bins should be present in male and female washrooms to support the discreet and hygienic disposal of menstrual and incontinence products. Without adequate waste infrastructure, washroom cleanliness can su er, along with the overall festival experience.
By planning inclusive hygiene solutions from the outset, event organisers can help to create a festival environment that supports the wellbeing of everyone on site.
LOOKING AHEAD
As this year’s festival season unfolds, it’s an ideal time for organisers to reflect on how hygiene practices can be integrated more e ectively into future event planning. From robust hand hygiene systems to smart waste disposal and inclusive washroom facilities, hygiene plays a fundamental role in delivering safe, enjoyable experiences.
With the right strategy, good hygiene does not need to be a compromise. It can be seamlessly woven into the fabric of an event, supporting not just health and safety, but the lasting memories that make festival season so special.
D Ventilation-based evaporative cooling and misting systems
D Targeted spot and blanket cooling
D No refrigerants
D Save up to 90% compared to AC
D Filtration options tailored to you
D Built in efficient EC fans
WHAT LIES BENEATH
Raised flooring is often a forgotten surface, yet it plays an important role in the design and functionality of modern workplaces. Patrick Ames, Director at nationwide o ce interior design and fit-out business, Claremont explains why
Flooring is o en overlooked and undervalued, yet it’s a crucial element of o ice interior design, supporting flexibility, e iciency, and sustainability while forming the foundation of every workspace.
Far more than the sum of its parts, flooring is highly valuable in creating o ices people want to use and visit. When used creatively and thoughtfully, it can support various goals. Di erent styles can help with wayfinding and zoning di erent spaces, colour and pattern can bring brand stories to life and support accessibility, and material choice can reflect organisational values such as sustainability and inclusivity. Fundamentally, flooring underpins how o ices operate and evolve.
Raised flooring is one particular style that’s become ubiquitous in many new commercial and industrial buildings and is now a favourite of modern o ice design.
Raised flooring, sometimes called access or suspended flooring, is an elevated floor system installed over a structural floor. The void underneath is typically used to house electrical wiring, data cables, and HVAC systems.
Many landlords favour raised floors because they reduce M&E and fit-out costs. However, they also deliver several significant benefits for occupiers. Here, we examine the six major occupier benefits of raised floors and explain how this flooring method supports the design and construction of adaptable o ices that can easily flex as
future needs change.
FLEXIBILITY
Flexibility is one of the most significant gains of raised flooring and a real win for organisations in a hybrid era. The last five years have seen such a marked shi in how people work that flexibility has become key, and it’s a primary requirement in all of the interior design and fit-out briefs we receive, whether we’re supporting landlords with Cat A fit-out works or delivering destination o ices for occupiers themselves. Knowing it’s possible to move o ice furniture, relocate partition walls, or overhaul entire floor plates in line with business needs without disrupting all-important electrical infrastructure is hugely positive.
MANAGING TECHNOLOGY
As technology’s application in the workplace continues to broaden, the range of cabling and infrastructure required does too. Concealing data, power distribution, security, AV, and IoT cabling under floors makes it much easier and quicker to carry out servicing and repairs, update and expand systems, and expand a space without changing its fabric.
The modular nature of raised flooring makes it easy to access the void beneath, significantly reducing downtime and maintenance costs (a repair might take a few hours instead of a few days) and simplifying repairs and upgrades too.
AESTHETICS
The modern o ice has a big job to do. Employers are investing heavily in creating memorable employee experiences, with a focus on wellbeing, inclusion, socialising and collaboration. As o ice aesthetics and experiences matter more than ever, locating comms and HVAC pipework under floors and out of sight becomes more critical.
Raised flooring also unlocks a wide variety of modular flooring options, from carpet tiles, LVT, and rubber to statement options such as metal panels and other custom designs—all of which can help support the overall o ice design.
COST EFFICIENCY WITH DILAPIDATIONS
Landlords o en specify that properties must be returned to them as empty open-plan floorplates, with original specifications and all cabling removed, all of which can be costly to address at the end of a lease. Raised flooring can help negate the need for expensive dilapidations. Finishes like carpet tiles can be li ed and removed quickly. All wiring and cabling can be removed with minimal or no damage to the building’s original Cat A fit-out. It also avoids major costs such as replacing vast swathes of
INCLUSIVITY AND ACCESSIBILITY
Inclusivity and accessibility are vital for the employee experience and integral to o ice interior design. Raised flooring allows for continuous and even surfaces across the o ice, eliminating trip hazards and precisely matching floor heights between di erent spaces, such as li lobbies, main floorplates and toilets. This makes a much more equitable experience for employees. Similarly, raised flooring can also help with acoustic management. Underfloor HVAC and acoustic systems can help reduce ceiling clutter and sound reverberation, creating much quieter and less distracting workspaces for employees. As employers consider the specific needs of neurodivergent employees in the workplace, particularly those with sensory sensitivities, this is another significant plus.
COMFORT AND CARBON EFFICIENCY
Air quality is a hugely important factor in the modern workplace experience, impacting productivity and wellbeing. Raised flooring can maintain consistent temperatures, helping HVAC systems run more e iciently and reducing energy consumption. This also supports employers’ growing need to reduce carbon emissions.
This all helps to support more sustainable behaviours as the flexibility that raised flooring o ers can also help to avoid sizeable fit-out changes, reducing unnecessary waste and carbon emissions from future workplace changes. Carbon reduction is even greater when reclaimed materials are used to create raised floors.
THE CASE FOR VERSATILITY
Raised flooring is a valuable long-term asset that benefits building owners and occupiers alike. For landlords, it enhances a building’s lettings appeal and can reduce long-term fit-out and reinstatement costs. For tenants, it helps bring destination o ices to life, supporting evolving workplace layouts, technology upgrades, inclusive design values, and sustainable thinking with minimal disruption.
At Claremont, we’re hugely focused on making every surface count. Every surface in a workplace, from ceilings and walls to the sides of furniture and floors themselves, provides an opportunity to enhance the employee experience, tell the employer brand story, and create high-performing workplaces.
Raised flooring is a key tool in the creative o ice interior design arsenal, and it will continue to play a pivotal role in creating flexible, future-ready workspaces in the UK.
HIGH VOLTAGE
Danny Power, Operations Director at phs Compliance explains the correct procedures for e ective electrical inspection and testing to ensure a safe and functional working environment
Asthe complexity of modern buildings increase, ensuring that all electrical equipment and electrical installations are functioning safely and e ectively is a frontline defence against health and safety issues, equipment failure and costly downtime.
Electrical faults are one of the leading causes of workplace fires, equipment problems and power failures. Without regular inspection and testing, these hidden dangers will go undetected. This is why carrying out electrical inspections and testing should be the cornerstone of operational reliability and risk management for every facility manager.
PERIODIC ELECTRICAL INSPECTION AND TESTING
The term ‘electrical installation’ covers power and lighting cables and their associated containment systems, along with a wide range of fixed electrical equipment, including sockets and switches, distribution boards and sub-main network cables and switchgear, and fire, security and control systems.
