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Editorial & Events Assistant Madeleine Ford madeleine@kpmmedia.co.uk
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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
Our report on UKREiiF, the UK Real Estate Investment and Infrastructure Forum (page 10) describes how the real estate sector already has the tools to meet sustainable goals but needs to take a more proactive approach to help make this happen. The same could be said about promoting inclusivity within the built environment.
Social value and EDI are always at the forefront of UKREiiF. This is reflected in the makeup of its panels, which where possible are never all male - no mean feat when you consider that according to a recent report from the Circle Partnership, fewer than one in every five industry professionals are female and 49 per cent of women leave the sector before the age of 34.
It’s always good to hear of women in leadership positions doing their bit to encourage young women into FM by fostering an environment where they are not forced to choose between career and family further down the line. On page 38 Jennifer McCullagh, Facilities Director at Sensori explains this includes a school-age recruitment programme targeting all-girl schools and o ering a hybrid model to employees to ensure that they can do their job even if other commitments arise.
Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions
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There are many other areas where FM needs to step up its game in promoting diversity and inclusion. With June being Pride month, for the FM Clinic (page 20) we asked how workplace leaders can ensure that LGBTQ+ inclusion is embedded at every level, 365 days a year. All agreed this starts at the top, with leaders who create a culture of inclusion that goes beyond paying lip service.
The purpose of workplace leaders is to enhance the workplace experience, so they are at forefront in helping to create environments where everyone, whatever their sexual orientation and gender identity, feel seen and supported at work.
As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.
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THIS MONTH...
This month’s summary of everything that has hit the headlines in the FM sector.
The latest news and views from membership organisations.
Madeleine Ford reports on UKREiiF 2025, the UK’s Real Estate Investment and Infrastructure Forum.
CASE STUDY
impacts the safety, e iciency and longevity of critical building infrastructure and assets.
ERGONOMICS
34 Desk breaks aren’t enough to combat MSDs. FMJ asks Helen Beebe, UK Managing director of AJ Products for her guide to establishing ergonomic workplace habits.
36 Loraine Perkins, Owner and Co-Founder of DSE Assessments Ltd with advice on ensuring good ergonomics across every environment.
INTERVIEW
38
Paul Beaton, Development Director at Morris & Spottiswood describes the transformation of an unused space into a functional, high-quality environment for Heathrow’s Glasgow O ice.
30
Matteo Dall’Ombra, National Specification Manager from Daikin on the key developments in HVAC legislation facilities managers need to consider.
32 Karl Cundill, Chief Operating O icer at LitmusFM say HVAC compliance directly
Tim Strutt, Electronic Temperature Instruments (ETI) uncovers the latest developments in legionella testing and how these support facilities managers.
14
“Fire & Rehire” is nearing the end of its legal shelf life says James Twine, a Partner and Head of Business Services at Wolferstans.
16 Prabhu Ramachandran, CEO at Facilio with advice on data-led maintenance to achieve operational excellence.
18 Ben Yexley, Head of Business Development at Askporter discusses ways of raising the bar in FM repairs.
20 Almost half (42 per cent) of LGBTQ+ employees feel unsupported by management and HR. What steps can workplace leaders take to ensure that LGBTQ+ inclusion is embedded at every level?
Jennifer McCullagh, Facilities Director at Sensori Group explains to Sara Bean why the company’s technical expertise, smart building innovation and client-first service is leading the future of FM across Europe.
HOSPITALITY
42
Madeleine Ford explores how hospitality-led facilities management is transforming the workplace into a destination for talent, wellbeing and brand culture.
DRINKING WATER
44
Joel Wille, Senior Product and Innovation Manager at Zip Water on how sustainability and wellbeing are combined when ensuring sta have access to high-quality drinking water.
51 Find out who’s moving where in the facilities management profession.
RECRUITMENT
52 Nicola Hodkinson, Owner and Director of Seddon explains why reforming the Apprenticeship Levy is essential to securing the industry’s future workforce.
53 Lizzie Foskett, BaxterStorey on a new in-person course, created to inspire and educate BaxterStorey’s team members about the benefits of sustainable nutrition.
brief roundup of the latest careers news in the facilities management sector.
In July’s issue we focus on ways washroom services can help FMs meet their sustainable and ESG goals and explore the unique challenges of managing festival toilets. Our specialist services feature includes real-world examples of how heritage sites have successfully balanced protection with preservation. We examine how FMs can harness the skills of specialist statutory testing operators to carry out essential services and help improve energy management to meet sustainability goals. And finally, our flooring feature explores the benefits of raised access flooring in buildings which enables easier access for maintenance and cable management as well as a more professional aesthetic.
LEGAL VIEW
SUPREME COURT RULING AND ITS IMPLICATIONS FOR SINGLE-SEX TOILETS
Jo Moseley, Employment Expert at Irwin Mitchell
In April 2025, the Supreme Court made a significant decision regarding the interpretation of sex in the Equality Act 2010. The ruling clarified that sex refers to biological sex, meaning that when the Act mentions men, it refers to individuals born male, and when it mentions women, it refers to individuals born female.
Many organisations allow users to self-ID into sex-based spaces in line with their gender identity and are concerned about how to comply with the law without alienating users. This last point is important as the ruling has caused distress to many trans people who are directly affected by it.
There are two key issues to consider from a legal point of view: those provisions that affect employees and those affecting service users. This article focusses on service users, but it’s worth pointing out that although the Supreme Court didn’t consider employee toilets (which are set out in separate Regulations) references to male and female contained in those Regulations are likely to relate to biological sex.
Service Users
It’s not compulsory for services open to the public to be provided on a single-sex basis or to have single-sex facilities such as toilets or changing rooms. The Equality Act however states that organisations can provide separate male and female facilities under certain conditions. One of these is where joint facilities are less effective and having separate facilities is a proportionate means of achieving a legitimate aim. The Supreme Court recognised that protecting the privacy, safety, and dignity of women is a legitimate aim and it is proportionate to exclude people of the opposite sex from sexsegregated facilities.
Provided these conditions are met, excluding trans people from a toilet that doesn’t align with their birth sex, is not genderreassignment discrimination.
Legal Risks
If the building you’re responsible for already has single-sex facilities such as toilets or changing rooms, these must relate to biological sex. If not, they become mixed-sex, and you won’t be able to rely on the exceptions. This could result in lawsuits from service users who object to sharing facilities with members of the opposite sex. Claims from people of the opposite sex who also want to access the facilities is also possible.
Policy Enforcement
You are not required to have people at the entrance of your facilities to police them, but you’ll need signs that clearly indicate which facilities people should use. Signs and policies that promote ambiguity are likely to mean that you won’t be able to show that you’re providing a lawful separate sex facility.
Litigation Risk
The likelihood of most service users bringing a discrimination claim is low because they must file in civil courts, which involves court fees and potential legal costs if they lose. Although this discourages many from pursuing claims, this may change as the government considers extending costs protection for discrimination claims.
The Equality and Human Rights Commission (EHRC) can act against organisations that breach the Equality Act. Amongst other things, it has the power to investigate suspected breaches, serve unlawful act notices, and assist with or intervene in certain disputes. The EHRC recently published a consultation on its code of practice for services, public functions and associations which recommends that third spaces are provided for people who do not want to use male or female facilities. The consultation will close on 30 June, but facility providers should not wait until it is approved by Parliament to act.
It’s a complex area and if you think your organisation is at risk, seek out specialist legal advice as a priority.
NEW INITIATIVE LAUNCHED BY UKGBC TO SCALE SUSTAINABLE SOLUTIONS
A new initiative has been launched by the UK Green Building Council (UKGBC) designed to increase the adoption of sustainable solutions in the built environment and help them scale.
According to UKGBC, many solutions currently struggle with issues of “pilotisation” in the built environment, where they go through many trials, but struggle to scale across assets, projects and portfolios.
Backed by a growing network of partners and informed by UKGBC’s engagement with industry, the new initiative ‘Scaling Sustainable Solutions for the Built Environment’ seeks to build on UKGBC’s existing work to accelerate the uptake of sustainable solutions in the built environment and will involve targeted matchmaking between solution providers and adopters, new research into barriers to scaling, and the sharing of practical learnings from live projects.
UKGBC works directly with those who adopt solutions, including developers, contractors, asset owners and local authorities and says with a “trusted voice and a strong cross-sector network,” it can bridge the “critical gap between innovation and implementation”.
Marking a new chapter in UKGBC’s Solutions & Innovation workstream, the initiative builds on previous work around showcasing sustainable solutions through the Solutions Library, Trends Reports and Showcase Webinar series, and engagement with its expanding community of Innovative Start-Up Members.
WHITEPAPER TO HELP SECURE HEALTHCARE ESTATES IS PUBLISHED
A new whitepaper entitled Securing Healthcare Estates, o ers vital guidance to healthcare facilities managers on safeguarding people, premises, and sensitive assets across NHS and private healthcare environments.
Published by security and access provider, Abloy UK, the whitepaper outlines the increasing threats faced by healthcare estates – from the and vandalism to unauthorised access and cyberattacks – and how innovative electromechanical access control systems can help mitigate these risks while improving compliance, operational e iciency, and sustainability.
The whitepaper explores how healthcare estates can e ectively manage complex access needs across high-risk areas such as laboratories, plant rooms, and helipads, where security is critical but operational continuity must be maintained.
It examines the limitations of traditional key control systems and highlights how modern solutions can enhance keyholder accountability, streamline permissions, and reduce administrative burdens.
Regulatory compliance is a central theme, with detailed guidance on meeting the requirements of key UK legislation, including COSHH, PUWER, and the Regulatory Reform (Fire Safety) Order.
The whitepaper also highlights how switching from mechanical to electronic access control supports infection prevention, emergency response protocols, and digital oversight, o ering estates teams complete flexibility to grant, revoke, and audit access remotely.
To download the Securing Healthcare Estates whitepaper visithttps://bit.ly/4mIYu3U
Amey launches Rehabilitation Alliance Board to reduce reoffending
The Rehabilitation Alliance Board officially launched by Amey, aims to support the UK Government’s initiative to reduce reoffending, helping prison leavers secure meaningful employment and reintegrate successfully into society.
Chaired by Amey’s People Director and ESG Lead, Stephanie Johnson, the Board has united leaders from across Amey to work alongside key partners including the Ministry of Justice, Employment Advisory Boards, thirdsector organisations, and Amey’s supply chain.
The Board has developed targeted rehabilitation programmes over the last eight months that are designed to break down employment barriers for prison leavers, addressing the estimated £18 billion annual cost of reoffending to the UK economy.
It will initially focus on improving outcomes for young people, women, and 18–25s, with roles identified and ringfenced across Amey and its supply chain, alongside dedicated support, including CV writing, application guidance, and interview coaching. The Board has also established partnerships with thirdsector organisations to support prison leavers’ needs on release.
Johnson commented: “Amey has a longstanding commitment to rehabilitation. We already run several initiatives to open up opportunities for prison leavers. The Board is a natural next step in scaling that impact and working more closely with government and industry to reduce reoffending.”
GLOBAL SERVICED OFFICE MARKET GROWS BY 18% GLOBALLY –CAN LONDON KEEP UP?
report has revealed that the serviced o ice market has seen phenomenal growth in the last 12 months, with projected market value up from £28.5 billion in 2024 to £33.5 billion in 2025, representing a compound annual growth rate of 17.7 per cent. This is due to a surge in demand for professional service businesses, government initiatives, heightened demand for sustainable o ice spaces, economic advancement in budding markets, and a boost in investment. But with its developed landscape and dense population, can London keep up as the market grows globally?
Growth in the global market is set to slow slightly to 15.6 per cent, making it worth £59.7 billion by 2029 – doubling in five years. This growth is expected to be driven by the revitalisation of o ice space demand, demand from an expanding technology industry, and increasing capital undertakings.
According to the latest report from Savills on central London o ice space, leasing activity in the Capital increased only slightly in Q1 2025, up four per cent on the five-year average. Despite the turbulence bought on by tari s, the volume of transactions completed over 50,000 sq was the highest number since Q1 2019. The report states that there is yet to be any strong indication that occupiers are seeking to downsize their o ice space. Overall, there are more occupiers seeking to increase their space (48 per cent) than seeking to decrease the amount of space they occupy (14 per cent).
Cushman Wakefield has seen a rise in fitted o ices, with small spaces contributing to a rise of ready-to-use o ice space in the UK. Six per cent of all buildings with availability in Central London have at least some of their space marketed as fitted, excluding spaces smaller than 5,000 sq . When these smaller spaces are included, the percentage rises to 55 per cent. This is due to increasing occupational costs including rent, service charges, fit out costs, and business rates, meaning smaller companies want to minimise moving costs where possible.
Richard Smith, Founder and CEO of flexible o ice broker, O ice Freedom, commented: “London is still incredibly attractive to businesses of all sizes across the globe, with its strong services sector, workforce, geography, and developed economy. However, global trends indicate a thriving and growing tech sector will drive o ice take up, where in London, financial and professional services remain supreme.
“The government must do more to help businesses where possible to keep the UK competitive and productive as we enter a potentially uncertain period for the UK economy. However, the UK has more to o er than just London, so the growing trend in serviced o ice space could benefit other cities and towns around the UK.”
SPEAK UP AND SHARE IN IWFM’S 2025 SUSTAINABILITY SURVEY
Building upon the insights gained from 2024’s Sustainability Survey report, which revealed that 75 per cent of organisations anticipate achieving net zero emissions by 2050, IWFM and Equans UK & Ireland is launching the 2025 Sustainability Survey as part of an ongoing partnership.
Despite recent political controversy around the state of net zero in the economy and wider society, organisations overwhelmingly remain committed to sustainability principles. This is not only due to the gains from positive public perception and indications of progress, but from the very tangible commercial benefits to be had from environmentally optimised buildings, e icient supply chains, climate change risk mitigation and more. However, in what has become a persistent challenge, organisations must devise, implement and track e ective sustainability strategies to drive results.
For this year’s survey, there is a particular emphasis on two key strategic areas that are crucial for the ongoing progression of sustainability within workplace and facilities management (WFM): climate change and adaptation, alongside supply chains and competencies.
The survey will delve into the pivotal role that WFM professionals play in assessing, analysing and preparing for the increasingly complex and broad
ranging risks associated with climate change. Furthermore, it will examine the vital relationship between the supply chain, professionals and providers, seeking to gain a comprehensive understanding of how these partnerships can be leveraged to foster sustainable practices across the entire sector.
IWFM actively encourages professionals across the UK, from those at the very start of their career journeys right through to C-suite leaders, to speak up and share in the survey. By contributing their insights, participants will help to build a robust and actionable body of research that has the potential to drive meaningful change.
The data collected will allow both IWFM and the wider sector to gain a clearer understanding of current practices, pinpoint areas that require improvement and ultimately develop e ective strategies for creating a more sustainable future. The survey o ers a valuable platform to benchmark organisational performance, and by understanding the collective areas for improvement, as well as current strengths, there’s a better course towards a greener and cleaner FM sector.
Go to https://bit.ly/4knTtfJ to take the Survey.
RICS REVIEW CONFIRMS MEMBERSHIP GROWTH AND PROGRESS IN MODERNISING THE PROFESSION
The Royal Institution of Chartered Surveyors (RICS) 2024 Annual Review reveals a year of significant progress in modernising the profession, expanding membership, and leading on global sustainability standards.
In a landmark year, RICS membership in the UK surpassed 100,000 for the first time, with over 7,600 new global enrolments, the highest since 2017. To add to this, 76 per cent of industry professionals showed confidence in the professionalism and expertise of RICS members. Member satisfaction also rose in terms of RICS leadership in sustainability, with 70 per cent of members reporting a positive experience, a six per cent increase on 2023. Engagement also reached new heights, with more than 23,000 members and stakeholders participating in events, consultations and learning programmes throughout the year, including 500 hybrid events across 50 countries.
The Annual Review also highlights RICS growing global influence on critical issues.
The ‘Whole Life Carbon Assessment for the Built Environment’, which is RICS flagship sustainability standard, saw major adoption in 2024. The UK Government, Welsh Government, DEFRA and Queen’s University Belfast are just a few among those now using the standard to guide carbon measurement within the construction industry.
Alongside this, Diversity, Equity and Inclusion (DEI) remained a core strategic priority with RICS launching its first ever global DEI strategy in 2024, while also establishing a dedicated DEI forum and embedding DEI guidance directly into the RICS Rules of Conduct, making inclusive practice a core professional competency.
On the global stage, RICS also played a leading role at COP29 and the Buildings and Climate Global Forum, advocating for harmonised approaches to decarbonisation across the built environment. These e orts reflect RICS broader mission to deliver public benefit, professionalism and sustainable development.
Looking ahead, the review highlights RICS focus on embedding the reforms of recent years, supporting its growing membership, and leading the profession on critical global issues such as housing and infrastructure to climate resilience and bridging the skills gap.
CIBSE 2024 ANNUAL REPORT HIGHLIGHTS COLLECTIVE ACHIEVEMENT ACROSS THE INSTITUTION
Throughout 2024, CIBSE experienced growth in all areas of its work, with membership reaching a record high of 23,000 individuals across 95 countries.
The Institution’s visibility and engagement also soared, with an average of 1.3 CIBSE events delivered every day, reaching broader and more diverse audiences across all 20 CIBSE Regions. Meanwhile, over 2,700 delegates participated in CIBSE training courses, demonstrating strong demand for the Institution’s trusted technical learning.
CIBSE’s commitment to future generations of engineers was further reinforced through its volunteerled STEM Ambassador programme, with 218 volunteers reaching more than 15,000 young people through educational outreach and activities.
During 2024, CIBSE relocated its headquarters from Balham to a new, modern o ice in Farringdon, positioning the Institution at the heart of London’s built environment community.
