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Editorial steering committee
Alan Hutchinson, Facilities Director, Howard Kennedy LLP
Alex McCann, Senior Facilities Manager – EMEA & APAC Global Support, Informa Group Plc
Darren Miller, Group Head of Real Estate & Workplace, Experian
Ian Wade, Head of UK Estates, British Medical Association
Jenni Gallop, Director of Estates & Facilities and H&S, Provide Community (NHS)
Lucy Hind, Senior FM Lecturer, Leeds Beckett University
Paul Cannock, EFM Consultant. Former Head of the Estates and FM, European Space Agency
Russell Burnaby, Head of Facilities Management, Finance & Resources, Brent Council
Simon Francis, Director of Estates and Facilities, The Institute of Cancer Research
Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions
Wayne Young, Facilities Manager at DB Cargo (UK)
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Taking two years in the making and the combined knowledge of the FMJ team and our panel of FM professionals, the inaugural Facilities & Estates Management Live (FEML) event was embraced enthusiastically by visitors and exhibitors in October. In this issue we pick out some key moments and feature two of the keynote seminar sessions.
In the FEML review on page 28 there is a summary of the main highlights of the show, from a packed keynote theatre where delegates heard Laura Toumazi, Vice President of Sales at CBRE set the scene for the show, to an opportunity to play a frame with snooker legend Jimmy White.
In the FM Clinic on page 20 there’s a summary of a panel debate on the future challenges and opportunities for the FM sector. From AI to shrinking estates there’s a lot of changes coming down the line, but the session concluded with a positive view of the opportunities for FMs – whether client side or provider - to help shape the culture and strategy of the organisations they support.
On page 53 there’s the opportunity to hear the views of an expert panel on recruitment and training in FM, where Chair David Sharp, CEO of International Workplace spelt out some of the factors that currently impact recruitment and training in the profession. The panel’s key message, one which was reflected in the session on the future of FM is that the sector needs to do more to attract young people into its ranks if it’s to thrive.
We’ll be featuring some of the other keynote panels that took place during the show in upcoming issues of FMJ, and we’re pleased to say the show will return to a larger space at the Business Design Centre on 20-21 October 2026. Visit https://facilities-estates.co.uk.
As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.
sara.bean@kpmmedia.co.uk
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THIS MONTH...
This month’s summary of everything that has hit the headlines in the FM sector.
The latest news and views from membership organisations.
Jason Fass of Canopy believes more should be done to protect frontline healthcare sta by reducing safety threats within the health care sector.
Leasing o ers facilities management a great option for upgrading their recycling and waste management equipment, says Liam Coleman, a grenke UK Waste Management Lead.
14
Mark Thewlis from Alpine Fire, provides a step-by-step guide to the removal of fluorine-containing foam to comply with changing legislation.
16 FM teams are already embedded in the heart of digital infrastructure says Richard Sykes of ABM UK & Ireland on their crucial role in the UK’s data centre growth.
18 Kat Nunes, Impact Director Kanso FM, explains why inclusive leadership matters in encouraging more women into senior FM roles.
20
A summary of a panel session at Facilities & Estates Management Live discussing the future challenges and opportunities for the FM sector.
CASE STUDY
24 Milton Keynes University Hospital has recently refurbished and renewed its theatre suite. C&B Electrical Contractors provided a resilient and compliant infrastructure designed to support clinical teams and patients in high-pressure emergency settings for years to come.
FACILITIES & ESTATES MANAGEMENT LIVE
28 The inaugural Facilities & Estates Management Live marked an important new addition to the industry calendar. Madeleine Ford picks out the key moments from the show.
RECYCLING
30
From waste stream to sustainable energy. Suzanne McKenzie, Sales Director at Lifecycle Oils on how cooking oil is being transformed into biofuel.