British Standard BS 7671 (as amended) Regulation
135.1 recommends that every electrical installation is subjected to periodic inspection and testing and an Electrical Installation Condition Report (EICR).
The required frequency of the EICR can vary from 12 months to five years depending on the type of installation - for example, a special location or a standard commercial building. This is detailed in Table 3.2 of the IET Guidance note 3.
The EICR includes a formal visual inspection and test results for earth continuity, polarity, insultation resistance, earth fault loop impedance and RCD testing on circuits.
The outcome of the EICR will either be ‘satisfactory’ or ‘unsatisfactory’ depending on the classification of codes attributed to the observations found during the inspection process.
Any C1, C2 or FI observations codes used to classify the severity of electrical issues that are identified during the inspection process will result in an unsatisfactory status of EICR. These will need to be remedied by a qualified engineer, who will then issue a Minor Work Certificate (MWC) or Electrical Installation Certificate (EIC) for the remedial work, dependent on
the extent of the work that was carried out.
The MWC and/or EIC completed by the engineer will supersede the unsatisfactory status of the report. Importantly, this process will also present a paper trail which clearly indicates the path to compliance, should you ever need to prove it.
Having an experienced specialist carry out periodic inspection and testing, and any remedial work required, will ensure compliance with both the Electricity at Work Regulations 1989 and Health and Safety at Work Act 1974.
ELECTRICAL EQUIPMENT TESTING
Electrical equipment that can be connected and disconnected from an electrical supply, such as laptops, computers, kettles, fridges and extension leads require regular Electrical Equipment Testing (EET), formerly known as Portable Appliance Testing (PAT). This is to ensure that the risks of electric shock, overheating and fire from electrical equipment is reduced.
Following the requirements of the ‘Code of Practice for In- Service Inspection and Testing of Electrical Equipment 5th edition’, EET testing by a skilled person is recommended by specialists as the best way to ensure compliance with the Electricity at Work Regulations 1989 and Health and Safety at Work Act 1974. This will ensure that equipment is safe to use in the workplace, including any electrical equipment employees are using when working from home.
An EET engineer will carry out a formal visual inspection and test on the equipment. The tests carried out on the equipment include earth continuity, polarity and insultation resistance. Dependent on the results of the formal inspection and test results, the appliance will then receive a pass or fail sticker.
Failed appliances must not be used and should be removed from service immediately.
Ensuring your compliance by following the recommendations for electrical installation and equipment inspection and testing is the best way to protect your business, employees and visitors.
STAY SAFE, USE THE EXPERTS
To ensure you are meeting the best compliance criteria ensure your supplier holds accreditation with UKAS as a Type C inspection body accredited to ISO/ IEC 17020:2012, which covers the inspection of new and existing electrical installations and the in-service inspection and testing of electrical equipment.
For instance, phs’ accreditation with UKAS ensures that every aspect of its quality management system, including competency and impartiality of its engineers, inspection methods and management system procedures are comprehensively audited at the highest level within the industry. It’s also worthwhile to ensure your supplier is an approved NICEIC contractor, whose certification provides industry-recognised assessments to the building services sector, including plumbing and heating engineers.
By using all the above-mentioned safeguards, you can be reassured your organisation meets the expected standards to keep sta and occupants all safe.
MAKING THE CUT
A wide range of maintenance and retrofit tasks require metal cutting but there are several health and safety considerations. Kevin Brannigan, Marketing Manager at Makita explores tools that o er cold and spark-free cutting
Whetherits installing new or replacement pipework, fitting additional cable management to meet the evolving needs of building occupants or modifying ventilation ducting, there are many instances where maintenance operatives will need to cut metal products to size. However, traditional methods have their drawbacks. Manual cutting with hand tools is not only time-consuming but very hard work, especially where there are a large number of cuts that need to be completed.
The conventional labour-saving alternative is cutting using an abrasive wheel power tool. However, this comes with challenges. The sparks and hot metal debris produced present a potential fire hazard - so hot works risk assessments and safety measures are required. In addition, abrasive wheel tools also heat
the metal itself, meaning there is a burn risk to those working with the material. The need to minimise the risk of fire typically means that the cutting must take place in a designated location, which will o en be away from the work area, meaning wasted time moving the materials back and forth. The need to gain approval to carry out this type of work, while improving safety, does mean that teams are less able to be reactive to maintenance tasks.
However, there is an alternative. Mains powered and cordless cold cutting tools can provide the answer by reducing the risk of fire, improving safety for the user and those working nearby, and eliminating the need for a hot works permit in many cases. There are several options available to suit di erent tasks and requirements.
METAL SAWS
A quality metal cut-o saw is ideal for cutting materials such as metal pipes, metal conduit, steel cable trays and steel trunking. There are broadly two types of saw, stationary metal cut-o saws and portable circular saws designed specifically for metal. These saws cut far quicker when compared with manual methods but without producing hot sparks, and leave the material cool to the touch, eliminating the burn risk. They also achieve burr free edges meaning less additional work is required once the cut has been made.
The nature of the stationary cut-o saws means they
are most suitable for cutting narrower materials such as pipe and conduit but can do so with a much higher degree of accuracy compared with a handheld power tool. This is especially true when cutting angles on materials where the saw features an easily adjustable clamp to hold the material securely in place.
However, it is important to look carefully at the options available to ensure the tool o ers the quality and versatility required. A product that allows exact angled cuts to be achieved easily is always recommended. It is also important to look for a saw that has a large capacity to ensure it can be used for a wide range of tasks.
For tasks that require more flexibility, there are hand-held metal circular saws. These are available in a range of blade sizes depending on the requirements, and as cordless versions. Where flexibility and agile working is a priority, cordless has many benefits. It provides, easier, simpler working with no need to secure access to a power source. It is also safer as it removes a potential trip hazard in the workspace and streamlines the task as there is no need to plan and manage the safe routing of cables.
THREADED ROD CUTTERS
For threaded rod, o en used for supporting ducting and ceiling mounted cable management, there are also cordless tools available for cold and spark-free cutting. Threaded rod cutters use a simple, safe and reliable shearing action to cut the rod to the required length. One of the advantages of this over other cutting methods is that it leaves a clean, burr free edge. This means it is easy to immediately attach nuts and other threaded fixings without the need to file the newly cut edge.
Some of the features to look out for when selecting a threaded rod cutter include the sizes of rod that can be cut, and depth gauges to allow quick and accurate cutting. Another useful feature is easy and fast blade change when working with di erent sizes of threaded rod. It is also important to look at the e iciency of the tool and therefore the number of cuts per battery charge. As an example, using a 5.0 Ah 18V battery the Makita DSC102 will achieve approximately 1700 cuts. Cold, spark-free cutting of commonly used metal products can help make tasks safer for those working with the materials as well as minimising the risk of fire. These tools also make the work quicker, easier, cleaner and o en more accurate than other approaches.