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UKREIIF 2025
REAL FUTURE CHANGE
UKREiiF, which took place in Leeds 20-22 May, focused on how the real estate industry can drive innovation and shape a sustainable future for the next generation. Madeleine Ford o ers a summary of the event
UKREiiF, the UK’s Real Estate Investment and Infrastructure Forum is the largest event in the UK’s real estate, property and infrastructure calendar, and this year welcomed around 16,000 attendees across the three-day period including 150+ exhibitors and 1,250+ speakers. Its aim is to drive sustainable, inclusive and transformative investment and regeneration in the regions.
TECH & SUSTAINABILITY
The future of real estate in terms of sustainability and net zero was a stand-out theme across the event, particularly the topic of implementing the right technology for a sustainable future.
In a panel session chaired by Tilly Shaw, Associate Director for Real Estate at Verco, the discussion focused on leveraging AI to accelerate net zero delivery. The real estate sector is always needing to look into the future perhaps a bit more than other industries, Shaw stated at the beginning of the discussion. As of now, that future is a bit alarming considering the climate challenges and geopolitical instability our planet is facing. On top of this we are facing a new digital era, with Artificial Intelligence changing the way we live, work and interact. This poses a
couple of challenges for the real estate industry according to Shaw; firstly, bringing the global real estate portfolio down to net zero in a safe way, and secondly creating future proof spaces that are resilient, remain relevant, and retain their value as the world continues to change.
Deploying digital and AI technology can help accelerate us toward net zero, with a recent report suggesting that global carbon emissions could be reduced by four per cent by 2030 if we use AI and digital tools correctly. The idea that this is not something the sector can a ord to ignore was a prevailing message of this year’s event.
Brett Omrod, Net Zero Carbon Lead at LaSalle Investment Management, spoke about how 15-30 per cent of savings were made by simply making sure existing systems in the buildings were running e iciently and by implementing an AI overlay over their building management systems, referred to as BMS AI. In the first year they were able to save 13 per cent on energy savings and seven per cent on gas, totalling around £75,000. Also on the topic of AI, importance was placed on the quality of the data, with Lea Vavrik, Head of ESG at Newmark remarking that AI is only as good as the data and information it is given, it also needs the right pool of information to work e ectively.
CHALLENGES
Real estate has some of the most complicated stake holder maps, and it was clear across many of the talks at the event that the biggest challenge faced by organisations wishing to implement new technologies is getting them approved at every level. Most of the technology we need to accelerate us toward net zero is already there, but the biggest issue is people management. AI technology was perfectly described by Pal Hau Hvattum, CEO and Co-Founder of CQuel, as “a superhuman machine that will allow us to use our time more wisely just as long as we allow it to and use it correctly”.
Interestingly Omrod noted that, once implemented, it was the facilities
management team that embraced the tech the most, as it allowed them to be more proactive as opposed to reactive and subsequently the number of issues they had to respond to decreased drastically.
INDUSTRY ALIGNMENT
Positively, sustainability and ESG were more embedded in conversations at UKREiiF this year than ever. However, it was remarked in a panel titled, ‘Sustainability in Focus: Innovation for a Greener Future’, that the industry requires less conversation and more action.
It is about embedding a long-term mindset with sustainability in mind and making sure industry leaders are aligned in their actions- “there is no point trying to anticipate issues that may arise if we’re not working to solve the ones that are already being commonly experienced across the industry”, Matt Webster Head of Sustainability at British Land remarked. He emphasised it is about communication and transparency with one another on what these problems are.
CONCLUSION
The prevailing message from UKREiiF 2025 was how the real estate sector can achieve a sustainable and promising future through utilising AI and technology, and by using the right data in the right way. But this will only be e ective if leaders commit to industrywide collaboration, transparency and to making constructive decisions. Most of the tools needed to make a di erence are already there, collective change and embedding a long-term mindset is the di icult part; a combined shi of less conversation to more action in the real estate industry is the answer.
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LESSONS IN LEGIONELLA
Tim Strutt, Electronic Temperature Instruments (ETI) uncovers the latest developments in legionella testing and how these support facilities managers
Legionella is a type of bacteria that thrives in warm water environments, especially in building systems where stagnant or aerosolised water is present. These bacteria can cause Legionnaires’ disease, a potentially fatal form of pneumonia in humans.
Though outbreaks are rare, they do happen –and infection can be deadly for certain groups, including older adults, smokers and heavy drinkers, and those with chronic illnesses or weakened immune systems. In August 2002, seven people died and 180 su ered ill health due to a Legionella outbreak at a council-owned arts and leisure facility in Barrow-in-Furness, Cumbria.
WHERE IS MOST AT RISK?
Specific factors make certain property types more susceptible to legionella. The risk is higher in buildings that have large, complex water systems with long pipe runs, high hot water demand with potential for stagnation if taps or showers are used infrequently, and inconsistent maintenance schedules. While all business owners have a statutory duty to prevent legionella exposure, those responsible for residential accommodation, large o ices, universities, schools, hospitals, care homes, hotels, and other hospitality sites face heightened concerns due to the increased risk to
occupants.
It's easy to see how these factors might have increased the risk in o ice buildings. The recent boom in hybrid working means employees are on-site less frequently, leaving parts of the water system potentially underused for longer periods than they would have been before 2020. Likewise, rental properties and guest houses face increased risk during the o -season, when low guest turnover leads to stagnant water in pipes, taps, and showers. Across these sites, legionella can contaminate or grow in di erent artificial water systems. The most common include cooling towers, evaporation condensers, air conditioning and industrial cooling systems, humidifiers, spa baths, and hot and coldwater systems.
THE FACILITIES MANAGER’S DUTY
The Approved Code of Practice for ‘Legionnaires’ disease: The control of legionella bacteria (ACOP L8) is a guidance document issued by the UK Health and Safety Executive (HSE). It provides practical advice on how to control legionella bacteria in water systems, while complying with the relevant health and safety regulations. While not legally binding, ACOP L8 ensures facilities managers follow best practice and reduce potential liability. If someone is prosecuted for breaching health and
safety law but can demonstrate they have followed the guidance, they would likely be compliant.
That said, the most recent iteration of ACOP L8 significantly extends the scope of its guidance on control of legionella bacteria in water. The code now applies to all hot- and cold-water systems in the workplace regardless of their capacity (the lower limit of 300 litres previously used to exclude domestic systems no longer applies). While domestic systems may represent a risk, the code only applies to risk arising from a work activity. As a result, facilities managers on premises with hot-and cold-water systems and / or wet cooling systems have a legal responsibility to identify any risk of contamination and to prevent or control it.
TEMPERATURE MATTERS
Incorrect water temperature is a massive risk factor for legionella growth. The bacteria multiply in water at temperatures between 20°C and 45°C, particularly if a supply of nutrients is present, such as scale, rust, sludge or algae. A typical method of control is to store cold water below 20°C. Hot water should be stored above 60°C and distributed at over 50 °C – though care must be taken to prevent scalding.
Taking temperature measurements is the easy part. A thermometer and various probes may be used to monitor the temperature of both standing water and the surface of pipes and tanks that form part of the water system. An immersion probe should be placed in the water at a minimum depth of 25mm. A ribbon surface probe can take the temperature of pipes and tanks. Alternatively, a wire probe will reach awkward places or where the other probes are not appropriate.
The really challenging bit is in identifying the risks, with an emphasis on where water is stored and distributed, as well as keeping records of any risk assessments, testing and maintenance.
As part of the risk assessment, facilities managers must map the water system to locate all points of storage, such as tanks and calorifiers, and distribution, including pipework and outlets. The next step is to identify rarely used outlets where water may stagnate and check temperature ranges throughout the system to spot areas between the acceptable parameters. Finally, facilities managers should consider keeping an accurate digital record by integrating the data with their FM technology systems, which can send alerts and help identify patterns or anomalies.
According to the UK Health Security Agency, there were 604 confirmed cases of Legionnaires’ disease in England and Wales in 2023. Though this represents an increase from previous years, the good news is that it’s most likely down to enhanced testing and diagnostic practices. Nevertheless, legionella remains a constant threat for facilities managers, who must do all they can to protect occupants and businesses from the bacteria’s harmful e ects.
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COMPLIANCE
FIRE & REHIRE: HOW FM MUST PREPARE FOR A LEGAL OVERHAUL
In association with
WHAT’S CHANGING?
The controversial employment practice commonly referred to as “Fire & Rehire” is nearing the end of its legal shelf life says James Twine, a Partner and Head of Business Services at Wolferstans
Long associated with public backlash and industrial disputes, “Fire & Rehire” used to dismiss workers and re-engage them on revised terms, has featured in high-profile disputes involving major employers like Tesco and P&O Ferries. Now, with the UK Employment Rights Bill nearing royal assent, FM providers must brace for a significant regulatory shi that could feasibly come into force as soon as October 2025. Failure to prepare adequately for this change won’t just be a matter of administrative oversight; it could expose organisations to serious legal challenges, reputational damage, and operational disruption.
Historically, Fire & Rehire has served as a blunt tool for enforcing changes to employment contracts, o en where negotiations had broken down. But the incoming legislation will make it automatically unfair to dismiss an employee solely for refusing contractual modifications. Tribunals will presume such dismissals are unlawful, shi ing the burden to employers to justify their actions.
This reform doesn’t merely discourage the tactic, it e ectively shuts the door on it, particularly in sectors like FM, where adaptability has traditionally been prized. Cleaning, catering, maintenance and security contractors, o en working to tight client-led specifications, will face the greatest test. Employers must now find lawful, consultative methods to implement changes without crossing legal red lines.
CONTRACTUAL AGILITY
A unique pressure in FM is the sector’s dependency on flexible sta ing patterns that shi with client needs, peak periods, and building access requirements. These changes have o en been managed through last-minute amendments to shi patterns or duties. Under the new framework, such flexibility must now be rooted in employee consent rather than employer compulsion.
To remain agile, FM providers should consider dra ing contracts with in-built review intervals, consultative change mechanisms, or pre-agreed flexibility models. Future service changes must be
anticipated at contract formation, not managed reactively. Without such planning, employers risk being constrained, especially when client demands clash with statutory protections.
THE CODE OF PRACTICE
Complementing the legislative reform will be a new statutory Code of Practice on how employers approach changes to terms and conditions. While not legally binding, the code will carry considerable weight in tribunal proceedings. Failure to observe its principles—such as advanced notice, meaningful
consultation, and attempts at mediation, may result in enhanced compensation awards for employees.
For FM, where multi-site operations and agency sta ing complicate consultation, adherence to the code will require structured workforce planning and strong documentation. Ignoring these steps could turn a routine change into a costly legal dispute.
EXCEPTIONS TO THE RULE
Some limited exceptions will remain. Employers may still dismiss and re-engage where they can show genuine operational necessity, such as during financial crisis or to avert insolvency. However, the evidential bar will be high. Employers must prove that all alternatives were exhausted and meaningful consultation took place.
Reliance on collective agreements to e ect contract changes will still be permitted, but only where actual negotiation occurs. Imposing terms without real consent from employees or their representatives will no longer be acceptable.
https://wolferstans.com
Some employers may look for indirect methods to achieve the same ends. Yet these approaches are fraught with risk. Misusing redundancy procedures, e.g., labelling contractual changes as job eliminations, may backfire if the rationale is not genuine. Similarly, relying on historic variation clauses that permit changes without consent will be viewed with scepticism, especially if they disadvantage employees.
Another trap lies in replacing resistant sta with agency workers. Aside from potential breaches of employment law, this could trigger obligations under the Transfer of Undertakings (Protection of Employment) Regulations (TUPE), preserving the original terms and rendering the tactic ine ective. In all cases, such manoeuvres will likely be scrutinised under the Code of Practice, where non-compliance may lead to heavier penalties and reputational harm.
Employers who breach the new framework risk more than unfair dismissal claims, they may also face enhanced protective awards, particularly where consultation obligations are ignored. For FM providers with large, dispersed teams, these risks multiply. Maintaining a positive employer brand is critical. Businesses seen to exploit workers, particularly in public-facing roles, risk union action, client dissatisfaction, and long-term recruitment challenges.
WHAT FM LEADERS SHOULD DO
To prepare, FM businesses must review existing employment agreements, paying close attention to clauses permitting unilateral change. These should be redra ed in line with anticipated best practice. Operational flexibility must be rethought. Instead of reactive scheduling, companies should consider forecasting tools and data-driven rota planning, with employee input. Voluntary contract variations, o ered with clear benefits, can allow for adaptability without conflict.
Finally, HR leaders and line managers should be trained on the implications of the new law and Code. Compliance must be built into policy, process, and culture. Employee rights are no longer negotiable.
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ACTIONABLE DATA INSIGHTS FAST FACTS
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Are you getting the actionable insights you need to make smarter maintenance decisions? Prabhu Ramachandran, CEO at Facilio with advice on data-led maintenance to achieve operational excellence
FromHVAC runtimes and energy usage patterns to asset health logs and maintenance reports, FM today operates in a world brimming with data that holds the potential to transform operations, cut costs, and boost asset performance. But raw data on its own isn’t enough. The challenge isn’t in gathering information; it’s in making sense of it.
Below are the three core challenges faced by facilities managers in their journey toward achieving data-led maintenance.
DATA-RICH BUT INSIGHT-POOR
Facilities management systems generate a staggering variety of data points every day, from equipment runtime hours and energy consumption patterns to maintenance logs and asset health indicators.
Much of this information remains underutilised. Without a system that can present data in a clear and actionable way, Facilities managers are forced to spend hours si ing through spreadsheets and manually correlating data from di erent sources.
The solution lies in deploying a system that not only stores data but also simplifies its interpretation for stakeholders. The system needs to
go beyond merely collecting data to presenting it in a clear, intuitive format that provides a comprehensive view of all maintenance operations, making complex insights easier to grasp and act upon.
The power of such platforms lies in their ability to provide real-time dashboards displaying key performance indicators (KPIs) like MTTR and maintenance costs per asset.
For example, consistently high energy consumption from a specific HVAC unit can be easily identified as a trend when all relevant data is presented on a single platform rather than being scattered across multiple reports. By having access to such clear data trends, FMs can quickly identify the need for recalibration or replacement of faulty units, as well as detect assets nearing end-of-life through their rising maintenance frequency.
This shi from reactive to proactive planning minimises unexpected downtime, optimises costs, and enhances overall operational e iciency. Bridging the gap between raw data and actionable insights transforms Facilities management from routine oversight to a strategy-driven discipline.
SCATTERED DATA SOURCES
Walk into any facility, and you’ll find
a diverse array of systems managing di erent aspects of operations. While each system plays a vital role, the lack of integration between them creates data silos, making it di icult to get a complete picture of facility performance.
Disparate data sources mean that Facilities managers must o en rely on manual processes to piece together insights. Let’s illustrate this with a typical day: Without integration, managers constantly switch between systems— BMS for HVAC data, CMMS for work orders, and energy reports, which makes it easy to miss critical patterns, like an HVAC unit’s rising energy use tied to frequent maintenance issues.
This fragmented workflow means hours lost in cross-referencing data, delayed insights, and missed opportunities to optimise operations.
An integrated platform changes the game by pulling data from these disparate sources into a single interface. With all information in one place, patterns emerge more clearly. Take energy consumption. Linking occupancy data with HVAC performance might reveal opportunities to reduce energy use during o -peak hours or comparing maintenance costs across multiple sites can highlight operational ine iciencies or vendor issues that need addressing.
With an integrated and connected system, Facilities managers can now benchmark asset performance across building portfolios in di erent locations, pinpoint outliers, and make data-driven improvements.
OWNING HISTORICAL DATA
In today’s outsourced maintenance environment, it’s common for third-party vendors to manage facility operations, including the so ware that collects and stores maintenance data. While outsourcing can bring short-term benefits, it o en comes at the cost of data ownership.
When third-party vendors control your maintenance data, you risk losing
access to valuable historical information. Without this data, long-term trend analysis, benchmarking, and strategic planning become impossible.
Facilities managers must own their facilities management so ware and the data it generates. Owning your data ensures that you can always access historical records and maintenance insights, even if you switch contractors / vendors or bring maintenance in-house.
Imagine having 10 years’ worth of maintenance logs for HVAC systems. With that data, it becomes much easier to predict when major overhauls or replacements will be needed, helping to avoid costly, unplanned downtime. Regulatory compliance also becomes more straightforward when complete maintenance records are readily available, reducing audit risks and ensuring adherence to industry standards.
Beyond compliance, owning data provides flexibility in vendor relationships. Organisations can switch providers without worrying about losing critical information, ensuring continuity in operations.
Data is more than something that just accumulates, it’s a goldmine for driving smarter decisions. By holding onto their data, organisations aren’t just safeguarding the present; they’re setting themselves up for long-term success in an increasingly digital and data-driven world.
THE NEXT STEP IN DATA-LED MAINTENANCE
Transitioning to data-led maintenance isn’t without its challenges, but it’s a journey worth undertaking. The future lies in adopting platforms that bring clarity to complex datasets, unify fragmented information, and ensure complete data ownership. With such capabilities, Facilities managers can move beyond day-to-day oversight to strategic decision-making that drives operational excellence.
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https://www.linkedin.com/company/ iwfm/posts/ Join Equans UK & Ireland and the IWFM Sustainability Special Interest Group (SIG) as they explore workspace hashtag#decarbonation, strategies that work and the growing importance of hashtag#sustainability today. Limited availability, secure your place: https:// ow.ly/PeH350VUHzH
@BICSc_UK The countdown is on! Only 4 months to go until the BICSc Awards 2025! Get ready to celebrate the best in the cleaning industry as we honour the outstanding individuals and teams who make a real difference. Mark your calendars – it’s going to be an event to remember!
