Facilities Management Journal May 2025

TRANSFORMATION STRATEGY

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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

“May you live in interesting times” is not an old Chinese proverb but believed to be a phrase coined by a 19th century British politician to describe a time of turmoil. It sums up the volatile state of the world economy since the introduction of tari s by the current US administration.

While reports from the RICS, CBRE and Cushman and Wakefield on Corporate Real Estate (CRE) paint a largely positive picture, according to the RICS report (see page 8) despite the UK’s commercial property market showing early signs of recovery - the rise in national insurance costs and the Trump tari s are creating pressure and uncertainty.

The facilities management sector has been coping with economic, social and political pressures for much longer than the current upheavals. The rise of hybrid working remains a challenge, our panel agreed in this month’s roundtable report (page 24). The debate centred on the use of tech to help mitigate against uncertainty. As one participant said, “if you don’t know what you don’t know,” that leads to chaos.

Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions

Wayne Young, Facilities Manager at DB Cargo (UK)

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Taking a radical approach to dealing with uncertainty is the strategy advocated by our interviewee Iain Franklin from JLL (page 36). He believes that the sector needs to adopt the practices of the hotel and airline industries to better manage commercial buildings. The premise goes way beyond providing flexible spaces but instead proposes that like the travel sector, CRE and FM responds to changes in workplace patterns by providing demand-driven services that reduce waste, optimise costs, and result in sustainable o ice space utilisation.

This dynamic management approach, he states in his paper: Transforming hybrid o ice management with an overarching dynamic delivery model could mean nothing short of rewiring the industry, but in such a volatile world perhaps a radical rethink is what is needed.

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.

Jessica Rauf-Thomas of EMCOR UK explores the huge maintenance backlog in the UK and how a smart asset management strategy is vital in tackling it.

Charlie Moss, Relationships Manager at workplace design and build specialists Interaction suggests the many ways you can monetise your unused o ice space.

Emma Persey, Co-founder of The Stair Climbing Company, with expert advice on accessibility solutions that help facilities managers create inclusive environments.

Mats Broman, CEO of SWG explains the benefits of the Information Management Initiative (IMI) to the facilities management sector.

Mellita D’Silva, Lead Consultant at Action Sustainability, discusses why FM companies must embrace sustainable procurement now.

20 How can facilities managers with health and safety responsibilities encourage employees to take personal responsibility for workplace safety, and promote a safety-first culture?

ROUNDTABLE

24

FMJ partnered with MRI in a recent roundtable which brought a group of thought leaders from both FM client and services backgrounds together under Chatham House rules to discuss how innovations in AI-based so ware can be harnessed to deliver intelligent FM solutions.

INTERVIEW

28

Iain Franklin, Managing Director, Transformation at JLL, explains why taking the lead from how the airline and hotel industries operate could have a transformative e ect on how FM services are delivered.

STORAGE

32

Graeme Matthews, Sales Director at Bisley o ers advice on storage solutions designed to meet the needs of both the hybrid workforce and the dynamic workplace.

SECURITY

34 Matthew Holliday, Director of Technical Services & Field Operations at the National Security Inspectorate (NSI), on addressing false alarms from security systems.

INTERIORS

36

Madeleine Ford presents a preview of Clerkenwell Design Week 2025: the UK’s leading design festival which takes place this May in a range of venues throughout London’s architecture and interior design hub.

CLEANING

40

Mark Venner, Kärcher, discusses why choosing sustainable cleaning products is a non-negotiable for facilities managers.

41 Brad Reames of Peartree Cleaning Services on greening up cleaning.

WASHROOMS

42

Anil Madan, Non-Residential Marketing Manager at Ideal Standard UK and Armitage Shanks on the evolving aesthetic of accessible washrooms.

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

48 Kate Young - UK Talent Acquisition Manager, Serco UK & Europe explains how a veteran recruitment strategy can help fill the skills gap in facilities management.

49 Ed Parsloe, CEO of coaching and mentoring provider The OCM describes how AIpowered coaching skills practice can develop leadership skills for facilities managers.

CAREERS NEWS

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

Next Edition

In June’s issue we explore the key considerations for FM when adhering to HVAC legislation. Our ergonomics feature explores the main causes of MSD when working in a range of di erent environments and the solutions available to prevent symptoms. Additionally, our hospitality article examines the current picture of FM in the industry, focusing on the wide-ranging contribution FM makes to enhancing hospitality services and the increasing role of tech in streamlining services. For our FM Clinic we ask, what steps can workplace leaders take to ensure that LGBTQ+ inclusion is embedded at every level? And finally, we examine the sustainability factors involved in supplying fresh drinking water; from reducing single use plastic to ensuring easy access to hydration.

LEGAL VIEW

PAY ATTENTION TO THE NEW CORPORATE CRIME LAWS

Laurence Howland, Lead Consultant of How Compliance Ltd and Director Risk and Compliance of Buckles Law

Facilities management professionals may not expect legal updates to shake up their day-to-day responsibilities, but recent changes to corporate crime laws in the UK could have serious implications, whether you run a cleaning company, oversee multi-site operations, or manage a specialist maintenance team.

At the heart of the issue is something known as the ‘identification doctrine’, a legal principle that has, until recently, made it difficult to hold businesses criminally liable for their actions, unless its leaders, the so-called ‘controlling minds’, were directly involved in the wrongdoing.

Historically, unless directors or board-level executives were personally involved in misconduct, the company couldn’t usually be held responsible. This made prosecutions difficult, especially in large or complex organisations.

Over the past decade, however, laws like the Bribery Act 2010 and Corporate Manslaughter and Corporate Homicide Act 2007 have begun to create exceptions, introducing new offences where companies could be liable not for committing a crime, but for failing to prevent one. These offences demanded that firms put reasonable procedures in place or face the consequences.

Now, with the introduction of the Economic Crime and Corporate Transparency Act (ECCTA) 2023, the rules have shifted even further. From October 2023, the ECCTA introduced two important changes:

• Failure to prevent fraud – Large companies must take proactive steps to stop fraud carried out by employees or contractors.

‘Large’ means meeting at least two of the following three criteria: more than 250 employees, turnover over £36 million, or balance sheet assets over £18 million.

• Broader liability for senior managers – This is the real gamechanger. Under Section 196 of the Act, any business, regardless of size, can now be held criminally liable if a senior manager commits an economic crime, such as fraud, theft or money laundering, during their work.

In other words, small and medium-sized FM businesses are no longer shielded by their size or structure. If a senior manager misuses company funds, overcharges a client, or launders money while acting in their role, even without the knowledge of the directors, the company could be prosecuted.

Pending legislation could soon extend this principle even further. A new Crime and Policing Bill, currently at Committee stage in the House of Commons, proposes that businesses should be liable for any criminal offence committed by a senior manager, not just financial crimes. That might include anything from assault to harassment, depending on the circumstances.

This has major implications for FMs with large site-based teams, extensive subcontractor relationships, or client-facing managers operating with a high degree of autonomy.

WHAT YOU SHOULD DO NOW

Businesses aren’t expected to control every action of every manager, but they are expected to take reasonable steps to prevent misconduct. That means:

• Reviewing employment contracts and HR policies

• Providing clear training and behavioural expectations for staff

• Ensuring financial procedures and authorisations are robust

• Documenting efforts to prevent fraud and economic crime

• Seeking compliance or legal advice where appropriate

The message from legislators is clear: businesses must take responsibility for how their senior people act and be able to show they have done so.

These new laws offer a timely reminder that protecting your business isn’t just about delivering a great service but also about managing risk from the inside out.

MITIE UPGRADES FULL-YEAR OPERATING PROFIT GUIDANCE

Mitie has reported continued good momentum in Q4 and upgraded its full-year operating profit guidance in its trading update for the year ended 31 March 2025 (FY25).

Highlights include record revenue, up 13% to c.£5.1bn (FY24: £4.5bn), including c.9% organic growth.

Revenue growth in Q4 was up by c.9% yoy to £1,350m (Q4 FY24: £1,233m).

Following this good trading performance, Mitie says it expects FY25 revenue to grow by c.13% yoy to c.£5,100m (FY24: £4,511m).

As a result of the upli in Group revenue, combined with Mitie’s extensive programme of margin enhancement, operating profit guidance has been upgraded and is expected to be c.£230m (FY24: £210m), with an operating margin of c.4.5% (FY24: 4.7%).

During Q4 Mitie secured several notable wins and renewals, resulting in a record c.£7bn Total Contract Value (TCV) of wins/renewals/extensions in FY25 (FY24: £6.2bn). This included a significant contract award: (£136m p.a. for 7+3 years) from the Department for Work and Pensions (DWP) in Q4, for security services commencing in October 2025. Mitie reports it is entering FY26 with a strong order book and £24bn pipeline.

CIBSE AND IBPSA-ENGLAND COLLABORATE ON TECHNICAL SYMPOSIUM ON SUSTAINABLE BUILDING DESIGN

The CIBSE IBPSA-England Technical Symposium 2025 concluded successfully in London on 24-25 of April, bringing together industry leaders, researchers and professionals from across the globe to discuss cutting-edge advancements in sustainable building design and performance.

A collaboration between CIBSE and IBPSA-England, the symposium merged two of the industry’s leading events: CIBSE’s annual Technical Symposium and IBPSAEngland’s biennial Building Simulation and Optimisation event. Themed ‘Fit for 2050 –Achieving Net-Zero through Intelligent, Resilient, and Sustainable Design in the Built Environment’, the event o ered an essential platform to showcase research, innovation and best practices in achieving a net zero future for the built environment.

With a comprehensive two-day programme, the Symposium featured 34 sessions and nearly 100 expert speakers. Keynote addresses were delivered by CIBSE’s President, Fiona Cousins, and IBPSA-England Chair, Neveen Hamza, both of whom set the stage for dynamic discussions around the future of building performance and sustainability. The symposium covered a diverse range of topics aimed at transforming the industry and ensuring the sector is equipped to meet the challenges of decarbonisation and climate resilience. Attendees were immersed in technical reviews, case studies, poster presentations, and thought-provoking discussions.

Key topics included net,zero carbon methodology and benchmarks for commercial buildings, decarbonisation strategies for stadium buildings and homes, the role of passive design and smart technologies in achieving sustainability, building resilience against climate change through e ective design strategies, and innovative approaches to district heating systems and energy-e icient retrofits.

JLL bolsters workplace management business

JLL has announced the strengthening of its Workplace Management business to tackle unprecedented and complex challenges facing organisations surrounding rising costs, their real estate portfolios, sustainability, attracting and retaining talent, and more.

JLL has combined facilities management, technical services, energy and sustainability, and experience and occupancy under its new dedicated Workplace Management (WPM) sub-business line in Real Estate Management Services (REMS), as it looks to address these challenges head on.

Led by Paul Morgan, COO of Work Dynamics, WPM brings together approximately 51,000 facilities management, engineering, experience and mobile technical specialists who can safely and expertly address the dynamic needs of modern organisations and drive greater value for JLL clients.

WPM takes an advisoryled approach and leans on global and local expertise, standardised delivery, insights and integrating state-of-the-art technology to reposition clients’ real estate portfolios as a value driver versus a cost centre. According to JLL’s Future of Work Survey, 48 per cent of respondents globally identified flexibility, agility and resilience as the second most important skill required for commercial real estate to deliver value by 2030.

FLEX AND COWORKING OPERATORS STILL IN THE EARLY STAGE OF ESG ADOPTION

Operators are still in the early stages of their ESG journey, according to the first ever ESG survey undertaken in the flex and coworking sector, carried out by technologywithin.

Between February to April 2025 technologywithin conducted a survey and interviews with flex and coworking operators, with survey respondents predominantly from the UK (78 per cent) and the remaining 22 per cent representing operators from Europe and other global markets. Among respondents, 19 per cent currently have no ESG policy, while 22 per cent are in the process of developing one. However, there is progress, with nearly half (47 per cent) having already created a combined ESG policy, and 25-28 per cent having introduced additional policies focused on areas such as diversity, equity and inclusion (DE&I) and sustainability. Progress remains relatively recent. A significant portion (41 per cent) have only developed their policies within the last two years, while just 19 per cent have had an ESG policy in place for more than three years. Encouragingly, 59 per cent of operators review their policies annually, indicating e orts to embed ESG considerations into both strategy and operations.

Implementing ESG policies across diverse, legacy portfolios presents significant challenges for many operators. Operators cite major barriers such as budget constraints (64 per cent), unclear return on investment (42 per cent), process complexity (33 per cent), and di iculties in uniform policy implementation across sites (30 per cent). Crucially, 46 per cent of respondents also acknowledge a lack of expertise as a key barrier to progress.

When asked about factors that would accelerate ESG adoption, financial incentives emerged as the top motivator (71 per cent), followed closely by enablement from knowledge-sharing initiatives, including industry best practices and peer discussions (63 per cent). Other important drivers include government incentives such as tax breaks and grants, as well as support from landlords and property owners (both at 59 per cent). Occupier demand is also a factor, with 56 per cent of operators stating they would be influenced by tenant expectations.

ESG tracking and measurement remain in its infancy. Currently, 36 per cent of operators do not measure any ESG initiatives, and 33 per cent rely on manual methods such as spreadsheets. Only 20 per cent use external auditing services or dedicated ESG platforms, with cost likely being a barrier to broader adoption.

To download the full report visit https://bit.ly/42RxxSr

IWFM’S 2025 MARKET OUTLOOK REPORT: NAVIGATING UNCERTAINTY WITH OPTIMISM

Despitea backdrop of global economic uncertainty, IWFM’s newly released 2025 Market Outlook Survey reveals a promising future for the workplace and facilities management (WFM) sector. The sector, which contributes £102 billion and 1.2 million jobs to the UK economy, is highlighted for its crucial work in driving organisational value, and the report demonstrates a clear response to the call for continued investment.

The survey identifies several encouraging trends driving market positivity. For instance, 42 per cent of respondents reported an increase in workspace investment, signalling a commitment to improving the physical environment for employees. Additionally, 33 per cent have expanded the area of space they manage, and a majority reported increased budgets compared to 2024, indicating a willingness to invest in WFM. Lastly, increased investment in technology, carbon reduction solutions, plus skills and training demonstrates a forward-thinking approach, prioritising innovation and sustainability. While the findings are largely positive, the report acknowledges ongoing challenges. Inflation continues to fuel cost pressures, and budgets remain tight, particularly in the public sector. Recruitment di iculties and skill shortages remain a significant constraint that requires proactive intervention.

RICS REPORT SHOWS SIGNS OF IMPROVEMENT IN COMMERCIAL PROPERTY MARKET DESPITE TRUMP TARIFFS AND NI RISE

The Royal Institution of Chartered Surveyors (RICS) has released its Q1 2025 UK Commercial Property Monitor, revealing that while market sentiment remains generally cautious, early indications suggest that certain sectors are beginning to show signs of improvement.

RICS Chief Economist, Simon Rubinsohn, said: “Despite the turbulence engulfing the geo-political environment following President Trump’s tari announcement at the start of April, feedback to the latest RICS was steady with the headline investment enquiries metric returning to positive territory, albeit modestly, for the first time since the second quarter of 2022.

“Longer term indicators, while generally constructive, continue to reflect the likely headwinds facing the real estate market over the next 12 months. Aside from the challenges linked to the global economy, concerns around domestic issues including the impact of the upli in NI contributions are seen as likely weighing on occupier demand.

“Meanwhile the bifurcation in the o ice sector remains very visible in the latest results with the outlook for prime space seemingly improving as sentiment around secondary o ices remains deeply negative.”

Respondents identified the rise of NICs increasing financial pressure on occupier clients as well as US tari policies creating uncertainty in the market, though prime o ice and industrial properties are still expected to deliver solid growth.

The survey also reveals potential concerns regarding sustainability e orts, with fewer respondents identifying priority focus areas in carbon reduction and energy e iciency compared to the previous year. Momentum on equity, diversity, and inclusion (EDI) has also plateaued. The report emphasises the need to maintain focus on these critical areas despite economic pressures.

In short, the survey underscores the transformative power of WFM. Increased investment and optimism fuel the potential for unlocking crucial organisational value, particularly through strategic investment in skills and training. This research will inform IWFM’s advocacy for the sector, profession and community.

IWFM encourages the sector to keep investing, continue to pursue actions which work, progress towards growth and embrace innovation in the face of economic turbulence and inflationary pressures. The Institute and I would like to thank every individual who took time out of their day to contribute to this powerful, actionable publication. Throughout 2025, look forward to further research and insight intended to enhance organisations, professionals and the sector overall.