THE COLD CHAIN
EveryDavid Bostock, Divisional Director for cooling technologies at Integral explains the cold chain and why it matters
facilities manager understands the critical role cooling systems play in their buildings or across their operations, from the air conditioning units keeping occupants comfortable in o ices and retail spaces to the refrigerated trucks preserving perishable food on the move. What’s o en overlooked, though, is how these systems represent parts of a much larger, interconnected yet invisible infrastructure: the cold chain.
The cold chain is the network of temperaturecontrolled storage and transport systems that enable the safe delivery of everyday items which keep the world spinning. It links farms to supermarkets, factories to hospitals and warehouses to doorways – relying entirely on the consistent performance of cooling systems at every step.
In 1803, American inventor Thomas Moore patented an insulated icebox designed to keep dairy products cool in transit. It’s come a long way since then. Today, the cold chain is a web of sophisticated technologies that span continents and industries. Modern cooling systems are no longer standalone units – they are integrated into smart infrastructure that allows facilities teams to monitor, adjust and record temperature conditions in real time. From the GPS-enabled refrigerated trucks to sensor-filled cold rooms, every component plays a role in maintaining product integrity and regulatory compliance.
Facilities managers now have access to IoT-enabled sensors, cloud-based monitoring platforms, and AI-powered diagnostics that flag ine iciencies before they lead to failures, help control humidity, detect refrigerant leaks, optimise energy use and track emissions for ESG reporting.
ADDED COMPLEXITY
As global demand for temperature-sensitive goods increases, so too does the pressure on cold chain infrastructure. The Covid-19 pandemic o ered a powerful reminder of how critical the cold chain has become. Without it, it would have been impossible to distribute life-saving vaccines quickly and safely across the world.
At the same time, geopolitical change and shi ing trade dynamics are adding even more complexity. Brexit introduced new customs checks and transport delays, increasing the risk of temperature breaches in transit. More recently, unpredictable changes to tari s between di erent markets and other supply shocks have created further disruption to global cold chain operations.
PRESSURES AND PERFORMANCE
To keep cold chain systems running smoothly, facilities teams must manage a diverse range of cooling infrastructure, including cold rooms, air conditioning, chillers and refrigerated transport –each with their own performance thresholds and points of failure. Whether it’s a single fridge dri ing out of range or a delay at the border, even a brief temperature breach can compromise product integrity.
IoT sensors continuously monitor temperature, humidity and other critical conditions in real time, from storage facilities to refrigerated trucks and retail display cases. These sensors provide immediate data, enabling quick detection of any deviations from set parameters that could risk product integrity.
AI-powered diagnostics analyse this vast stream of data to identify patterns, predict equipment
failures and flag ine iciencies before they cause breakdowns or cold chain breaches. By spotting early warning signs like unusual temperature fluctuations or abnormal energy usage, AI helps facilities teams prioritise maintenance and respond proactively.
SUSTAINABILITY AND EMISSIONS
Cooling systems are also energy intensive. Emissions from refrigeration account for around 10 per cent of total global carbon output, more than aviation and shipping combined. These emissions fall into two categories: direct emissions, such as refrigerant leakage, and indirect emissions from the electricity used to power equipment.
Direct emissions are especially concerning due to the high global warming potential (GWP) of commonly used refrigerants like hydrofluorocarbons (HFCs). Even small leaks can have a significant climate impact. It’s hugely positive to see our industry shi ing to lower-GWP alternatives, including hydrofluoroolefins (HFOs) and natural refrigerants such as ammonia, carbon dioxide (CO2), and various hydrocarbons. These alternatives o en require updated equipment, revised safety protocols, and new training, making the transition complex but necessary.
On the indirect side, organisations can turn to smarter controls, recommission equipment, and improve insulation in cold rooms, pipework, and refrigerated transport. Even small changes, such as using air curtains, ensuring tight door seals, or adjusting set points where it’s safe to do so, can deliver meaningful savings. Facilities teams can also implement staged compressors and chillers, match performance to real-time demand, and use analytics tools to spot waste across large estates.
THE ROAD AHEAD
Cooling has come a long way since the days of the icebox. As demand grows and expectations rise, the cold chain will only become more important. For facilities professionals, that means taking a proactive role in monitoring performance, managing risk, and driving sustainable innovation across the cooling systems that keep the world moving.
ADVANCING ASSET INTELLIGENCE THROUGH NLP AND RISK MODELLING
Facilities managers face growing pressure to deliver greater operational resilience and value across increasingly complex estates. While many organisations have made strides in data-driven asset management, the next leap forward lies in transforming insight into foresight. The VIAverse® platform, through its MAP (Maintain, Assure, Predict) framework, is revolutionising how Natural Language Processing (NLP) and intelligent risk modelling enhance asset visibility, condition analysis, cost forecasting, and risk benchmarking. This transformation empowers clients to make faster, smarter decisions, safeguarding the value and resilience of critical infrastructure.
NLP Evolution: From Description to Classification Free-text work orders have long been a rich but underused data source. Earlier versions of MAP connected work order descriptions with specific assets, but recent developments go further by classifying the nature of the repair itself. This deeper analysis reduces ambiguity, improves data consistency, and provides a more structured
foundation for predictive modelling.
NLP and MAP Refine: Enhancing Survivability, Condition & Cost Forecasting
Accurate condition and cost forecasting depend heavily on the quality and completeness of underlying data. VIAverse® addresses this challenge through NLP and MAP Refine. NLP structures free-text records into actionable insights, while MAP Refine fills missing data attributes using verified reference sets. Together, they create a more intelligent, resilient forecasting capability.
Introducing Asset-Level Risk Scoring
KBR’s Estates Intelligence team has developed a method of calculating individual risk scores for each asset based on condition, cost, and survivability. This benchmarking capability allows users to pinpoint underperforming assets, understand systemic failures, and prioritize attention based on data-driven risk.
Asset-Type Intelligence: Identifying Systemic Risk Aggregating asset-level risk data by type provides powerful insights into systemic issues. This view
supports strategic decisions at the specification and procurement stages, improving long-term resilience.
From Buildings to Regions: Estate-Level Risk Insights
The greatest value emerges when intelligence is viewed holistically at the building, regional, or portfolio level. MAP enables targeted investment in estates that pose the most operational risk, supporting evidence-based planning for estate renewal, divestment, or refurbishment.
The VIAverse® platform is moving from providing insight to powering foresight. By blending NLP with data-driven risk modelling, KBR helps clients prepare for what will happen, ensuring operational resilience and financial e iciency.
VOX IGNIS DELIVERS EVC SYSTEM TO AWARD-WINNING DEVELOPMENT
Global voice alarm and audio safety specialists Vox Ignis has supplied its LexicommPro Emergency Voice Communication System (EVCS) to a state-of-the-art new o ice development powering the significant digital economy of Teesside.