@VertasGroup Last week, we took a visit to see the team working on one of our sites at the @UniofSuffolk. For the month of May, our Grounds team is supporting the university as they take part in @Love_plants #NoMowMay initiative. Read more here: https://bit.ly/3Z39Vt2
@RICSnews How we act today will shape tomorrow’s world. Yesterday RICS gathered alongside @RTPIPlanners, @RIBA and @ICE_engineers to take on two issues of huge importance to our professions, our members, and the wider public.
@JLL That’s a wrap for @ICSC LAS VEGAS 2025! Thank you for connecting with us. It was an action-packed event from thought leadership to deal-making. The best part? Connecting with our current clients and colleagues and meeting new ones.
https://www.linkedin.com/showcase/thesfmi/ This year’s Criteria Report is now live! The report details the 22 ESG Criteria (previously 23) used in our annual SFMI assessments, providing an overview of each criterion, its impact on the role of FM, and the requirements to achieve the highest score of 5. Download the report today https://lnkd.in/gwaaqZkh
@mitie We’re proud to support @AlderHey Children’s Hospital – one of Europe’s busiest children’s hospitals. Every year they treat more than 450,000 children and young people. On International Nurses Day, we donated treats to thank the nurses for all the amazing work they do.
BEN YEXLEY, HEAD OF BUSINESS DEVELOPMENT ASKPORTER
TACKLING TIME WASTERS: WAYS OF RAISING THE BAR IN FM REPAIRS
Faced with tight budgets and rising customer expectations for quick repairs, facilities services providers need to optimise their e iciency. However, several challenges impede FM services performance.
Ine icient contractor management
Miscommunication leading to misdiagnosis is a major issue. Inaccurate relaying of problems results in deploying the wrong tradesperson or incomplete initial visits due to lack of time or equipment. These repeated occurrences cause significant financial waste. This is why technology that monitors contractor attendance should be put in place to help enhance customer satisfaction. For example, the use of an AI agent that e iciently gathers diagnostic information from customers, feeding it to backend systems for streamlined assignment, completion sign-o and issue resolution.
Over-reliance on trust-based processes
Relying on trust for attendance and task completion may lead to no-shows and missed appointments, o en only noticed upon receiving customer complaints. This poor communication can lead to contract cancellations. Technology for logging attendance and tracking progress allows for the verification of job completion and prompt issue escalation which in turn improves customer satisfaction, an important advantage when retaining customers is more cost-e ective than acquisition. Installing check-in/out so ware systems with proof of service and quick reorganisation will help automate processes allowing for FMs and their teams to automate sign-o and ordering.
Slow adoption of AI technology
A failure to leverage advanced FM so ware and data analytics for optimising operations and informed decisions could create a competitive disadvantage. But new technology is designed to streamline administration, allowing FMs to focus on proactive management. Trained FM teams equipped with the right solutions can be enabled to maximise returns, improve e iciency, cost control, employee satisfaction and improve client/customer happiness, positively impacting the bottom line.
Neglected
Assets
Delaying preventative maintenance until there is a failure is much more costly in the long run. Neglecting routine maintenance on critical systems leads to rapid problem escalation, causing downtime and potential client
compensation. Instead, adopting proactive asset maintenance with regular inspections and best practices that are enabled by technology can provide property oversight, saving time and money. To help prevent issues arising, an AI platform for ordering supplies, gathering feedback, and processing payments will mitigate against any reputational and financial risks.
Poor resource allocation
Balancing expenditure is complex, but inadequate budgeting and misallocation of funds can halt essential projects so require continuous monitoring and adjustment. This is why every budget should include provisions for emergency repairs and contingency funds.
So to recap the focus should be on:
» Customer satisfaction and client retention: E icient, responsive services are crucial for satisfaction and reducing client turnover as delays cause dissatisfaction and potential loss.
» Cost savings: Ine icient processes increase overheads which is why improving first-time fix rates and reducing revisits results in significant savings.
» Reputation and competitiveness: A reputation for reliability provides a competitive edge, attracting new customers.
» Compliance and risk management: Proper maintenance meets regulations and safety standards, while timely resolution mitigates legal and financial risks.
Addressing these challenges through technology enhances customer satisfaction, reduces costs, strengthens reputation, ensures compliance, and improves overall business performance. For more on leveraging technology, visit askporter.com.
Ben Yexley, Head Of Business Development Askporter
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FM CLINIC
Almost half (42 per cent) of LGBTQ+ employees feel unsupported by management and HR when facing LGBTQ+ issues, according to research from ‘Pride in Leadership’. Issues include a lack of policies that ensure a positive working environment for LGBTQ+ employees, concerns about recruitment processes and discriminatory behaviour passed o as banter. What steps can workplace leaders take to ensure that LGBTQ+ inclusion is embedded at every level?
excellence. Why not apply the same ambition to LGBTQ+ inclusion?
Real inclusion starts at the top, beginning with ensuring culture changes over performative action. Set and enforce explicit, actionable policies where “zero tolerance” means something. Have clear antidiscrimination policies that are visible, accessible, and backed by real consequences, train your managers and live your values.
Representation matters, which is why leaders should visibly and vocally support LGBTQ+ inclusion – 365 days a year. That means speaking out, showing up at Pride, backing ERGs, and spotlighting queer voices in leadership.
Build bias out of hiring and progression, which begins by
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
THE DIVERSITY AND INCLUSION DIRECTOR’S VIEW
REGI TAYLOR - NON-EXEC DIRECTOR AT IWFM
Let’s be clear: LGBTQ+ employees are being failed by the very systems that claim to support them. This is about safety, trust, and culture. It’s about the lived experience of people being le to navigate discrimination, bias, and silence alone. Inclusion isn’t a campaign. It’s the daily reality of how people are treated – and right now, too many are being le behind.
looking at your recruitment process. Use gender-neutral language in job ads, field diverse panels, and remove bias from every touchpoint. In this way you invest in the growth of LGBTQ+ talent.
Exclusion rarely shouts. It whispers: the hesitation before mentioning a partner, the unacceptable jokes, microaggressions, lack of psychological safety. Inclusion policies that aren’t enforced. Silence when someone needs backing. That silence erodes trust, belonging, and morale and contributes to a toxic environment.
Inclusive workplaces aren’t just “nice to have,” they’re business critical. Psychological safety fuels innovation, engagement, and performance. Without it, your people can’t thrive – and your culture won’t either. Neglecting inclusion puts your reputation, retention, and legal standing at risk. Today’s workforce demands more. In a world where talent is more discerning than ever, you can’t a ord to lag behind. Workplace leaders are perfectly placed to lead change. FM already drives innovation, adaptability, and operational
Prioritise ongoing, gutsy education as one-and-done training doesn’t cut it. Bring in lived experiences, host real conversations, create space for discomfort and growth. Make education part of your cultural fabric.
You can’t change what you don’t measure. Track inclusion metrics, run anonymous pulse checks and act on what you hear. Transparency builds trust and feedback fuels change.
Creating a culture where LGBTQ+ people thrive is a test of your organisation’s integrity. We need to stop outsourcing inclusion to ERGs and comms teams and start making it the responsibility of every leader.
So, here’s the challenge: Don’t just say your organisation is inclusive. Prove it. Because the future of work will belong to the companies brave enough to make every employee feels seen, heard, and valued – not just in policy, but in practice.
EQUITY, DIVERSITY & INCLUSION SPECIALIST’S VIEW
SHARON
SLINGER - FOUNDER & DIRECTOR OF CONSTRUCTING RAINBOWS
Let’s be honest, the facilities management industry hasn’t always been front and centre when it comes to conversations about progressive, inclusive workplaces. It’s time for facilities management to face up to LGBTQ+ inclusion gaps and with the latest research showing almost half the workforce in that demographic feeling unsupported, that’s a wake-up call that FM leaders should be paying close attention to.
These aren't fringe concerns. We’re talking about the
basics - policies that actually protect LGBTQ+ workers, fair and transparent recruitment processes, and the ability to work without having to endure so-called “banter” that crosses the line into discrimination. If people are still afraid to be themselves at work, or worse, feel unsafe raising concerns, we have a serious cultural problem.
Facilities management leaders can’t a ord to ignore this. Let’s begin with policies - not just vague nods to “equality” but clear, enforceable protections for sexual orientation and gender identity. If your antidiscrimination policy doesn’t name it, it probably doesn’t cover it. And if no one ever sees or hears about the policy a er they’re hired, it’s as good as useless.
Sharon Slinger
welcome and a irm every individual”, people feel safer raising concerns. Robust guidelines should explain what supportive language looks like, and what “banter” crosses the line into exclusion.
Build fair, transparent recruitment: Recruitment can unintentionally screen out LGBTQ+ talent. Simple changes like anonymised CVs, diverse short-listing panels and outreach to LGBTQ+ networks signal that every candidate will be judged on merit alone. When applicants see themselves reflected in your process, trust grows before day one.
Elevate visible role models: Nothing transforms culture faster than seeing senior colleagues who are openly LGBTQ+ or who actively champion inclusion. In 2025, 76 per cent of LGBTQ+ workers still reported having no visible role model in leadership (Pride in Leadership, 2025). Whether through speaker series, mentoring or internal profiles, raise up voices that inspire and reassure. It’s not only brilliant for the leaders, but also for the wider sector.
wider sector.
And that “just joking” culture? That’s got to go. It’s 2025, we’re not in the school playground. If someone still thinks it’s fine to mock someone’s identity and call it humour, they need a reality check - and consequences.
It’s not all doom and gloom, though. There are some genuinely encouraging signs. More FM companies are launching internal LGBTQ+ networks, introducing allyship programmes, and spotlighting LGBTQ+ voices during Pride. That’s a good start - but inclusion can’t just be a June thing. It needs to be wired into how decisions are made, who gets hired, who gets promoted, and how teams are led all year round.
And here’s the thing: creating a more inclusive workplace isn’t just about doing the right thing morally (although that should be enough). It’s also about performance. People do their best work when they feel safe, valued, and seen.
Facilities management has come a long way - but if we want to attract and retain top talent, especially from younger generations, we need to stop treating inclusion as an add-on. It must be embedded across the organisation.
Inclusion isn’t a box to tick - it’s a culture to build. The time to lead that change is now.
INCLUSIVE BUSINESS CULTURE PIONEER’S VIEW
ANDREW HULBERT - VICE CHAIR OF PARETO
There are real, practical steps, that we can take to make LGBTQ+ inclusion a living reality which we’ve outlined below. Thank you for the support of LGBT+ in FM for their advice on guidance on providing these opportunities.
Cra clear, positive policies: Start by writing policies that not only prohibit discrimination but also celebrate LGBTQ+ diversity. When rules are framed in terms of positive intent e.g. “we
SharonSlinger
More FM companies are launching internal LGBTQ+ networks, introducing allyship programmes, and spotlighting LGBTQ+ voices during Pride. That’s a good start - but inclusion can’t just be a June thing. It needs to be wired into how decisions are made, who gets hired, who gets promoted, and how teams are led all year round.”
without accountability. Make inclusive leadership a
Hold leadership accountable: Inclusion e orts fail without accountability. Make inclusive leadership a performance metric. Tie executive KPIs to progress on diversity goals and visible action. When leaders model inclusive behaviours and are measured against them, culture change becomes embedded, not optional. Deliver ongoing, real-world training: A single webinar isn’t enough. People learn best through scenarios they might actually face, how to respond when a teammate uses a hurtful joke, or how to support someone coming out at work. Embedding short, interactive modules into quarterly learning calendars keeps inclusion front of mind and builds practical confidence. A one-o initiative is tokenistic, we need to build inclusion strategy in to every aspect of the working culture. Measure progress with empathy: Create simple pulse surveys and safe space focus groups to track how supported LGBTQ+ colleagues feel. Share anonymised results transparently and tie future actions to what the data reveals. When people see that feedback leads to change, whether new gender-neutral facilities, updated inclusive language guides or enhanced mental health support they know the organisation truly cares.
uses a hurtful joke, or how to support
learning calendars keeps inclusion front of
Andrew Hulbert
Inclusion comes from building a culture where LGBTQ+ colleagues feel safe and supported at work. That doesn't happen though policies or training modules. It comes from leaders who are willing to hear and respond to lived experiences with empathy and action. When inclusion is woven into how decisions are made, how people are treated, and who gets heard, that’s
FM CLINIC
when real change happens. And with trans rights increasingly under threat, the need for bold, values-led leadership has never been more urgent.
THE HR PROFESSIONAL’S VIEW
SARAH HOSKER - HEAD OF HR OPERATIONS AT MONEYPENNY
The fact that so many LGBTQ+ employees feel unsupported by management and HR, is a call to action for all workplace leaders. True inclusion goes far beyond policies and statements; it must be deeply embedded into the fabric of an organisation, from leadership to day-to-day interactions.
people a safe way to share experiences helps identify where support is needed most. Our ‘Speak Up’ policy and tools make it easy for employees to raise concerns - knowing they’ll be heard and protected.
As the legal and social landscape continues to evolve, one thing remains constant: the value of people. By combining compliance with care, we can create workplaces where everyone has the freedom to thrive.
Considering the recent UK Supreme Court ruling, which clarifies that the terms "woman" and "sex" in the Equality Act 2010 refer strictly to biological sex, many employers are understandably revisiting their inclusion policies. For those of us committed to LGBTQ+ inclusion, this ruling has real implications - particularly around access to single-sex spaces and services. But legal clarity doesn't replace the need for compassion, understanding, and creating truly inclusive workplaces. In fact, it makes the human side of leadership more important than ever. So how do we balance legal requirements with a culture of inclusion? It starts with openness and action.
Sarah Hosker
THE L&D EXPERT’S VIEW
CAROLINE JOY - HEAD OF LEARNING AND DEVELOPMENT, EMCOR UK
Review and refresh policies - Start by reviewing your existing policies. Are they inclusive of LGBTQ+ employees? Do they cover healthcare, family leave, and non-discrimination in clear and supportive terms? At Moneypenny, we regularly share our policies with our employee forum (the Business Council) to ensure they’re inclusive and reflect the needs of all our people. Making sure these policies are visible and easily understood is key - people can’t benefit from what they don’t know exists.
Lead with education - Inclusion doesn't happen by accident. Regular training helps all employees understand LGBTQ+ issues, check unconscious biases, and build the confidence to support one another. Leaders have an especially important role here. When managers model inclusive behaviour - by listening, learning, and championing diversity - it creates a ripple e ect that shapes the entire company culture.
Make recruitment more inclusive - Hiring practices can o en be where unintentional bias creeps in. Using diverse interview panels, standardised questions, and blind recruitment techniques helps ensure you’re truly selecting the best person for the job. Targeted outreach can also widen your talent pool and bring in voices that reflect the world we live in.
Build community and celebrate it - Employee resource groups and LGBTQ+ networks o er peer support and valuable insight. At Moneypenny, these groups not only support team members but also help inform benefits and events. Celebrating milestones like Pride Month or Trans Day of Visibility brings these conversations to the forefront - and reminds everyone that inclusion isn’t a one-o initiative; it’s a year-round commitment.
Listen, learn, and improve - Feedback is gold. Whether through anonymous surveys or confidential reporting channels, giving
In my experience, embedding LGBTQ+ inclusion starts with leadership. Not just through broad commitments, but through deliberate, consistent action. Managers and senior leaders have an especially important role to play in setting the tone by modelling inclusive language, intervening when behaviour falls short, and showing that allyship isn’t performative, but proactive. Processes and policies matter just as much as intent. Reviewing recruitment and onboarding practices through an inclusive lens can uncover hidden barriers, such as the language used in job descriptions, the diversity of interview panels, or the accessibility of employee benefits for LGBTQ+ individuals and families. O en, it’s the small things, the pronouns on a welcome email, the phrasing in a policy document that shape whether someone feels included or overlooked.
Caroline Joy
inclusive lens can uncover hidden barriers, such as the language
Businesses need to be able to measure how inclusive their culture feels, not just how it’s described on paper. Anonymous employee feedback plays a key role here and pairing that with broader workplace data can reveal deeper patterns.
Physical space shouldn’t be an a erthought in conversations about inclusion. The way a workplace is designed speaks volumes about who is welcome. Inclusive environments aren’t just about compliance, they’re about belonging. That might mean ensuring signage that reflects a range of identities or creating quiet zones for privacy and reflection.
Storytelling also plays a vital role. We mark moments like Pride Month and LGBTQ+ History Month not just as events to celebrate, but as prompts for deeper conversations. Ultimately, embedding LGBTQ+ inclusion into the workplace is not about a single initiative or campaign. It’s about weaving inclusive thinking into every layer of the organisation, from how people are hired and developed, to how feedback is handled and how space is designed. It means noticing where systems or behaviours fall short, asking why, and being prepared to do things di erently. When inclusion is truly embedded, it’s not something people have to ask for — it’s something they feel. And that’s when everyone, regardless of identity, can thrive.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
HIGH-FLYING FIT-OUT
Paul Beaton, Development Director at Morris & Spottiswood describes the transformation of an unused space into a functional, high-quality environment for Heathrow’s Glasgow O ce
Morris & Spottiswood recently completed a comprehensive refurbishment for Heathrow Airport’s Glasgow-based o ice, which is designed to support modern working practices while reflecting the organisation’s identity. We’re part of the Morris & Spottiswood Group which has a portfolio of nine specialised businesses; o ering end-to-end services ranging from fit-out, retrofit, refurbishment and M&E services, to in-house architectural expertise, maintenance, space development and furnishing and a full range of carbon reduction strategies. This means we are able to deliver turnkey solutions.
The fit-out of the Heathrow Glasgow O ice followed a competitive tender process and began promptly a er the contract was awarded in May 2024, with work commencing on-site in August. The project was initially scheduled for 19 weeks, which was later extended slightly to accommodate some client-led changes. The location, which consisted of two-thirds of a floor within the o ice building, was previously an empty shell and required extensive reconfiguration work.