The complete 2025 Market Outlook Survey report can be downloaded from https://bit.ly/4jx6T8q

CIBSE AND ICC SIGN MOU TO STRENGTHEN GLOBAL

COLLABORATION

CIBSE and the International Code Council (ICC) have signed a Memorandum of Understanding (MOU), marking a significant step towards enhanced international collaboration in the development, promotion and application of best practices across the built environment.

The MOU formalises a shared commitment by both organisations to collaborate on areas of mutual interest, with the aim of leveraging their respective expertise and resources to benefit members and the wider industry.

Through this MOU, CIBSE and ICC will work together to:

• Identify and collaborate on shared priorities that support the advancement of building safety, sustainability and performance

• Jointly promote educational programmes, technical publications and events

• Encourage the exchange of knowledge through participation in technical initiatives and subject matter expert groups

• Facilitate ongoing dialogue and engagement at the organisational level

Dr Anastasia Mylona, Technical Director at CIBSE, commented: “This MOU reflects CIBSE’s ongoing commitment to international collaboration in shaping a safer, more sustainable built environment. By working closely with the ICC, we can amplify our collective impact and share valuable expertise that supports the development of robust standards and guidance for our global communities.”

Matt Sigler, PMG Executive Director at ICC said: “Partnering with CIBSE provides a unique opportunity to align our e orts and expand the global reach of e ective building codes and technical excellence. Together, we can foster innovation, enhance public safety and support the evolving needs of the built environment around the world.”

CIBSE and ICC have also committed to maintaining the integrity of each other’s intellectual property.

IWFM CEO, Linda Hausmanis

JLA’s brand-new white paper offers surveybacked insights and practical steps to help you get ahead on sustainability, hybrid working, automation, AI, and more.

CLEARING THE BACKLOG

Jessica Rauf-Thomas of EMCOR UK explores the huge maintenance backlog in the UK and how a smart asset management strategy is vital in tackling it

A£49billion maintenance backlog. It’s a staggering figure, and yet it’s the reality facing the UK’s public services, according to the National Audit O ice. This number – spread across schools, government sites and critical infrastructure – tells us everything we need to know about the consequences of relying solely on reactive maintenance and having limited visibility of asset condition.

It’s not just the public sector that’s feeling the pressure. Government departments such as the Ministry of Defence have numerous sites with vast maintenance needs. And facilities managers across all industries will be familiar with the frustration of trying to extract the best performance from ageing infrastructure, constrained budgets and disconnected systems.

Asset management has never been more important, or more complex. But this complexity is exactly why we need to embrace a data-driven way of working.

FROM REACTIVE TO PROACTIVE: THE EVOLUTION OF ASSET MANAGEMENT

For too long, asset maintenance strategies have been driven by a “fix on failure” mindset –responding to issues a er they’ve already caused disruption or incurred cost. This approach might be manageable in the short term, but over time it erodes e iciency, shortens asset lifespans, and increases safety and compliance risks.

An asset management strategy flips this approach. It starts with data – understanding

the full estate picture, from asset age and condition to energy use, carbon emissions and maintenance history. By building an accurate profile of every asset, facilities teams can assess risks, anticipate failures, and prioritise investment based on business-critical need. Live data and analytics from predictive maintenance means we can spot problems before they escalate. It also allows us to plan works in a way that minimises disruption, reduces cost and aligns with broader organisational goals, whether that’s improving compliance or progressing towards net zero.

MAKING DATA MEANINGFUL

Of course, data alone doesn’t drive value. The real transformation happens when we turn data into insight – and then into action.

At EMCOR UK, we use our ‘One Data World’ platform to combine asset information with realtime building performance, compliance status, and energy usage. Our engineers and analysts work together to identify optimisation opportunities, from recommissioning existing plant to full equipment replacement. We help our customers answer critical questions like: Is this asset fit for purpose? What’s the cost of running it vs replacing it? Will this investment help us meet our carbon targets?

This data-led approach enables facilities managers to take control of their asset strategy –confidently shaping maintenance plans, making informed investment decisions, and measuring the impact of each intervention.

BENEFITS BEYOND THE BOILER ROOM

An asset management strategy doesn’t just improve engineering outcomes. It strengthens the business case for facilities management across the organisation. Done right, it can deliver:

» Operational stability – minimising unplanned downtime by anticipating failure points and scheduling repairs proactively.

» Cost e iciency – reducing reactive callouts and energy wastage and targeting capital expenditure where it adds the most value.

» Asset lifecycle optimisation – extending the useful life of critical infrastructure and ensuring that replacements are genuinely necessary.

» Compliance assurance – maintaining up-to-date records, demonstrating performance against legal and voluntary standards, and preparing for audits with confidence.

» Sustainability progress – identifying and removing carbon-intensive assets, aligning estates with net zero strategies, and improving ESG credentials.

In short, it shi s the FM conversation from firefighting to future-proofing.

INDUSTRY-WIDE APPLICATION

What makes smart asset management particularly powerful is its flexibility. Whether you’re operating a high-tech manufacturing site, a corporate HQ, or a multi-site government estate, the same principles apply- build a clear picture, assess priorities, act strategically, and measure results.

We’ve worked with customers across multiple sectors to implement tailored asset management strategies – sometimes focused on specific systems like HVAC or lighting, and other times taking a whole-estate view. What matters is starting from the right baseline and designing a roadmap that reflects your operational realities.

It’s not about deploying the latest tech for the sake of it. It’s about using technology and insight to work smarter, reduce risk, and create better places to work and live.

FINAL THOUGHTS

The scale of the maintenance challenge in the UK can feel overwhelming. But it also presents an opportunity. An opportunity to rethink how we manage our estates. An opportunity to embrace proactive, intelligent solutions. And an opportunity to demonstrate that good facilities management isn’t just about keeping the lights on – it’s a strategic lever for long-term performance, sustainability and resilience.

Whether you’re already on the smart asset journey or wondering where to start, my advice is this: start with the data, but don’t stop there. Combine it with operational insight, engineering expertise and a clear set of priorities. That’s where the real transformation begins.

SPACE INVESTORS

Charlie Moss, Relationships Manager at workplace design and build specialists Interaction suggests a number of ways to monetise your unused o ce space

Unused

o ice space is a costly burden on your company’s balance sheet. With hybrid working models and changing employee preferences, large-scale o ice spaces o en remain underutilised.

For facilities managers and CFOs with thousands of square feet of unused o ice space, this represents not just a waste of resources but also a strategic challenge – and possibly an opportunity.

The financial impact of underutilised workspace goes beyond direct costs such as rent, maintenance, and utilities. It also ties up capital that could be reallocated to growth-focused initiatives.

Forward-thinking property managers are starting to reimagine their real estate strategies to better align with business objectives and employee needs, taking inspiration from innovative approaches like those pioneered by CBRE in New York.

A BLUEPRINT FOR MONETISATION

CBRE’s approach combines traditional o ice space with flexible workspace solutions in a managed lease:

Dual-purpose space - CBRE occupies four floors of Lever House for its operations, while the remaining two are managed as a coworking space by Industrious.

Expert management - Industrious handles the design, operations, and tenant experience for both the coworking floors and CBRE’s occupied space, ensuring seamless functionality.

Future-ready leasing - CBRE retains the flexibility to reclaim the space if operational needs change. This innovative model ensures CBRE generates

immediate revenue while maintaining flexibility for future growth – a model which property managers in the UK can emulate.

While not every organisation may have the scale or resources of CBRE, the principles of adaptability and maximising value can be applied across industries and company sizes.

OPPORTUNITY TO OPTIMISE

CBRE’s approach isn’t just a one-o idea – it’s a blueprint for CFOs and facilities managers in the UK looking to optimise their unused o ice space.

Consider how your o ice can meet the growing demand for flexibility. The rise of serviced o ices, coworking spaces, and hybrid work models signals a significant shi in how businesses approach o ice usage. Facilities managers can leverage these trends to create value from unused spaces by partnering with serviced o ice providers.

HERE’S WHY IT MATTERS

Revenue generation: Repurposed o ice space can be transformed into flexible workspaces and be rented out to other companies or individuals. This not only o sets costs but also provides a consistent income stream. If done with the right partnership arrangement, any additional operational costs will be more than o set by the revenue generated.

Enhanced flexibility: Flexible workspaces appeal to a wide range of tenants, from startups and freelancers to established companies seeking short-term solutions. This makes it easier to fill spaces and adapt to changing market demands. Stronger real estate strategy: By aligning unused space with market trends, companies can position

themselves as forward-thinking and adaptive. This enhances the long-term value of their real estate portfolio.

Reduced risk: In a volatile market, flexible o ice arrangements can mitigate risks associated with long-term leases and fluctuating space needs.

HOW TO MONETISE YOUR OFFICE SPACE

Assess your space - Begin by analysing utilisation patterns. Are there entire floors or sections of your o ice consistently sitting empty? This is the first step in identifying monetisable opportunities. Evaluate tenant demand - Research local market demand for flexible or coworking spaces. With the rise of hybrid work, tenants are seeking short-term, adaptable o ice solutions. The more research you can do into the needs of local tenants seeking flexible o ice solutions, the better your results will be in terms of uptake.

Leverage a managed lease model - Partner with a serviced workspace provider (such as Runway East or X+Why) to handle the operations, design, and tenant experience. This allows you to focus on core business priorities while ensuring professional management of the space.

Future-proof your lease - Structure agreements with flexibility in mind. Retain the option to reclaim the space or adjust lease terms based on future business needs.

Repurposing unused o ice space doesn’t just make financial sense; it’s also an opportunity to rethink the role of the workplace. Modern o ices are increasingly seen as hubs for collaboration, innovation, and culture-building. So, create spaces that cater to these needs while integrating with serviced o ice providers to run them.

FROM OBLIGATION TO OPPORTUNITY

If you’re exploring this path, partnering with experienced serviced o ice providers can streamline the process. These providers bring valuable expertise in managing flexible workspaces, from marketing and tenant acquisition to day-to-day operations.

By collaborating with them, facilities and property managers can focus on their core business while ensuring their real estate assets are working harder for them by tapping into a growing workplace trend.

THE UK MARKET: A PRIME OPPORTUNITY FOR FLEXIBLE WORKSPACES

The demand for flexible o ice spaces is growing across the UK, particularly in urban hubs like London, Manchester, and Edinburgh. Businesses of all sizes are looking for scalable, tech-enabled spaces that align with their hybrid work models. Facilities managers can capitalise on this demand by transforming vacant o ice space into coworking hubs or subletting to serviced workspace operators. The result? Increased cash flow, reduced overhead costs and enhanced property value.

COMPLIANCE

ENSURING ACCESSIBILITY AND SAFE EGRESS:

PARTICULARLY SITES WITH NO LIFTS OR

RAMPS

In association with

Emma Persey, Co-Founder of The Stair Climbing Company with expert advice on accessibility solutions that help facilities managers create inclusive environments

As someone who works closely with businesses on workplace accessibility and emergency planning, I see the same challenges come up time and time again. Many companies want to be inclusive, but they don’t always know where to start or what’s required of them.

Making sure that everyone, including those with disabilities, can move around a building easily and evacuate safely in an emergency isn’t just about following the law, it’s about creating a workplace where everyone feels valued and safe.

ACCESSIBILITY ISSUES

Businesses also have a legal duty to get this right. Under the Regulatory Reform (Fire Safety) Order 2005, every person in a building must have a safe way to escape in the event of a fire. The order places a legal duty on the “Responsible Person,” usually the owner, landlord or facilities manager to take reasonable steps to ensure the safety of individuals in the event of a fire.

www.thestairclimbingcompany.com

to make sure the right infrastructure and support are in place.

ACCESS AUDIT

A lot of older buildings, especially historic ones, weren’t designed with accessibility in mind. Businesses o en struggle to find practical solutions, especially when a li isn’t an option due to cost, space, or the impact on the building’s appearance. This can make it di icult for employees and visitors with disabilities to navigate spaces comfortably, and in some cases, they might even avoid visiting altogether.

EMERGENCY EVACUATIONS

I’ve spoken to so many people who spend hours planning their journeys just to make sure they won’t face unexpected obstacles, and when there’s not enough clear information about access, they o en have to abandon their plans entirely. This is why businesses must take a proactive approach, making sure access points are easy to find and clearly communicated.

Emergency evacuations are another big concern. Most standard evacuation plans assume that everyone can use stairs, but this isn’t the case for a lot of people. If a li is out of service or unsafe to use during an emergency, what happens then? This is why having a proper contingency plan in place is so important. In single-li buildings, for example, businesses need to consider alternative solutions, like specially designed evacuation chairs or stairclimbing devices, to make sure no one is le behind in an emergency. This isn’t just about accessibility; it’s about safety for everyone.

REGULATORY

The Disability Discrimination Act 1995 (now part of the Equality Act 2010) further reinforces this requirement, making it a legal obligation to prevent discrimination against disabled people in relation to fire safety.

While individuals with authority in the building are responsible for ensuring fire safety, including the evacuation of all occupants, it’s also important to ensure that every occupant of the building is familiar with the rules.

It’s not enough to assume people will figure it out when the time comes. Sta need to know the procedures and practice them regularly, and it’s the responsibility of building managers and employers

One of the best ways to identify potential issues is through an access audit. These audits help businesses spot barriers and find solutions, whether that’s improving entrance accessibility, updating emergency plans, or considering alternative evacuation methods. When businesses are working with historic properties, modifications can feel tricky, but there are o en practical solutions that don’t compromise the building’s integrity. Temporary ramps or portable stair-climbing aids, for example, can be a great way to improve access without making permanent changes.

that

BENEFITS TO BUSINESS

access without making permanent changes. which

becoming increasingly important to investors and

Beyond legal compliance, improving accessibility has real benefits for businesses. An inclusive workplace is a more positive, productive one, where employees feel valued and engaged. When considering employment opportunities, a person with a disability will consider the workplace accessibility prior to application, improved accessibility will attract a greater diversity of candidates. It also reflects well on a company’s commitment to ESG (Environmental, Social, and Governance) principles, which are becoming increasingly important to investors and stakeholders.

There’s also a financial impact, businesses that o er clear, accessible solutions are more likely to attract a wider customer base, particularly in the visitor economy, where accessibility plays a major role in whether people choose to visit or not.

At the end of the day, making workplaces accessible isn’t just about ticking boxes. It’s about making sure no one is excluded. Whether it’s ensuring easy entry, providing clear information, or having the right evacuation plans in place, these steps make a real di erence to people’s lives. Organisations that take accessibility seriously aren’t just following the law, they’re creating an environment where everyone feels safe, respected, and able to thrive.

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AN INFORMATIVE INITIATIVE

FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET

Mats Broman, CEO of SWG explains the benefits of the Information Management Initiative (IMI) to the FM

Datahas long been recognised as the key to facilities management, and the Information Management Initiative (IMI) seeks to provide a framework for organisations to improve how data is managed across the whole building and asset lifecycle. The framework requires a shi from documents and drawings to the integration of digital data, with a goal of improving decision making, e iciency, cost-saving and sustainability.

It also emphasises the use of standardised methodologies to ensure consistency across the sector, setting a clear pathway toward a unified data management strategy by 2030.

Adopting a sector-wide best practice approach will streamline the management of the built environment and open the door to applying emerging digital technologies such as IoT and digital twins.

WHY THE IMI MATTERS TO FM

The FM sector stands to gain significantly from the IMI. With 72 per cent of lifecycle value occurring during the operational phase, FM professionals are uniquely positioned to drive its success. Adopting the IMI will enable FMs to streamline operations, enhance compliance, support sustainability goals and future-

proof facilities against technological and regulatory changes.

According to nima, who launched the IMI in partnership with the Construction Leadership Council, those who adopt the framework can expect between £5.10 and £6.00 of direct labour productivity gains for every £1 invested and between £6.90 and £7.40 in direct cost savings.

FM teams using computer-aided facilities management (CAFM) so ware will be familiar with the benefits of having centralised asset and service information, but the IMI requires a deeper investment. For example, digitising old architectural drawings, laser scanning the physical building to create an accurate scale digital copy; or replacing paper or siloed compliance check documents with integrated functionality within CAFM to ensure sitewide accessibility.

IoT and digital twins are already appearing on the FM horizon. Creating a foundation of good data management, including what is collected, how, and keeping data secure, will make the transition to these technologies and others required in the future, far smoother.

The initiative’s emphasis on data integration is particularly relevant as FM professionals face increasing pressure to address environmental commitments.

By adopting lifecycle perspectives, FM teams can ensure that assets remain e icient, sustainable, and aligned with organisational goals.