Boho X is a striking new development from Middlesbrough Council in the heart of the city's digital quarter, designed to provide a spacious, modern working environment for new businesses within the digital and creative sector. The seven-story development provides 60,000 sq of high quality, Grade A flexible o ice space together with a gym, café, roof top bar, event space and lecture theatre alongside new, high quality public space and landscaping.
The project is jointly funded by Middlesbrough Council and Tees Valley Combined Authority and is representative of the growth in Middlesbrough and Tees Valley region and is part of the wider Boho
masterplan. The development won the innovation award at the BCO Regional Awards 2024. It is now fully occupied by a renowned games developer.
To ensure the very best protection for the occupants, first responders and building managers
in an evacuation or emergency, a LexicommPro disabled refuge and fire telephone system was installed. The LexicommPro system is powered by touchscreen driven network of flush-mounted, stainless steel LexicommPro master and expander panels with Type A fire telephone and Type B disabled refuge points. AssistCall assistance alarm kits for accessible toilets throughout the development are also integrated onto the system.
The system was installed and commissioned by Vox Ignis partner Tees Fire Systems (TFS). David Hynes managing director said: “We’re a secondgeneration local company and we’re always very proud to work on standout developments in the region. We have specified and installed Vox Ignis equipment across the UK for many years. The quality and performance of their equipment is excellent, and it is designed to be easy to control and manage. The VoxOS touch screen control system that is used across their ranges ensures the products look as good as they perform and they sit well in any building.”
I-TEAM GLOBAL’S FLAGSHIP INVENTION EVOLVES FOR SMART CLEANING OF SMALL SPACES
i-team Global unveils the i-mop 40 and i-mop 40 Pro, the latest evolution of its flagship range. E ortless to operate, these i-mops are made for small, obstructed spaces with tough cleaning demands. They feature quieter motors, ergonomic upgrades, modular parts for easy repair, and enhanced water e iciency for greater sustainability.
With floor cleaning making up 70% of all the cleaner’s tasks, e icient and flexible solutions are more crucial than ever. Manual methods, like wiping and mopping, are slow and inconsistent, while traditional walk-behind scrubbers lack flexibility. This smart solution eliminates the physical strain of mopping and cuts time, water, and energy use by up to 75%.
The i-mop 40 and i-mop 40 Pro are built to scrub right up to the edge and feature an easy-click squeegee with integrated li kit to optimize dwell time. Equipped with counter-rotating brushes operating at 350 revolutions per minute (RPM), these i-mops provide powerful cleaning of all hard floors.
The modular design and easy to swap components help reduce waste, while the brushless vacuum motor minimises noise, reduces emissions, and cuts energy consumption by 30 per cent.
Powerful mechanical action and advanced solution recovery make it possible to clean more thoroughly with a fraction of the water and cleaning agents used by traditional cleaning methods.
www.i-teamglobal.com
AGILEACOUSTICS UNVEILS HILO.WORK-THE WORLD’S FIRST ELECTRIC HEIGHT-ADJUSTABLE OFFICE PRIVACY SCREEN
AgileAcoustics has announced the launch of hilo.work, the world’s first electric height-adjustable o ice privacy screen system, which debuted to great acclaim at the recent Clerkenwell Design Week 2025 in London.
Cra ed and manufactured in West Yorkshire, hilo.work empowers users to adjust screen height to suit focus, privacy, or collaboration, seamlessly adapting acoustic environments in real time. Whether raising screens to reduce noise and distractions or lowering them to foster openness, the intuitive electric system gives individuals control over their workspace.
The initial hilo.work range includes three flexible solutions: a pop-up Pod that functions both as a desk and a private Pod; a height-adjustable high-back booth ideal for individual or dual-user work; and a series of linear acoustic dividers to zone open-plan o ices without permanent fixtures. Each product has been developed with user empowerment, acoustic comfort, and agile workspace design in mind. The system leverages AgileAcoustics’ Modulise fixing kit, enabling rapid reconfiguration by users—no tools or installers required. With hybrid work redefining workspace needs, structures must be fluid yet sound-sensitive. hilo.work’s electric screens o er dynamic acoustic management aligned with PAS-6463 (Design for the Mind: Neurodiversity and the Built Environment), empowering users to tailor noise, visual privacy, and sensory experience. www.agileacoustics.co.uk/hilowork
RAPID ENERGY EXPAND CHILLER HIRE RANGE
Rapid Energy, a leader in temporary heating and cooling solutions, has expanded its chiller hire fleet with two new chillers and an air-cooled heat pump. The new 120kW compact chiller, 300kW high-capacity chiller, and 120kW air-cooled heat pump are designed for fast deployment, energy e iciency, and quiet, reliable operation.
Ideal for commercial and industrial use, the units feature integrated tanks and use eco-friendly refrigerants (R410A and R-32). The heat pump o ers a plugand-play setup and year-round dual heating and cooling, making it a versatile solution.
Rapid Energy ensures seamless service with nationwide delivery, 24/7 technical support, and highly skilled engineers. With compact designs and standardised components, the systems are easy to install and integrate, even in tight spaces.
https://rapidenergy.co.uk
info@rapidenergy.co.uk
NEST SELF STORE EXPANDS ACCESS WITH TORMAX TELESCOPIC SLIDING DOOR
TORMAX UK Ltd has installed a telescopic automatic sliding entrance door system at the new Nest Self Store facility in Walsall. A perfect solution for hightra ic sites like this, the telescopic option maximises accessibility for areas where space is at a premium, enhancing customer convenience by delivering an opening width of up to 3800mm without sacrificing style or performance.
The sliding door is powered by the inhouse designed TORMAX iMotion 2202.A drive. This technologically sophisticated operator incorporates durable components for an impressively long lifespan coupled with low maintenance needs. Certified for rescue and escape routes, user safety is assured — a key priority for Nest Self Store.
The Midlands-based Nest Self Store facility is a modern storage hub built for convenience, security, and 24/7 ease of access. Customers using their lock-up units are welcomed in through the TORMAX automatic door, simplifying their experience and improving pedestrian tra ic flow.
Designed to the meet the highest safety standards, the TORMAX door features built-in mechanisms like obstacle detection and automatic reversal, providing a secure and user-friendly experience. A simple control panel allows sta to adjust the opening speed and hold-open time to accommodate changing weather conditions and the level of foot tra ic, whilst energy-e icient features automatically reduce power usage without sacrificing functionality.
www.tormax.co.uk
STANNAH LIFTS TRANSFORMS SEVEN NETWORK RAIL STATIONS WITH STEP-FREE ACCESS
Stannah is managing a major accessibility upgrade at several South Western Railway stations along the Wessex route, installing a total of 13 passenger li s to date.
These upgrades are part of a broader initiative across Network Rail's Southern region, aimed at making stations accessible for all. Funded by the Department for Transport’s (DfT) £350m ‘Access for All’ scheme, Network Rail is working in partnership with South Western Railway (SWR) and the London Borough of Merton Council, to deliver accessibility upgrades along the Wessex route.