WELLBEING
32 Hannah Locket, Elior at Work on o ering a catering service designed to help support employee wellbeing.
34 Ben Hancock, MD of Oscar Acoustics explains why FMs must prioritise acoustic comfort to address occupant wellbeing.
INTERVIEW
36
Calibre’s Building Services’ Brian Venton and Paul Soares explain to Sara Bean how a client-centric approach and careful leadership has helped fuel the growth of the FM services provider.
SECURITY
40 Peter Savva, Securitas UK, explains why mobile patrols are the most e ective deterrent you may never see.
HVAC
42
Future-proofing commercial buildings isn’t just about compliance, it requires a careful balance of comfort, carbon and cost, says Ed Sayce.
44 Steve Molloy, Daikin explains how heat pump technology can be used to meet the climate control needs of commercial buildings.
51 Find out who’s moving where in the facilities management profession.
RECRUITMENT
52 The FM sector experiences a seasonal uptick in recruitment. Here, Michelle Bruce, Buckles Solicitors o ers advice on getting interviews right for seasonal and temporary sta .
TRAINING
53
At a keynote panel at Facilities & Estates Management Live, David Sharp, CEO of International Workplace, chaired a discussion on recruitment and training in FM.
CAREERS NEWS
A brief roundup of the latest careers news in the facilities management sector.
In the December/January issue what the new WHO guidelines on hand hygiene mean for organisations, plus how the circular economy principles are being embedded in washrooms. We explore how adopting sustainable strategies drives operational e iciency, asset value, and tenant satisfaction. Our grounds safety feature focuses on securing your outdoor grounds and entrances. From Facilities & Events Management Live, we report from a panel on wellbeing at work and a discussion by representatives from professional associations. Finally, we present a step-by-step guide for FMs considering outsourcing their mail and discover if developments in AI are helping to increase the adoption of digital mailrooms.
LEGAL VIEW MITIE SECURES £11.8M FM CONTRACT ACROSS FIVE HEALTHCARE SITES
PFI EXPIRY: ARE FM PROVIDERS READY?
Caroline Mostowfi, Partner, Head of Projects, Devonshires Solicitors LLP
Against a backdrop of over 700 PFI contracts set to expire. FM providers who have a role under sub-contracts will have a vested interested to start their preparations in a timely manner. In the context of continually under-resourced contacting authorities, FM providers, who are often on the ground in operating assets and services, hold a wealth of information, giving them a valued position for new contracting opportunities whether for transition periods or the longer term.
THE PUSH TO PLAN EARLY
The Infrastructure and Projects Authority (IPA), now absorbed into the National Infrastructure and Service Transformation Authority (NISTA) support the government’s 10-year infrastructure strategy. This is recommended through its guidance in 2022 that contracting authorities start their expiry planning at least seven years before the expiry date of the PFI project. In turn PFI contractors and FM sub-contractors with some form of hand back responsibility will need to start preparing. During this preparation period information held by the PFI subcontractors will be key and providers need to be ready to satisfy these requests.
KNOW YOUR HAND BACK OBLIGATIONS
In many (but not all) PFI contracts there will be an obligation on expiry to hand back assets to the contracting authority that were subject to the PFI contract. Where this is the case the PFI contract will typically include obligations for those assets to be returned in a specified condition. These obligations are often passed down to the FM sub-contractor, but the requirements vary widely and can sometimes be unclear, for example where there are references to residual life of assets but not how that is to be determined.
FM sub-contractors should take the following steps:
- Review their FM sub-contract and all variations (this may mean gathering various documents to provide the full picture).
- Identify which assets must be returned and in what condition.
- Understand the sub-contractor’s role in inspections (who undertakes and the process for identifying and programming hand back works), the hand back works and certification requirements.
- Confirm any financial security mechanisms, such as retention accounts funded from deductions as the expiry date approaches.
GETTING YOUR HOUSE IN ORDER
To meet hand back obligations, FM Sub-contractors should understand what they will need to handover as part of their sub-contract obligations. This might entail:
• Ensuring asset registers are accurate and complete.
• Maintaining up-to-date maintenance and lifecycle records.
• Documenting statutory inspections and surveys.
• Updating maintenance manuals.