LESSONS FROM SWEDEN

I’ve been heavily involved in adopting a data-centric approach for building management in Sweden and it provides a blueprint for success that we can learn from in the UK. Sweden’s emphasis on understanding how buildings are used - rather than focusing solely on compliance - has led to enhanced energy e iciency and predictive maintenance practices.

Sweden’s success has been underpinned by clear standards and mandates, such as the requirement to use ISO 19650 in public procurements. This approach ensures that data is delivered in a usable, standardised format, minimising ine iciencies and maximising value. Pilot projects have demonstrated the practical benefits of digital tools, building momentum for wider adoption.

The UK can learn from this by prioritising clear information delivery requirements and encouraging collaboration between stakeholders.

BUILDING ON BIM

The IMI supersedes the building information modelling (BIM) mandate and is based on the UK BIM Framework.

As such, BIM will play a central role in enabling FMs to engage with the IMI.

As a digital representation of a building’s physical and functional characteristics, BIM creates a shared knowledge resource for all stakeholders representing a single source of the truth. When integrated with CAFM, FMs can access centralised data from the lifecycle of a building and its components. BIM provides accurate, real-time data about assets, helping FMs transition seamlessly to data-driven operations.

A four-step implementation plan:

» On-boarding

A commitment to digitally

sector

transforming the whole of the built and managed environment through better management of lifecycle data and information. There is an emphasis on understanding data, including its purpose (to each organisation specifically), storage, how it can be shared, accessibility, security and how the data will be maintained.

» Planning and mobilisation

Upskilling for digital literacy is central to step two, as well as establishing clear governance to manage data integrity and its use across the organisation.

» Preparing and issuing the organisation-level mandate

Unlike the rigid BIM mandate which the IMI supersedes, the latter encourages an internal mandate which is relevant to the organisation’s specific roles and activities. Targets will be tailored to capabilities, with clear goals and training to ensure compliance and success.

» Following rules and methodologies

Standards and guidance are provided within the framework (currently based on the UK BIM Framework and ISO 19650), providing organisations with the ability to clearly define the data needed for a project along with associated protocols; the quality and quantity of data produced to be su icient for each project without compromising health and safety or security; and the e icient transfer of data between those involved.

A DATA-DRIVEN FUTURE

The IMI marks a potentially pivotal step forward for the FM sector. By adopting its principles, FM professionals can drive e iciency, sustainability, and longterm value. With BIM as a foundational tool, the IMI o ers a clear roadmap for transitioning to data-centric operations. By learning from best practices abroad, UK FM professionals can position themselves as leaders in the built environment’s digital transformation. The journey begins now.

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MELLITA D’SILVA, LEAD CONSULTANT, SUSTAINABLE PROCUREMENT

WHY FM COMPANIES MUST EMBRACE SUSTAINABLE PROCUREMENT NOW

As a specialist in sustainability advisory services, Action Sustainability leads industry initiatives such as the Supply Chain Sustainability School and manages ISO20400.org, a free global resource for sustainable procurement.

Despite what you might think, sustainable procurement isn’t complicated. It simply means running your procurement and operations in a responsible way for your business, society, and the planet.

ISO 20400 has quickly emerged as the essential framework that forward-thinking FM leaders are adopting, following the challenges of Brexit and the global pandemic. Material shortages, rising labour costs, and supply chain resilience challenges have all made this standard essential for procurement teams and end users alike.

To e ectively address climate adaptation and meet social value goals, we will need to leverage our procurement’s influence on spend. ISO 20400 provides a guidance framework that helps organisations translate their ESG considerations through a Golden Thread methodology.

From corporate policies to department level applications (commercial, finance, SHEQ, site teams, procurement, end users), through the tender process, and out to your supply chain.

In facilities management, we see growing environmental awareness and urgency to reduce carbon footprints. This connects with economic and social aspects of sustainability, including use of local suppliers, diverse businesses, and proper due diligence on labour utilisation.

When you break down facilities management into hard FM and so FM, you’ll find distinct challenges. So FM typically faces issues around material sourcing, ethical waste disposal, and product certifications. Hard FM encounters sustainability challenges (similar to the M&E sector) including country of origin certifications, recycling, reuse and repurposing of old parts, and labour related sustainability risks.

Sustainable Procurement in FM plays a significant role in supporting a company’s ESG agenda. Embedding ESG requirements into your procurement process not only mitigates sustainability risks, but also creates opportunities for economies of scale, improved profitability, repeat business, increased investor confidence, and stronger community engagement.

It’s not always easy to know where to start, but a good place to begin is by determining the areas where you can make the biggest impact. By its collaborative nature, planned and preventive maintenance naturally allows for early conversations with your supply chain on waste reduction, recycling, carbon footprint, water use,

labour vetting, modern slavery prevention, EDI practices, and more. Engage your key, strategic supply chain and the larger players in the market for labour and material categories, to understand the risks associated with what is being procured and where opportunities also lie for social value generation.

For both client-side FM teams and service providers looking to better align their sustainable procurement practices, here are some tips:

» Develop a procurement strategy that directly supports your ESG objectives.

» Implement this strategy by embedding sustainable practices throughout operations: energy e iciency, waste reduction, eco-friendly product selection, and thorough sta and labour due diligence.

» Select suppliers who don’t just talk sustainability but demonstrate the capacity to deliver on your criteria. Make sure they can provide recognised credentials, commit to carbon and waste reduction, and demonstrate transparent human rights and labour practices.

» Moving away where possible from reactive, tactical procurement to strategic procurement with early supplier engagement around sustainability goals.

» Upskill your team and supply chain network with free, expert-led training from the Supply Chain Sustainability School.

To learn more about ISO 20400 and assess your organisation’s sustainable procurement maturity, take this brief 20 question self-assessment: www. iso20400.org/take-the-self-assessment/ You can also hear from industry experts and Supply Chain Sustainability School Partners Keith Chanter, CEO at EMCOR and Rory Murphy, from VINCI Facilities talk about why implementing sustainability makes business sense for your FM operations: https://www.youtube.com/ watch?v=5PsBEXHr2PU

Mellita D’silva, Lead Consultant, Sustainable Procurement

FM CLINIC

Compliance based safety is a priority for FMs, but behavioural safety can also be used to help reduce workplace incidents and create a safer working environment. How can facilities managers with health and safety responsibilities encourage employees to take personal responsibility for workplace safety, and promote a safety-first culture?

constructive feedback in real time reinforces positive actions and helps correct risky behaviours before they lead to an incident.

Encourage employee engagement and ownership.

When employees are involved in identifying hazards and suggesting improvements, they become more committed to maintaining a safe work environment. Workers who understand safety protocols and see the positive impact of their actions are more likely to take responsibility for their own safety and that of their colleagues.

To help provide training and opportunity for continuous improvement – ensure there is a learning culture, with regular

In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management

THE HEALTH & SAFETY CONSULTANT’S VIEW

PHIL PINNINGTON, HEAD OF AUDIT AND CONSULTANCY, BRITISH SAFETY COUNCIL

Behavioural safety focuses on employees’ own actions and attitudes to reducing risks and preventing accidents in the workplace.

By understanding, measuring, and modifying behaviour, organisations can create and foster a safety culture that actively involves all employees.

At British Safety Council we know that good work is good for people.

discussions, debriefs, and safety meetings to help reinforce lessons learned from previous incidents.

When done right, work o ers a sense of purpose, supports employees through life’s challenges and contributes to increased productivity and profitability. Viewed holistically, good work can have real long-term benefits for individuals, which in turn, drives the prosperous economies of the future.

To make work safe, meaningful and ‘good’, employers can take a number of actions.

Start with providing the correct workplace and equipment. Employers who give their sta the right environment to work in, and the right tools to use, are modelling the standards they expect.

Be open to, and encourage, observation and feedback. Regular, structured observations of work practices help identify safe and unsafe behaviours, and providing

You may need to improve your organisation’s safety culture. Recognising and rewarding safe behaviours encourages repetition, which can gradually shi the overall safety culture. Collecting data on behavioural observations helps management identify trends, address recurring issues, and tailor interventions to specific risks.

Don’t be afraid of non-traditional thinking. Incorporating elements of nature, greenery and natural lighting into the workplace has been shown to have a positive impact on employee mental and physical wellbeing, creativity and productivity.

Including workers at every step of the design and development of a workplace health, safety and wellbeing strategy increases the likelihood that employees will benefit from interventions.

By including worker voices, and understanding the challenges faced by individuals and groups, employers can provide workers with the support they need, when they need it, in a format that suits their circumstances (considering online, hybrid, in-person and blended interventions).

Your priorities should reflect those of your organisation as one-size does not fit all when it comes to these issues. Focus on listening and engaging with your sta and doing what’s right for them and your organisation.

Through systematic observation, active employee engagement, comprehensive training, and positive reinforcement, organisations can significantly reduce workplace incidents. Embracing behavioural safety is not merely about compliance—it is a strategic investment in creating a safer, more resilient work environment where every employee is empowered to contribute to a culture of safety. By addressing risks associated with the physical, mental,

Phil Pinnington

emotional or even social aspects of your people, you will also be able to tackle and prioritise broader issues and make your organisation more sustainable, inclusive and a better place to work.

THE HEALTH & SAFETY LEADER’S VIEW

JOSH ORTEGA – VP SAFETY, SUSTAINABILITY, AND PROCUREMENT AT VERIFORCE

Compliance lays the groundwork for workplace safety, but it’s not enough on its own. To really reduce incidents and create a safer environment, facilities managers need to be working to create a culture where safety isn’t just a rule to follow but something everyone takes ownership of. This transition will require a systematic change and consistent commitment from leadership, and across every level of the organisation.

practical and relevant, without the risk. By introducing tools and technology in a structured way, with proper training and support, FMs can ensure successful adoption and long-term safety improvements across the organisation.

The key is to pick the technology that genuinely enhances safety practices rather than applying it for the sake of innovation. Instead, consider solutions that streamline reporting processes, provide real-time hazard alerts, and make safety information more accessible to everyone.

But, perhaps, one of the most overlooked aspects of safety is mental wellbeing. People who are stressed, overworked, or exhausted are far more likely to make mistakes.

One of the biggest shi s FMs can make is moving away from a 'tick-the-box' or compliance-driven mindset. Safety works best when people feel personally invested in it. This means involving employees and encouraging them to take responsibility for their own actions, feeling valued and motivated to play their part in it. Whether that’s through forming safety committees, conducting peer-to-peer safety observations, or simply making it easy for people to speak up when they notice something is o . When teams see their input is taken seriously and has materialised into action, safety becomes second nature rather than just another workplace requirement. Communication continues to be important in this. Sharing actual safety stories, nearmiss examples and successes will help people connect the dots between policies and real-world consequences. But for communication to work e ectively, people need to feel safe when speaking up. That’s why FMs should establish clear and open channels, whether in the form of anonymous reporting systems, suggestion boxes, or regular safety briefings.

FMs should be thinking about how to reduce those risks, providing proper break spaces, checking in on their people, and

One of the biggest shifts FMs can make is moving away from a 'tick-the-box' or compliance-driven mindset. Safety works best when people feel personally invested in it. This means

involving employees and encouraging them to take responsibility for their own actions, feeling valued and motivated to play their part in it.”

JoshOrtega

notice something is o . When teams see their input

Hosting regular sessions will also help to keep safety at the forefront of everyone's mind. Ultimately, employees must feel confident that raising concerns won’t lead to negative repercussions, but instead, to real action and positive change. Technology can make this easier. With wearables, mobile apps, and VR training FMs can help to both improve safety tracking and engage people with safety in a way that feels

FMs should be thinking about how to reduce those risks, providing proper break spaces, checking in on their people, and sharing access to stress management resources for when people may need more or even professional support. It's important to create an environment where people feel comfortable discussing their mental health challenges just as they would with their physical safety concerns.

At the end of the day, leadership sets the tone. This means FMs need to be present, actively addressing hazards and recognising employees who champion and contribute to a safer environment. The goal isn’t just meeting compliance, but creating a workplace where safety is second nature, not an a erthought.

hazards and recognising employees environment. The goal isn’t just meeting safety is second nature, not an a erthought.

THE FM SERVICES PROVIDER’S VIEW

JAMES BRADLEY, CEO AT CHURCHILL GROUP

We’re an industry of people-led services for people, so to excel at workplace safety we must ensure the delivery and consumption of services is safe and healthy. A behavioural approach where everyone takes personal responsibility for safety is the winning formula.

Behavioural safety relies on a personal dedication to keeping oneself and others safe. While rules and procedures create structure, a safety-first culture takes shape when individuals internalise those expectations as values. This is illustrated by the Dupont Bradley curve, which demonstrates the four stages of occupational H&S.

FMs can help bridge the gap between obligation and ownership by making safety relevant to everyday actions and

James Bradley

Josh Ortega

encouraging personal reflection on its importance. As behavioural safety improves, so do the impact of binary safety measures.

We have developed our Vision Zero framework to embed this mindset across our teams. Vision Zero is not a fixed target, but a cultural shi that integrates safety, health, wellbeing, and environmental objectives. It provides a structured yet flexible set of principles that can be adapted to any workplace.

It asks leaders to take visible action, identify hazards, and invest in people - motivating through participation and developing competence at every level. By focusing on ownership, communication, and continuous learning, Vision Zero helps shi safety from something employees must do, to something they want to do.

FMs have a huge role to play in this. Behavioural safety thrives in organisations where psychological safety is prioritised - where employees feel empowered to speak up and report issues without fear of blame. By creating space for open dialogue, and acting on feedback consistently, FMs can build a culture where safety becomes a shared value.

Equally important is the need for e ective training and induction that goes beyond procedure and explores the why behind safe behaviour. When employees understand the real-world impact of their actions, and feel that their input has tangible outcomes, they are more likely to act in the interests of the wider team.

As we continue our Vision Zero journey, we’re also exploring how technology can support our ambitions. While still in its early stages, AI is showing real promise in breaking down some of the traditional barriers to safety engagement, particularly around communication.

For example, we’ve trialled an AI-powered reporting system that allows frontline operatives to log near misses using voice notes and photos in their own language. The system transcribes and categorises reports, helping managers respond quickly and spot deeper trends. We’re also testing multilingual bite-sized audio updates, enabling site managers to distribute key safety messages in more than 50 languages, making briefings more accessible to diverse teams and reinforcing safety as a shared responsibility.

These tools aren’t a replacement for human connectionthey’re a way to strengthen it. By meeting people where they are, and making it easier to communicate and be heard, we’re helping progress the Vision Zero culture and encouraging greater ownership at all levels.

The goal is simple: to move beyond compliance and build a workplace where everyone looks out for one another. Vision Zero gives us the framework. Behavioural engagement gives us the momentum and emerging technologies, used responsibly, can help us reach that future faster.

THE HEALTH & SAFETY TRAINER’S VIEW KATE GARDNER, TUTOR & H&S CONSULTANT FOR INTERNATIONAL WORKPLACE

Facilities managers with health and safety responsibilities play a crucial role in not only ensuring compliance with regulations, but also fostering a culture where employees take personal ownership of workplace safety. While compliance-based safety focuses on meeting legal standards, behavioural safety taps into the everyday actions and decisions that contribute to a safer workplace.

When I’m delivering safety training, I will o en pose the question – are you an enforcer or an influencer? For many, the answer is, “I think I’m an influencer, but I o en find myself having to be an enforcer”. This o en then leads into a discussion about

general attitudes and behaviours, and how perceptions of hazards and risks impact on behaviours. So how can we start to make a di erence in the way that safety is perceived in our workplaces?

One way is to model the behaviours that we expect to see: Consistently follow safety protocols and engage in safe practices to set the standards that you want everyone to follow.

Empower through involvement by getting the wider team involved with hazard reporting, risk assessment reviews and safety inspections.

Demonstrate that good safety is “just what we do around here and not an a erthought”.

Involve everyone to encourage a culture where employees feel comfortable speaking up about safety concerns without fear of blame.

Encourage questions about health and safety and then address issues and concerns swi ly to help promote personal responsibility.

Whether the intervention is with a colleague or a contractor, try to use a coaching approach, rather than jumping straight in and criticising; people always respond better when they don’t feel as though they are being attacked. Behavioural safety focuses on the psychology of safe behaviours. Training and coaching will help everyone recognise risky behaviours in themselves and others, understand the consequences of unsafe actions and make conscious choices to act safely.

Traditional Toolbox talks and safety briefings have long been used as ways to have regular conversations about key topics, but the team doing the delivery needs to have some training to help them engage with the audience. One solution could be to use digital, microlearning resources to deliver knowledge. These bitesize digital tools bring health and safety training to workers who need key information at their fingertips and in their pockets. With mobile access to hundreds of bitesize learning resources, teams can update their knowledge quickly and it’s great for worker engagement. It also promotes safety culture across the organisation, as the expectation is to use these resources as both an ongoing personal development tool and at point of use.