This investment aims to create step free access around Network Rail stations and involves the installation of li s, footbridges, staircases and other improvements.
The work
Stannah Li Services has been instrumental in these upgrades, working to improve accessibility with its li solutions at stations Motspur Park, Barnes, Waltonon-Thames, Isleworth and Stoneleigh currently underway.
The work Stannah do improving accessibility in train stations across the UK is managed by its Major Projects division, who work on technically complex or long-period construction projects, typically in heritage sites or infrastructure.
Stannah provided multiple li solutions in
accordance with ‘Standard Specification for New and Upgraded Li s’, supporting Network Rail in improving accessibility at stations across its routes. Built for durability and safety, the stainless-steel li features black rubber bumper rails, o ering a secure solution for both passengers and goods.
Motspur – three two stop sixteen person passenger li s
Barnes – three two stop passenger li s
Walton on Thames – two passenger li s
Isleworth – two passenger li s
Stoneleigh - three passenger li s
The solution
Motspur Park station on the Wessex route, to the historic Walton-on-Thames and Isleworth stations first built in the 1800s, have all undergone a major transformation to improve step-free access.
Peter Williams, Customer and Commercial Director for South Western Railway, said of the Isleworth o icial opening: “We’re very pleased to see these new li s unveiled at Isleworth, which is in line with Hounslow London Borough Council’s ambition of making all of its stations step-free, will make this station fully accessible for the very first time.
“We know just how big a di erence these accessibility improvements make to customers and
our local communities, which is why they’re a key part of our accessibility strategy.”
Results
The new Stannah li s provide step-free access to currently five of the seven stations along the Wessex route, enabling local residents and commuters to use the railways with ease.
With these new li s added to the Network Rail li maintenance contract, where Stannah take care of over 1800 li s and escalators at stations across the UK, part of their 100,000 strong li service portfolio.
Stannah have been helping Network Rail make rail travel more inclusive and accessible for those with limited mobility or travelling with luggage and prams for more than a decade. Accessibility improvements like these are a crucial part in making London a welcoming city for everyone. By making stations easier to access with Stannah li s, Network Rail and its partners are encouraging sustainable travel choices and enhancing the overall passenger experience.
Pete Ford, Project Manager, Major Projects Division of Stannah Li Services said: "It’s been a real pleasure working alongside Octavius on these important projects. It was a great team e ort bringing them to life, and it’s incredibly rewarding to see how our combined work is contributing to a more inclusive and accessible rail network. We’re proud to support Network Rail in creating a better travel experience for everyone.
“Our renewed contract with Network Rail allows us to build on the excellence of our teams and processes, ensuring seamless travel for the thousands of passengers who rely on the network daily. We look forward to collaborating with Network Rail on future projects, delivering accessibility upgrades and ensuring inclusive travel for all passengers.”
EMPOWER PARTNERS WITH LEADING ELECTRICAL ENGINEERING FIRM, CIRCLE CONTROL & DESIGN SYSTEMS
Empower is proud to announce its inaugural strategic partnership with Circle, a leading electrical engineering company specialising in the water sector. With a 30-year legacy of delivering large-scale infrastructure projects alongside Tier 1 contractors, Circle brings deep industry expertise and a skilled 35-strong workforce, operating across Yorkshire and surrounding regions.
This partnership marks a significant step for both organisations. For Circle, it provides a platform to build on the impressive growth achieved to date, while enhancing its service o ering to clients. The investment and support from Empower will enable Circle to continue to deliver high-quality solutions, strengthen customer relationships and create exciting opportunities for its team. For Empower, this partnership strengthens its presence in the water sector and supports its broader ambition to diversify across adjacent verticals. With several additional businesses currently in exclusivity, Empower will soon be able to o er a broad range of services to its customers.
Empower CEO, Nick Manning, commented: "We are thrilled to welcome Circle as the first member
of the
for our first partnership, and Circle has exceeded those expectations. Gavin and his team have built an exceptional business, and we're excited to support their continued success in a market full of potential."
Circle is the first company to join the Empower group, following the successful close of Empower's
HOW COFFEE MACHINES FOR OFFICES ARE DRIVING A CULTURE TRANSFORMATION
Gone are the days when a quick co ee break meant a lukewarm cup from the sta kitchen.
Today, investing in a high-quality co ee machine for o ice is transforming workplace culture in more ways than one. These machines are becoming central to creating a more connected, motivated, and engaged workforce. Modern o ices are embracing them as hubs of informal interaction, where employees can take a breather, share ideas, and return to their desks feeling recharged.
Brands like Vending Sense are at the forefront of this transformation, providing tailored co ee solutions that meet the unique needs of di erent work environments. When great co ee is just a button away, teams are more likely to gather, interact, and even spark creative conversations that wouldn’t happen over emails or meetings. It subtly encourages a more collaborative, energised, and people-first work environment. From start-ups to corporates, the humble co ee break has become a catalyst for positive change, and it all begins with the right machine in the right space. www.vendingsense.co.uk
to
a
services. The group aims to unite complementary capabilities and support outstanding entrepreneurs, with proven track records, to better serve commercial and industrial clients across the UK.
BREATHE FRESHNESS INTO LARGER SPACES WITH OURFRESH 2.0 FROM ROBERT SCOTT’S P-WAVE BRAND
Robert Scott’s leading fragrance and air-freshening brand P-Wave® has added OurFresh 2.0 to its active air freshener range.
“Say goodbye to leaks and lazy mist bursts, with our new professional 30-day batteryoperated air freshener, designed to keep larger spaces invigoratingly fresh.” says P-Wave® Brand Manager
Mark Wintle at Robert Scott. “With no aerosols, propellants, or solvents – just fragrance – OurFresh 2.0 delivers a consistent, sophisticated scent for 30 days straight.”
Ideal for use in o ices, bars, care homes, or reception/waiting rooms, the refills for OurFresh 2.0 are available in three premium fragrances – Cotton Blossom, Coconut & Vanilla and Summer Sunshine. OurFresh 2.0 packs 3-5 times more fragrance than average supermarket dispensers, o ering superior freshness that spans wider areas, up to 50m2.
Freestanding – with no need for screws or tape, or wall-mounted – and available in sleek black or white, the battery-operated OurFresh 2.0 is designed with convenience in mind. Smart chip technology runs the fan intermittently, turning for longer progressively over the 30-day duration.
Wintle added: “OurFresh 2.0 uses the same premium dry fragrance refills as our fan-favourite OurFresh-e plug-in. The fragrance refills are made from up to 15% recycled material and are recyclable – so that’s two great dispensers, and one epic refill.”
www.robert-scott.co.uk
Empower group. From the outset, we aimed high
initial fundraise. Founded in 2025 by Denis Pi aretti, Florian Kronawitter and Nick Manning, Empower's mission is
build
market leader in UK technical
NEW UNISEX HYGIENE SERVICE GATHERS PACE IN UK WASHROOMS
Surrey-based washroom services provider, Sanaway, has reported an unprecedented reception to its new ‘ONE’ unisex personal hygiene disposal service.