• Developing practical proposals for applying hand back criteria.
ADDRESS STAFFING AND TUPE
FM providers must assess whether the Transfer of Undertakings (Protection of Employment) Regulations (TUPE) applies to their staff at expiry. Even if it does not, similar provisions may be contractually required and there might even be restrictions on changing staffing levels prior to expiry. FM sub-contractors are well-advised to review their obligations ahead of time.
TAKE PROFESSIONAL ADVICE AND ENGAGE
A legal review of the sub-contract may be needed to ensure there is a clear understanding of rights, obligations, and potential liabilities. This will then enable FM sub-contractors to engage meaningfully with PFI contractors and contracting authorities, anticipate and resolve compliance issues and/or explore alternative solutions. By taking ownership of their role, adopting a practical approach and using the levers available to them, business opportunities may be there for future asset and service delivery in what is, in most cases, considered critical infrastructure.
Mitie has won an £11.8 million contract with Barking, Havering and Redbridge University Hospitals NHS Trust (BHRUT), supporting patientcentric services across five healthcare sites.
The contract covers King George Hospital and four associated sites: Fanshawe Health Centre, Bates Industrial Estate, South Street, and Lyon Road. Mitie’s contract includes patient dining, cleaning, reception, security, waste management, pest control, helpdesk, and shuttle bus operations between King George and Queen’s Hospital.
Mitie will support the movement of patients, clinical items, waste and linen across the hospital sites through its smart portering technology which uses AI-driven task management and smartphonebased location tracking to streamline the transportation process.
Alongside this, Mitie will introduce a wide range of tech-based catering services. For patients, this means they will be able to order meals and drinks quickly and easily.
As part of its commitment to the local community, Mitie will create six new jobs in the first year for individuals not in employment, education or training. Mitie will also provide seven apprenticeship opportunities each year and support volunteering initiatives.
ECONOMIC UNCERTAINTY IS A TOP CONCERN FOR REAL ESTATE AND CONSTRUCTION EXECUTIVES
New research has uncovered a sharp and rapid shi in how leaders within the real estate and construction sector are prioritising risk as businesses navigate geopolitical and economic uncertainty in 2025.
Beazley, the parent company of specialist insurance businesses with operations in Europe, North America, Latin America, and Asia, surveyed 3,500 global business leaders, including senior executives across this sector, with the results clearly showing that shi s in risk perception are reshaping how businesses allocate resources, assess partnerships, and pursue growth in volatile markets.
Key pressure points for property and real estate businesses in 2025:
29 per cent of executives identify economic uncertainty as the top risk to their business in 2025.
This is followed by 26 per cent saying political risk and also 25 per cent stating inflation risk.
A further 20 per cent noted war and terrorism risk as a top concern.
More widely the standout stats below show how globally business leaders across all sectors are reacting:
68 per cent of business leaders globally cited geopolitical and economic uncertainty as a roadblock to growth, rising to 83 per cent in July 2025.
87 per cent of business leaders globally plan to adjust suppliers or reroute operations due to geopolitical tensions.
To read the full report visit https://bit.ly/4ogqHiS
Sodexo appointed performance partner for Home Office
Sodexo has been appointed to support the Home Office in bringing its estates services into its own facilities management function.
The five-year contract, which has the option for the Home Office to add up to two years, will commence in August 2026. It will see Sodexo’s Government Agencies business support the Home Office develop its own FM function for the 677 built assets across the UK, including office spaces, ports, airports, and data centres and enable it to manage its own Total Facilities Management (TFM) suppliers.
Services Sodexo will deliver through the new performance partnership contract include: 24/7 helpdesk, CAFM, performance management and reporting, technical assurance and audit, asset management, and fire risk assessments.
Completion of the project will provide the Home Office with greater control over its estate and supply chain, enhanced visibility of performance, compliance, and risk, and improved efficiency in estate and budget management.