Facilities managers are in a unique position to shape the safety culture of their workplace. By moving beyond checklists and engaging employees in meaningful ways, they can turn compliance into commitment. When workers understand that safety isn’t just a rulebook but a shared responsibility, the result is a more proactive, resilient and secure work environment.

Do

Kate Gardner

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INTELLIGENCE PANEL

FMJ partnered with MRI in a recent roundtable which brought a group of thought leaders from both FM client and services backgrounds together under Chatham House rules to discuss how innovations in AI-based software can be harnessed to deliver intelligent FM solutions

PARTICIPANTS

• Sara Bean, Editor, FMJ

• James Massey, MD of Facilities Management at MRI So ware

• Emma-Louise Porter, Head of FM & Real Estate Business Partners, Airbus

• Heather Nicholson, UK Head of Facilities, Sika Ltd

• Chris Coath, Director of Energy & Asset Management, NG Bailey

• Emma Wilson, Social Impact Director, Pareto

• Nigel Potter, Director of Strategy, Churchill

• Nicolas Nothard, Commercial Director, ABM

• Tim Rose, VP Global Facilities Management, Elekta

• Les O’Gorman, Facilities Director, UCB Celltech

• Lucy Lloyd, COO, Kingdom Cleaning

• Aymeric Lasselin, MD, Equans Digital

MRI So ware carries out a regular Voice of the Facility Manager (VOFM) survey to gauge the barometer of the FM sector, from FM’s concerns to their so ware needs. Introducing the report, James Massey, MD of Facilities Management at MRI So ware said: “We want to make sure we are doing a good job, our technology is doing what it needs to do, and my team are delivering what they need to deliver. If great tech isn’t well used, it doesn’t make sense, so our survey is a litmus test to understand what are the drivers towards the digitisation of services? Towards IoT, smart energy Monitoring, ESG strategy, net zero and carbon? All those things.”

The majority of FMs in the latest survey felt the best reason for adopting new technology in the next 18 months is to improve e iciency and productivity. We asked the panel for their biggest drivers for so ware investment. Unsurprisingly, new ways of working have had quite an impact.

Said a panellist: “I think the challenge for us as an industry is the working day is no longer nine to five or seven to six. It’s way beyond that, including possibly

evenings and weekends.”

Another added: “One of the biggest issues that has hit my team is how is my building being used? How many desks do I need? How o en do I need to clean them?”

This has massive implications on cost, technology and deliverability. It also requires so ware solutions and data to help FMs deliver these more personalised workspaces. A supplier side panellist also revealed their customers are prioritising workplace experience alongside meeting their ESG goals: “This is probably one of the top priorities for them, because not only do they want to retain the sta that they’ve got, they also want to attract the best sta that they can and the incentive for that is to meet increased demands for a high quality workplace experience.”

QUALITY OF DATA

It was agreed that while there is a need for quality data to enable intelligent decision-making processes it’s important to ensure people on the ground are going to use it and understand what it

can o er them. This is why, as agreed by our panel, it is important to educate, train and develop people to be able to properly interpret data to help make useful decisions.

Said one: “If we don’t train people and explain the reasons for using new solutions this whole conversation is dead in the water, as most people will only want to use the data if they understand it, it’s not about technology for technology’s sake.”

digital solutions, an obvious driver is in improving asset management. One of the panellists reported that by utilising the right so ware, it was the first year they’d been able to analyse expenditure on individual asset items. Using the data this provides, they can clearly determine whether for example, they need to look at capital investment to replace certain assets.

Massey agreed: “I think the technology has got to be adaptable for all and it’s got to be usable. There’s no point in us providing good tech if no one uses it because it’s too complicated.” He also posed the question; ‘how can organisations have an AI strategy without a data strategy?’ The answer is you can’t, because “AI only knows what it knows”. The panel also discussed why companies who have got an AI strategy, but no data strategy move into dangerous territory and that no data is better than dirty data. A supplier noted that some companies will ask them to tell them what data they will need, but it’s a much better scenario when a customer says, “we’ve got all this data, we want you to use it” which can enable services providers to deliver a better service.

BENEFITS OF TECH

It was also suggested that good tech is important to end users.

If we don’t train people and explain the reasons for using new solutions this whole conversation is dead in the water, as most people will only want to use the data if they understand it, it’s not about technology for technology’s sake.”

One panellist’s recent workforce survey found the quickest ways to enhance job satisfaction was to upgrade the IT systems. They explained: “It’s not just about improving FM operations, it’s also about enhancing the health and wellbeing of our occupants.”

Discussing the benefits of deploying the latest

it’s also about

of our occupants.”

However, some organisations are much further behind in their adoption of new technology – for instance relying on spreadsheets rather than CAFM systems. That was the reality for one of our panellists who is at the beginning of the process and is starting with the facts needed to move the organisation forward digitally: “It’s about the conversations with sta . What do they need? What do the engineering functions who work on the ground require?

“We’re on a journey to discovering that between us and are definitely looking at ways that we can start to introduce tech that supports that, but for the moment, I don’t have any data to work with, so I need to start generating that data from somewhere.”

ROUNDTABLE

While representatives from FM suppliers side revealed that “everybody’s talking about AI now and our customers say they must have it,” it was pointed out that digital innovations must be developed across an entire organisation: “An AI strategy needs to embed right at the beginning where the corporate IT function sits in order to give FMs the right permissions and follow the correct governance process.”

There were also concerns that using such “a huge term as AI is actually quite unnerving for FMs out in the field”. But from technicians on the ground to engineers working in plant rooms, there are numerous practical applications. A panellist revealed all their technical documentations and safety rules have been put into a chatbot so technicians, who come from di erent countries and have di erent levels of skills, can ask a real-world language question of the chatbot and get an answer back.

Taking on board some of these examples, Massey was able to spell out some of the key AI and digital solutions that can enhance facilities management performance: “It starts with data - the theme that goes through everything. IoT sensors may tell us that the lights are on in a building. That’s interesting, but you don’t need to know that. You do need to know that they’re on every 10 seconds and you need to know when they should be on.

“IoT creates a vast amount of data, 99.99 per cent of it you don’t need to know and that’s one of the key things that we’ve been on a journey on by integrating IoT into CAFM, to create actionable insights from IoT sensors.”

Massey outlined a range of innovations in MRI’s own London HQ, including an energy monitoring system, air quality sensors to monitor meeting

FMs in future advances in AI and digital technology. Making informed decisions was a priority, as a panellist said: “If I don’t have any information, I can’t make informed decisions as I can’t measure what I don’t know.”

Faster data analytics, it was suggested, can lead to more e icient maintenance and so service deliveries processes, for example if someone raises a repair job, engineers can be provided with the details to know what parts are needed which resolves the problem more promptly. As one of our panellists remarked: “It’s being proactive rather than leading a reactive FM team. Listening to how you can use AI to help pre-empt some of the problems that may arise is something that I will be taking away from today.”

Another essential advantage it was suggested is the resilience of the operational team, and resilience in terms of the building’s infrastructure and wider estates. A key point that is becoming more and more urgent with climate change.

rooms in terms of C02 levels, air quality and noise and the introduction of so ware that monitors footfall performance –originally devised for retail environments - which provides real-time data insights, provided via an easy-to-read dashboard.

easy-to-read dashboard.

Despite all the advantages of digitisation, the VOFM report revealed there are still some hurdles for FMs in investing in tech, including budget constraints, di iculty in choosing the right solution and lack of understanding by stakeholders. The panellists felt that stakeholders, particularly finance, want reassurance that whatever is being invested in now isn’t going to be irrelevant in two years’ time.

FUTURE BENEFITS

The roundtable concluded with a quick-fire round on what the panel sees as the principal benefits for

It starts with data - the theme that goes through everything. IoT sensors may tell us that the lights are on in a building. That’s interesting, but you don’t need to know that. You do need to know that they’re on every 10 seconds and you need to know when they should be on.”

plan their asset course down energy costs.

Greater transparency is also a huge bonus, helping FMs plan their asset management and asset replacement programmes, improving the e iciency of buildings and of course driving down energy costs. Panellists were also conscious that AI is going to speed up communications helping to instil stronger partnerships between service providers and clients. Said one: “A lot of our time as service providers is spent giving assurances around who knows what. We had a big project with clients, and by focusing on reducing the number of emails and noise by having the data for the right people at the right time vastly improved communications.” As James Massey concluded: “The right technology will enable smarter and informed decisions as one of the key things is staying informed.”

There was also some debate over the ownership of the data especially within smaller organisations. According to Massey, a technology partner should be o ering integration, data ownership and scalability. Service providers customers will win and lose contracts: “We must be able to scale up or down. If client’s win a massive contract, you’ve suddenly got 300 new cleaners using the system but if the contract ends, we need to be able to adapt swi ly and be prepared to scale down.”

communications helping to instil stronger partnerships

The benefits to operatives were also raised. “If you can get your operatives to enjoy what they’re doing more, they’re going to o er a better service, by automating areas they don’t like and helping them better communicate clients.”

For the FM at the beginning of their digital journey: “It’s moving the FM function from that ridiculously reactive state that we are in, through to a much more proactive function and eventually into a strategic one.”

Finally, it was agreed that digital transformation is going to help FMs make smarter decisions, this results in better use of resources, better communications and better infrastructure. Huge benefits to all.

ESPIRE fire and CO alarms ‘your safety, our priority’

That is the commitment ESP is making with its comprehensive new range of high performance fire and CO alarm products.

An established player in the UK fire protection and security industry for more than 25 years, and part of the renowned Scolmore Group, ESP is now operating in the fire and safety alarm sector with Espire, its range of fire and CO alarm products launched earlier this year. Suitable for Grade D1, Grade D2 and Grade F1 installations, the Espire range incorporates optical smoke alarms; heat alarms; combined smoke and heat alarms; carbon monoxide (CO) alarms and combined CO and heat alarms.

Through the Espire brand, ESP is committed to equipping homes with trusted and reliable alarms to provide early detection and rapid response to potential threats. The range o ers a number of innovative features, some of which are unique in the market. These include:

Auto-Dimming Power LED (patent pending)

Stainless Steel Insect Mesh Barrier (patent pending)

RF Link

Lock-in base

Responsive thermistor

24-hour memory function (patent pending)

SAFETY A PRIORITY

With a product category that plays a crucial role in safety, it is imperative that the products are of the highest quality, have undergone rigorous testing procedures and comply with all the relevant standards. As expected with a project of this scale and importance, ESP has invested significantly to create a range of products to meet the company’s exacting requirements. The full Espire collection has been developed from scratch. The project underwent a thorough design process, involving extensive research, prototyping, and detailed refinement to ensure optimal functionality and user satisfaction.

To maintain strict quality control measures and product consistency, the factory is subject to rigorous external audits and measures. It utilises state of the art testing and manufacturing equipment alongside a highly experienced team.

All Espire products have undergone a meticulous design, development and manufacturing process at its dedicated factory. To ensure compliance with all relevant standards rigorous testing is conducted at various stages in the production process. Each alarm is tested a minimum of four times during production. These include pre-checks of the components before moving on to the calibration checks of each sensor or sounder. During assembly of the devices the interface and functional tests are also carried out on

the production line, concluding with a final assembly soak test to ensure all alarms have been thoroughly checked and tested prior to installation.

RIGOROUS TESTING PROCEDURES

A variety of specialised testing chambers and rooms have been utilised to conduct a range of tests on the alarms and these include:

Smoke alarm testing – state of the art smoke tunnels are utilised to ensure fast and accurate responsiveness to various concentrations of smoke.

Heat alarm temperature testing - heat testing is carried out in the alarm chamber and measures the responsiveness to changes in temperature. The calibration of the alarm can be adjusted to ensure correct response times are met.

Carbon Monoxide testing is carried out using the alarm chamber and sensor chamber, to measure the responsiveness to various CO levels.

Decibel ratings of the alarms are tested in a sound proof room, to ensure the alarm is sounding at the required level.

Ingress protection of the alarms is tested in a

special chamber, to include humidity rating.

A radio frequency test room is used to capture the transmission signals from the RF module without interference.

Duration tests that take place a er manufacture include controlled faults and functionality checks.

All alarms have been tested by 3rd party test houses and certified by LPCB (Loss Prevention Certification Board) and TUV, to meet the relevant product standards – BS EN 14604 for smoke alarms: BS 5446-2 for heat alarms and BS EN 50291-1 for CO alarms. All products in the Espire range come with a five year warranty.

COMPLIANCE AND SUSTAINABILITY

The range has been designed to assist installers to meet the recommendations of BS5839-6: Code of Practice for the Design, Installation, Commissioning and Maintenance of Fire Detection and Fire Alarm Systems in Domestic Premises, and BS EN 50292: Electrical apparatus for the detection of carbon monoxide in domestic premises – Guide on the selection, installation, use and maintenance. In line with the sustainability targets of its parent company, Scolmore Group, ESP has taken a proactive stance on sustainability by integrating, where possible, eco-friendly materials and energy-e icient designs across its product line-up. The company has used recyclable packaging material across the entire range, opting for eco-friendly, brown card packaging that is fully recyclable and 100% biodegradable.

10 YEAR BATTERY LIFE

Two alarms (optical smoke alarms and heat alarms) are available in the following options:

Mains with a sealed tamper-proof 10-year lithium battery.

Mains with 9v replaceable battery.

Sealed tamper-proof 10-year lithium battery.

Five alarms (combined smoke and heat alarms, CO alarms, and combined CO and heat alarms) are available in the following options:

Mains with a sealed tamper-proof 10-year lithium battery.

Sealed tamper-proof 10 year lithium battery.

LEADING THE CHANGE

Iain Franklin, Managing Director, Transformation at JLL, explains why taking the lead from how the airline and hotel industries operate could have a transformative e ect on the ways facilities management services are delivered

With the adoption of hybrid working patterns, o ice buildings have experienced fluctuating occupancy levels, with much lower levels on ‘shoulder days’ i.e. Mondays and Fridays. Yet despite this, so many businesses are worried about running out of space that they over provision their workspaces, which leads to a waste of real estate assets and ine iciencies in FM services, all of which put a strain on the environment.

This is the pattern that Iain Franklin, Managing Director, Transformation at JLL is challenging. He instead advocates the application of dynamic real estate management using strategies borrowed from hotels and airlines that use real-time

and historic occupancy data to provide demand-driven services that reduce waste, optimise costs, and rethink o ice space utilisation.

While Franklin’s CV includes a period of working within the travel technology industry where he says his travel connections were forged, two decades of working in real estate, FM, change management and consultancy all play a part in formulating these ideas. He studied real estate at university, qualified as a chartered surveyor and moved into FM and real estate management in the Cayman Islands, managing the whole life cycle for government portfolio. He pivoted away from FM delivery and into advisory roles and

a er completing an MBA, joined a global corporate real estate team within the travel industry.

Following stints at EY and Mitie he joined JLL in 2018 to lead its EMEA consulting practice. He explains that working with the multifaceted consulting team brings real estate, project and change management and FM teams together:

“I started to realise that while we talk about an integrated cycle, that integrated cycle is naturally divided. Both JLL and much of the market all o er dynamic services, but it’s the management of those services that is where, I think, the skills, the transition, and the change in our industry must occur.”

DYNAMIC DELIVERY MODEL

Over the last couple of years, he has begun to put forward his views, including the publication of a paper “Transforming hybrid o ice management with an overarching dynamic delivery model” in the Corporate Real Estate Journal .

One of his key recommendations is to bring consultancy and operational teams together, because: “FM operations people know how buildings tick, and advisory people know how to build complex business cases and drive change. When you put that together, you can make change happen.”

This is not just a theory. Some notable clients, including the London Stock Exchange Group has bought into the model, transitioning to JLL on January 1st this year and now starting their move to a dynamic model, while Franklin has stepped into JLL’s global HSBC FM Account to transform the way its FM is being delivered. He is adamant that this model is a change that is not just about JLL, it’s a change for the industry.

Drilling down into how the process works, airlines and hotels will typically plan around demand, increasing availability during peak periods such as the school holidays. Workplaces also have a rhythm - from week to week and over an entire year. An o ice will regularly be busy in the middle of the week and particularly during certain weeks in the Spring and Autumn, quiet on Fridays and deserted in August. This results in workspaces being chronically underused during quiet periods and experiencing space shortages and service demands issues during busy periods.

“It’s a fear of failure that literally keeps corporate real estate directors up at night because they are terrified of running out of space. So, what do they do? They over provision.