Launched in April this year, the service aims to normalise the presence of a universal hygiene unit that can be used by everyone who needs them, regardless of whether they use male, female, unisex, or accessible washrooms.
Sanaway co-founders, Graham Key and Patrick Martin developed the service to support the wider population’s need, since it’s estimated that 1 in 10 people su er with urinary incontinence in the UK, and men, women and children can all be a ected.
Patrick says: “Since introducing ONE to our customers, the response has been overwhelmingly positive. The approach and delivery is unique, and equally important, there’s no premium attached to the service and no associated ‘Duty of Care’ charges.”
The ONE hygiene units can be used by all people experiencing urinary incontinence issues which may be related to conditions such as prostate cancer, the menopause, a stroke, dementia and obesity, or because of disability and certain neurological conditions.
“Our ethos is to make Sanaway’s services as simple and inclusive as possible,” says Graham. “At the
same time, by eradicating the gender specification associated with hygiene units, we hope to remove the discomfort and stigma some customers experience when discussing hygiene disposal requirements for their business.”
As prostate cancer is now the most commonly diagnosed cancer in England and 1 in 8 men in the UK will get prostate cancer in their lifetime, ONE serves an increasing need for businesses to provide hygiene units in male washrooms for the disposal of personal incontinence products.
Through a partnership with The Prostate Project, ONE service users also receive health information to display in washrooms, communicating the risk factors for prostate cancer and the importance of a PSA test for early prostate cancer detection. Customers are also encouraged to invite The Prostate Project’s Man Van mobile PSA testing facility to their premises to o er further health advice and a PSA blood test to male employees who may be at risk.
Contributing to Zero Waste to Landfill Goals
The ONE service enhances Sanaway’s industry leading, auditable Zero Waste to Landfill philosophy. Using Energy from Waste (EFW) technology, 99.995% of waste is recycled, with just 0.005% non-recyclable. This sustainable solution diverts over 50 tonnes
of waste annually from landfill and helps power 50,000+ homes. Sanaway’s ISO 9001 accreditation also ensures quality management, while the service supports ISO 14001-certified businesses in meeting continuous improvement goals.
Consistency of service and recommendation drives the business forward
Founded in 2006, Sanaway puts its success down to a commitment to exceptional, personalised and reliable customer service, transparency, and environmental responsibility. There’s no call centre, just direct communication backed up with swi response times from their dedicated sta . This approach ensures strong word of mouth recommendations, steady year-on-year growth and an enviable 95% client retention.
A client since 2016, Twickenham Film Studios opened in 1913 and is the oldest film studios within the M25 which sits within a 2.5-acre site that houses over 40 permanent sta . Studio Manager, Liz Westwood says: “The studios is a busy site, and we wanted a service provider that could not only manage the hygiene waste removal correctly but also in a timely fashion.
“Sanaway impressed us with their professionalism, fast response and strong environmental values; we've seen improved hygiene, lower costs, and saved time."
Sanaway Co-Founders Patrick Martin (l), Graham Key (r)
PROPERTY CONNECT NETWORKING: BUILDING FM COMMUNITIES ACROSS THE UK
What began as a solution to a closed networking venue near London Bridge has evolved into the UK's premier network for authentic professional relationships in facilities management. Property Connect Networking is expanding nationwide, bringing its distinctive approach to FM professionals across the country.
Founded by Keith Glennister and Alex Butterworth nearly two decades ago, Property Connect has remained steadfast in its commitment to face-to-face networking. While the industry has embraced digital transformation, it has maintained its belief that relationships build faster and stronger when people meet in person. This philosophy has proven particularly valuable within the facilities management community, where trust and reliability are paramount.
Its growth reflects the demand for authentic networking. Following the success of its flagship London Bridge events, Property Connect has established thriving groups in Brighton, with Redhill
launching this July and Cardi following soon a er. Each location maintains our core principles: no digital attendee lists, no structured pitches, just genuine conversations in comfortable venues where professionals can engage naturally.
The benefits extend across the FM spectrum. Clientside professionals gain access to innovative suppliers and market intelligence, while service providers
INTRODUCING I-TEAM GLOBAL’S NEW CO-BOTIC 1900 DROP & GO THE SOLUTION TO HELP YOU ACHIEVE THOSE 5-STAR REVIEWS
Say hello to the co-botic 1900 Drop & Go, your smart, autonomous cleaning assistant from i-team Global. This new addition to the co-botic product family is designed for hotel rooms, corridors and small o ice areas that need frequent vacuuming on tight schedules.
The advanced, industrialgrade robotic vacuum features a powerful suction motor for fast and e icient floor cleaning. Equipped with a range of sensors, including LiDAR (Light Detection And Ranging) technology, and a self-levelling dual brush deck, it precisely navigates into tight spaces, under chairs and other furniture.
build relationships that open doors to new opportunities. Young professionals particularly benefit from its welcoming approach, connecting with experienced mentors who share valuable career insights.
The most successful members invest consistently in participation. Over the years, the founders have witnessed remarkable career transformations, professionals advancing from business development to senior operations roles and others transitioning to client-side positions. These changes typically begin with casual conversations that develop into lasting mentorships.
As workplace requirements evolve with sustainability demands and technological advancements, strong professional networks become increasingly critical. Property Connect provides the platform needed to navigate these changes collectively.
Join the growing community at www.propertyconnect.org
A NEW EVENT FOR FM AND ESTATES
Vacuuming has never been so easy. Just drop the machine at the entrance of the room and let it do its job. Featuring an integrated 2-litre dust collector, it’s ideal for continuous working, reducing the need for frequent emptying. To support better hygiene, the dust collector is made from antimicrobial plastics, to minimise growth of mould, fungi and bacteria. The plug and play battery system features a quick-change operation for continuous performance, free from the risks and hassle of cables. By automating vacuuming tasks, it may also help prevent physical strain, such as back pain, which can decrease sick leave rates.
The co-botic 1900 Drop & Go uses just 50W in Eco mode. This significantly reduces energy consumption compared to traditional vacuum cleaners. www.i-teamglobal.com/products/co-botics
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 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.
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 editor Sara Bean in consultation with members of the editorial steering group who represent client side FMs from a range of sectors, including public sector, not for profit and professional services.
https://facilities-estates.co.uk
BCO
ELECTS
NEW PRESIDENT
Helen Hare, Director of Projects at GPE, has been elected President of the British Council for O ices (BCO) with immediate e ect. She succeeds Peter Crowther, Chief Executive of Tatton Estate and CoFounder of HERE. Hare has more than 30 years’ experience in the construction and property industry and is responsible for the design and delivery of all projects across GPE’s development, refurbishment and flex working programmes.
As well as her deep understanding of the importance of e ective design, Hare has a passion for unlocking the potential of young people in the real estate sector. Alongside her BCO work, she is a regular speaker at industry events and prior to taking up her presidency role, acted as a mentor for The Circle Partnership; an organisation which seeks to address the gender diversity gap at senior leadership level in the built environment.