Before any strip-out or installation begins, refurbishment and fit-out projects demand a robust pre-construction phase, which is a process that is especially vital for facilities
managers responsible for maintaining operations alongside transformation. In this instance, early engagement between project partners and FM teams allowed for site assessments, scope refinement, and sequencing plans that helped reduce unplanned disruptions and cost overruns.
FROM CEILING TO FLOOR
As part of the reconfiguration, mechanical and electrical (M&E) work was conducted both above the ceiling and beneath the raised floor. Floor coverings including LVT and carpet tiles were installed, along with a range of tailored joinery, sliding partitions
and bespoke ceiling panels. Multiple meeting rooms, breakout areas and two bespoke kitchen areas were also created as part of the works. For the project, great use was made of the Group’s in-house specialists with Livingston Building Services providing M&E services, and the Morris & Spottiswood Flooring Division fitting the floor coverings.
A key advantage of this internal capability is the level of control and consistency it brings to complex fit-out projects. By utilising in-house M&E and flooring divisions, we were able to ensure seamless coordination between disciplines, reducing the risk of miscommunication
and delays. This vertically integrated approach enhances responsiveness on-site, particularly when project scopes evolve, as they o en do in live environments.
DRAWING ON EXPERTISE
installed above them to provide e ective noise isolation. Biophilic design was also a key element across the new o ices, with plants and greenery throughout.
PLANNING & PARTNERSHIP
The M&E input from Livingston Building Services enabled quick mobilisation and design coordination at every stage of the programme. Their familiarity with our delivery standards meant that key milestones could be met e iciently and with fewer bottlenecks, while maintaining a consistently high quality of installation. From HVAC and power distribution to lighting and building controls, the integration of these services was approached not as an isolated technical package, but as a fully embedded part of the fitout process.
approached not as an
Similarly, having a dedicated flooring division within the Group allowed for early involvement in materials selection and planning, helping to align both budgetary and aesthetic requirements from the outset. The team’s technical expertise also allowed for a more refined approach to phasing, particularly important when working under access restrictions or sequencing limitations due to other contractors or occupied floors above.
manager, which helped
A crucial element of o ce fit outs is being aware and planning accordingly if the building is occupied by other tenants. In this case, there was an occupied floor directly above the project area, which meant a plan for noise and disruption mitigation was key.”
For clients, these in-house capabilities translate into tangible benefits: fewer subcontractor interfaces, a single point of accountability, and a cohesive team culture across trades. This not only improves project delivery but fosters trust and transparency, essential components in building long-term client relationships, particularly in highly regulated or brandsensitive sectors such as aviation.
One of the most distinctive features of the o ice is a bespoke wall installation at the entrance, designed to subtly reflect the client’s aviation background. This installation features a large cut-out in the shape of an aeroplane, finished in fabric and allowing sightlines through the space. In another nod towards the theme of aviation, specialist booths have been designed to give the look and feel of the interior of a plane, with acoustic ba les
A crucial element of o ice fit outs is being aware and planning accordingly if the building is occupied by other tenants. In this case, there was an occupied floor directly above the project area, which meant a plan for noise and disruption mitigation was key. As such, high-impact activities were scheduled for the short window between 5am and 8am, outside of core business hours, and there was regular coordination with the building manager, which helped to maintain positive communication and address any operational concerns promptly. Another challenge was waste management as due to space constraints the typical waste segregation systems could not be used, which resulted in a reliance on mixed waste skips. Again, this challenge was overcome by careful planning of deliveries and a strict waste management process.
The project relied heavily on coordinated e orts between architectural, engineering, and construction teams, with communication especially critical given the client’s London base. To facilitate regular updates, the team provided consistent
photographic progress reports, enabling remote oversight and decision-making without requiring frequent site visits. In addition to delivering the physical works, the project included contributions from apprentices working on-site, supporting wider industry skills development. The team also strived to problem solve onsite, taking a proactive approach to identify more e icient and e ective methods of installation, all of which were validated by the project architects.
BRAND IDENTITY THROUGH DESIGN
In today’s competitive and brand-conscious world, o ice spaces are no longer just places of work, they are powerful expressions of identity, culture, and values. Reflecting brand identity through fit-out design goes far beyond logos and colour schemes. It’s about creating an immersive environment that communicates an organisation’s mission, resonates with its people, and leaves a lasting impression on visitors.
For businesses like Heathrow, whose brand is synonymous with global connectivity, precision, and customer experience, the o ice environment must embody these characteristics. From the
bespoke aeroplane cut-out at reception to aviation-themed booths and acoustic elements, the design choices made throughout the Glasgow o ice are a subtle yet strategic reinforcement of Heathrow’s identity. These touches help foster a sense of belonging and pride among employees, while aligning the physical workspace with the organisation’s wider purpose and public image.
Brand-aligned fit-outs also support talent attraction and retention. People want to work in places that feel authentic and energising, and spaces that reflect the values they’ve bought into. A well-executed fit-out provides a tangible connection between brand and culture, reinforcing internal communications and supporting employee engagement. Moreover, in hybrid and flexible working models, where time spent in the o ice is more intentional, the environment itself becomes a tool to reconnect teams and amplify the organisation’s ethos.
Critically, reflecting brand identity must be balanced with function. Fit-outs should be adaptable, inclusive, and conducive to productivity. The most successful projects integrate these goals, designing workplaces that not only look the part but work hard behind the scenes, incorporating smart
M&E systems, acoustics, and finishes that support wellbeing and performance. Ultimately, a fit-out that authentically reflects brand identity is more than just good design, it’s strategic investment, that signals who you are, what you stand for, and the experience you promise to employees and clients alike.
CONCLUSION
The Heathrow Glasgow o ice fit-out demonstrates how a clear brief, flexible planning, and consistent communication can overcome logistical and technical challenges to create a distinctive, functional workspace. From a bespoke aeroplanethemed feature wall to managing noise in a shared building, the project encapsulates many of the considerations at the heart of modern o ice refurbishment.
Importantly, it also highlights the value of partnering with a contractor that can o er an end-to-end service. By drawing on our internal M&E and flooring capabilities we were able to deliver a more agile and integrated programme, with better outcomes for both client and end users. As demands grow for smarter, more sustainable workplaces, this kind of self-delivery model is crucial to meet the
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Modernise Your Campus with Innovative InPost Lockers
Whethera university, college or higher education campus, these integral education institutions have evolved significantly to become an essential hub for both students and sta alike, providing a wide range of services for the communities they serve. As the service o ering has expanded, so too has the complexity of managing these facilities for the education sector. With online shopping seeing incredible growth since the pandemic(1), one service area in particular that is booming on campus is parcel deliveries. But, thanks to innovative new solutions such as parcel lockers, there is one less thing for the education sector to worry about, and one more thing to benefit from.
MAKE CAMPUS LIFE EASIER WITH STRESSFREE, STREAMLINED DELIVERIES
Handling parcels can be extremely challenging with campuses increasingly overwhelmed with a staggering volume of student deliveries, especially in light of the rapid rise in online shopping(1). With each parcel needing to be sorted, stored and delivered to the right person, it can be an extremely complex and time-consuming process for busy sta to manage. However, InPost has the perfect solution to help reduce this parcel chaos in student halls, receptions and o ices, and eliminate the extra burden on sta with its smart, secure and convenient lockers.
The move to online has completely shi ed the way we shop, and also how we want to send and receive our parcels. Today, consumers crave convenience and that is shaping the out-of-home delivery landscape, leading to massive demand for parcel lockers. In fact, over half of UK consumers have already used them for online purchases, and that rises to 71 per cent for Gen Zs and 68 per cent for Millennials(2). There is nothing more convenient than being able to pick up a parcel where and when you want to, so it’s no big surprise this is the top reason for choosing a locker(2)
MODERNISE YOUR CAMPUS OFFERING
O ering InPost Lockers gives students and sta the convenience they have come to expect with safe, self-service parcel collection, right on campus. With 24/7 availability, the lockers fit in perfectly with even the most haphazard of student routines, meaning no missed deliveries to worry about rearranging, and no need for any sta intervention whatsoever. Whether sending or receiving a parcel, the process couldn’t be easier with InPost Lockers equipped with technology that pairs with the consumer-facing app, which o ers tracking and notifications. With its label-free deliveries, the app ensures a seamless and user-friendly experience every time.
As well as holding great appeal with students with their sleek, modern and tech-enabled services, InPost Lockers o er a multitude of benefits for campuses. InPost Lockers are designed with flexibility in mind and come in a range of shapes and sizes to fit the space available. All the installation costs and maintenance are completely handled by InPost so there is zero involvement or training required, freeing up valuable sta time to spend elsewhere. Not to mention the guaranteed rent we pay our locker hosts. So, not only can campuses o er an innovative solution that will definitely appeal to their students and sta , but they can benefit financially too!
InPost is a trusted brand that already serves millions of users(3) across the UK. Thanks to InPost’s rapid expansion of its network, with over 10,000 lockers nationwide(4) and counting, many campuses are already reaping the rewards of being an InPost Locker host. So, get in touch with us today by visiting our website https://info. inpost.co.uk/host-a-locker-fmj to make campus life easier for both your students and your sta and modernise your campus o ering today with innovative InPost Lockers.
(1) Statista. (2024). E-commerce revenue forecast in the UK from 2017 to 2029, by segment. https://bit.ly/3HaF3Rf
(2) The full Retail Economics report is available to download here: https://rb.gy/k4jp65
(3) 2.14 million registered
InPost app users
(4) InPost Q1 2025 Results
Why should
you
become an InPost Locker Host?
INCOME: Receive steady rental income for hosting a valuable student service.
TIME: Cut parcel handling and free staff for more important tasks.
FLEXIBILITY:
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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.
LEGISLATING FOR THE FUTURE
DMatteo Dall’Ombra, National Specification Manager from Daikin on the key developments in HVAC legislation facilities managers need to consider
ecarbonising the built environment is critical to achieving global climate goals and heating ventilation and air conditioning (HVAC) systems have a significant role to play in this e ort.
Recent legislative updates, like BREEAM Version 7, the UK Net Zero Carbon Buildings Standard and changes to the F-Gas regulations, reflect a growing push to reduce emissions in large buildings. With buildings and construction accounting for approximately 40 per cent of global greenhouse gas emissions, decarbonising the built environment represents one of the most significant opportunities for meaningful carbon reduction. A substantial portion of these emissions stem from the energy
consumed for heating, cooling, lighting, and daily building operations, making HVAC systems a crucial focus for sustainability improvements.
The UK’s commitment to reaching net zero by 2050 has established an ambitious timeline that requires immediate and coordinated action across all industries. For facilities managers overseeing large commercial buildings, understanding the evolving regulatory landscape is becoming increasingly important to future-proof their properties and operations.
EU F-GAS REGULATION
One of the most pressing challenges facing the HVAC industry is the phasedown of hydrofluorocarbons (HFCs). These
refrigerants, which are widely used in climate control systems, have significant Global Warming Potential (GWP), which can be thousands of times more potent than carbon dioxide in terms of heat-trapping capability in the atmosphere. If released into the atmosphere, they could contribute significantly to global warming and climate change. This is why the European Commission’s F-gas Regulation is so important for our industry.
The F-gas Regulation introduces several key measures designed to reduce the environmental impact of these substances: reducing the quantity of HFCs available on the market, implementing stricter rules to prevent emissions, enhancing enforcement and monitoring mechanisms, and capping
EU production of HFCs while allocating production rights to manufacturers. With more stringent changes expected from January 2026, facilities managers need to be planning their transition strategies now. The implications extend beyond compliance to include potential system upgrades, maintenance protocols, and long-term investment planning.
ALTERNATIVES TO GWP
The good news is that the industry has viable alternatives to high-GWP refrigerants. R-32, a single-component refrigerant for HVAC systems, o ers a substantially lower GWP compared to commonly used refrigerants like R-410A.
What’s particularly valuable about R-32 is that there’s no performance trade-o . Indeed, it has excellent thermodynamic properties that make it highly e icient in air conditioning and refrigeration systems, providing good cooling performance while requiring less energy consumption.
This e iciency translates to lower operating costs while simultaneously reducing environmental impact – a win-win for facilities managers focused on both budget management and sustainability goals. Additionally, R-32 is classified as an A2L refrigerant, indicating low toxicity and mild flammability, making it a safe option when properly installed and maintained.
BUILDING REGULATIONS
Beyond the F-gas regulations, facilities managers must also navigate an increasingly complex landscape of building standards and certifications. Each has its own focus and data requirements, making it essential to understand which is most relevant for specific building applications, uses and sizes.
The most widely known and used is the Building Research Establishment Environmental Assessment Method
(BREEAM), which remains one of the most widely recognised standards globally. Its upcoming Version 7 update places stronger emphasis on carbon reduction and climate resilience, with growing focus on Environmental Product Declarations (EPDs).
EPDs provide detailed and verified data about the environmental impact of a product throughout its lifecycle. This includes everything from raw material extraction and manufacturing to usage and end-of-life disposal or recycling.
The importance of these independently verified declarations cannot be overstated. They o er facilities managers objective, credible insights into products’ true performance, enabling more informed procurement decisions that align with carbon reduction goals.
NABERS (National Australian Built Environment Rating System), is another standard that is becoming more popular and will continue in prominence now that it has been incorporated by the Chartered Institution of Building Services Engineers (CIBSE) for use in the UK. It measures buildings’ environmental performance across energy, water, indoor environment, and waste management using a star rating system.
The UK Net Zero Carbon Buildings Standard provides the most comprehensive framework for achieving true net-zero carbon emissions in the built environment. Unlike some other standards, it addresses both operational and embodied carbon – a holistic approach that aligns with the larger climate goals.”
NABERS Energy ratings are particularly impactful for decarbonisation, as they promote the reduction of operational energy use in buildings and encourage renewable energy adoption. Many facilities managers are now using these ratings to set
tangible goals for emission reductions. Finally, the UK Net Zero Carbon Buildings Standard provides the most comprehensive framework for achieving true net-zero carbon emissions in the built environment. Unlike some other standards, it addresses both operational and embodied carbon – a holistic approach that aligns with the larger climate goals. This standard essentially serves as a roadmap for buildings to meet global climate goals. It provides measurable targets for developers, designers, and property managers to achieve carbon-neutral buildings.
carbon emissions in the built environment. Unlike some other standards, it addresses aligns with the larger climate goals.
FUTURE REQUIREMENTS
Decarbonisation is very much a strategic issue. It enables organisations to stay ahead of the regulatory curve and obtain competitive advantage – and can improve brand reputation. With the regulatory landscape evolving rapidly, partnering with knowledgeable suppliers has become essential for facilities managers seeking to navigate these changes e ectively.
For example, data-powered intelligence is becoming increasingly crucial in bridging the gap between net zero ambition and action. Working with a supplier that can provide valuable insights on embodied carbon, operational performance, and analytical data can help faculties managers to optimise energy e iciencies throughout a system’s lifetime.
The path to achieving net zero by 2050 requires immediate action across all sectors, with the built environment playing a particularly crucial role. For facilities managers, understanding the evolving HVAC legislation and partnering with knowledgeable suppliers can transform regulatory compliance from a challenge into an opportunity – one that delivers operational e iciencies, cost savings, and enhanced reputation alongside vital environmental benefits.
IMPROVING LONGEVITY
HVAC compliance is not just about meeting statutory and legal obligations says Karl Cundill, Chief Operating O cer at LitmusFM. It directly impacts the safety, e ciency and longevity of critical building infrastructure and assets
Many organisations assume their sites and facilities meet compliance standards, but HVAC compliance is not just about meeting statutory and legal obligations; it directly impacts the safety, e iciency, and longevity of critical building infrastructure and assets.
LitmusFM recently audited several facilities that believed they were fully compliant, only to discover compliance was just 38 per cent aligned with current regulations. This finding highlights a widespread issue: compliance gaps o en go unnoticed until a formal audit uncovers them. With SFG20 standards (the industry standard for building maintenance) continuously evolving, staying up to date is increasingly challenging, particularly in large or complex estates.
In extensive facilities where multiple engineers and contractors manage assets, the key to compliance lies in centralising data and establishing a system that makes ongoing management e icient.
THE CHALLENGE OF COMPLIANCE
Regulatory compliance in HVAC systems isn’t just about ticking boxes - it’s about ensuring safe, e icient operation while mitigating risks. Compliance is a moving target, as regulations are updated to incorporate technological advancements, energy e iciency improvements, and enhanced safety standards. Additionally, as buildings evolve, their HVAC requirements change.
For example, university lecture theatres may be increasingly used as event spaces, or workplaces may reach full capacity on designated o ice days. Changes in occupancy a ect ventilation, airflow, and heating needs, requiring maintenance schedules to adapt accordingly. A system designed for low occupancy may struggle to maintain air quality under heavier usage, leading to ine iciencies, higher energy costs, and potential compliance failures. Failures don’t just lead to ine iciencies - they can have serious consequences. Poor air circulation may increase the risk of airborne illnesses, while inadequate maintenance of heating systems could result in carbon monoxide leaks or fire hazards. The reputational and financial risks of non-compliance, including potential fines and legal action, make it essential for businesses to take a proactive approach.
THE IMPORTANCE OF CENTRALISED DATA
One of the biggest compliance challenges is managing multiple assets across large sites. O en this can involve the work of several engineers, suppliers and contractors, all servicing various asset elements. Many facilities still rely on paper-based
records, requiring manual tracking of maintenance schedules, compliance requirements, and repair histories. This fragmented approach increases the risk of non-compliance, making it nearly impossible to manage e ectively across multiple assets and engineers.