“I believe this is why an industry change is needed in real estate and FM. Providing ‘just-in-case’ services or space is unacceptable waste in other service led sectors like travel and accommodation. The solution is to o er layers of flexibility in terms of space supported by a fundamental change in the FM delivery model.”

DYNAMIC

SERVICES IN ACTION

He cites the case study of Xerox to help demonstrate this approach. The print company opened a new London HQ with four di erent tiers of flexibility in 2020. They took a traditional lease with a showcase fitout and a second floor on a shorter lease that was fitted out on a more ‘vanilla’ basis. They rented a further space by the desk from the landlord and finally, the landlord installed a coworking space in the building

so that the few days a year that the site was over-capacity, because for instance the executives had flown in, they’ve got some spillover.

Explains Franklin: “That layering of flexibility enabled the business to breathe over time, and it could expand and contract. For any business in a period of uncertainty, that’s hugely invaluable.”

He is adamant that one of the key principles to the dynamic management approach is not to fractionalise or move to zero hours employment, so the question for FMs is how to buy in services that meet this fluctuating demand?

Forward knowledge of how that demand is going to change is the key he explains, and this doesn’t necessarily mean “jumping to technology”.

within a week, within a month or within a year.”

This leads to a conversation for the industry around new employment contracts. For instance, where you can design employment contracts that match demand throughout the year. This might vary from stretching the work hours on certain days or even months, with other days o . Employees might be paid more for that flexibility, and many may value it. For FM: “what you’re then able to do is start balancing demand to supply in services.”

It’s a fear of failure that literally keeps corporate real estate directors up at night because they are terrified of running out of space. So, what do they do? They over provision. I believe this is why an industry change is needed in real estate and FM. Providing ‘just-in-case’ services or space is unacceptable waste...”

“You don’t need technology to tell you that Fridays are quiet days, but that enables you to say ‘I still need a receptionist on a Friday, so why not look to move away from three receptionists every day to a single receptionist on a Friday where the FM covers the lunch break? I then take that capacity, and I repurpose it to those intensive days of working.’ This principle can be done

BEGINNING THE PROCESS

Following this model, property people can begin by looking at the data they’ve already got, including room and desk bookings to detect usage as well as forecast demand by analysing data on future working patterns and service delivery demand. AI will increasingly play an important part in this, but it’s how this demand is managed which will be critical in its success.

He warns that manning buildings with all full-time sta solely assigned to specific services such as cleaning or security will

What hotels do most e ectively that we can learn from is segment their demand. They look very carefully at the di erent type of customer and their buying behaviours. You’ve got the leisure traveller who wants the lowest cost point, and you’ve got the executive business traveller who doesn’t care about price, but convenience and luxury service.”

limit dynamic real estate management, which again is where we can learn from hospitality - where sta have primary roles and deployed where needed to tailor the customer service response.

He explains: “What hotels do most e ectively that we can learn from is segment their demand. They look very carefully at the di erent type of customer and their buying behaviours. You’ve got the leisure traveller who wants the lowest cost point, and you’ve got the executive business traveller who doesn’t care about price, but convenience and luxury service.

“If I bring that back into our world, sales people and executives focused on convenience need to be in the o ice on Tuesdays, Wednesdays and Thursdays for meetings and collaboration. By comparison, the back-o ice functions of a business; finance, HR, governance, don’t necessarily need to be in on those days. What we can do then is - just like the hospitality sector - look at availability and ask them to book their team gatherings on a Friday. We can then o er enhanced amenities or lower costs on those days as a reward for coming in on those o -peak days.

“If this is booked well in advance, we can then go to our catering provider and order

o -peak day ‘packages’ seeking marginal cost pricing. An extra amenity cost can be very small, and eclipsed if you’ve avoided holding surplus real estate.

“That segmentation approach enables you to start filling the space up every day but filling it in di erent ways. Mimicking the loyalty aspects of the hotel industry is powerful as well, because it enables companies to reward behaviours at the individual level that minimise corporate real estate costs.”

The key to delivering this type of service, he stresses, is in employing multi-disciplinary sta , emulating hotels for instance where general managers, reservation managers and reception sta can all respond to increased demand such as a queue at the front desk. Within FM that may involve a post room person, supports reception or security sta (if appropriately licensed), or completing a room reset when needed.

The model can also be applied to hard services. Clients may request having an engineer on site, 24/7 ‘just in case’ but if that engineer is at lunch, it could still be 45 minutes before they’re available. If instead engineers are deployed across multiple clients, there could be a choice

of engineers to service an incident. The result? Faster resolution rather than faster response deploying an expert rather than a generalist who can support a host of buildings. Tech can also play a role with the use of sensors for o site monitoring to make sure that plant isn’t going to fail in the first place.

Franklin admits this approach: “Requires facilities management providers to change our ways of thinking in our commercial models and our clients to trust the industry to respond as quickly as they do today but be more e icienct and e ective in the process.

“It all comes back to interlinking many concepts. You can liberalise employment, de-risk that by using a smart building solution and run your building more intensely. By doing so you can take less space at less cost and less waste which means less carbon, which is the ultimate win.”

PULLING IT ALL TOGETHER

While Franklin acknowledges adopting the dynamic real estate management model will be driven by Corporate Real Estate, he believes the power in launching it comes from FM. Their knowledge and understanding from being on the ground of how people work and how the building works provides the knowledge and confidence to have sharper, more dynamic portfolios in the first place, he argues.

While FMs know the buildings and the people best, change management is the core skill needed to ensure success he says: “Change has got to be at the heart, because we must adapt quickly. If we are asking our clients to work in adaptable spaces, we must automate and digitalise the work of the facilities manager, so the teams on the ground can deliver dynamically.”

It also requires a long term ‘multi-year evolution’ which needs to begin with skilling up facilities managers across both property and HR disciplines.

In a nutshell dynamic real estate management is about introducing flexibility into a fixed environment. With the current model, the real estate is fixed, the assets and the sta are all fixed, and yet as Franklin concludes: “Our clients want flex. They want change and yet all the facets of this model already exist, it just needs to be brought together to make it work.”

You can view the paper: Transforming hybrid o ice management with an overarching dynamic delivery model at the link below.

https://bit.ly/4cTCy1D

Hydrosense PRO

The world’s fastest Legionella test to detect Legionella pneumophila serogroups 1-15, the leading cause of Legionnaires’ disease of o ce buildings were contaminated with Legionella pneumophila 53%** of Legionnaires’ disease is caused by Legionella pneumophila 97% OVER *

Control line

Bene ts

• Delivers test results in 25 minutes.

• Detects dangerous VBNC Legionella (Viable but Non-Culturable), something lab culture cannot. This dormant form of Legionella can directly infect human lungs and can reinfect a water system quickly.

sg1 detected sg2-15 detected

• Easy to use – anyone can carry out the tests with minimal training.

• Gives real-time results – you don’t have to wait weeks for lab reports.

SMARTER STORAGE

Graeme Matthews, Sales Director at Bisley o ers advice on storage solutions designed to meet the needs of both the hybrid workforce and the dynamic workplace

As workplaces continue to embrace hybrid working models, the demand for flexible and e icient o ice spaces has reached new heights. With employees now splitting their time between the o ice and remote locations comes a need for smarter solutions to manage o ice storage. Traditional, static storage systems no longer meet the needs of modern, dynamic work environments. Smart storage solutions can revolutionise the way businesses approach storage in the workplace by integrating real-time data, multi-purpose lockers, self-service technology, and more, providing a solution that is as flexible as the hybrid workforce itself.

THE PROBLEM WITH TRADITIONAL STORAGE

In traditional o ice settings, storage is o en static, with personal lockers, cabinets, and filing systems assigned to employees or departments. This method works well when the o ice is organised in a fixed and predictable way, but with hybrid working, this approach leads to several ine iciencies. For instance, fixed storage units o en take up valuable space, especially in o ices where attendance fluctuates, and lockers are underutilised. Employees now tend to work across various shi s and locations, meaning their storage needs change day-to-day. A static storage system that allocates fixed lockers

and storage belonging to employees who may not even be in the o ice that day only results in wasted space. Businesses are increasingly realising that traditional storage cannot keep up with the dynamic, ever-changing demands of hybrid work.

LIVE DATA TO RIGHT-SIZE STORAGE

Look for storage systems that use live data to optimise storage use. By leveraging real-time data, facilities teams can monitor locker usage and identify exactly how o en lockers are used, who uses them, and for how long. This data-driven insight allows businesses to provide only the storage they truly need, ensuring that space is utilised e iciently.

Rather than overestimating storage requirements and allocating lockers based on assumptions, this approach helps reduce overprovision and eliminates the need for rows of empty lockers taking up valuable floor space.

MULTI-PURPOSE LOCKERS

In hybrid workplaces, flexibility is key, for example our BeSmart lockers are designed to work harder than traditional storage systems. Multi-functional lockers combine personal storage with the ability to handle other o ice tasks, such as parcel deliveries, IT equipment handovers, and more. This reduces the need for separate storage furniture and provides e icient solutions.

This type of locker can serve as a personal storage space for employees, but it can also double as a delivery station for parcels or a secure location to store IT equipment. This multi-purpose capability allows businesses to make better use of their o ice space, especially in hybrid environments where employees’ attendance and storage needs fluctuate daily.

SELF-SERVICE FLEXIBILITY FOR HYBRID TEAMS

With the rise of hybrid work, fixed personal lockers and assigned desks are no longer practical. Self-service technology allows employees to book and manage their lockers via smartphone app or RFID. This eliminates the need for employees to have fixed personal storage with manual keys, which o en need replacing regularly across a workforce, becoming costly to the business and allows for flexible, shared use across di erent shi s and teams.

Employees can book lockers when they need them, select lockers across di erent floors, and manage their storage based on their daily activities. This flexibility allows businesses to make better use of every locker, ensuring that storage resources are always available when needed, regardless of the time of day or which team members are on-site.

Instead of cluttering up desks with personal items, employees can use lockers to store their belongings securely during the workday. This system not only supports flexibility but also keeps workspaces clear and organised, ensuring that employees can focus on their tasks without the distractions of excess personal items or clutter. Providing storage only when it is needed helps businesses maintain a clean, e icient, and agile work environment.

DATA-DRIVEN SPACE PLANNING

The latest smart locker solutions can gather detailed data on storage usage, providing valuable usage reports that show exactly

where demand is highest and lowest within the o ice. This data can guide facilities teams in strategically placing lockers, ensuring that storage is concentrated where it is most needed and preventing unnecessary overprovision in low-tra ic areas.

For instance, if data shows that certain locker zones are consistently underutilised, businesses can repurpose these areas for more productive uses, such as additional collaboration spaces or meeting rooms. Conversely, if there is high demand in specific areas, facilities teams can redistribute storage resources to meet those needs. This datadriven approach to space planning helps businesses optimise their o ice layout, improving the overall e iciency and functionality of the workspace.

o ice space. FMs can address this issue by starting with a smaller storage solution and scaling up as needed.

By using real-time data to monitor storage usage FMs can expand their lockers gradually, ensuring that they only allocate additional space when it is truly necessary. This not only saves on real estate costs but also ensures that storage is always aligned with actual demand, keeping o ice spaces flexible and cost-e ective.

Consolidating storage functions and enabling more e cient use of o ce space reduces the need for unnecessary manufacturing and excess storage furniture. This approach supports a more circular, sustainable o ce design, where resources are used more e ciently, and waste is minimised.”

PREVENTING OVER-PROVISION

One of the challenges businesses face when designing new o ice spaces is predicting storage requirements. In the past, many companies overestimated their storage needs during the fit-out stage, resulting in excessive storage units that took up valuable

SUSTAINABILITY BENEFITS

manufacturing and excess storage This

Sustainability is a growing priority for many businesses, and smart lockers help support these e orts by reducing redundant storage and promoting smarter reuse of existing furniture. Consolidating storage functions and enabling more e icient use of o ice space reduces the need for unnecessary manufacturing and excess storage furniture. This approach supports a more circular, sustainable o ice design, where resources are used more e iciently, and waste is minimised.

Smart lockers enable businesses to rightsize their storage, reduce unnecessary space allocation, and prevent overprovisioning. With data-driven insights and the ability to reconfigure storage as needed, they o er organisations a smarter, more sustainable approach to o ice design.

FALSE ALARMS

Matthew Holliday, Director of Technical Services & Field Operations at the National Security Inspectorate (NSI), explains how false alarms from security systems are being addressed through an industry-wide partnership with police

Over the past two years, the number of false alarms triggered by security systems has significantly increased.

While the threat posed by false alarms is not new, it has escalated due to evolving technology. Thirty years ago, false alarms were rampant, with a staggering 92 per cent of security alarms being false. This prompted a crackdown by police in 1995. However, recent vulnerabilities related to dualpath signalling have brought the issue back to the forefront, requiring renewed, proactive collaboration with the National Police Chiefs’ Council (NPCC), NSI and other industry stakeholders.

DANGER OF FALSE ALARMS

False alarms that unnecessarily trigger a police response are more than just an inconvenience. Under NPCC guidelines, if a site’s intruder alarm system exceeds the prescribed limit of two false activations within a 12-month period the system is demoted from a ‘Level 1 – Immediate’ police response to a ‘Level 3 – Withdrawn’ response.

This change leaves sites more vulnerable, relying on keyholder-only responses for a minimum of 90 days. During this period various NPCC conditions, including the upgrade of systems to meet current standards and passing of compliance checks (e.g. an NSI Certificate of Compliance), must be met before the alarm system can be restored to ‘Level 1’ police response.

TECHNICAL ISSUES

The main technical issue is the vulnerability of dual-path signalling systems, which rely on two communication channels (primary and backup) to provide a second route for alarms to be transmitted to an Alarm Receiving Centre (ARC) – where alarms are verified before notifying the police. These channels are increasingly susceptible to failure, especially in remote areas where communication channels like GSM (Global System for Mobile Communications) are o en unreliable. Traditionally a coincidental failure on both communication channels

is considered to be a police attendance event, contributing to the false alarm count.

GSM technology (including 2G, 4G and 5G) is favoured by alarm installers due to its coste ectiveness and ease of installation. However, reliance on GSM radio for both signalling paths significantly contributes to false alarms. In remote locations, where GSM base stations are o en scarce on the ground, simultaneous failures in concurrent dual-path communication channels are more likely, resulting in erroneous alarm signals.

A further contributory factor is the transition from traditional analogue copper wire PSTN lines to Internet Protocol (IP) communications for broadband. While IP technology enables highspeed data transfer, it lacks the reliable, ‘always on’ connectivity required for alarm signalling. Many security alarm installations are switching entirely to IP protocols, which are more susceptible to shortterm outages and require constant on-site power. These changes reduce reliability when compared with more robust PSTN technology, which is remotely powered by copper landline phone exchanges.

This situation is exacerbated by ARCs o en understandably erring on the side of caution, interpreting IP-related outages as potential tampering or sabotage of the alarm signalling path rather than temporary technical or communication issues. This, in turn, has triggered a sharp increase in line fault failures being mistakenly processed for police response. The net result has seen police, insurers and ARCs experiencing significant strain, with ARC operators spending disproportionate time managing these false alarm and line fault issues.

COLLABORATIVE SOLUTIONS

A range of strategies are now being deployed to solve these recurring problems, involving an industrywide taskforce comprising third-party certification bodies including NSI, police, insurers, ARCs, trade associations and other stakeholders.

Key recommendations include the use of extended radio aerials and high-gain antennas to mitigate location-specific signalling limitations, as well as measures to reduce radio frequency interference, which can disrupt communication and cause false alarms. These interim measures are already being implemented, while industry standards and codes of practice are being updated to reflect the latest technological developments.

Notably, this involves revisions to standards such as BS 8243:2021 (for the design, installation and configuration of intruder and hold-up alarm systems) designed to generate confirmed alarm conditions; and PD 6662:2017, which incorporates a series of European BS EN 50131 alarm product standards, along with system requirements from BS EN 50131-1 for Intrusion and Hold-Up alarm systems.

THIRD-PARTY APPROVAL COMPLIANCE

The guidance will also become a crucial part of inspection processes conducted by NSI and other certification bodies. This includes both the initial approval of service providers and the subsequent annual surveillance audits required to maintain thirdparty certifications. These independent audits ensure NSI certified providers consistently meet the high standards of professionalism and competence that customers and other stakeholders deserve.

Maintaining Air Gap Security With A BMS In Datacentres

In today’s digital landscape, the protection of sensitive information is paramount. For data centre managers, the implementation of stringent security measures is essential to safeguard data from both internal and external threats. One increasingly popular strategy is the establishment of an air gap security model.