Paul Anstey, CEO, Government Sodexo UK & Ireland said: “This is a milestone project for the Home Office, and we are proud to have been selected as its performance partner. We have extensive experience in managing estates for various government departments, we understand the need to be responsive and adaptable in the delivery of the contract and look forward to working in collaboration with the Home Office as we support it with this important project.”
MAJORITY OF LARGE BUSINESSES STILL PRIORITISE NET ZERO
The largest-ever survey of UK businesses on their approach to net zero reveals that 79 per cent of large companies view it as a strategic priority for the year ahead. More than a third (35 per cent) of small and medium-sized enterprises (SMEs) also regard net zero as a priority, despite facing fewer regulatory and reputational pressures compared to larger firms.
The 2025 UK Net Zero Business Census surveyed over 2,000 businesses and organisations, providing the most in-depth insight to date on UK attitudes and actions towards net zero. It has been delivered by the UK Business Climate Hub in partnership with Planet Mark, Sage, and a coalition of more than 50 leading business organisations, including the British Business Bank and the British Chambers of Commerce. It shows that companies believe progress on net zero can go hand in hand with value creation. Only three per cent of large organisations believe net zero has no business benefits, rising to 25 per cent among SMEs.
As businesses step up their net zero commitments, a greater emphasis is being put on collecting emissions data throughout supply chains, as a critical first step to identifying and implementing meaningful reductions. This is reflected in the reports, with over half of large UK organisations (51 per cent) having received requests for carbon data from customers or as part of tender applications, rising to 62 per cent among those exporting to international markets. Even among SMEs, 37 per cent of mediumsized businesses, 20 per cent of small businesses and eight per cent of microbusinesses have been asked by customers for carbon data in the last 12 months.
The report also highlights a set of persistent roadblocks holding back business progress on net zero. Regulatory uncertainty remains a significant challenge, with 70 per cent of UK organisations citing it as a barrier. Costs being too high (80 per cent) and a lack of finance or grants (69 per cent) were also identified as barriers.
Based on the survey findings, the report sets out clear recommendations to ensure businesses can play their part in delivering the UK’s 2050 net zero target. It calls on policymakers for greater regulatory clarity and standardisation, including the swi publication of UK Sustainability Reporting Standards and Streamlined Energy and Carbon Reporting updates and reference to upcoming international standards such as the ISO net zero standard (ISO 14060).
It also calls for expanded access to financial mechanisms – such as grants and proposed “Help to Green”vouchers – to support SMEs in starting carbon reduction projects.
To read the 2025 UK Net Zero Business Census visit https://netzerocensus.co.uk.
JANUARY 2026
THE REALITY OF A MULTI-GENERATIONAL WORKFORCE
Withinthe next five years more people are expected to leave the labour force than enter it. And the age demographic of our population is changing. By 2050 one in four people in the UK will be over 65 while the number of people aged 90 plus is rising. By 2035 an estimated 2.6 million new jobs will be created, taken mainly by women, while automation could displace around two million jobs, meaning employers may need to transition up to one third of their workforce into new roles or skill levels.
Add to this the skills gaps highlighted in this year’s IWFM Market Outlook Report, where only eight per cent of respondents denied finding skills gaps in their WFM teams. Those skills gaps appear at all levels – technical proficiency (39 per cent), project management (32 per cent), data analysis (32 per cent), sustainability and energy management (31 per cent) and leadership and management (30 per cent). It calls for a rapid growth in a multi-generational workforce, which
gives facilities and workplace leaders a strategic opportunity.
Facilities management is the super connector for the workplace. Combining space, culture and technology into joined up workplace strategies is how organisations will get the best from a workforce that spans generations. Practical choices about design and service delivery matter. Younger people tend to favour returning to the o ice to learn, find mentors and make social connections. Older colleagues frequently value the flexibility of working from home for boundaries and wellbeing while also needing measures to avoid isolation. Understanding where a setting enables collaboration and socialising and where focused work is best done should guide design decisions.