AMULET APPOINTS NEW DEVELOPMENT DIRECTOR
Edward Holmes has been appointed to the role of Development Director at security firm, Amulet, to support its business growth.
Holmes brings more than 30 years of experience working in the security industry, where he has worked for a range of specialist and national organisations.
In his new role, Holmes will be responsible for business growth and client liaison, focusing specifically on London and its West End, in addition to the dayto-day management of the sales process.
He has previously held commercial director roles within the security sector, where he was instrumental in designing and delivering on sales processes, generating millions of pounds per annum. His dynamic skill set also includes a strong understanding of security technology, Integrated Management Systems and formal sales processes.
NEW CHAIR AT THE BRITISH CLEANING COUNCIL
David Garcia has been o icially elected as the new Chair of the British Cleaning Council (BCC) at the organisations recent Annual General Meeting.
Garcia, who has served as Deputy Chair for two years, takes over the role from Delia Cannings. Garcia has been in the industry for over 50 years and is a wellknown and respected figure. He was the Founder and former Chairman/MD of Polaris (Plastics), one of the UK’s leading providers of refuse sacks, bin liners and ancillary products to the away from home market.
He has been an active member of one of the largest BCC members, the Cleaning and Hygiene Suppliers Association (CHSA), for a number of years and is currently its Treasurer and Vice-President. He is the driving force behind the CHSA’s hugely successful undergraduate bursary scheme and is also responsible for the annual gala ball, a hugely popular event at which association members generously raise significant funds for charity.
POWER SHIFT
IJo
Cameron, Head of Recruitment Process
Outsourcing (RPO) at Paragon Works o ers some valuable insights into the evolving candidate experience in a new era of work
n today’s competitive talent landscape, the question candidates are asking businesses is simple: Who are you, and what opportunities do you have for me? For many organisations the shi in power from employer to employee is already underway. Now more than ever, candidatesparticularly Gen Z are approaching the job search as a thorough research project, and their expectations are reshaping recruitment, onboarding, and the entire employee experience.
THE EVOLUTION OF JOB SEARCHING
In the past, job seekers scoured newspapers, job boards, or relied on word-of-mouth and recruitment agencies. Applications were transactional: a CV, a cover letter, and a long wait. Today, the process is far more dynamic and digital. Candidates explore roles through LinkedIn, niche job platforms, company career pages, and even social media channels like TikTok and Instagram.
The modern candidate doesn’t just apply, they investigate. Job seekers now conduct multi-layered research before hitting “submit”. They read Glassdoor
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reviews, stalk a company’s social media, review leadership profiles on LinkedIn, and analyse news articles for any points of interest that align with their values. Gen Z will gravitate toward transparency and authenticity, they want to know not just what a company does, but how it behaves, both internally and externally. Figures from Paragon Workplace Solutions’ workplace report(i) show that 55 per cent of Gen Zs research a company’s environmental impact and policies before accepting a job.
WHAT CANDIDATES WANT BEYOND SALARY AND JOB TITLES
Salary, job title, and benefits still matter—but they are far from the only deciding factors. Today’s candidates are choosing businesses based on deeper alignment with their values and long-term potential for growth.
A few priorities now front and centre in candidate decision-making include:
Diversity, Equity & Inclusion (DEI): Candidates, especially younger generations, want to work for organisations that actively promote equity and inclusion. They’re looking for representation at leadership levels, inclusive policies, and tangible action, more than just performative statements, with 76 per cent of Gen Z’s defining a great workplace as one with caring, friendly and socially conscious people.
Corporate Social Responsibility (CSR): Climate change, social justice, and ethical governance are not just concerns for Gen Z—they can be dealbreakers. Companies with a strong CSR presence and purpose-driven missions are seen as more attractive and trustworthy employers. For 68 per cent of Gen Z workers commitment to social
causes is important to them.
Training and Development: Career development is a priority. Candidates seek companies that invest in them—whether through mentorship programs, continuous learning platforms, or clear paths to progression.
ONBOARDING AND THE FIRST IMPRESSION
Once a candidate says “yes,” the focus shi s to their first touchpoints with the business as an employee. A well-designed onboarding process goes beyond paperwork and compliance. It sets the tone for how employees are welcomed, will feel, perform, and stay engaged.
Gen Z expects onboarding to be personal, digital, and interactive. They want to understand not just their role, but the broader purpose of the business and how they fit into it. Onboarding should foster connection—with managers, teams, and the culture. Remote or hybrid onboarding must also feel cohesive and inclusive.
EMPLOYEE EXPERIENCE - CREATING
AN ENVIRONMENT TO FLOURISH
A er onboarding, the question becomes: "Am I set up to succeed here?"
Employees today expect an experience that values who they are as an individual and how they are supported by the business. Have their living arrangements been considered to o er the best working from home experience? What are the flexible working arrangements, is there an inclusive leadership culture, is socialisation, collaboration and meaningful recognition all a priority? This all demands clear performance expectations, regular feedback, and opportunities to learn, stretch and develop.
When these elements align, candidates become engaged employees, they feel seen, valued, and empowered. But when organisations fall short, by o ering empty promises, lack of support, or toxic cultures, turnover is swi . Gen Z will not hesitate to walk away and find what they are looking for elsewhere. In fact, 83 per cent consider themselves job hoppers and will change roles every one-two years or 10 times before their 35th birthday.
RETHINKING RECRUITMENT AS A RELATIONSHIP
The candidate experience is no longer a oneway street or a moment in time—it’s an ongoing relationship. Today’s job seekers are sophisticated, values-driven, and deeply intentional about where they work. They’re asking: "Who are you? What do you believe in? Will I belong here? Can I grow here?"
For businesses, the challenge and opportunity are clear: be transparent, be human, and be ready to deliver on the promises you make. When done right, organisations won’t just attract candidates, they’ll create communities of employees who thrive.
Ideal Heating Commercial, advises that when it comes to commercial heating courses choose your training wisely
Training has always been important when it comes to heating, not least of all because of the dangers associated with working with gas, the traditionally dominant heating fuel in the UK. With the move towards decarbonisation manifesting in a transition to heat pumps, good training is more important than ever. That training could take the form of a CPD on understanding the principles of heat pump technology through to specific product training addressing maintenance.
Commercial heating training courses are abundant. Unless there is a specific manufacturer’s product you want to train on, how do you choose a training course and provider that is right for you? Here, we look at the key aspects to consider when selecting a training course and training provider.
EXPERTISE & KNOWLEDGE
By far the most important aspect of any training is the level of expertise and knowledge of the training providers. The training course needs to be both written and delivered by people who have direct experience in the heating industry. Knowledge or qualifications in training techniques and knowledge transfer is as equally important. For maintenancebased training, ideally the trainers will have a background in heating engineering. This enables them to not only cover the core content of a training course but also address how it applies in real workinglife situations.