An air gap in a data centre refers to a physical and logical separation between a secure network and untrusted networks. This isolation ensures that critical systems are not directly connected to the internet or any external network, reducing the risk of unauthorized access and cyber attacks.

By maintaining an air gap, data centre managers can significantly enhance the security posture of their facilities and the sensitive information housed within them. The primary benefit of an air gap is the dramatically reduced risk of breaches. With no direct pathways for external intrusion, the attack surface is minimized. In the event of a malware attack or a ransomware incident, systems within the air-gapped environment remain shielded and can continue operating securely, which is vital for business continuity.

Furthermore, now that datacentres located within the UK are regarded as Critical National Infrastructure they have to adhere to more stringent data security requirements.

There are well established systems and methodologies in use to protect the data within data centres from external threats such as unauthorized access via network points, or via remote connectivity.

There is however an inherent weakness with many on site systems that control and monitor data centre building services. These include Building Management Systems, Power Management and SCADA systems, amongst others.

Faults and alarms raised by any of the above systems must be dealt with promptly by on site engineers. But alerting an on-site engineer quickly can be challenging if they are not immediately to hand.

THE BRABOURNECONTROL SOLUTION

One way of achieving this that overcomes both the speed of response challenge whilst maintaining the vital air gap between the engineer and the data centres systems is to connect the on site radio system directly to the BMS, PMS and SCADA systems

The BrabourneControl solution is a gateway interface that connects to the relevant system

servers via a one-way output and receives fault messages, alarms. It outputs these directly to the on-site engineers digital radio terminal. The radio terminal integrates with the data centre on site radio system, a network that is owned and controlled on an exclusive basis by the data centre. Security can be further enhanced using advanced AES256 bit encryption between radio terminals ensuring trusted network status.

The radio terminal allows the engineer to view the fault/alarm message in real time from anywhere on site and respond accordingly. Crucially his device is not connected to any public wireless network, or the internet. Nor does it include a camera thus eliminating the risk of image data breaches. Instead, it utilizes the text messaging capability of a digital two-way radio that mimics the information displayed on the BMS/PMS/SCADA monitors.

WHICH SYSTEMS WILL IT WORK WITH?

This gateway solution is system agnostic and will work with almost any BMS, PMS and SCADA system currently in use. It’s also radio system agnostic so can be incorporated into any existing digital radio system.

Without any access to external communications networks the device is compliant for use within data halls and also enables the engineer to remain in contact with colleagues for reporting progress with faults and alarms. This eliminates the need for the use of mobile phones on site, removing another security risk.

Should the engineer need to contact external support whilst attending the data hall he can

utilize the telephone connect capability of most digital two-way radios. This utilizes the same radio resource as the alarm/fault messaging feature and then connects to the data centre fixed line telephone system.

Although the noise level in a data hall can be high the on-site engineer can make use of modern audio accessories to ensure voice communications with his colleagues are e ectively maintained. BrabourneControl is a solution ideally suited to the specific security and operational requirements of data centres. It provides a comprehensive mobile communication solution for on- site engineers. This maximises productivity whilst ensuring compliance with strict data security requirements.

DESIGN DESTINATION

Madeleine Ford presents a preview of Clerkenwell Design Week 2025: the UK’s leading design festival taking place this May in a range of venues throughout London’s architecture and interior design hub

The award winning Clerkenwell Design Week is back from the 20-22 of May. CDW has firmly established itself over the years as the UK’s leading design festival. Taking place in the Clerkenwell district in London, home to more creative businesses and architects per square mile than anywhere else on the planet, CDW has found a distinctive way to celebrate one of the most important design hubs in the world, by showcasing the world’s leading interior brands.

The event is a must-attend to discover industry trends, elevate workplace environments and explore practical design solutions. CDW, is a front row seat to see how workplace, commercial and hospitality design is evolving.

This year will be the largest edition to date, welcoming visitors with an exciting lineup of installations, brands, exhibitions and talks across 15+ venues and 160+ local design showrooms, where aesthetics, functionality and wellbeing intersect. There are 10 exhibition venues across the festival,

each boasting a di erent curatorial focus, from leading brands and emerging talent covering furniture, lighting, textiles, accessories, surfaces and product design from around the globe.

Three new exhibition venues have been added to the programme this year, among them the historic medieval and Tudor buildings of The Charterhouse and Charterhouse Square; St Bartholomew the Great, London’s oldest parish church; and Studio Smithfield, a Grade II-listed building above Smithfield Market in the heart of the Culture Mile.

FOCUSED TALKS ON WORKPLACE AND WELLBEING

Conversations at Clerkenwell, the festival’s o icial talks series curated by PR and Brand Consultant Katie Richardson, will be hosted at the historic Charterhouse for the first time. The series will feature industry figures and emerging talent in a Kapitza-designed theatre inspired by the rich history of patterns and ornaments adorning the venue’s walls and ceilings. Kaptiza is well-known for its colourful public art installations for British Land, wayfinding designs for the Royal London Hospital and public and leisure architecture projects.

The conversations will cover the issues of the day with opinions and ideas from global designers, emerging talents, cra s people, material specialists and more. In 18 live sessions over three days, the topics will range from colour and interior trends to heritage renewal, commercial space design and AI in design; as well as neurodiversity in the workplace, navigating sound design, and best practice for ergonomics.

This year will open with Dutch Artist and Designer Sabine Marcelis in conversation with Alice Morby and further talks from a remarkable lineup of speakers including designers from Pearson Lloyd as well as three daily sessions curated and hosted by architecture and design publication Dezeen.

PRODUCT DISCOVERY

The multiple venues across Clerkenwell will feature over 350 design brands, presenting furniture, lighting, textiles, product design, surfaces and home accessories. The physicality of CDW is what makes it distinctive. From flooring and finishes to

lighting, furniture and acoustic solutions, the event o ers a visual and practical way to engage with the newest products on the market. Confirmed exhibitors include Chelsom, Vincent Sheppard, Ethimo, Kirkby Design, Morgan, Another Country, Universal Fibers, Arte and Ultrafabrics. Additionally, more than 160 showroom partners will also host product launches, talks and workshops. These include Allermuir, Ferm Living, Bolon, Tarkett, Duravit, Hansgrohe, Ideal Standard, Secto Design, J. Adams and Co, Bert Frank, Cosentino and Viaduct.

Notable product launches include an exclusive global preview of Interface’s

Dressed Lines carpet tile collection, designed by sustainability and biophilic designer David Oakley and inspired by postwar minimalism. Oakley has been a leading product designer for Interface for over 25 years and is inspired by biomimicry, nature and sustainable design.

Further, another global collection from Interface, Lasting Impressions, o ers a calmer and more centred vibe with tatami weave and plaster finishes, embracing the hallmarks of the handmade and the imperfect. Interface pride themselves on their carbon negative portfolio and have two seminar sessions taking place which bring together experts in both design and sustainability disciplines to talk about the possibility of combining beauty, innovation, biophilia, life-centred approach and care for our planet.

WORKPLACE FOCUSED EXHIBITION ZONES

There will be two notable workplacefocused exhibition spaces:

Studio Smithfield: One of the new venues for 2025, it will be spotlighting commercial and workplace interiors. Presenting brands and solutions at the intersection of design, tech and functionality, including:

Houzz Pro: a leading platform for renovation and design, o ering professionals an all-in-one solution to manage and grow their businesses.

Bandalux: presenting adaptive shading systems, designed to improve the e iciency of buildings by combining quality, technology, beauty and sustainability.

LaCividina: specialising in ergonomic lounge and breakout seating for agile, multi-use environments.

Buzzispace: leading in acoustic lighting and partitions that double as design features.

Project Pavilion: Where workplace meets scale, the destination for commercial interior specifiers featuring contractgrade furniture, integrated lighting, acoustic systems, and wall and floor coverings. Exhibitors include:

Haworth: leaders in modular furniture, privacy pods, and adaptable workstation design.

Actiu: Spanish pioneers in active workplace furniture, they are known for their ergonomics and flexible desking systems.

Vescom: presenting performance driven wallcoverings, textiles and acoustic panels.

Ege Carpets: the carbon-negative focused brand will present their new collections at CDW.

FURTHER VENUES

The festival will continue showcasing established and independent brands across its existing locations:

Clerkenwell Green – Structural stone takes centre stage, as Albion Stone and Hutton Stone unveil a new Hawkins\ Brown and Webb Yates commission.

The Stone Tapestry structure by the

Stone Federation will also be on display, alongside contract and workplace interiors exhibitors.

Project – Focused on contract furniture and surface design.

Design Fields – Showcasing contemporary furniture, lighting and product design.

Light – Home to lighting brands.

Elements – Dedicated to architectural hardware and finishes.

British Collection – Taking over the whole of St James’s Church to celebrate British design.

Detail – Featuring luxury interiors. Platform – Spotlighting emerging design talent.

Ceramics of Italy – Hosting Italian ceramic and porcelain tile brands at VaynerMedia’s St John’s Square headquarters.

Old Sessions House – Serving as the festival hub with brand activations.

Cowcross Pavilions and Brewhouse Yard – Both presenting commercial interiors from the UK and abroad.

DESIGN TRENDS

This year design sustainability takes centre stage, with designs that defy time. The reuse and repurposing of materials is a key focus for many brands at CDW 2025, which are highlighting circular design principles to minimise waste. Notably, Scandinavian

brand Mater will be showcasing the new Terra Lighting collection designed by OEO Studio and cra ed from its patented waste material Matek. Combining recycled post-consumer e-waste from damaged or unwanted electronic devices with co ee shell waste – each lamp contains up to 303g of waste materials.

In addition to Mater, Scandinavian design leads the international lineup with major Scandi brands including HAY, String Furniture and Muuto, bringing fresh innovation and minimalism to the festival with their new collections.

Biophilic design remains a key component of workplace interior design this year with a focus on sensory experiences. It is well known that integrating simple natural elements such as plants and light massively improve productivity and reduce stress levels, however among the designers this year there has been an increase in incorporating tactile finishes and ergonomic layouts to accommodate diverse sensory needs and to support wellbeing and productivity.

CONCLUSION

From the 20th-22 of May, Clerkenwell will once again provide a stunning backdrop for presenting some of the world’s most exciting brands, where inspiration meets innovation. CDW is an opportunity to connect directly with the design trends, talent and industry leaders of 2025, and discover workplace design that delivers long-term value.

When everything works together, you can spend time on other things that matter to your business. That’s why our products have been designed to integrate with each other, helping you save time and cost, ensure compliance, and keep your people and property running at peak performance.

ECO-FRIENDLY EQUIPMENT

Mark Venner, Chief Operating O cer at Kärcher, discusses why choosing sustainable cleaning products is a non-negotiable for facilities managers

Sustainability

and environmental consciousness have permeated our day-today lives and is increasingly important to the world of business and by association facilities management.

Within businesses, proactive sustainable action is now recognised as o ering a clear competitive advantage. Economic success is measured for long-term strategies focused on people and the environment, and it is facilities managers who play a vital role in eco-conscious adoption. From energy usage and waste handling to water conservation and supply chain management, facilities managers oversee operations, maintenance, and workplace security, influencing the impact an organisation or business has on the environment.

With pressure from consumers, employees and business leaders to act on ESG issues, FMs understand the importance and benefits of implementing sustainable practices. Key to implementing new green practices is ensuring cleaning operations are as eco-friendly as possible.

PROTECTING YOUR BOTTOM LINE

Energy and water consumption represent significant operating costs for businesses, which is why partnering with sustainable cleaning providers is a smart financial decision, as they are deeply rooted in improving energy and water conservation.

Modern eco-conscious cleaning equipment, such as high-e iciency scrubber dryers and vacuums, are designed with eco-e iciency modes in mind, lowering utility bills by up to 30 per cent. Reduced

operating costs help facilities managers’ bottom line, making sustainable cleaning equipment a financial and environmental prerequisite.

While the initial outlay for sustainable cleaning equipment may seem higher - o en due to the complexity of the production process - the investment pays o in the long run. Sustainable equipment, designed for durability and longevity, reduces replacement rates and extends the equipment lifespan well beyond standard alternatives. As a result, sustainable equipment can last up to 40 per cent longer and companies can avoid replacement cost inflation which has risen by 11 per cent in recent years. This significantly reduces the need for frequent replacements and lowers longterm capital expenditure.

COMPLIANCE WITH LEGISLATION

UK legislation surrounding the environment has a carbon emission goal of net zero by 2030. Regulations such as the Environmental Act 2021 and Climate Change Act 2008, which are pushing the UK towards net zero emissions, place a greater responsibility on facilities managers to commit to sustainable cleaning practices.

For example, the Environmental Act 2021 mandates the implementation of electronic waste tracking systems to reduce poor waste disposal and producers to bear the cost of disposing of products, starting with plastic packaging. This means facilities managers must choose suppliers that adhere to these legislations to reduce potential liabilities.

While our politically turbulent times mean the

green agenda is constantly in flux, one thing can be sure: sustainability is something that governments across the world are keen to progress.

Companies proactively moving towards a more sustainable future through investing in sustainable cleaning providers will stay ahead of future legislation, not having to react last-minute, but instead feeling confident in their ability to meet policy changes.

BUILDING FOR THE FUTURE

Old and ill-maintained cleaning products and equipment are known to use harsh chemicals, consume excessive water and energy, and produce large amounts of CO2 emissions; all practices that negatively a ect the environment and corporate ESG goals. By using eco-focused cleaning products, facilities managers can help reduce greenhouse gases, support the wider UK Government’s environmental targets and help create a healthier, less toxic future.

It is advisable to prioritise sustainable practices throughout every level of the supply chain – from raw materials to delivery, with suppliers categorised into tiers based on their position within the chain. This involves embracing recycled, biodegradable, resource-e icient designs across tier one, tier two and tier three suppliers. While many companies focus on tier one and two suppliers, ensuring ethical manufacturing and delivery, tier three suppliers responsible for sourcing raw materials are o en overlooked. To truly meet sustainability goals, facilities managers must engage with all supply tiers. By enacting all the above, alongside working with providers and partners who are invested in the green agenda, facilities managers can build for the future.

FINDING THE RIGHT PROVIDER IS KEY

Partnering with a sustainability-focused cleaning provider can transform cleaning operations through streamlined and e icient equipment, helping to achieve CSR goals.

Kärcher’s brand new modular T-range dry vacuum cleaners are a prime example of innovative technology helping FMs to reach environmental targets. The new vacuums identify the problems surrounding sustainability stated above and o er solutions for FMs to keep costs low, comply with legislation and help improve the environment.

As sustainability becomes an increasingly critical factor in decision-making, businesses will need to evolve with the times or be le behind. Not only do sustainable cleaning solutions contribute to cost reductions, but they also ensure compliance with modern and rapidly changing legislation and supportive action to meet environmental targets.

A GREENER FUTURE

Brad Reames, Owner and Managing Director of Peartree Cleaning Services on ways the cleaning sector can step up its commitment to sustainability

Inan era defined by environmental challenges, businesses worldwide are increasingly integrating sustainability into their core operations. By adopting environmentally responsible practices, we can all contribute significantly to the global e ort to combat climate change, helping to safeguard our environment for future generations, and aligning with consumer and regulatory expectations for sustainable operations.

In 2024 we embarked on a journey to minimise our environmental footprint, maximising community engagement and upholding the highest standards of governance to reduce our environmental impact and aligning with the United Nations Sustainability Development goals.

From embracing eco-friendly cleaning products to integrating energy e icient technologies, our operations strategy reflects a dedication to environmental conservation. This includes embracing green cleaning solutions, using biodegradable and non-toxic cleaning products that reduce chemical residues and harm to ecosystems, minimising waste across all of our sites, implementing energy-saving technologies throughout our operations, and working with our clients to implement sustainable practices at their sites.

DRIVING EMISSIONS REDUCTIONS

Our commitment to sustainability is underscored by tangible results. Last year we recorded a 21 per cent reduction in total carbon emissions year-on-year reflecting our comprehensive approach to emission reduction across Scope 1, Scope 2, and Scope 3 categories, and a 95 per cent electric fleet transition

(with plans to transition fully as infrastructure improves in Scotland and Wales). Our commitment to reducing waste led to an 88 per cent reduction in single-use plastics, and e orts are underway to enhance our recycling programs and explore circular waste solutions.

We achieved minimal water-related carbon emissions, with zero pollutants emitted to water, reflecting our responsible water use and e iciency in operations. Energy-e icient upgrades to lighting and heating systems at Peartree House, combined with solar panel installations, reduced reliance on grid power. Our electricity emissions stood at 5.65 tCO2e (location-based) and 10.6 tCO2e (market-based), with renewable energy procurement mitigating the overall impact.