The report finds that increasing flexible working opportunities is a key strategy for both retention and recruitment. Demographics suggest that caring responsibilities will increase and that remote working can bring more diversity into the labour market. Research in the United States shows that work from home has enabled more people with disabilities to enter employment. Managing by outputs and outcomes rather than by time in a seat will be fundamental to making
RICS SURVEY REVEALS SKILLS SHORTAGES IN SURVEYING SECTOR
Anewsurvey by RICS reveals critical skills shortages in UK and Global surveying sector. The survey revealed that the profession continues to face significant and widening skills shortages, with nine in 10 surveyors reporting that their area of work is being a ected.
Nearly one-third of respondents describe the shortfall as “critical,” warning that it is severely impacting project delivery and productivity. A further two-thirds see the shortage as “moderate” but caution that it could worsen without immediate intervention.
Around 60 per cent of respondents were positive about AI, recognising its potential to improve outcomes and e iciency across the sector. Concerns about job security and being “overwhelmed” by technology were rejected by majorities, with two-thirds of 17 to 34-year-olds confident about the profession’s digital future. RICS recently released a separate report on the use of AI in construction, which revealed that whilst optimism is high, adoption remains low.
Respondents are committed to increased digitalisation and AI use, with many identifying advanced digital skills, data analytics, and big data management as top priorities for future training, alongside expertise in decarbonisation and financial management.
flexibility work for everyone and to retaining talent across age groups.
Culture and service design are powerful levers. Treat workplace users as consumers and get to know the segments in your population, whether they are defined by age, gender, nationality, neurodiversity or physical ability.
When multi-generational teams are managed well, they can outperform more homogeneous groups. Younger colleagues bring energy and fast thinking while older colleagues add calm and conflict reduction.
Automation and AI will reshape roles. The survey reports continued increases in investment growth for technology, up eight per cent from 2024. The long view matters. Employers who make space, services and technology part of a coherent people strategy will be better placed to retain talent and to transition workers into new roles. Facilities management can turn demographic challenge into competitive advantage by designing inclusive spaces, delivering flexible services and creating cultures that enable people of every age to contribute and to thrive.
CIBSE HONOURS DEDICATION TO THE INSTITUTE AT 2025 PRESIDENT’S AWARDS DINNER
CIBSE members’ outstanding contributions and dedication to the Institution and the wider building services industry were recognised with medals at the 2025 President’s Awards Dinner in October. The annual celebration brought together members and guests to honour individuals who have made an exceptional impact on the profession and their communities.
Held at Claridge’s Hotel in London, the Dinner highlighted the essential role that CIBSE members play in supporting the Institution’s mission to promote building services engineering, invest in education and research, and support the global community of building environment professionals.
In total, four Gold Medals, four Silver Medals and eleven Bronze Medals were presented to recognise exceptional service and commitment. The medals celebrate long and loyal service to CIBSE and the sector, and the recipients’ dedication to raising the profile of the profession.
Vince Arnold, 2025/26 CIBSE President, said: “The President’s Awards Dinner gives us the opportunity to celebrate those who go above and beyond to inspire, to innovate, and to lead. It is a moment to recognise the achievements of our peers, and to highlight the outstanding contributions that continue to drive building services forward. As a profession, we are uniquely placed to address the urgent challenges of our time – climate resilience, energy e iciency and the transition to net zero. And I am proud to say that CIBSE is not only part of the conversation, but we are also helping to shape it.”
Andrew Hulbert Chair of IWFM
CARING FOR THE CARERS
Jason Fass, VP of Marketing at Canopy believes more should be done to protect frontline healthcare sta by reducing safety threats within the healthcare sector
Healthcare is among the most hazardous and risk-prone working environments.
According to the British Medical Association, UK healthcare workers face significant risks including high levels of work-related stress and burnout, with 42 per cent of sta reporting feeling unwell from work-related stress in 2023. Physical violence is another major risk, as nearly 15 per cent of NHS sta experienced it from patients, relatives, or the public in the past year. The objective for facilities managers is clear: we must create a proactive, multi-faceted safety strategy that addresses healthcare facilities’ environment and culture. Below I o er three working solutions with the capability to significantly lower risks:
FORTIFY PHYSICAL & ENVIRONMENTAL SAFEGUARDS
Most healthcare safety risks are brought about by the built environment or physical insecurity. Minor design modifications and protection provisions within facilities can significantly reduce the exposure of employees to threatening scenarios.