ON-SITE FACILITIES
The environment in which you learn plays an important role in the success (or otherwise) of the training itself, which is o en overlooked. Being in a comfortable environment free from distractions will support you to better focus on your learning. Is the training held in a dedicated training centre or a makeshi back o ice room? Is it a comfortable environment in terms of seating, desks, heating/air conditioning? Is the presentation equipment up to scratch? But most important of all, is the heating equipment you are learning about present, and is it functional?
At our Training and Technology Centres, we provide learners with on-site access to a range of commercial heating equipment, including a unique thermodynamic heat pump simulator where they can view the change of state of refrigerant when in operation. Hands-on training is vital as it enables more learning by doing and problem solving, and
therefore greater depths of understanding can be gained. In our feedback surveys this comes up as one of the most important and popular aspects. It’s one thing to have something presented to you, but to be able to work through scenarios with expert support is quite another.
LOCATION
We’ve looked at the importance of how a training course is delivered, but where it is delivered also has a role to play. Does the training provider have training facilities nationwide, or in just one location? The latter could make for long travel times and even an overnight stay. Look for training facilities located around the UK.
Lastly, not all training needs to be done in person. A CIBSE-approved CPD, for example, doesn’t require hands-on training. In these instances, online training is a good, convenient option. Will the training provider be able to deliver this and how? Is it just a PowerPoint presentation, or are other elements included such as video, attendee tasks etc.?
RANGE OF COURSES AND DELIVERY
Having a range of courses is obviously important in that it provides you with choice and allows you to fill in the gaps of your knowledge, as well as learning about emerging technologies and best practice. A good training provider will also provide a flexible delivery model to meet individual learner needs and to support those with learning di iculties.
ENDORSEMENT
While it’s important to do your own ‘homework’ on training providers, third party endorsements are very useful. These come in di erent forms, from customer feedback (there are plenty of forums that provide you with the opportunity to ask for feedback), through to recognised industry awards, and independent assessment.
COST
The last aspect I want to touch on when it comes to training is cost. How much should you pay for training? You should really consider the value you believe will be returned from the programme and provider you choose. If you are going to benefit from state-of-the-art facilities, you may probably expect that that experience may cost more than somewhere very simple and basic. Training providers are businesses, and the good ones do invest heavily in facilities and sta development.
As a manufacturer we strongly believe that our training services are part of what we deliver in our product sales. For this reason, we provide many of our training programmes for free or at very low cost, despite the significant investment into our resources.
CHOOSE WISELY
Taking time out from your busy schedule to dedicate to training is an investment, financially in some cases, so selecting your training course wisely to maximise that investment is sensible.
Perception of negative impact of work on wellbeing remains high
SODEXO RECOGNISED AGAIN FOR GENDER EQUALITY IN THE TIMES TOP 50
A quarter of UK workers – an estimated 8.5 million people –feel their jobs have a negative impact on their mental health (25 per cent) or physical health (24 per cent). This is according to the CIPD Good Work Index 2025, which provides the UK’s most in-depth annual survey of job quality. The latest research shows the negative impact of work on wellbeing has remained stubbornly high for many people for the eight years the survey has been running, despite improvements for some employees on certain areas of job quality.
The analysis in the report, based on a survey of 5,000 working people, shows that employees who say work harms their mental health are:
Less likely to be satisfied with their jobs (37 per cent compared with 93 per cent for those who feel work impacts their mental health positively).
More likely to voluntarily quit their roles in the next 12 months (34 per cent vs 14 per cent).
Less likely to be willing to work harder than they need to for their organisation (39 per cent vs 69 per cent).
CIEH wants greater focus on environmental health
The Chartered Institute of Environmental Health (CIEH) has called on the Government to ensure environmental health is a priority area as it reveals plans to o er more training for people aged 21 and under. The Government has revealed that 120,000 new training opportunities will be created.
This shi in focus will see only 16 to 21-year-olds being able to qualify for funding for level 7 apprenticeships – the highest level, considered equivalent to a master’s degree. The highest CIEH accredited apprenticeships are level 6, so are not impacted by this change.
However, environmental health does not appear to be currently considered one of the ‘priority sectors’ for Skills England.
Mark Elliott, President of CIEH, said: “CIEH works tirelessly with employers and learning providers to develop and promote apprenticeships which have demonstrably helped boost environmental health workforces during the recruitment challenges of recent years and nurtured exceptional talent.
“We regret, however, that environmental health doesn’t appear to be seen as a priority sector in this new government strategy. Environmental health professionals make a huge di erence to the public’s health and wellbeing, and their work is only getting more important.”
Sodexo UK & Ireland has been recognised for the second consecutive year for its commitment to creating an inclusive workplace as one of The Times Top 50 Employers for Gender Equality 2025, announced by Business in the Community (BITC), The King’s Responsible Business Network.
The list recognises and celebrates organisations that demonstrate progress towards creating more fair and inclusive workplaces. To be included in the Top 50, organisations must show that they are taking action by:
• Embedding flexible working – proven to lead to a more inclusive working world.
• Ensuring equitable support for parents and carers in the workplace.
• Taking active, dedicated e orts to surface and address the ongoing issue of sexual harassment.
• Ensuring an intersectional approach, collecting data and addressing barriers faced by di erent groups in the workforce.
Sodexo’s initiatives include:
Support for colleagues experiencing domestic abuse.
A programme of support and awareness of menopause and endometriosis through the creation of working groups, appointment of champions and internal events such as virtual menopause cafes.
A global benefits programme, Vita, sets minimum standards for benefits in all the countries where Sodexo operates.
Fostering balanced teams across the business, currently 46% of its leadership team are female and 38 per cent of colleagues in operational leadership roles are women.
Kieran Harding, Acting Chief Executive of Business in the Community, said: “While there is still much work to be done, the progress being made to ensure equal pay, career progression and o ering enhanced flexible working and family friendly policies shows that we’re on the right path.”
Construction leaders launch skills mission
Senior leaders from across construction and Government Ministers launched the construction sector skills mission on June 26, to ensure the sector has the workforce it needs to deliver. The Board was established by the Construction Leadership Council (CLC) to support the Government’s commitment to invest an additional £625 million in construction skills. To support delivery of this strategy, the Government is funding at least £725 billion for infrastructure over the next decade, as well as building 1.5 million new homes, and retrofitting an additional five million homes. The Board will be chaired by CLC Co-Chair Mark Reynolds. The Board will develop specific initiatives and actions to deliver the mission, while supporting the Government to shape, develop and deliver skills policy. The actions will focus on five key areas to drive increased recruitment. They are: • Confidence to employ and invest • Clear new entrant pathways • Access to provision & support to train • Funding that works • Reliable and rewarding careers.
Reynolds said: “We have seen real ambition from the Government through its commitment to 1.5 million new homes, clean power by 2030, and a renewal of our public infrastructure; and that ambition has been backed by significant funding commitments around skills. Construction will be essential to delivering growth and investment across the UK; and so, it is vital that we now step up as a sector.”