LEADERSHIP IN SUSTAINABILITY

Another milestone is the appointment of Georgie Hull as our Sustainability Manager. This dedicated role marks a significant step forward in embedding ESG into the core of our business operations. Hull is responsible for managing all of our sustainability initiatives, from gathering data for our carbon reduction plans to working with suppliers and teams to hit our ambitious targets. She’s also been integral in leading our Ecovadis submission, a third-party platform that assesses and rates the sustainability performance of companies, particularly within their supply chains.

SCIENCE-BASED TARGETS INITIATIVE

One of our proudest achievements has been joining the Science-Based Targets initiative (SBTi) alongside our valued client, a leading global asset and wealth management firm operating from a state-of-the-art

headquarters in London.

This partnership has allowed us to take tangible steps to align our operations with global climate goals and achieve near-term and net zero targets aligned with the global aim of limiting global warming to 1.5°C. We have now formalised both our near-term and net zero targets, and Peartree is o icially listed on the SBTi website under ‘Companies Taking Part’. This reflects our dedication to ensuring that our actions align with sciencebacked standards to limit global warming to 1.5°C. By engaging our supply chain and leveraging robust data tools, we’ve developed precise strategies to comprehensively address emissions across our operations. This collaborative approach ensures that both Peartree and our partners are advancing together toward a sustainable future.

COLLABORATIVE SUSTAINABILITY

Integral to any sustainability journey is the engagement of the supply chain. Through partnerships like the Neutral Carbon Zone (NCZ), suppliers are empowered to measure and report their emissions. This collaborative approach ensures a holistic reduction in the collective carbon footprint.

A COMMITMENT TO THE FUTURE

True sustainability isn’t just about the environment, it’s about creating opportunities, supporting our communities, and fostering a workplace where everyone can thrive.

Our journey toward sustainability is driven by collaboration, innovation, and a commitment to leading by example. As a responsible organisation we understand that our products, services, and operations have a direct impact on environmental sustainability and that working collaboratively with our clients and suppliers is integral to achieving our climate goals.

As we look to the future, we are inspired by the progress we’ve made and are committed to set new benchmarks for environmental performance within the cleaning and facilities management sector. By embracing green initiatives, exploring innovative technologies, promoting eco-friendly practices and products, reducing waste, and enhancing recycling e orts, the cleaning sector can significantly lower our carbon footprint and align with global environmental objectives.

Our vision for 2025 is to make sustainability part of everyday life, delivering real value for our people, clients, and the planet. It’s not just a goal for us, it’s a responsibility that we embrace every day.

FOCUS WASHROOMS

DESIGNING FOR ALL

Anil

Madan, Non-Residential Marketing Manager at Ideal Standard UK and Armitage Shanks on the evolving aesthetic of accessible washrooms

Accessibility

should be the top priority when designing, specifying, and managing commercial washrooms, but achieving compliance doesn’t mean having to sacrifice on style. Traditionally, specifiers, hoteliers and facilities managers have focused primarily on function in accessible washrooms, o en resulting in spaces that contrast starkly with other communal spaces.

This is not without reason; the Equalities Act of 2010 makes accessible design a legal requirement for commercial washrooms. This responsibility extends beyond the equalities act, with Building Regulations Approved Document M (Doc M) setting the standard for accessibility in all buildings within England, and BS8300 part 2 defining the best practices for designing an accessible and inclusive environment across the whole of the UK.

However, a shi is underway as FMs, and specifiers look to bring wider design trends into inclusive spaces to create washrooms that maintain aesthetics for all users.

THE INFLUENCE OF WIDER DESIGN TRENDS

Accessible design has evolved from being a ‘niceto-have’ feature to a key consideration for both designers and facilities managers, driven by the growing influence of commercial and residential interior design trends.

Coloured finishes on grab rails, seats, and brassware are just a few examples of how accessible products are becoming more visually appealing, while greater thought is being given to the aesthetics of ceramics. But FMs and specifiers have more to do than just consider aesthetics when it comes to

choosing colours. The finishes of grab rails and toilet seats in accessible washrooms need to serve a key purpose; providing su icient visual contrast against walls, doors and other surfaces so that people with impaired vision can see them easily.

There’s no room for compromise in the name of design, and any coloured finish however aesthetically pleasing it may be, needs to align with its core, functional, purpose. For example, FMs and specifiers should look for coloured finishes on grab rails and toilet seats that work in harmony with the Light Reflect Values best practice standards which are laid down in Doc M and British Standard BS83002:2018.

The rise of sensor-driven technology, such as mixer taps and automatic flush systems, is now extending into accessible washrooms. Here, FMs and specifiers again need to ensure compliance with Regulation 4 (Water Supply Regulations 1999) and Document M standards. These mixers not only enhance hygiene but also contribute to a sleek, streamlined look, which is appealing to all users.

However, it’s important for specifiers - whether designers or FMs - to carefully consider the selection of accessible washroom products, and aesthetics should not come at the cost of durability, which is critical for high-tra ic washrooms. Where possible, ensure products comply with the best practice outlined in BS8300-2:2028 to guarantee the highest standards in accessible washroom design.

This means selecting products made from materials that are both lightweight and tough, such as aluminium grab rails that can withstand repeated use and continue to meet key criteria such as load weights with that use. The durability of finishes

should also be a consideration, especially in high tra ic areas to maintain the design of a space and reduce the need for maintenance and refits.

RISING TO THE CHALLENGE

Manufacturers are leading the way in bridging the gap between accessibility and aesthetics. By expanding their portfolios, they provide specifiers with solutions that meet regulatory standards without compromising on design.

Armitage Shanks’ new Silk Black Doc M Packs are a testament to this shi . O ering a stylish alternative to traditional white or stainless-steel grab rails and accessories, these packs allow for a contemporary yet compliant washroom design.

This market is an area that’s only growing too, with more and more manufacturers diversifying their product ranges to move design-led products into the accessible washroom space.

LEANING INTO SUSTAINABILITY

Sustainability is another key driver influencing modern accessible washroom design. With growing environmental awareness, specifiers are prioritising products that are not only aesthetically appealing but also environmentally responsible. Recycled and low-carbon materials are being incorporated into washroom solutions, ensuring compliance with green building certifications while maintaining style and durability.

With specifiers and FMs increasingly looking to incorporate these wider design trends into accessible washrooms, products that o er a variety of finishes and configurations while aligning with sustainability goals are gold dust to maintaining consistency across washroom spaces.

A COLLABORATIVE FUTURE

As the demand for aesthetically pleasing and accessible washrooms continues to grow, the industry is adapting to ensure compliance does not come at the expense of style. FMs, designers, and manufacturers are working together to push boundaries and challenge outdated perceptions of accessible washrooms. Through innovative products and forward-thinking design principles, it is now possible to create commercial washrooms that are inclusive, stylish, and reflective of the latest design trends.

The future of accessible washroom design is clear: inclusivity and aesthetics are no longer mutually exclusive, and the industry is embracing this change for the better.

EXCITING NEWS FROM VES – THIRD GENERATION LEADERSHIP ANNOUNCEMENT

VES is proud to announce the recent addition of Ben Peters and Will Peters as shareholders and directors of our holding company, Ventilating Equipment Supply Holdings Ltd.

As a family-owned British manufacturing business, it’s exciting to see the third generation join other family members as part owners, continuing the history and legacy of our company.

Founded in 1968 by David Peters, VES has grown into a five-decade-long business with two factories, over 200 employees, and more than 75,000 square feet of manufacturing space, led by John Peters. John said: “We are thrilled to solidify Ben Peters and Will Peters as our third-generation leaders of tomorrow, helping us continue to be the go-to manufacturer and refurbishment provider of quality air handling units within the commercial ventilation industry across the UK.”

STAR POWER EXPANDS INTO THE NORTH WEST WITH NEW DEPOT

Star Power, a leading provider of specialist temporary power solutions, is excited to announce the expansion of its operations into the North West. From April, the company will be based at the recently enhanced Star Platforms depot in the region, strengthening its ability to serve both new and existing customers with high-quality, reliable power solutions.

To find out more about how VES can help you and your customers provide better air for the built environment, please email us on enquiries@ves.co.uk or visit our website at www.ves.co.uk.

www.ves.co.uk enquiries@ves.co.uk

LOCTITE TO BUILD STRONG BONDS WITH FMS AT ASCP CONFERENCE

Global adhesives manufacturer LOCTITE® is exhibiting at the Association of Safety and Compliance Professionals (ASCP) Conference 2025 to highlight how its range of solutions can help companies across the housing and communities sector to improve safety on their premises. Both a household name and a leading provider to industry, LOCTITE also o ers several key products designed for the plumbing and heating sector that are ideal for use in social housing. Visitors to Stand F5 will be able to witness live demonstrations of its sustainable thread-sealing solutions, LOCTITE 55 and LOCTITE 577.

With its immediate full-pressure sealing qualities, LOCTITE 55 is the fast, easy general purpose, threaded pipe and fitting sealant designed for sealing metal and plastic pipes and fittings. The product also has approval for gas and potable water certified to NSF/ANSI Standard 61, WRAS, DVGW and BAM approvals.

For other plumbing applications, LOCTITE 577 is a medium-strength thread sealant, meaning it is designed to be undone with hand tools should the need ever arise. It fills the space between threaded parts and locks the part at the same time. This makes it ideal for threads with short engagement lengths or parts that need sealing and locking in a certain position e.g. an outside tap.

The ASCP Conference takes place at ICC Newport from 14-16 May.

www.henkel-adhesives.com

By joining forces at this strategic location, Star Power will extend its reach, providing expert temporary power solutions to businesses across the North West. Working alongside Star Platforms, which specialises in powered access equipment hire, Star Power’s presence at the site will create a convenient, comprehensive service hub for customers requiring both access and power solutions for their projects.

Richard Miller, Managing Director, Star Power, commented: “This expansion into the North West is a key step in our growth strategy, strengthening our ability to deliver temporary power solutions across the UK. By establishing a stronger regional presence, we can enhance service levels for our existing customers while also supporting new businesses with our reliable and responsive power solutions. With a dedicated team and the backing of our sister company, Star Platforms, we are well-equipped to provide outstanding service across the region and beyond.”

RETHINKING FIRE SAFETY: FM’S MUST SEE SAFETY TRAINING AS AN INVESTMENT, NOT AN EXPENSE

The fire safety landscape in the UK presents growing complexities for Facilities Managers. As the responsibilities of Responsible Persons expand and compliance laws constantly evolve, viewing fire safety training as a mere cost is no longer viable. Instead, a fundamental shi in attitude is needed, recognising it as a long-term valuable investment in safety, asset protection and compliance.

Forward-thinking FMs already recognise the profound impact this ‘flip’ in mindset means for their teams. By investing in your personnel with quality training in regulation, backed by an accrediting body like City & Guilds, FMs are proactively mitigating risks, minimising potential disruptions, and, most importantly, safeguarding lives.

PPL Training o ers a comprehensive portfolio of x9 City & Guilds and IFSM assured fire safety courses specifically designed to address these evolving regulations. Our expert-led courses, in Slough, Livingston and York, provide your teams with the gold standard in fire safety education, empowering them to confidently carry out their duties, implement best practices for all aspects of fire safety.

If you’d like more information on our courses visit https://www.ppltraining. co.uk/training-course/fire-safety.

www.ppltraining.co.uk

0333 121 1215

info@ppltraining.co.uk

LA RADIOSA DUAL MILK FROM GAGGIA, FOR PREMIUM DRINKS MADE WITH BOTH DAIRY AND NON-DAIRY MILK

Gaggia Milano, with its long tradition of manufacturing premium co ee machines, is renowned as one of the most iconic brands in the world. Throughout its history, Gaggia has always sought to move with the times and to respond promptly to changing trends; and in keeping with that tradition, Gaggia has addressed the emergence in recent years of a huge appetite for alternative milks in co ee. The culmination of this concerted e ort is the launch of La Radiosa Dual Milk.

Building on the success of La Radiosa, which has become the flagship model in the Gaggia Milano automatic machine range in recent years, La Radiosa Dual Milk will extend opportunities for operators by allowing them to respond to the demand, from both workplaces and hospitality businesses, for premium drinks made with dairy and non-dairy milk.

There is virtually no limit to your choice of a dairy alternative: almond, coconut, oat and soya can all be accommodated and thanks to Gaggia Milano’s patented EvoMilk system, each can deliver the excellent milk foam texture demanded by consumers.

La Radiosa Dual Milk is designed with flexibility in mind, based on the volumes of drinks required from each milk o ering. There are a number of di erent

fridge configurations to match demand. As standard, La Radiosa Dual Milk comes with a fridge with a split canister – divided into two 3L compartments – one for each milk. Alternatively, for the busiest sites 2 slimline fridges, each containing 6L of dairy milk / plant-based milk, can be placed side by side.

“As co ee consumers increasingly focus on their health and wellbeing, the UK has been desperate for a solution to meet this particular lifestyle choice”, said, Andrew Barrow, Evoca UK’s Sales Director.

“That’s why we’re so excited to add this machine to our range. We know how well received the drinks from the standard La Radiosa are. We’ve set a high benchmark for ourselves but we fully expect our customers and their consumers will be delighted by the premium quality ‘alternative’ cappuccinos and lattes that La Radiosa Dual Milk is bringing to the market.”

Both machines in the Radiosa family are suited to a wide variety of out of home locations including o ices, gyms, cafés, and more. With a daily drinks capacity of up to 250 cups, La Radiosa Dual Milk meets the needs of the busiest and most demanding locations - and those who frequent them.

REDUCE DOWNTIME WITH ZIP TECHNOLOGY FROM HÖRMANN

A new flexible, high-speed door has been launched by Hörmann UK which helps reduce downtime caused by damage and is quick to install. The V 5025 Z door is fitted with innovative zip technology and in the event of a collision the door curtain pulls away from the side rail to prevent damage. It is then automatically re-fed into the rail restoring the door curtain to its original position and operation.

The robust construction of the V 5025 Z door makes them suitable for both internal and external installation. Manufactured from high quality PVC they are certified to DIN EN 12424-1, with Class 3 wind load resistance, Class 1 air permeability and Class 2 resistance to water penetration. With an opening speed of 2 m/second V 5025 Z doors help to optimise tra ic flow and save energy. Their large, clear vision panels also enhance operator safety and help increase light in the working environment. Additional protection is provided by the safety light curtain which is included as standard.

Installation of the V 5025 Z is quick and straight

forward with compact fitting dimensions and extensive pre-assembly, with Hörmann's unique SNAP cable concept making it easy to connect. Transport is easy and cost e ective as the V 5025 high-speed door is delivered with the drive unit, control, and accessories in a single box. The Hörmann BK FU Z control is included as standard. Doors can be supplied up to a maximum size of 5000mm x 5000mm, and o er an attractive priceperformance ratio, impressive service life and have

been designed to be low maintenance.

The V 5025 Z flexible door can be used in a combination with Hörmann sectional doors, roller shutters and spiral doors, and are suitable for either new build or retrofit installation. They are also available CO2 neutral as an option.

For further information on Hörmann flexible high speed doors visit https://www.hormann. co.uk/industry-commerce-and-public-authorities/ industrial-doors/high-speed-doors/.

ROBOTICS REVOLUTIONISE CLEANING EFFICIENCY AT W12 SHOPPING CENTRE

W12 Shopping Centre in Shepherd’s Bush has transformed its cleaning operations with the introduction of the MS60, an advanced robotic scrubber dryer from Robert Scott.

Supplied by Source Supplies and deployed by cleaning contractor Dall Cleaning Services, the cuttingedge machine has improved cleaning standards while also optimising resources, helping the team to tackle an expanded workload without compromising e iciency.

Expanding responsibilities

Dall Cleaning Services has been responsible for maintaining W12’s 2,000 m2 floor space. The contract includes daily scrubber drying, mopping, and dusting, but the recent addition of the car park to the cleaning responsibilities presented a new challenge. With an expanded brief but the same time restrictions, Dall needed a solution that could enhance productivity without increasing costs or overburdening sta .

Introducing the MS60

Source Supplies, a trusted partner of Dall, recommended the MS60 from Robert Scott’s Robotic

division. Ollie Rastall, Director at Source Supplies, saw an immediate opportunity: “By deploying a robotic scrubber dryer, Dall could reallocate its team to higher-value tasks while maintaining exceptional cleaning standards. It was a win-win solution.”

Why the MS60 stands out

The MS60 is designed for large, complex spaces like shopping centres. Developed with an industryleading algorithm, the robotic scrubber dryer delivers close-edge cleaning with gaps of less than 10cm from

walls and a zero-degree turning radius, ensuring high performance cleaning.