Secure design: Doors should be locked and hardened, and there should be unobstructed sightlines in high-risk areas such as emergency rooms and psychiatric units in a bid to reduce ambush threat.
Alarm & communications facilities: Panic and duress alarm buttons mounted in patient rooms, corridors, and sta areas (preferably voiceoperated or wrist-worn) enable sta to alert for help at short notice.
Lighting, signage, and layout: Well-lit corridors, mirrors at blind corners, non-slip floor coverings, and clearly signposted exits all serve to eliminate accidents and boost confidence among sta .
Maintenance and security sta must be trained to detect and rectify risks in advance, from poor flooring to faulty locks.
Near-misses and low-severity incidents must all be reported, so health system leaders detect trends. FMs can help encourage a shi from a reactive to preventative safety management by enhancing reporting and data systems.
E ective incident reporting systems: Encourage sta to report any safety concern, from low-level aggression right up to environmental hazard, within a system that maintains confidentiality and no-blame culture.
Leading indicator dashboards: Precursors such as absence due to stress spikes or violent incident patterns by time of day should be tracked by facilities in conjunction with injury reporting.
Predictive analytics: By incorporating sta ing levels, patient mix and shi of day, predictive models can locate "hot zones" or periods when risk is heightened. This enables anticipatory resourcing, for example, expending security visibility or phased shi rotations.
These solutions enable resources to be utilised e iciently; channeling training, personal protective equipment and security personnel
where they are most required.
ROLL OUT PERSONAL SAFETY TOOLS & NETWORKED RESPONSE
While environmental design and sound reporting can benefit the system as a whole, frontline sta also require individual support systems, particularly lone workers or those based within hazardous settings.
Wearables and on-the-move alerts: Equipment and apps that provide subtle location-based calls for assistance provide employees with the means to call for help immediately.
Lone-worker tracking: For home-visit or outpatient workers, check-in arrangements during work hours ensure that if an individual is not answering, help can be dispatched in haste. Connected safety platforms: These integrate wearable notifications, real-time monitoring, and coordinated response so incidents can be met with rapid assistance. Such platforms, like those o ered by Canopy Works, help to close the gap between incident reports and e ective response. Support arrangements: Post-incident debriefing, mental health support and rostering practices to prevent fatigue are just as vital a provision as protective gear.
CONCLUSION
Protecting healthcare workers requires a multilayered, coordinated solution. They should feature risk-minimising designs and robust data systems that can identify patterns and o er healthcare workers individual tools that enable them to take action. Most importantly, they require cultural and leadership acceptance.
Environment, safety, and FM leaders should strive to meet four key priorities:
» Visible leadership commitment, supported by budget and policy.
» Training and engagement of sta so solutions are accepted and used.
» Regular risk assessments and continuous examination of incident information.
» Piloting new approaches and scaling up where it is demonstrated that they make a di erence.
The most important benefit of taking this proactive approach is that it helps care for those who care for us and is the foundation on which resilient high-quality healthcare can be built.
Inspections that matter
LEASE OF LIFE
Leasing o ers facilities management a great option for upgrading their recycling and waste management equipment, says Liam Coleman, grenke UK’s Branch Leader Bristol
Facilities managers are under pressure to utilise e icient, eco-friendly waste management and recycling practices that support sustainability and operational excellence. Whether it is compactors and balers or sorting and screening machinery, the pressure is on. Meanwhile, the sector must contend with more complexity, more scrutiny, and more expectation than ever before, with pressure to extract value, minimise harm and meet the rising demands of regulators, customers and investors.
With such a rapid pace, how can they stay on top of the costs of investing back into a business, to access the best equipment to deliver on their recycling and waste management targets?