A lack of centralised data can also lead to ine icient scheduling. Without a clear overview of maintenance requirements, engineers may perform unnecessary servicing on some assets while overlooking critical maintenance on others. Additionally, inconsistencies in record-keeping can result in duplicate work orders,
increased labour costs, and wasted resources. Implementing a robust compliance management system, which integrates asset data, maintenance schedules, and regulatory updates in one platform enables facilities teams to:
Access real-time data on asset performance and compliance status.
Record and track input from both in-house teams and external contractors.
Ensure maintenance aligns with the latest SFG20 requirements.
Identify and address non-compliance issues before they escalate.
By leveraging digital platforms, organisations can streamline compliance management, improve operational e iciency, and enhance accountability across all levels of facilities maintenance.
IDENTIFYING BUSINESS CRITICAL ASSETS
A key aspect of cost e iciency is understanding varying maintenance requirements. Each asset comes with manufacturer-recommended maintenance regimes, and SFG20 regulations set a high standard. However, not every asset needs the same level of attention, and prioritisation is crucial.
For instance, fire alarms, heating systems, and ventilation units are business-critical and must be maintained to the highest standard for compliance and safety.
Meanwhile, non-essential assets such as hand dryers or small extract fans can be allowed to run to fail, meaning they are replaced when they break rather than undergoing routine maintenance. This strategy can reduce costs and free up engineering resources for higher-priority tasks.
Predictive maintenance tools can further optimise servicing schedules by proactively flagging when an asset requires attention. Using data-driven insights, organisations can detect early warning signs of potential failures, allowing them to schedule repairs before small issues escalate into costly breakdowns or compliance breaches.
Many organisations operate under a false sense of security regarding HVAC compliance. As our recent audit demonstrated, assumptions can lead to significant gaps.
Staying ahead of evolving SFG20 regulations requires a comprehensive and proactive strategy. Aside from centralising data, this could also include:
Maintaining rigorous maintenance schedules tailored to the specific needs of each facility.
Implementing technology-driven solutions, such as predictive maintenance and digital compliance tracking.
Regularly auditing compliance status to identify and rectify potential gaps.
THE BOTTOM LINE
Regulatory compliance in HVAC systems is more than just an administrative task – it’s a critical factor in ensuring safe, e icient, and cost-e ective operations. The consequences of non-compliance range from financial penalties to significant safety risks, making it essential for organisations to adopt a proactive approach.
By implementing centralised data management, leveraging predictive maintenance tools, and identifying business-critical assets, facilities teams can gain full control over compliance processes. This not only reduces operational risks but also optimises cost e iciency and resource allocation.
A property portfolio that stands out? Vantify makes it happen
In today’s commercial property landscape, expectations placed on property managers are higher and more nuanced than ever. From tenants demanding greater transparency and sustainability to public sector clients prioritising risk and ESG compliance, the bar is rising. The question many property professionals are asking is: what actually makes a portfolio stand out in this environment?
The answer is a combination of confidence, credibility, clarity... and the right tools to prove it.
SHIFTING EXPECTATIONS IN PROPERTY MANAGEMENT
Traditionally, success in property management was measured by occupancy rates, rent collection, and maintenance responsiveness. While these fundamentals still matter, clients and stakeholders now want to see evidence of more: proactive compliance, robust supplier assurance, and tangible ESG progress.
Public sector clients are accelerating this shi . Amid regulatory pressure and a push for ethical procurement, local authorities and government departments demand greater due diligence, supplier transparency, and auditable reporting from the property managers they work with.
Portfolio attractiveness isn’t just about buildings anymore: it’s about the systems behind them.
THE BARRIER TO PROGRESS? FEAR OF CHANGE
Despite changing demands, many property professionals hesitate to update how they manage compliance, supply chains, or building safety data.
This reluctance is understandable. Changing tools or processes can seem disruptive, expensive, or risky, especially if current systems “do the job okay.”
But in reality, hesitation o en costs more longterm. Outdated or disconnected tools can mean: Missed compliance gaps surfacing during audits or crises
Time-consuming manual processes that stall progress as the portfolio expands
Limited visibility across contractors, buildings, or asset risks
Inability to meet ESG reporting needs with confidence
At a time when visibility and verification are imperative, standing still is o en the riskiest move.
MAKING PORTFOLIOS PERFORM - WITH VANTIFY
Vantify helps property managers take that leap without the headache. Our unified ecosystem o ers a smarter way to manage the pillars underpinning an attractive, high-performing portfolio:
Compliance that builds confidence
The Risk Manager module brings building safety, statutory compliance, and audit readiness into one accessible platform. It shows property teams where they stand—and where action is needed.
A smarter, safer supply chain
Vantify Supply Chain provides comprehensive control over your supplier network. From onboarding and performance monitoring to integrated risk mitigation, our platform ensures every contractor meets your compliance standards and delivers value.
E icient operational delivery
The CAFM module enables full visibility and control over building operations — uniting asset data, maintenance workflows, and compliance tracking. It helps teams coordinate tasks, support auditreadiness, and maintain service standards across portfolios.
Together, Vantify’s tools form a connected ecosystem that enables property managers to not just say their portfolios are high-performing, but to prove it—with data that withstands scrutiny from clients, auditors, and regulators.
Real-world results: CEG’s experience
One property group already seeing the benefits is CEG. As Facilities Manager Richard Stackhouse puts it: “The integration of Vantify Risk Manager, Vantify CAFM, and Vantify Supply Chain has allowed us to establish a cohesive ecosystem, facilitating enhanced visibility, improved e iciency, and streamlined processes.”
That clarity and control has helped CEG meet rising expectations while staying ahead of compliance and operational demands.
What sets your portfolio apart today
In this evolving landscape, the portfolios that stand out are those backed by systems ensuring accountability, supporting ESG goals, and delivering clarity.
These portfolios contain:
Verified, compliant suppliers
Real-time asset and compliance visibility
Streamlined, data-driven operations
The ability to respond quickly to audits, clients, and regulators
Vantify helps property managers achieve all this without managing disconnected systems or chasing paper trails.
DISCUSS YOUR NEEDS WITH OUR EXPERTS
Whether you want to modernise systems, meet ESG expectations, or build confidence in compliance data, Vantify can help.
Speak to one of our experts and discover how our unified ecosystem can make your portfolio stand out: today and in the future. Visit Vantify.com
UK Managing Director of AJ Products for her guide to establishing ergonomic workplace habits HABITS TO BREAK
Desk breaks aren’t enough to
combat MSDs. FMJ asks Helen
Beebe,
Musculoskeletal disorders (MSDs) are driven largely by the rise in sedentary desk jobs, increased reliance on technology and the shi towards remote and hybrid working models. According to the HSE, work related MSDs costs the UK economy over £5.7 billion annually and it is estimated that over fourmillion workdays are lost due to back pain alone.
A recent survey revealed that more than one in five UK workers experience daily neck, shoulder and back pain, with remote employees and women having the highest levels of discomfort. The survey, conducted by workplace solutions provider AJ Products, also investigated the e ects of desk breaks on workplace pain. Taking desk breaks is o en recommended to prevent workplace pain, the survey found no direct link between desk break frequency and a complete absence of pain.
While movement is beneficial to combat workplace pain, it is not enough on its own. Workspaces need better ergonomic setups to actively promote movement and better posture.
CHANGE OF APPROACH
If desk breaks alone won’t solve the problem, how can employers take a proactive approach to reduce MSDs in any workplace setting?
Helen Beebe, UK Managing Director of Swedish-owned AJ Products, which specialises in ergonomic workplace furniture explains: “Workload pressures o en keep us at our desks. We grab a quick co ee or take video calls instead of visiting a colleague at another desk. If we do leave our desks, we return and frequently fail to address posture correction.”
Modern working patterns have employees spending prolonged hours at their desks, with nearly 30 per cent of UK desk workers admitting
they go three hours or more without a break. Says Beebe: “This unhealthy attitude a ects both mental and physical health. Other cultures do more to address this problem. In our Nordic o ices, for example, lunchtime is sacred with all employees eating lunch together in the company canteen, ensuring they have a break of at least half an hour from their workstation. It’s also strongly encouraged to take a morning and a ernoon break as a team. It’s just one of the ways in which movement, ergonomics and worklife balance are prioritised.”
Remote workers, as the largest group of neck, shoulder and back pain su erers, o en work on unsuitable furniture - kitchen tables or makeshi desks in corners of a bedroom. Hybrid employees face inconsistent workstation setups by switching between home and the physical o ice environment. O ice-based sta aren’t exempt from su ering pain either - hot-desking
and space-saving layouts can lead to poor ergonomic alignment.
Beebe suggests encouraging a culture of movement for home workers, such as standing during virtual meetings or using sit-stand desks where movement comes naturally when standing. “Wherever your employees are based or located, they need consistency in ergonomic support.”
She suggests training remote and hybrid workers on e ectively setting up a home workstation rather than assuming it is already known. “Some organisations already o er standardised ergonomic kits such as laptop stands and specialist ergonomic chairs to their remote workers; we need to see more of this type of modernisation across businesses.”
MSD CAUSES
It is not clear why women are disproportionately a ected by MSDs. Biological di erences such as muscle composition and hormonal variations can make women more susceptible to conditions like repetitive strain injuries and postural misalignment. Many traditional o ice desk setups are based on standard measurements that o en do not account for the ergonomic needs of female employees.
up time and compound the daily pressures.
“As we address the root cause of these disparities, there needs to be more tailored ergonomic solutions for body diversity in the workplace and an inclusive approach to workplace design.”
ERGONOMIC FURNITURE
Additionally, there may be a potential correlation between women’s increased risk of burnout and the risk of stress-related pain. Studies have shown a strong correlation between job-related burnout, which women report at higher rates than men, and chronic pain syndromes, such as musculoskeletal disorders.
Familiar root causes of MSDs are the traditional o ice layout, designed for e iciency rather than health. Desk setups prioritise space saving over posture friendly layouts.
“We need to do more to naturally encourage active working habits,” Beebe suggests, “including flexible workspaces, movement friendly floor plans, and social spaces that bring people together.”
“In our UK o ice, we’ve adopted the Swedish tradition of fika, which encourages everyone to leave their desks for a joint co ee break. Designating a set time and space for breaks makes taking a break the norm not the exception and prolongs the time spent interacting in person, which is good for our mental health while inviting movement in an achievable way. It’s a small step in the right direction.’
Encouraging active work habits to change postures throughout the day can also be achieved through movement zones - a standing meeting area or relaxation zones for breaks or creativity sessions can make in-o ice time more movement based. Even with more limited floor space, employees should be encouraged to stand while on a phone call or use the stairs instead of the li . Easy adjustments can be made such as centrally locating recycling bins to promote movement.
WOMAN’S PLACE
Says Beebe: “What surprised us was our discovery that women were 1.5 times more likely than men to feel neck, back or shoulder pain on a daily basis, with 26 per cent of women experiencing pain every day compared to only 16.4 per cent of men.”
In our UK o ce, we’ve adopted the Swedish tradition of fika, which encourages everyone to leave their desks for a joint co ee break. Designating a set time and space for breaks makes taking a break the norm not the exception and prolongs the time spent interacting in person...”
Modern ergonomic furniture has been developed to include multiple adjustments, such as 4D armrests suitable for di erent body types. While the popularity of sit-stand desks has been credited with creating a more active workplace, additions such as underdesk bikes and active seating such as height adjustable wobble stools are helping to create e ortless movement in the workplace.
report at higher rates men,
This is attributed to several risk factors, both inside and outside the workplace. At home, women shoulder a significantly greater share of domestic responsibilities, with the ONS reporting they undertake 40 per cent more household tasks than men. “In the workplace”, Beebe explains, “many invisible workplace tasks fall to women, referred to as ‘o ice housework’, they take
The average person spends a phenomenal 90,000 hours in the workplace during their lifetime, and for desk-based workers, that means thousands of hours sitting. Prolonged sedentary sitting is not just related to MSDs; it is shown to be linked to slower metabolism, a ecting blood sugar and circulation.
the workplace. At
Beebe maintains: “We need to do more to support the overall health of the workforce. We have the power to design work environments that actively reduce the risk of MSDs. We can prioritise ergonomics and movement friendly layouts. Together with education, we can create proactive, sustainable work environments that prevent MSDs before they start and support longterm employee health.”
FOCUS ERGONOMICS
TIME TO SWITCH
Loraine Perkins, Owner and Co-Founder of DSE Assessments with advice on ensuring good ergonomics across every environment
Workplace
flexibility is no longer a trend, it’s a permanent shi in how we work. Employees are no longer confined to a desk in a single o ice. In a typical week, one person might use a laptop at home, a desktop at a hot desk, a tablet in a client meeting, and their phone in transit.
While the hybrid era has unlocked greater freedom and autonomy, it has also made maintaining ergonomic best practices far more complex. And when comfort is overlooked, so is wellbeing. Inconsistent setups can contribute to musculoskeletal issues such as neck pain, back discomfort, and repetitive strain injuries (RSIs). According to the HSE, Musculoskeletal Disorders (MSDs) account for 32 per cent of all work-related ill health in the UK, and with more people working flexibly than ever, it’s a figure that’s likely to rise. Ergonomics now needs to be as agile as the modern worker.
Facilities managers and Health & Safety teams must move away from a location-based approach and instead consider how employees interact with technology in all places of work - from formal o ices, hot desks, collaborative areas, quiet o ice pods, working from home, business travel, hotel rooms and lobbies, cafés, client sites - the list goes on.
MULTI-DEVICE ERGONOMICS
Here’s how to help your team stay safe and comfortable across any environment:
EMPOWER WITH EDUCATION
Posture principles can be transferred across devices and locations to some degree. Most discomfort comes from a lack of awareness, not a lack of resources. Provide employees with basic ergonomic training tailored to varying locations and devices. This should include:
Highlighting the risks associated with poor posture.
The importance of regular movement, stretching, and microbreaks.
The recommended posture for an o ice/home desk, including hot desking.
Tips to improve posture when using a laptop away from the o ice.
Improving screen height and wrist positions when using a tablet and smartphone.
Tips for making the most of what is available, for example, a box or books to raise the screen or cushion/s to improve back support and/or sitting height to improve upper limb posture.
OFFER LIGHTWEIGHT, PORTABLE EQUIPMENT
Issue employees with a portable ergonomic accessories bundle that can make a big di erence to create a safer, more comfortable set up. Here are some examples:
A compact, foldable laptop stand (or tablet stand).
A lightweight external keyboard and mouse.
A small portable footrest.
Portable lumbar support.
A suitable backpack. This may not be as aesthetically pleasing but is considered better for posture.
DESIGN FOR ADAPTABILITY
Back in the o ice, invest in hot-desking areas that are easily adjustable. This includes:
Clear signage or short guides at each hot desk can prompt users to check and adjust their setup before they dive into their work.
Fully adjustable chairs that can be adjusted to suit an individual’s needs.
Footrests should be available if needed.
Height adjustable monitors, stands, or monitor arms (they should be easily adjustable).
A height adjustable laptop stand if it’s company policy to use a laptop as an additional screen at the desk.
An external keyboard and mouse.
Although not mandatory, height-adjustable desks may be considered to allow alternating between sitting and standing and to accommodate taller users who need a higher desk.
CREATE QUICK ERGONOMIC CHECKLISTS
Instead of long policy documents, create visual, userfriendly resources for posture guidance. We love our QR code that’s linked to a short 30 second animation with a six-point guide to good posture - a few quick checks to self-correct in that moment, regardless of where they’re working. Put it on a coaster, desk cling, postcard or whatever you to wish to choose.
DON’T FORGET MENTAL COMFORT
Psychological comfort plays a key role in employee wellbeing. Switching locations and setups can be mentally fatiguing, especially if workers feel unsupported or uncertain about what’s expected of them. Facilities managers can help by ensuring consistency in:
Tech and login processes.
Communication channels.
Access to support and escalation for reporting discomfort or equipment issues.
When employees feel they can work safely and be supported, wherever they are, wellbeing naturally improves.
As work continues to evolve, the idea of a ‘fixed’ workspace is fading. In its place, we need a mobile, responsive approach to ergonomics - one that follows the user, not the desk. Facilities professionals are uniquely placed to lead this shi . By combining flexible design with proactive guidance, you can ensure your workforce stays healthy, engaged, and productive… whether they’re working at HQ, from home, or on the move.
Because wherever work happens, comfort should follow.
DIRECTING CHANGE
Jennifer McCullagh, Facilities Director at Sensori Group explains to Sara Bean why the company’s technical expertise, smart building innovation and client-first service is leading the future of FM across Europe
Aside from the debates over attracting young people into the FM sector, the stark fact remains that females represent just 35 per cent of entry-level roles in FM, which falls to around 15 per cent for senior-level positions. It is encouraging then to hear that Facilities Director Jennifer McCullagh of FM Sensori is taking a proactive approach to attracting young women into the sector.
She says: “Our HR will do road shows in primarily female secondary schools; they will go into colleges and will outline the entire career progression that you can go through in the sector.”
McCullagh’s career journey demonstrates where a career within the sector can take you. Since joining the company as an Integrated Facilities Management (IFM) Manager in 2021, she has quickly moved up the ranks to head up its FM services division. Formed in 2018 following a joint venture partnership between Designer Group and its parent company Sisk, Sensori provides mechanical, electrical and construction-based facilities management services. It has three main business streams, facilities management, data centre operations and project delivery, covering Ireland and mainland Europe.
McCullagh moved into FM a er starting her career in a front of house role where her desire to understand the business led her to embed herself with the technical teams across a portfolio of sites to better understand assets and their impact on the working environment.
“Over the years I’ve had good mentors, people who wanted to share their knowledge and were comfortable about bringing you to sites and letting you shadow them. This way I came to understand all the elements of how everything within a building operated, and the impact on the occupants of the building.”