Equipped with 12 sensors, the machine can detect and avoid obstacles as small as 5cm high, making it ideal for navigating W12’s bustling environment, complete with pop-up displays, seating areas, and shoppers.

The machine’s self-su icient design can also include a charging station that automates wastewater disposal and clean water refills, further streamlining operations.

Deployment and performance at W12

Once the decision was made, Robert Scott worked closely with Dall to deploy the MS60 at W12. The floor area was mapped, and a QR code strategically placed to start the robot’s cleaning schedule.

The results have been remarkable. The MS60 handles the centre’s morning scrubber drying before opening hours, ensuring floors are spotless and dry for visitors. During the day, it switches to dust mopping mode, working safely around shoppers. On a single charge, the machine can scrubber dry once and mop three times, covering nearly 5,000m2 over seven hours of operation.

SMARTINTEGO SETS NEW STANDARD FOR ACCESS CONTROL

Managing access in dynamic environments like co-working spaces and multi-tenant properties is no easy task. Operators and developers need to juggle security, flexibility, and e iciency - without the hassle of lost keys, complex credential management, or costly system overhauls.

SimonsVoss is tackling these challenges with its advanced access control solution, SmartIntego – a scalable, wireless digital locking option. SmartIntego has been designed precisely for complex environments as it can integrate with many existing security and building management systems.

Goodbye, Lost Keys. Hello, Smart Access

Traditional access control solutions rely on physical keys or locally stored digital credentials, which can be lost, duplicated, and di icult to manage across multiple users. SmartIntego flips this model on its head, with access permissions secured in a cloudbased or on-premises systems that enables real-time monitoring and remote access control.

From single-door setups to multi-site facilities

Built for Co-Working and Property Developers

managing over 10,000 doors, the system seamlessly connects with existing security infrastructure within these multi use spaces, such as:

CCTV (video surveillance) for a complete security overview.

Time tracking systems to monitor workforce movement.

Telecommunications systems for access via intercom or mobile devices.

Room booking systems to automate space management.

Intruder detection systems (IDS) for enhanced security response.

The demand for flexible, secure, and cost-e ective access control is on the rise as hybrid working trends reshape building management.

From co-working hubs and serviced o ices to mixed-use developments and residential complexes, SmartIntego is already helping operators and developers future-proof their security.

Future-Proof Access Control

Unlike traditional systems that require expensive rewiring or additional servers, SmartIntego integrates directly into existing security frameworks.

The versatile, ready-to-deploy solution connects directly to building management systems via the SmartIntego firmware interface. To ensure troublefree implementation, SimonsVoss operates a Partner Verification Scheme, certifying integration partners who meet the company’s high-quality standards.

As co-working spaces and multi-tenant needs evolve, outdated systems are struggling to keep up. SmartIntego is setting a new standard for smart access control within co-working and multi-tenant spaces.

SENIOR APPOINTMENT AT THE AVA

Alex Walsh has been appointed as the new Public A airs Manager at the AVA, the leading trade body and voice for vending and 24-hour food and beverage industry.

A er graduating in 2015, Walsh has spent the last 10 years working for the former Prime Minister, The Rt Hon Rishi Sunak MP. During this time, she used her political experience to influence positive outcomes for local constituents and businesses.

As Public A airs Manager, Walsh will be supporting the development and delivery of the public a airs strategy at the AVA. She will be liaising with member businesses and stakeholder groups on policy matters to understand the impact any policy changes may have and will be focusing on building constructive relationships with political stakeholders and working to influence government policy for the benefit of AVA members.

NEW CEO AT UNITED LIVING PROPERTY SERVICES

BOB TAYLOR TO LEAD OCS’ PUBLIC SECTOR FM BUSINESS

OCS has appointed Bob Taylor as Managing Director of its Public Sector FM business.

Taylor, who has been with OCS for over a decade, has served as both Chief Operating O icer and, most recently, Chief Customer O icer –helping shape the Group’s commercial direction, service model and approach to customer success.

With over 30 years of experience in the facilities management industry, Taylor is one of the most respected leaders in the sector. He has led large-scale FM operations across health, justice, central Government and local authority estates, with a track record of delivering technical performance, commercial control and social impact across some of the UK’s most critical environments.

OCS says the appointment, strengthens the company’s long-term commitment to Government and its focus on technical delivery, social value, and public service partnership.

United Living Group, a provider of infrastructure, a ordable housing, property services, and telecoms, has appointed Claire Kershaw as CEO of its subsidiary United Living Property Services.

Kershaw is an accomplished leader with over 20 years of experience in the social housing sector, covering property maintenance, refurbishment, and regeneration. She has held a variety of leadership roles in companies such as Mitie, Willmott Dixon, and Kier where she led business strategy and delivered operational, customer experience, work winning and procurement improvement programmes.

Joining Kershaw’s senior leadership is Vlad Nedelcu, who has been appointed to the role of Chief Operating O icer at United Living Property Services.

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BOOTS ON THE GROUND

DKate

Young - UK Talent Acquisition Manager, Serco UK & Europe explains how a veteran recruitment strategy can help

the skills gap in facilities management

espite just under 15,000 people leaving the UK Regular Forces during 2024, the process for transitioning military leavers into secure civilian employment is not straightforward. For us, having supported veteran recruitment for over 60 years, we understand the importance of utilising the significant number of talented ex-service members who enter the labour market annually – and, specifically how their skills and experience can be a real asset to help plug skills gaps in the facilities management industry.

Last year a RICS Facilities Management Survey found that three-quarters of participating FM businesses reported di iculties in sourcing workers for building operation and maintenance roles. Opening recruitment avenues, such as the veteran talent pool, is key to protecting the future of the FM

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industry, all while providing military leavers with a new and rewarding career challenge.

As one of the first companies to sign the Armed Forces Covenant, Serco now employs over 2,500 reservists and veterans, accounting for eight per cent of our workforce across the UK. In the last year alone, we’ve added over 370 to this tally, and are continuously looking to provide opportunities for veterans within our business.

We believe that employing veterans and reservists is not only the right thing to do, but also benefits the sectors we work in. Military leavers find secure employment while providing employers with sector expertise and transferable skills, which can be particularly useful for FM in industries such as defence and justice & immigration.

TARGETED RECRUITMENT

There are several ways employers can access the varied talent pool on o er. The first point is a relatively obvious one – the power of communication. Signalling a proactive approach to veteran recruitment can inspire ex-service members to enquire about roles and opportunities, while encouraging others to do the same. For example, we’ve developed a defence-specific recruitment landing page, encouraging applications from veterans as well as publishing real-life success stories.

One example followed Contract Manager Paul

Bunnage, who now leads a team of 65 employees across three sites delivering vital satellite connections for the Ministry of Defence. In his previous career as a Marine Engineer in the Royal Navy, he was trained to have an eye for detail, compliance and process. In his new role, he’s now working to apply these skills, as well as his experience having worked on a range of naval vessels during his career and has quickly become a crucial and well-respected member of the team.

We also work closely with organisations that are already embedded in the structure of post-military life. By partnering with charities such as the Forces Transition Group, which runs online and in-person job fairs for ex-service people, we’ve been able to raise awareness of our work within the veteran community, allowing us to work closely with service leavers as they transition to civilian life. This approach enables us to get boots on the ground by attending careers fairs, directly engaging with those we’re seeking to recruit.

We’re also no stranger to the growing potential of technology and have employed an advanced AI platform to support our target of increased recruitment from this talent pool. This enables our recruitment team to proactively search for and target candidates who declare they are veterans.

FOCUS ON RETENTION

However, the work doesn’t stop at recruitment. Once an employee is successfully onboarded, the focus shi s to retention by o ering military leavers a career, not just a job.

We focus on replicating the military’s collegiate culture and generating a sense of belonging, like that experienced in the forces. For example, in 2024, Serco veterans raised £20,000 across three days for the Poppy Appeal and teamed up with other Veterans Networks in North America to commemorate D-Day. For Contract Manager Paul Bunnage, this has meant an active role in promoting our Colleague Networks, including a network for military veterans, which allow a platform for voices and experiences from across our organisation to be heard and understood. This cultural approach to retention also extends to ensuring that ex-service employees feel valued and recognised for the work that they do. To facilitate this, we introduced the Serco Veterans Awards, to recognise those both supporting and working as veterans in the business. And for Bunnage, it was his proactive attitude and invaluable skillsets from the Royal Navy that won him a nomination for the Armed Forces Veteran in Facilities Management Award.

It’s important to us that we look to support veterans beyond our organisation too. We sponsor the Ex-British Forces in Business Awards and are also a proud partner of Women in Defence UK.

The FM skills gap does present a major challenge for the sector, but there is an opportunity to lead the way in diversifying recruitment approaches that simultaneously help to alleviate veteran unemployment.

PRACTICE MAKES PERFECT

Ed Parsloe, CEO of coaching and mentoring provider The OCM describes how AI-powered coaching skills practice can develop leadership skills for facilities managers

LinkedIn'srecently published 'Skills on the Rise 2025' report identified relationship building as the top skill needed by UK leaders. This finding is particularly relevant for facilities managers who need e ective leadership skills, encompassing team and budget management and the ability to build and maintain complex stakeholder relationships.

However, as FMs o en move from technical roles into management positions some have not undertaken any leadership coaching or training. Even if they have, traditional leadership o en focuses on theory rather than practical application, leavings managers struggling to apply their newfound skills as soon as they have le the classroom.

AI-POWERED SKILLS PRACTICE: BRIDGING THE THEORY VERSUS APPLICATION GAP

AI-powered skills practice o ers a powerful solution when combined with expert led training. By o ering scenario-based practice, realistic conversations and real-time feedback, AI can bridge the gap between theory and application and accelerate learning. This approach makes leadership development more accessible, scalable, and e ective, leading to lasting behavioural change.

EXPERT-LED COACHING

It is important to note that AI is not a substitute for the essential human element in teaching

coaching skills. However, it can enhance the impact of expert-led training.

Ideally, a cohort will start by attending an intensive in-person workshop facilitated by experienced professional coaches. Who will ensure good peer collaboration, ensuring that AI-driven skills practice is tailored to everyone’s learning requirements. Group reflective practice sessions ensure continuous support and the transference of learning into the workplace.

HOW AI-POWERED SKILLS LEARNING WORKS

Following the initial training, AI-powered tools come to the fore and provide an innovative and fun way of ensuring learning that incorporates continuous reinforcement and practical application. Individuals can engage with AI-powered avatars in di erent work-based scenarios to practice a range of challenging conversations.

These might include career discussions with high performers who lead by example, performance review objective setting, supporting underperformers, managing conflict resolution or supporting team members through tricky situations.

Using the avatars to practice in a risk-free AI environment, FMs can enhance their coaching and communication skills and accelerate their learning before they apply them in real-life situations.

They can practice at their convenience and

receive continuous, real-time feedback based on the insights and best practices of expert professional coaches who adhere to EMCC coaching standards.

This personalised feedback accelerates their learning, helping them to improve their skills quickly and e ectively so they are better prepared for real-world challenges. This approach ensures that learned skills are deeply embedded and readily applied in professional settings, mitigating the "forgetting curve" commonly associated with traditional training.

The AI-powered programme also encourages reflection, repeated practice, and judgment-free learning. The shared experience of AI-enabled skills practice promotes collaboration, engagement, and collective growth.

MAKING COACHING SCALABLE AND ACCESSIBLE

AI-powered platforms o er scalable and coste ective solutions providing valuable coaching skills practice opportunities to employees across the business.

MEASURING IMPACT

One of the significant advantages of AI-powered skills training is its ability to provide robust data and analytics to measure performance. Each participant receives personalised performance metrics, o ering clear insights into their development and progress. Simultaneously, organisations can use this data to measure the e ectiveness of the coaching programme and justify their investment.

THE FUTURE OF FM LEADERSHIP

The most e ective FM leadership development programmes in the future will integrate AI skills practice with traditional coaching. AI provides the platform for practice and immediate feedback, while human coaches o er invaluable mentorship and emotional intelligence. This blended approach ensures FMs develop both practical skills and essential interpersonal qualities. By seamlessly integrating AI technology with human coaching, organisations can ensure their FM leaders have the skills to succeed in today's business environments.

www.linkedin.com/pulse/linkedin-skills-rise2025-15-fastest-growing-uk-linkedin-news-ukyekpc/

BICSc announces new youth event to boost cleaning industry career opportunities

The British Institute of Cleaning Science (BICSc) has announced a new event aimed at encouraging the next generation to consider careers within the professional cleaning industry.

For the first time, the industry-leading Institute will host its inaugural BICSc Youth Event which will take place on 9 July 2025.

The one-day event will shine a spotlight on the varied career opportunities in the cleaning sector and facilities management industry. BICSc will be hosting this new event in collaboration with Youth Employment UK (YEUK) and together will showcase and explore exciting career options with experts from the sector, delivering dynamic presentations and participating in insightful, knowledge sharing panels.

The event, which will be held at IET, Austin Court, Birmingham, during Youth Employment Week, 7-11 July 2025 and will guide and highlight the breadth of the cleaning industry and wider FM roles available to students.

AUTHENTICITY OVER AUTHORITY

Two-thirds of professionals (63 per cent) have admitted that one of the leading reasons for leaving a previous employer is because they did not have a “connection” with their management or leadership team. A further 68 per cent stated that their exit was due to “empty promises” from management – with professionals feeling that leaders who fail to act on commitments erode trust.

The findings come from a new report from global talent solutions business – Robert Walters – which highlights “Human-centric Leadership” as a key trend that will be required of any business that wants to be successful in 2025 and beyond. When asked what the common traits were for poor or inauthentic leadership, professionals responded with:

Lack of Transparency (72 per cent)

Inconsistency (66 per cent)

Avoiding Accountability (44 per cent)

Ignoring Employee Wellbeing (30 per cent)

Micromanagement (28 per cent)

Playing Favourites (22 per cent)

Findings included that companies are 1.5x more likely to retain high performers when leaders display a humancentric organisational focus. In fact, companies are 2.6x more likely to meet objectives as a “people-first” organisation. Top tips on how organisations (and its leaders) can become more human-centric are:

O er coaching and development

Deliver clear communication

Don’t forget about culture

Engage your employees

Businesses are struggling with sta shortages

Nearly half of UK businesses (46 per cent) are currently struggling with sta shortages, according to new research. A survey of 2,000 UK business owners and hiring managers by Indeed Flex, an online marketplace for flexible and temporary work, reveals that nearly a fi h (38 per cent) of firms that are short-sta ed say the biggest challenge is filling vacancies, while a third (34 per cent) say it’s retaining talent.

Recruitment has been made harder for a lot of firms following the rise in National Insurance Contributions (NIC) and increases to the National Minimum Wage and Living Wage on 1 April.

Against this backdrop, close to a third (30 per cent) of firms admit they don’t currently have the budget to make new hires, and 27 per cent say they are cautious about hiring with so much economic uncertainty. Meanwhile, 14 per cent have recently had to make redundancies.

As businesses juggle stretched budgets and sta shortages, 51 per cent of firms plan to increase their reliance on temporary workers as part of their regular workforce over the next 12 months. Among them, 41 per cent cite seasonal demand as the main driver, while 34 per cent value the speed and ease of hiring temps — and the same share see it as a way to manage rising costs.

On turning to temporary workers as a solution, Novo Constare, CEO and Co-founder of Indeed Flex, said: “With access to high-quality, vetted professionals, businesses can stay agile, respond to shi ing demands, and maintain momentum without compromising on standards.”

Three in 10 workers feel their organisation is not e ective at handling stress

A new survey by workplace experts, Acas, has found that almost three in 10 workers (28 per cent) believe their employer is not e ective at managing workplace stress. According to the Health and Safety Executive, 16 million working days were lost in 2023/24 due to stress, depression or anxiety.

Stress can be caused by a variety of factors such as demands of the job, relationships at work, poor working conditions or change. Life events outside of work can also cause stress such as a bereavement in the family or financial worries over the cost of living.

Acas advice for employers on managing stress at work includes:

• Look out for any signs of stress among sta .

• Be approachable, available and have an informal chat with sta who are feeling stressed.

• Respect confidentiality and be sensitive and supportive when talking to sta about workrelated stress.

• Communicate any internal and external help available to sta such as financial

advice if the cost of living is a cause of stress.

• Have clear policies, encourage sta to raise their concerns and provide training to managers.

“It is encouraging that there are employers that are good at managing stress, but it is concerning that nearly three in 10 employees think that their workplace falls short.

“Stress can a ect anyone, and the impacts can be severe. It is hugely important for employers to be able to spot the signs of stress and provide support to sta .”

Acas Interim Chief Executive Dan Ellis said:

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