She eventually moved out of the HVAC business and joined an FM services provider, working on a range of commercial, retail, mixed-use, educational, pharmaceutical and healthcare portfolios, before the opportunity to move to Sensori Group arose. Following an initial role as an IFM Manager, McCullagh was promoted to Head of FM where she implemented process improvements to enhance service delivery and help build strong,
collaborative client relationships. She took on the FM Director’s role in 2024.
Remarking on the changes she has seen over her 20-year career McCullagh says: “Facilities management has undergone such a profound transformation. As a leader in the FM industry, you’re continuously adapting and evolving and changing your knowledge to navigate the developments across all the di erent sectors, not to mention the ever-evolving landscape of compliance and building certification.
“It’s not just about meeting basic safety codes anymore, now there are multiple layers like environmental certifications (LEED, WELL), energy e iciency standards, accessibility requirements, GDPR, and even smart building tech compliance.
“This industry is very challenging, but it’s so exciting because it’s so fast paced, and that’s what keeps people in this business, because you’re learning all the time to make sure that you’re on top of your game, something which is very important to me.”
SENSORI GROUP
Sensori Group o ers clients a full turnkey model with di erent streams of expertise including major projects division for large scale design and build projects, BMS, fully managed security and mechanical, electrical, and plumbing (MEP) divisions, a team of facilities’ account managers and a minor works division.
McCullagh explains: “All of these areas function across each other. This means that if an FM has a client that requires a major plant upgrade or an o ice refurbishment, we can rely on the engineers from the other side of the house to fulfil this need. Conversely, if the project team have completed a design and build, it can then move across to the FM model, and we can maintain that building throughout its life. Both sides of the house interact well with each other to maintain client retention throughout the life of the building.”
The FM division operates across a huge portfolio of high value contracts which span both the public and private sector. It has a team of around 150 in house industry experts - including mobile site teams covering fabric, electrical and mechanical engineering. Sensori Group has also seen considerable expansion into the Nordics this year due to a growing data centre sector in the region, which in turn has led to more demand for full turnkey support services including FM.
Sensori has a strong emphasis on selfdelivery, because, according to McCullagh this is easier to control from an Environment, Health, and Safety (EHS) and client risk management perspective. However, as some specialist services must be outsourced,
she believes it’s important to support the supply chain in meeting compliance.
“There are some supply chain experts who are extremely good at what they do. They’re the best in the industry, but they don’t have this lean support function behind them with a breadth of expertise that sit within Sensori Group. When they work with us, we like to build a partnership approach where the client sees a maintained standard whether services are delivered directly or through supply chain partners.
ENCOURAGING EXPERTISE
She believes the role of a facilities services account manager is crucial in maintaining communication and ensuring good performance in outsourced contracts.
“As a business we made the strategic decision that our account managers would come from both a technical and operational background to deliver e iciencies to clients as they hold the technical skillset and understand how building assets operate. Account managers come from all trade background including, electrical, mechanical, HVAC and engineering.”
Facilities management has undergone such a profound transformation. As a leader in the FM industry, you’re continuously adapting and evolving and changing your knowledge to navigate the developments across all the di erent sectors, not to mention the everevolving landscape of compliance and building certification.
“Everything is streamlined to ensure a partnership approach with our supply chain which in turn helps us to be able to o er clients a one stop shop. Clients can ask us to take a building from the basement to the roof level, and everything in between. We also work with so service partners, for instance for landscaping, cleaning and pest control, so while hard services are Sensori’s core expertise, we have very good supply chain partners that enable us to take on an entire building from an IFM perspective.”
In practice this means Sensori Group account managers can progress through the company via a stream of projects, from working on sites as electrical site supervisors, HVAC specialists or building fabric specialists. Due to the business enabling these individuals to move sideways to learn the business, this has resulted in around 90 per cent of them being trade specialist qualified.
According to McCullagh the benefits of this approach are that sta bring a level of expertise when managing sophisticated new technologies, including BMS, the latest smart buildings, digital twins or IoT technology. This expertise enables a more positive impact in terms of an ESG improvement strategy.
“Within the hospitals we manage we have healthcare specialists who have worked within the healthcare industry for their entire
We have the data centre, FM and projects experience, and we now have the smart technology experience to be that one level of support for our clients. We’re building a team of sustainability experts, and we are trying to move some of our existing resources to upskill that model. We’ve gone the route of getting our ISO 50001 certification and have assisted other clients to achieve this certification.”
career, and we base them there as on-site personnel, with their account manager also coming from a technical background. Then we might have our BMS specialist and if those people meet up onsite, they will understand how all those assets interact with each other to deliver greater e iciencies without the need to look externally to the in-house expertise.
“There’s no one set approach, as an energy management project in a commercial building is going to di er from one in a hospital or pharma plant. These must be approached di erently, with experts that understand the needs of the clients, the occupants and the nature of the environment.”
TRAINING AND DEVELOPMENT
McCullagh describes her leadership style as rooted in empathy, integrity, and a genuine focus on people and process, and this is reflected in her approach to training and development. She is keen to encourage more women to work successfully in FM - with the school-age recruitment programme a key part of this strategy.
“These recruits might start o as in an apprenticeship and within Sensori we show them that there are a multitude of roles that form part of facilities management and it’s
important to educate potential newcomers on all the opportunities that the industry can o er,” she says.
Another way of creating a more gender diverse workforce is by supporting the work/ life balance. While McCullagh says a lot of the team like seeing their colleagues in person, the firm also o er a hybrid model to employees enabling them to complete their job even if other commitments arise.
As the business expands into Europe the company is also meeting increased sta requests for CPD training: “There is huge support from our managing director and our management team that if somebody comes to you with an opportunity for CPD that will benefit both their career and the business, we support them on that.”
FUTURE PLANS
McCullagh is delighted to report that Sensori Group has achieved the accolade of “Overall excellence in Facilities Management” for three consecutive years. She intends to build on that success by being the specialist provider that people come to for sustainable and energy smart solutions, utilising innovations in BIM modelling, digital data twins and IoT sensors and smart building
technology to meet client’s energy e icient goals.
“We have the data centre, FM and projects experience, and we now have the smart technology experience to be that one level of support for our clients.
“We’re building a team of sustainability experts, and we are trying to move some of our existing resources to upskill that model. We’ve gone the route of getting our ISO 50001 certification and have assisted other clients to achieve this certification.”
She explains that Sensori Group is working on building a repeat business model to grow with existing clients and are going to be able to move with them throughout their European operations. The data centre operation is a huge part of the strategy and is going to grow and build to bring the rest of the company alongside.
She concludes: “We started entering the data centre sector around two years ago, and our pipeline this year for data centre work would be €60 million of the €150 million of turnover forecast.
“The day-to-day business is around €90 million, so quite a significant leap and over the next few years we see huge scope to grow further in the data centre and FM sector.”
LOBBY FOR CHANGE
Madeleine Ford explores how hospitality-led facilities management is transforming the workplace into a destination for talent, wellbeing and brand culture
The current picture of facilities management is one of being increasingly experiential, not just operational. FM isn’t just supporting hospitality it’s increasingly adopting its principles as the industry becomes more experienced driven, people-centred, and service-minded.
FM and hospitality practices could in some ways be seen as going together and this line is becoming increasingly blurred, even more so since the increase in hybrid work patterns post pandemic. It is becoming increasingly apparent that to entice employees back, the workplace needs to become a space that o ers value that remote settings cannot. What has developed from this is the curation of hospitality-driven environments, design, and services. Just as hotels and restaurants aim to create an experience for their guests, organisations are looking to create a better experience for their employees.
THE HOSPITALITY LENS IN FM
According to Lynsey O’Keefe CEO Corporate Services at Sodexo UK & Ireland, FM services delivered with a hospitality-centric approach empower organisations to create a workplace that not only boosts productivity but also fosters a sense of community and serves the purpose of retaining the best talent. O’Keefe explains that it is essential for FM providers to o er solutions that create positive and engaging workplaces, where people feel good about their work, as “when they feel good, they stay longer and work harder”.
Workplace culture is already heavily influenced by hospitality driven FM practices, from the creation and layout of the surroundings down to amenities such as access to high-quality co ee. Matthew Blackmore, Head of Marketing at iKhofi, states that o ice amenities and facilities are vital in FM as they are no longer perks, they’re expectations. Listening to and providing the wants and needs of employees boosts morale and signals care. This is particularly important in companies that want their employees to return to the o ice. For individuals to go back to the o ice they need to be given reasons to want to return, which has resulted in a shi towards hospitality-first environments.
Maxime Herbaut, Head of UK Brands & Customer Experience at Cimbali Group which makes premium co ee equipment, reiterates
that aspects that may seem like a small part of the big picture, such as the provision of good co ee, bridges the gap between home and work and acts as a social anchor.
“When people come into work, they expect the same if not better than they experience in their own homes, from access to high quality, healthy food and co ee, a variety of workspaces, and a seamless technological experience. In order to attract and retain talent the o ice cannot just be a place to work, it must o er value that remote settings can’t.”
REIMAGINING THE WORKPLACE
Creating value means reimagining the o ice space with clear purpose. Organisations that thrive are those whose facilities don’t just function but elevate the everyday experience. There are two key areas where businesses can achieve this in the context of hospitality:
Re-evaluating how physical spaces are designed and used
Emphasising the importance of collaboration hubs instead of traditional desks to create shared spaces. Bringing convenience to employees through these environments – with the access to smart building technology can help drive health and wellbeing as well as productivity.
A focus on food, amenities and a strong workplace dining o er
Food creates moments of connection that can’t be replicated in a home o ice, from a short co ee chat or shared lunch, food is not just fuel, it is a natural social anchor. In the hospitality world food is a sign of care, the same should be true in the workplace.
These areas are something that Sodexo has focused on and deems invaluable to its business. “By creating a synergy between people and place we can actively shape experiences that attract and retain talent, reinforcing belonging and driving operational e iciency,” states O’Keefe.
TRENDS SHAPING THE FUTURE OF FM AND HOSPITALITY
AI is undoubtedly at the top of everyone’s trend prediction lists, and we can expect to see it driving some real industry innovation. AI can play a crucial role in enabling a seamless experience for employees and customers and delivering personalised solutions. AI and developments in tech extend from optimising meeting room availability and adjusting workspace environments based on occupancy data, to even transforming how employees interact with workplace dining options. The latter is something being utilised by
Sodexo with the introduction of its ‘Everyday app’. Everyday is a consumer-facing platform, powered by an AI-powered engine called Foresight, that personalises food choices based on individual preferences, by analysing data of dietary habits, nutritional needs and even daily schedules. Technology allows personalisation, responsiveness and e iciency, and contributes massively to the overall ‘seamless experience’ that is so important to workplace culture.
A hospitable workplace means creating a seamless and fulfilling experience. As the industry continues to develop and this type of FM service becomes a normality, the ins and outs of being a facilities manager in an o ice environment may not be all that di erent to that of a hotel. As Lynsey O’Keefe states: “The most e ective workplace
strategies bridge hospitality and facilities management, creating a dynamic and employee-centric workplace experience. It isn’t just about aesthetics; it’s a business decision with measurable returns.”
It isn’t just about aesthetics; it’s a business
When people come into work, they expect the same if not better than they experience in their own homes, from access to high quality, healthy food and co ee, a variety of workspaces, and a seamless technological experience. In order to attract and retain talent the o ce cannot just be a place to work, it must o er value that remote settings can’t.”
CONCLUSION
The FM sector is increasingly prioritising health, sustainability, wellbeing, and socialisation through a people-focused hospitality approach. The drop in o ice occupation in recent years has provoked the need to curate environments that o er all these things, as connection isn’t automatic anymore. When a workplace feels comfortable and valuable it cultivates a sense of pride and identity, it becomes more than just a space, it becomes a di erentiator. Facilities managers have the power to shape not just the physical environment, but the entire workplace experience.
SUSTAINABILITY ON TAP
Joel Wille, Senior Product and Innovation Manager at Zip Water on how sustainability and wellbeing are combined by ensuring sta have access to high-quality drinking water
Facilities managers are no longer just concerned with meeting safety and compliance targets but are driven to deliver healthier, more sustainable workplaces that support wellbeing, improve sta retention and help meet Environmental, Social, and Governance (ESG) goals.
While the COVID-19 pandemic initially spurred a shi away from single-use plastics, that progress proved short-lived. Recent reports indicate a resurgence in levels of plastic waste, slowing progress towards a circular economy a key principle for reducing costs and driving operational e iciency. One e ective yet o en overlooked strategy to reverse this trend is by tackling waste through the introduction of innovative drinking water systems, which can o er facilities managers a practical way of meeting sustainability, wellbeing and financial targets, all with one strategic change.
PLASTIC POST-PANDEMIC
Plastic bottles remain one of the most significant contributors to plastic waste, with an estimated 500 billion used globally each year. Despite their ubiquity, these bottles take up to 450 years to degrade and alarmingly, around 90 per cent are never recycled. Since the invention of plastic in 1907, humanity has generated approximately 6.3 billion metric tonnes of plastic waste, of which only nine per cent has been recycled. The remainder ends up in landfills or, worse, in our natural environment.
The COVID-19 pandemic accelerated this crisis. While the initial shi away from single-use plastics suggested progress, more recent data shows that plastic consumption remains higher than pre-pandemic levels. This increase has been largely driven by perceived hygiene concerns, with many turning to disposable plastic as a ‘safer’ alternative.
Compounding this issue was the reduced access to refill stations during lockdowns. With fewer retailers and hospitality venues open, convenient alternatives to bottled water became harder to access.
Research into the intention-behaviour gap reveals a key insight: while many people express a desire to be more sustainable, they o en fall short in practice. This highlights the need not only for cultural change, but also for greater structural support.
The challenge? Many organisations have yet to return to their pre-pandemic momentum in reducing plastic waste. Now is the time to regain ground and move forward.
MEETING YOUR ESG GOALS
Delivering on ESG goals requires more than just policies; it demands visible, actionable change within the built environment. This
is why installing bottle-free drinking water systems isn’t just a green tick-box, it supports both the environmental and social pillars of sustainability.
Eliminating plastic bottles cuts carbon emissions associated with production and transport and helps organisations align with circular economy principles and net zero ambitions. Encouraging sta to switch to reusable alternatives can prevent hundreds of plastic bottles from entering the waste stream each year, without sacrificing convenience or hygiene.
But the impact extends far beyond emissions. On the social front, visibly sustainable practices, like filtered water dispensers and plastic-free hydration stations, can boost morale, enhance organisational reputation, and reinforce a shared culture of care and responsibility. These are key outcomes in meeting the “S” in ESG, especially in sectors like education, healthcare, and corporate o ices, where wellbeing and values alignment are increasingly scrutinised.
A wide range of energy-e icient drinking water solutions eliminate the need for singleuse plastic bottles while promoting hydration and healthier habits. From integrated filtered water taps to chilled and sparkling dispensers, these systems make it easy for users to refill reusable bottles.
When combined with the rise of reusable bottles, these solutions help organisations build sustainable behaviours into everyday routines. In doing so, facilities managers not only reduce environmental impact, but foster wellbeing and demonstrate genuine ESG leadership.
SUPPORTING WELLBEING THROUGH SUSTAINABLE WATER
As of March 2025, 41 per cent of workers in Great Britain either worked exclusively from home or followed a hybrid model. With more employees choosing flexible arrangements, management teams are now rethinking the role of the o ice as not only a place to work, but as a space that fosters collaboration, wellbeing and retention.
Providing high-quality drinking water in the workplace may seem like a small gesture, but it can have a powerful impact on both employee wellbeing and your ESG credentials. Here’s how:
Boosts hydration and productivity: Easy access to clean, filtered water encourages better hydration, helping to reduce fatigue, improve concentration, and enhance cognitive performance.
Supports infection control: Touch-free dispensers reduce reliance on shared
surfaces, an essential feature in healthcare, education, and high-traffic environments, while antimicrobial additives in the touchpad and key components of the water path inhibit the growth of bacteria.
Promotes a sustainability culture: Encouraging reusable bottles and removing single-use plastics signals care for both people and the planet, reinforcing shared values.
Improves office appeal:
For workers facing high living costs or limited access to nutritious food at home, workplace refreshments, including filtered water, add comfort and convenience, while supporting social interaction.
TIME TO STEP UP
In a recent survey of 227 UK-based facilities managers, 72 per cent said reducing singleuse plastic waste is part of their sustainability strategy while 93 per cent agreed the industry could and should do more. The pandemic disrupted sustainability progress. Good habits around reducing plastic waste were lost, and momentum stalled. Now, as we define the modern workplace, facilities managers have a unique opportunity, and responsibility, to reset. By implementing plasticfree, bottle-free water systems, organisations can:
A wide range of energye cient drinking water solutions eliminate the need for single-use plastic bottles while promoting hydration and healthier habits. From integrated filtered water taps to chilled and sparkling dispensers, these systems make it easy for users to refill reusable bottles.”
Given that personnel costs o en make up 70 per cent or more of an organisation’s operating expenses, investing in measures that support performance and satisfaction, like sustainable hydration, can yield meaningful returns. It’s not just about water; it’s about creating a space people want to return to.
Visibly relaunch environmental commitments. Support occupant wellbeing through safe, clean hydration. Re-engage sta , students, and stakeholders around shared ESG goals.
We know the full extent of the environmental and health costs of plastic. Reducing single-use plastic isn’t a seasonal campaign; it must become a year-round priority.
This is why sustainable hydration is more than just an amenity, it becomes a powerful symbol of what the workplace stands for.
The time to step up is now.
MAKITA DOUBLES BATTERY WARRANTY
Leading power tool manufacturer Makita UK is enhancing its standard factory warranty policy on batteries from one to two years. Since the 1st April 2025, any genuine Makita battery purchased will automatically qualify for a two-year standard warranty without requiring any product registration, and this applies to XGT, LXT and CXT battery platforms.
Makita o ers an extensive collection of power tools, cleaning machines, landscaping equipment, and more. Developed using market leading battery technology, the Makita range provides professionals with the ability to work flexibly, and for long periods of time. The increase in the standard factory warranty o ers further confidence to users in the quality and reliability of Makita batteries.
“Makita batteries are developed using the latest technology to ensure products are powerful and built for tough, long-term professional use,” commented Tony Coleman, Technical Services Manager at Makita UK. “The new warranty applies to all genuine Makita batteries purchased in the UK from 1st April 2025 onwards and these batteries will automatically qualify without the need to register them. This is a clear indication of our confidence in the technology that underpins all of our products, as well as our commitment to supporting tradespeople across the UK.”
TOP ARCHITECTS SPECIFY STYLE FOR OFFICE MOVEABLE WALL
The architecture practice Orms recently moved to new headquarters at 160 Old Street, London. Style worked with Victoria Interior Consulting and WFC Contractors to create flexible space in the large open plan meeting and collaboration area.
The desire was to deliver a bright and airy feel with maximum natural light and visibility. To achieve this, Style installed a Stylefold 960 sliding folding wall system. This glazed folding wall o ers a 42dB acoustic rating and is simple and quick to operate, which means an enclosed meeting room can be created in a matter of minutes.
With RAL 3009 red oxide frames, the folding wall perfectly complements the vibrant interior design of the room and, when the wall is in situ, meetings can take place without being disturbed, yet still feel part of the expansive floorspace.
“This is a very chic and stylish glass folding wall,” said Michael Porter, Style’s Group MD “and it’s very fitting for Orms, which is a firm with such an architectural pedigree.
“The double pass doors mean the wall can remain in place for extended periods, if desired. This provides a more permanent meeting room that has the option to be opened up into a completely open plan floor space when needed.”
TORMAX UPGRADES ACCESS TO NOTTINGHAM UNIVERSITY SPORTS VILLAGE
Working directly with Nottingham University, TORMAX recently completed a new automatic entrance into the David Ross Sports Village. This popular facility experiences high levels of pedestrian tra ic so TORMAX recommended their robust, technologically advanced iMotion 2202.A door drives to automate the two sets of bi-parting sliding glass doors.
O ering a complete package from door design, manufacture and installation, TORMAX also has an in-house team of qualified service engineers covering the UK. With a Planned Maintenance Contract in place, the new Sports Village entrance will benefit from timely servicing throughout the year, minimising unscheduled downtime.
“TORMAX iMotion drives set the industry standard for longevity,” confirms TORMAX MD, Simon Roberts. “Even a busy entrance such as this, with appropriate servicing, the doors can deliver reliable performance for up to 25 years or more.
“A comprehensive service call-out can quickly pick up any potential problems, avoiding long-term damage to the system whilst also providing timely maintenance to maximise the performance of key mechanisms.”
Experts in automatic door systems, TORMAX o ers tailored solutions for almost any location, including sliding, folding, and revolving doors. Central to their installations is the highly reliable iMotion motor, engineered without common wear-and-tear components like gears and brushes—minimizing maintenance and significantly extending operational life.
www.tormax.co.uk
sales@tormax.co.uk
P-WAVE’S NHS BODY AWARENESS PARTNERSHIP WINS MAJOR EUROPEAN MARKETING AWARD
P-Wave’s body awareness partnership with NHS England won the Marketing Campaign of the Year category at the 24th European O ice Product Awards in Amsterdam in March 2025.
For the past 15 months, as part of a major earlier cancer diagnosis drive, the collaboration has seen the important health message – “Blood in your pee? Contact your GP practice” – delivered directly to those at risk through a special message featured on P-Wave’s Slant6 urinal and trough screens.
“It is time to put an increasing focus on the washroom as a centre for wellbeing and men’s health,” says P-Wave Brand Manager Mark Wintle at Robert Scott. “Our partnership with NHS England is unique and has gained amazing momentum as many large businesses have come on board to support this important and potentially life-saving initiative.
“As we head into Q2, we will have succeeded in placing over 800,000 of our NHS-branded Slant6 urinal mats in men’s washrooms across the country, from pubs, o ices and restaurants, to shopping malls and stadiums.”
Collecting the award at the event, Wintle said: “A huge thank you to everyone who has contributed, supported and continues to make this campaign a success. Here’s to making an impact and saving lives, one urinal at a time!” https://www.p-wave.co.uk/
BRIDGING THE FM SKILLS GAP: HOW TECHNOLOGY CAN EASE THE PRESSURE ON STRETCHED TEAMS
The facilities management industry is facing a skills crunch. From front-line engineers to senior contract managers, FM professionals are feeling the strain of reduced headcounts, expanding responsibilities, and increasingly complex building portfolios.
Professionals say their workload is either “on the busy side” or “far too busy”, with many reporting a clear gap between what’s expected of them and the resources available to deliver. The industry’s ageing workforce is compounding the problem - more than half of FM professionals have been in the sector for over a decade, and too few younger entrants are coming through to replace them.
“FM teams are under immense pressure. With vacancies increasingly di icult to fill, it’s important to ensure you’re equipping the people you do have with the tools to work smarter, not harder,” says Karl Broom, Sales Director at MRI So ware. “That’s where technology plays a crucial role. It can’t replace skilled people, but it can take repetitive tasks o their plate and give them the insights they need to make better decisions, faster.”
The Skills Mix FM Really Needs
Today’s FM professionals need more than technical know-how. They need the ability to interpret data, manage outsourced service providers, understand the role of buildings in ESG strategy, and get to grips with smart building platforms. This is particularly true for those in senior roles, who are increasingly responsible for translating complex building performance data into board-level reports and actionable insights.
“Facilities managers today are expected to wear multiple hats,” Karl explains. “They need to understand data analytics, ESG reporting, and smart building tech on top of traditional FM responsibilities. Technology can lighten that load by automating data analysis and simplifying how insights are presented, so teams can focus on acting on the information, not just gathering it.”
Tools like MRI Agora Insights part of MRI’s FM platform, help FM teams quickly prepare data-driven presentation material for client reviews, internal reports, or KPI tracking. By automating the legwork and presenting insights in a digestible way, so ware can free up time for strategic thinking and highervalue work.
Supporting Engineers on the Ground On the front line, the challenge is di erent but
no less pressing. Many organisations are struggling to recruit and retain skilled engineers and technicians, leaving existing teams overworked and under-resourced.
Here, mobilefirst tools and automation are key. Smart CAFM systems can triage service requests, allocate jobs e iciently, and guide engineers through step-by-step workflows to ensure consistency and quality, even with less experienced sta . Embedding training, compliance, and triage directly into mobile apps reduces onboarding time, improves job satisfaction, and ensures service quality even when technical expertise is in short supply.
improves service delivery, but it also signals to current and prospective employees that the business is investing in their future.
A New Approach to Energy and FM
As buildings become more connected, FM and energy management are converging. Historically separate departments are now being asked to collaborate on net zero plans, tenant experience, and long-term asset performance.
But this collaboration can only happen when teams are equipped with the right data and the tools to act on it. FM teams o en sit on a wealth of valuable information about building performance but lack the time or skillset to interpret it. Energy teams may have the technical insight, but limited visibility into day-today operations.
Closing the Gap with Smarter Tech
For many organisations, the skills shortage is not just about recruitment but retention. Gen Z employees, in particular, expect workplace tech to be seamless and mobile-ready. They won’t tolerate clunky legacy systems or workflows that require hours of admin a er a full day on site.
A well-structured technology roadmap not only
Building a More Resilient FM Industry
As FM continues to evolve, the most resilient organisations will be those that recognise technology as a strategic enabler. With the right platforms and partnerships in place, FM teams can overcome resourcing challenges, bridge knowledge gaps, and deliver better outcomes for clients, occupants, and the planet.
“The skills shortage won’t disappear overnight,” Karl concludes, “but with the right digital support, FM businesses can make it a lot more manageable. It’s about working smarter, not harder—and giving your teams the tools they need to succeed.”
To find out more about MRI So ware’s smart CAFM solution visit https://bit.ly/43s38Mb and explore how it could help your organisation, contact their team today.
FBS HÖRMANN: DELIVERING TRUSTED PERIMETER PROTECTION SOLUTIONS FOR OVER 15 YEARS
With more than 15 years of expertise in the supply, installation, and maintenance of perimeter protection systems, FBS Hörmann has built a strong reputation for delivering turnkey solutions to the industrial warehouse, logistics, and retail sectors. Whether for new builds or refurbishment projects, the company provides a comprehensive portfolio of high-quality products, including security gates, barriers, bollards, fencing, and advanced access control systems.
A dedicated Perimeter Protection Division is led by experienced project managers who o er practical guidance on selecting the most suitable systems for each site. From the initial consultation through to final handover and commissioning, clients benefit from a fully managed service. This includes all electrical and civil engineering works, carried out by a skilled in-house team of installation engineers, through to the final project hand-over and commissioning.
Security Gates
FBS Hörmann o ers a comprehensive selection of security gates known for their performance, reliability,
and design. Options include tracked and cantilevered sliding gates, pedestrian access gates, swing and bi-fold gates. A wide variety of infills ensures suitability for most applications, and bespoke solutions are available for projects requiring a unique design.
Barriers
Manufactured from heavy-duty steel, FBS Hörmann’s barriers are available as both manual and fully automated versions. Designed for durability and operational integrity, they feature safety edges, photocell protection, and induction loop vehicle detection. FBS Hörmann access barriers are ideal for
JANGRO’S NTRL RANGE DELIVERS SUSTAINABLE HYGIENE FOR HOSPITALITY
Jangro, the UK’s largest network of independent janitorial and cleaning distributors, is setting new standards in sustainable hygiene with its ntrl range – a pioneering collection of natural cleaning products developed specifically with environmental responsibility at its heart. Designed to meet the increasing demand for greener practices in hospitality and catering, ntrl delivers high-performance cleaning without compromising on sustainability.
The range includes 13 products suitable for tasks from kitchen hygiene to washroom maintenance. Each product is formulated using plant-based extracts, ensuring they are 100% biodegradable and free from petrochemicals.
A standout feature for hospitality managers is the unperfumed sanitiser, certified with EN1276 and EN14476, guaranteeing its ability to eliminate bacteria and viruses while meeting stringent hygiene requirements. The product is QAC-free (Quaternary
Ammonium Compounds) and alcohol-free, o ering a safer alternative to traditional kitchen sanitisers that can leave harmful chemical residues on surfaces.
Regular kitchen sanitisers o en contain ammoniabased biocides (QACs) that, if not rinsed o , can enter the food chain, posing health risks. These chemicals may contaminate food or drink when touched by customers or sta . Jangro’s ntrl sanitiser removes this risk by using natural ingredients that clean e ectively without leaving harmful residues, ensuring compliance with hygiene regulations and reducing the chance of hazardous chemicals entering the food chain.
All products in the ntrl range are also packaged in 100% post-consumer recycled plastic (PCR), helping to reduce CO2 emissions and plastic pollution. The outer cartons are made from 100% recycled and FSC-certified cardboard. Adding to its ethical credentials, the ntrl range is accredited by The Vegan Society, ensuring that it contains no animal-derived
high-tra ic environments and are fully compliant with the latest safety standards.
Access control
For fast and secure access, FBS Hörmann supplies a wide range of access control solutions, including ANPR systems, intercoms, and automatic open/close via the advanced Hörmann BiSecur radio system. These systems o er enhanced convenience and security for a variety of site requirements.
Bollards and road blockers
Designed to meet various levels of security FBS Hörmann provides a versatile selection of bollards and road blockers. From fixed and fully automated bollards to high-security solutions like OktaBlock, systems can be tailored to meet specific operational, and protection needs.
Nationwide Maintenance & Support
Clients benefit from FBS Hörmann’s industry-leading a ercare and maintenance services. With 24/7 availability, 365 days a year, the company o ers rapid response times - typically within just four hours.
ingredients and is cruelty-free.
With Jangro’s ntrl range, hospitality businesses can uphold rigorous cleanliness standards while enhancing their environmental and ethical credentials.
Discover how Jangro's ntrl range can support your cleaning requirements at www.jangro.net/ntrl/
MARTINDALE ELECTRIC LAUNCHES TWO NEW HANDHELD PORTABLE APPLIANCE TESTERS
Martindale Electric has unveiled two brand new handheld Portable Appliance Testers (PAT) with the launch of the HPAT550 and HPAT650. Compact, easy to operate and feature-rich, the new testers are designed to simplify PAT testing while maintaining full compliance with testing requirements for Class I and Class II appliances.
The new models are built for portability and convenience. They o er one-button automatic testing and a clear PASS/FAIL indication, backed by measured values shown on a high-resolution colour display.
The HPAT550 and HPAT650 deliver all the essential tests needed to verify the safety of electrical appliances. Both instruments include an IT-safe 200mA earth continuity test, selectable insulation resistance testing at 250V and 500V, and a dedicated test mode for IEC power leads. The 250V insulation test option ensures compatibility with surge-protected devices, giving testers greater flexibility across a wider range of applications.
With a simple interface and logical test sequencing, the HPAT series has been developed to reduce user error and increase e iciency, particularly for high-
volume PAT environments. The HPAT550 features fully automated testing modes for quick and consistent results, making it the perfect choice for basic compliance checking.
For those needing more advanced features, the HPAT650 steps up with additional capabilities. The unit includes onboard memory for storing up to 100 test results with on-screen recall, allowing testers to keep track of their testing without external devices.
Single test execution mode enables users to carry out individual tests manually, while user-adjustable test limits cater for appliances with longer supply leads or non-standard requirements.
The HPAT650 also includes a substitute leakage test feature for checking earth leakage at reduced voltage an essential addition for sensitive electronic equipment where powered testing is impractical or not permitted.
Both models feature an intuitive user interface with context-sensitive help screens, making them accessible to both seasoned professionals and those new to PAT testing. The robust yet compact construction ensures durability in challenging site conditions. Both testers can complete a significant number of tests on a single charge with an auto power-down feature to extend battery life even further.
The HPAT550 and HPAT650 are supplied with everything needed to begin testing straight out of the box. Each kit includes a TL67 earth bond probe, EX322 IEC adaptor lead, TC57 carry case, and a USB-A to USB-C charging cable, alongside a verification certificate and operating instructions.
UK GOVERNMENT CRACKS DOWN ON AIR CONDITIONING COMPLIANCE: HIGHER FINES FOR RULE BREAKERS
UK businesses could face significantly increased fines for failing to comply with TM44 air conditioning inspection regulations, potentially amounting to a collective cost of hundreds of millions of pounds.
To help boost energy e iciency and tackle widespread non-compliance, the government is tightening enforcement of mandatory air conditioning inspections by proposing higher fines. This action aims to ensure that businesses stick to regulations designed to promote sustainable energy practices. Ignoring the requirement of TM44 compliance is no longer an option. Businesses must take immediate action to avoid he y fines and Green Zone Surveys provides fully compliant solutions to organisations across the UK.
Understanding TM44 inspections
A TM44 inspection is an assessment of a building's air conditioning systems. Their primary purpose is to help businesses improve building e iciency, ultimately reducing energy consumption, carbon emissions and operating costs.
Green Zone Surveys o er both Standard and Enhanced TM44 Recommendation Reports, o ering
clients a deeper understanding of their energy consumption and data through analysis.
Enforcement and Penalties
Current enforcement are seen as too weak and not financially damaging, leading to a lack of adherence. Recognising that the existing fine is not enough to deter non-compliance, the government is proposing to increase penalties to £800 per o ence for businesses that neglect to carry out TM44s, with the additional fine still imposed weekly until a valid certificate is obtained. The overall cost implication for businesses is huge and
the message is clear: strict adherence to energy e iciency regulations is non-negotiable.
Businesses Must Act Now
Don’t wait for enforcement o icers to knock on your door. Contact Green Zone Surveys to check your compliance status and book your survey with one of our in-house expert assessors.
FACILITIES & ESTATES MANAGEMENT LIVE
The inaugural Facilities & Estates Management Live takes place on 7th and 8th October 2025 at the Business Design Centre in London. This dedicated event for Facilities and Estates Management professionals is designed to span the entirety of FM activity.
The show is the initiative of Facilities Management Journal (FMJ) the leading FM title covering the FM and workplace sector. Being focused on FM and estates – the event will be closely tailored to what FMs want to see, do and learn, with insightful seminar sessions and the opportunity to discover relevant products and services.
Supporting this bespoke approach, Facilities & Estates Management Live has forged key partnerships from within the built environment, including industry associations, The Institute of Workplace & Facilities Management (IWFM), the Chartered Institution of Building Services Engineers (CIBSE) and The Royal Institution of Chartered Surveyors (RICS).
We’re also pleased to announce our headline sponsor is CBRE, the global leader in commercial real estate services and investment.
Our well-respected media partners include, Government Business, i-FM.net and the FM Forum representing FMs working in commercial, retail,
education and healthcare sectors as well as FM and property management decision makers across local and central government.
EXHIBITORS
The Facilities & Estates Management Live exhibition floor has been especially curated to provide a cross section of top suppliers of products and solutions aimed at FM and estates professionals.
SEMINAR PROGRAMME
There are two concurrent speaking schedules at the show: a seminar programme from thought leaders in FM and the built environment and a series of product
NEW SALES MANAGER FOR VOX IGNIS
Global voice alarm and emergency audio and alarm systems business Vox Ignis has recently appointed Richard Gray as its new Regional Sales Manager for the South of the UK.
Following the retirement of his predecessor Nick Teahan, Richard joined the company at the end of April with a remit to grow its sales and customer base across the south of the UK, and to support sales of the company’s Unicorn Voice PAVA, Lexicomm EVC, AssistCall safety alarms and InEvac lockdown systems.
demonstrations from key suppliers in the market. The seminar programme is devised by FMJ editor Sara Bean in consultation with members of the FMJ editorial steering group who represent client side FMs from a range of sectors, including public sector, not for profit, professional services and healthcare.
Confirmed sessions for the seminar events so far include:
Keynote address by Laura Toumazi of CBRE GWS. Panel discussion on recruitment and training in FM chaired by i-FM’s David Emanuel H&S legislation update from H&S consultant Kate Gardner of International Workplace.
Professional progress in FM with speakers from the IWFM, CIBSE and the RICS
Expert advice on managing FM contracts by Mark Whittaker of Thomson FM consultancy & Chair of the IWFM
Panel discussion on wellbeing at work chaired by renowned Psychologist Dr Nigel Oseland
Advice on meeting energy and sustainability goals. Kam Singh Executive Director - EMCOR UK
Portsmouth-based Richard is well known in the UK fire industry having spent nearly 20 years in senior design and sales roles for many well-known installers and distributors, with particular expertise in EN54-16 voice alarm systems.
Jeremy Kirkup, Sales Director said: “We’re very happy to welcome Richard to the company. He is a very well-respected professional with vast experience and has fitted in well. We are growing quickly with sales across our portfolio, especially for our Unicorn Voice integrated PAVA and EVC system, and Richard is quickly proving a real asset. Our product launch programme for 2025 is already full and these are exciting times for everyone who deals with Vox Ignis.”
https://vox-ignis.com
info@vox-ignis.com
TAKING A UNIFIED APPROACH TO ADOPTING AI IN FM
FMJ has partnered with global worktech leader, Eptura, to deliver a webinar on Thursday 26 June at 11am to discuss Eptura’s 2025 Workplace Index that suggests that over a third of employers are proactively looking to increase o ice attendance which could result in a rise in the use of AI and cross-platform data analytics to help manage FM operations.
The webinar will bring together experts from Eptura, along with FM thought leaders on the adoption of integrated solutions that unleash powerful data analytics capabilities, leading to increased productivity and reduced operational costs.
The panel will discuss the key benefits of this approach including: Reduction of so ware and management costs.
More e icient processes for raising asset work order requests.
Significant cost savings in maintenance.
Sign up for the webinar here https://bit.ly/3HnB G
https://bit.ly/3HnB G
GRAEME CAMERON PROMOTED TO COO ROLE AT ISS UK
Graeme Cameron has been promoted to the role of Chief Operations O icer (COO) of ISS UK and Ireland’s Operations Performance (OP) function, e ective 1 June 2025. Cameron succeeds Aidan Bell, who has le ISS a er almost five and half years to become CEO of a non-competitor company.
Cameron joined ISS in 2019, having already spent almost 15 years in the facilities management industry. In a series of roles at the company, including Director of one of ISS’ largest and most prestigious key accounts, leader of its customer retention programme and most recently as Commercial Director, Cameron has championed the company’s ambitions to grow profitably through new business wins and build ever deeper partnerships with existing customers.
Under Cameron’s leadership, the OP function will be the catalyst of accelerated, positive change, driving business performance and commercial momentum. It will bring to market product and service innovations in key growth areas, including sustainability, workplace experience and capital projects, and will continue to drive e iciency and e ectiveness programmes to support a lean, sustainable operation.
CARLISLE APPOINTS HEAD OF OPERATIONAL TRAINING
GROUP CEO APPOINTMENT AT CLEARWAY
Carlisle Support Services has appointed David Brook as Head of Operational Training to unlock new service potential and accelerate long-term growth vision.
The appointment, says Carlisle, represents another strategic step in its commitment to raising industry standards, having now completely removed the use of subcontracted labour across security and events operations for over a year to improve consistency in quality and service delivery.
Brook, who joins Carlisle with a wealth of experience within the education field, will be responsible for developing accredited courses that diversify the organisation’s service o ering and raise training standards within the security and facilities management industries.
Phil Doyle has been appointed as the new Group CEO of pan-European security services provider, The Clearway Group. He succeeds Peter Eglinton, Group Executive Chairman, who has successfully led the organisation through a significant period of growth and transformation over the past two years. Doyle joins Clearway with more than 20 years of senior leadership experience in the security and safety industry. His previous roles include Vice President at Bosch Security Systems, Regional Director at AXIS Communications, and most recently, Chief Business O icer at BauWatch. Doyle’s deep industry expertise and commercial acumen will play a crucial role in driving the Group’s continued growth across its core markets.
FIXING THE LEVY
As construction faces its biggest skills shortage in decades, Nicola Hodkinson, Owner and Director of Seddon explains why reforming the Apprenticeship Levy is essential to securing the industry's future workforce
The UK construction industry continues to face a workforce crisis, with 251,500 extra workers needed by 2028 just to keep up with demand - but the current apprenticeship system is failing to deliver the skilled workforce the industry desperately needs.
With a 47 per cent apprenticeship dropout rate and a heavily self-employed workforce, urgent action is needed to reform the Apprenticeship Levy, making it more flexible and tailored to the construction industry's unique requirements. This includes modularising apprenticeship standards to support the specialisms o ered by contractors and allow apprentices to gain experience across multiple employers.
Only by creating a system that recognises construction's specific workforce patterns and skill needs can we build a workforce fit for the future.
THE CURRENT STATE OF THE
APPRENTICESHIP
LEVY
The Apprenticeship Levy, introduced in 2017 by the Conservative Government, was designed to provide long-term funding for apprenticeships and give
employers more control over training opportunities. But when it comes to addressing skills development, the current Levy is falling short.
Construction employers are subject to both the Apprenticeship Levy and CITB funding, yet these levies lack the flexibility and support the industry needs. Most contractors specialise in specific areas of construction, making it di icult for them to provide apprentices with the full range of work experience
required by the current apprenticeship standards. This, along with limited funding and a lack of incentives, makes it harder for employers to hire and retain apprentices, exacerbating the skills gap.
We cannot allow the current system to shut out eager candidates. Last year, Seddon received over 1,100 applications for just 16 apprenticeship vacancies, including a significant number of women looking to enter the industry. The demand is there, but a lack of funding, apprenticeship opportunities, and employment incentives is preventing many aspiring apprentices from accessing careers in construction.
If the government reformed the Levy to better align with the needs of the construction industry - o ering greater flexibility, targeted funding, modularised standards to support contractor specialisms, and procurement policies that require apprenticeship opportunities - the sector could finally begin building the skilled workforce it urgently needs.
COLLABORATING WITH SUPPLY CHAINS
Despite the high demand we are seeing for apprenticeship places, the system remains flawed in its ability to allow employers to e ectively access and utilise funding for apprentices. That said, a
key solution lies in strengthening supply chain collaboration. By working closely with subcontractors, suppliers, and organisations like CITB, main contractors can develop alternative pathways, such as traineeships for experienced candidates.
Modularising apprenticeship standards is also crucial, allowing apprentices to move between employers to gain experience without risking their apprenticeship. Meaningful incentives for employers in underserved areas will ensure that location doesn't hinder someone's construction career.
Last year, by collaborating with our supply chain partners, Seddon placed an extra 20 apprentices across the supply chain that we simply could not take on ourselves. I would like to see more main contractors adopting this approach in 2025 – it is a surefire way to create a more sustainable pipeline of skilled workers.
PROCUREMENT POLICIES TO LEVEL THE PLAYING FIELD
We need to see a shi in procurement policies. If public sector procurement practices moved towards one which supported and protected workforce employment, this would create a level playing field when it came to win work strategies and would directly and positively impact the sector's productivity levels whilst reducing the flexible labour model.
Making employment and apprenticeship opportunities a requirement in contracts would ensure that all firms contribute to workforce development rather than just a select few. This approach would not only support apprentices but also help secure the skilled labour force needed to meet the UK government's ambitious building targets. Without a long-term commitment to training the next generation, the industry will continue to face labour shortages, rising costs, and project delays.
The over-reliance on the Flexible Labour Model (FLM) in construction is another factor contributing to the skills crisis. The widespread use of self-employed tradespeople and agency workers has led to a focus on short-term cost-cutting rather than long-term workforce development.
If we address the needs of those already in the industry – upskill and reskill – there will be a natural flow within the industry which will directly support new entry, but the key must be employment. We must move to an employed model to solve our workforce issues.
THE STEPS TO REFORM
The current Levy structure fails to account for the construction sector’s unique needs, placing a financial burden on companies while o ering little flexibility in how funds can be used. A restructured system - one that allows Levy funds to be reinvested into more tailored training programmes, specialist apprenticeships, and collaborative supply chain initiatives - would provide the industry with the tools it needs to bridge the skills gap.
EDUCATED PALATE
TheLizzie Foskett BSc RNutr Head of Nutrition & ESG, BaxterStorey on a new in-person course, created to inspire and educate BaxterStorey’s team members about the benefits of sustainable nutrition
future of food service is evolving rapidly, shaped by growing consumer demand for transparency, responsibility, and innovation. We've launched an initiative which marks a pivotal step in aligning operational excellence with sustainability and wellbeing.
We’ve done this through the introduction of bespoke nutritional education for every team member, accredited by the Association for Nutrition (AfN).
This programme, part of our broader People, Planet, Purpose mission, reflects a deep commitment to embedding sustainability, creativity, and personalisation at the very heart of our food and beverage operations.
It is a move that not only invests in the skills and knowledge of our teams but also strengthens our ability to deliver greater value to facilities management clients while navigating the complex landscape of food, health, and sustainability.
NUTRITIONAL TRAINING
Each team member will undergo a tailored nutritional course designed to meet them at their point of need. The content, carefully developed and influenced by culinary experts and partners Jenny Chandler, Josh Eggleton & Bettina Campolucci Bordi and accredited by AfN, covers a wide spectrum: from understanding the fundamentals of nutrition and sustainable diets to applying principles of seasonality, personalisation, and science-led menu engineering.
This will then be validated by our partnership with Soil Association and their Food for Life programme. This will relate to the sustainable standards set and reward best practice hospitality operations.
Importantly, the course ensures that participants can translate complex nutritional science into everyday practice. It then gives them the ability to apply their knowledge to what they can o er customers.
BEHAVIOURAL CHANGE
But this initiative goes far beyond academic learning. The training is designed to inspire
real behavioural change, empowering team members to become ambassadors for healthier, more sustainable food choices. Graduates of the programme are equipped not just with knowledge, but with the confidence to communicate it e ectively, explaining the ‘why’ behind ingredient choices, menu shi s, and operational practices to clients and customers alike. In an environment where food policies, strategies, and ESG commitments are under increasing scrutiny, this ability to advise and engage has become a significant di erentiator. The impact of the training is already tangible. Team members who have completed the course are rethinking menu design with greater consideration for seasonality and sustainability. That impact is being felt beyond their customers. They are also fuelling themselves more e ectively for safer and sharper operational performance and influencing their wider communities through the promotion of better nutritional habits. The ripple e ect is significant, enhancing not just customer experience but also workplace culture, wellbeing, and ultimately, business resilience.
ESG GOALS
This development is part of a structured nutrition and sustainability journey for us, and we have big plans to grow over the next five years in partnership with industry bodies and clients. It directly supports the 21 ESG goals of our ‘Second Nature’ initiative, as well as bolstering our existing collaboration partners, with the introduction of The British Nutrition Foundation, to help our teams navigate this ever-changing landscape, especially when it comes to contributing to long-term client outcomes in health, sustainability, and employee engagement.
We believe success in food and beverage services must start at the floor level — empowering chefs and operational teams not only with skills but with an evidencebased and meaningful understanding of the broader impact of their work. Historically, chefs and hospitality teams have rarely been o ered access
to this level of nutritional education, but the appetite for knowledge has been striking. Team members are eager to engage, recognising the opportunity to lead change rather than simply respond to it.
FOOD STANDARDS
Crucially, the partnership with the AfN signals a new standard in the FM industry. It showcases how the sector can move beyond traditional service delivery to become a proactive force in advancing sustainable nutrition, personal wellbeing, and planetary health – because with great food, comes great responsibility. It also helps our clients respond to a landscape where food, health, and environmental strategies are being increasingly recognised as interconnected.
As the food service sector continues to evolve, initiatives like this demonstrate how investment in people can unlock innovation, strengthen client partnerships, and deliver sustainability commitments. It is an approach that turns purpose into practice — and sets a new benchmark for the industry.
Through education, enrichment and empowerment, we are ensuring that the next generation of food service leaders are not only creative, but deeply responsible. We leave no crumbs on the table when it comes to doing the right thing and we believe this model is built not just for today’s challenges, but for the opportunities of tomorrow.
Axil, Veolia and The Momentum Group recognised as Best Places to Work
Axil, Veolia and The Momentum Group have all been recognised in The Sunday Times’ Best Places to Work 2025. The awards celebrate organisations with the highest employee engagement and wellbeing levels, as measured by the in-depth employee surveys carried out this year and are only presented to companies who meet the strict engagement criteria.
Total waste management provider, Axil wasnamed on the list for the second year running, scoring ‘excellent’ across all six drivers of employee engagement: reward and recognition, information sharing, empowerment, wellbeing, pride, and job satisfaction.
Veolia - the only resource management company to achieve this prestigious listing as a very big organisation. The company also achieved an excellent rating for employee happiness, confidence in management, diversity and inclusion, empowerment, job satisfaction and instilling pride at work.
One of 187 medium-sized businesses in the UK to have made the list this year, the Momentum Group achieved a 90 per cent overall wellbeing score and 88 per cent for job satisfaction and scored highly across employee satisfaction and workplace excellence.
Compass Social Partner Hub helps more people into work
In the last six months Compass Group UK & Ireland’s Social Partner Hub has doubled its impact in securing roles for more than 100 people who were previously struggling to gain employment. The Social Partner Hub has so far resulted in paid employment for 220 people, while over 1,000 people have received help with job interview training and guidance.
Launched in 2023, the Social Partner Hub was developed to support those who have traditionally faced barriers to entering the job market, such as those who are long term unemployed or people with disabilities.
Sonia Murtagh, Social Partnerships Resourcing Lead at Compass Group UK & Ireland said: “Hospitality is a barrierless industry with many opportunities for everyone, regardless of their background. We’re incredibly proud that we can o er support and the first rung on the career ladder to people who have been struggling to get into employment. As part of our Social Promise, we want to be a force for good.”
A third of employers think AI will increase productivity
A new survey from workplace experts, Acas has revealed more than a third (35 per cent) of employers think that artificial intelligence (AI) will increase productivity.
Acas commissioned YouGov to ask employers in Britain what they thought was the most important benefit of AI at work.
The survey also found that:
12 per cent thought AI would give a competitive edge.
11 per cent thought it would increase knowledge.
11 per cent thought more work would be
done with fewer sta .
11 per cent thought there would be no benefit.
Acas Chief Executive Niall Mackenzie said:
“Used responsibly, AI has the potential to empower workers and support the delivery of di erent workplace tasks. A good clear policy will help businesses stay safe, transparent and reassure sta that they are valued.”
Acas has provided some top tips for employers on the use of AI at work, these include:
Employers investing in AI should highlight how it can improve employees’ roles and reassure sta that human involvement will still be needed.
Organisations should remember that AI is not perfect, so outputs should be checked for accuracy, tone and bias. AI should be cited when used and sta may require training on how to get the best outputs.
Employers should develop clear policies regarding the use of AI in the workplace and should consult employees and any representatives on its introduction. If there is an expectation that certain roles begin using AI, that could mean a change of terms and conditions.
Gender diversity needs to be a strategic priority if the built environment industry is to tackle skills crisis
Tackling the UK construction sector’s biggest challenge will prove impossible as long as businesses persist in simultaneously paying ‘lip service’ to gender diversity while refusing to make structural and cultural changes to their operations, according to the Circle Partnership.
PwC’s latest ‘Women in Work’ index report measures factors such as the gender pay gap and employment levels. It shows that women’s worsening unemployment and participation in the workforce has pulled the UK to a shameful 27th out of 33 OECD’s most important economies.
This is at a time when British construction is attempting to juggle the simultaneous needs of rapidly increasing output while experiencing chronic labour supply issues. If the construction sector is to move past these challenges, it must stop merely talking about the need for greater gender diversity and make concrete steps to changing the composition and culture of the sector.
Failing to focus on initiatives to retain their existing diversity means that businesses are also actively hampering their future talent pipeline: 87 per cent of Gen Z consider the DEI of a workplace and 56 per cent will not work for a business without a diverse leadership.
Ceri Moyers, Director of The Circle Partnership, an organisation supporting businesses from across the built environment to combat the skills crisis through retaining their existing female talent commented: “Ensuring we’re investing in keeping the diverse talent we already have must be seen as an urgent priority – not only to keep the wheels turning, but to ensure that businesses remain competitive and attractive to potential future talent.”
One coreless solution, many efficiencies
Tork OptiServe® Coreless Toilet Paper System – designed to optimise operational efficiency and minimise environmental impact
A wide range of dispensers allows you to cater for many needs and use only ONE solution across your facility. Innovative compact rolls have 3x more paper.1 And no core and no wrap cuts packaging by 92%2 to greatly reduce waste.
Less waste to dispose of, plus high-capacity dispensers that are certified Easy to use3 for fast refilling and fewer checks, saving your cleaners’ time.
Better hygiene for better business
tork.co.uk/optiserve or tork.ie/optiserve
1 Tork Coreless art. 472630 (2-ply roll) is 94.3 m long while the average length of Tork (2 ply) articles 110767 (DE), 100320 (UK) and 122170 (FR) is 28.3 m
2 Tork Coreless art. 472630 versus the average of Tork articles 110767 (DE), 100320 (UK) and 122170 (FR) as compared to the packaging weight, which includes cores and two layers of plastic packaging