CHALLENGE: FINANCE
Grenke’s recent New Lease of Life report –surveying 500 SME leaders and decision makers - found that 69 per cent of SMEs cited access to finance as a key business challenge. At the same time, 75 per cent believed that new assets and equipment would help re-energise their business and support future growth. Yet currently, just 44 per cent of UK SMEs lease some of their equipment. The question is, are they being smart enough about their options? Could leasing be a way of helping to drive growth, improve innovation and productivity and ensure organisations are investing in their futures?
It’s not just SMEs turning towards asset finance. At grenke UK, we’re seeing a surge in global organisations turning to asset finance to support their growth plans. Despite being cash-rich and unquestionably having the resources to buy outright, wider uncertainty and cash flow pressures means that more businesses are opting to pay for equipment out of their OpEx budgets rather than their CapEx ones. Unsurprising given that as a hard asset, recycling and waste management equipment is perfect to o er as a leasable asset.
THE BIG EFFICIENCY BARRIER
The ‘New Lease of Life’ report further identified a growth roadblock that stopped us in our tracks: 53 per cent of SMEs currently operate with suboptimal equipment. If we break this figure down further, this consists of 36 per cent of equipment which is adequate but not optimal and could do with upgrading, and 17 per cent that doesn’t work or is no longer used.
Think about the impact this has on the day-today operations of a business and the impact on waste e iciency and productivity. If over half of the UK’s SMEs are looking to achieve their growth ambitions with sub-par equipment, what is the true opportunity cost? How is existing equipment impacting project delays, increasing workloads for operational teams and even risking quality?
Leasing o ers the opportunity to upgrade to newer equipment as technology advances,
ensuring a business can meet evolving customer needs. This is of especially important for areas like recycling and waste management where innovation and tech advancement means that equipment becomes rapidly outdated.
With the digital transformation of waste management well underway – from AI-driven sorters, and route optimisation so ware through to paperless weighbridges and automated diagnostics - the gap between early adopters and the rest is widening fast. And while FM operators that invest in tech are seeing huge benefits, be it increased throughput or better contract wins, they’re also driving other key areas such as sta engagement and equipping their people to deliver to the best of their potential.
UNLOCKING THE POTENTIAL OF LEASING
At grenke, we believe leasing is no longer just a financial tool – rather it can be a strategic enabler for businesses to invest, grow, stay ahead of their competitors. Here are the key benefits that leasing finance can bring a business:
» Alignment with strategic goals: Leasing frees up the opportunity to support long-term objectives including people development and competitive di erentiation through digitisation, all while preserving cash flow.
» Cost management: Leasing provides predictable payment structures that fit within controlled budgets, o ering a pathway to cutting-edge, market leading equipment without the large upfront costs.
» Tailored flexibility: Whether it’s upgrading your compactor or investing in energy-e icient recycling systems, leasing allows firms to align asset investments with evolving priorities.
» Maintaining managed solutions: For a business, the cost of equipment maintenance can be high, but as these costs are built into leasing contracts transparently, leasers receive a fully maintained managed solution with no capital outlay. We know technology means shelf-lives are getting shorter by the second, with equipment constantly requiring replacement, removal, and disposal. Opting for five-year fully maintained solutions will also include upgrades at the end of the term.
» Sustainability: With environment so high on the waste and recycling agenda, leasing can support an organisation’s progress towards carbon-neutral operations and eco-friendly practices.
The question always comes back to this: what is the cost of not investing? Look for tailored leasing solutions designed specifically for the recycling and waste management sector. This means simplified finance, and streamlined, transparent leasing processes and comprehensive asset support – allowing FMs to focus on running an organisation to drive performance, productivity and growth.
IT’S TIME FOR A
Traditional keyholding methods are increasingly falling short: slow alarm response times, high operational costs, service delays and, all too often, misplaced or lost keys resulting in expensive replacements.
As challenges grow, organisations in sectors like Retail, Banking, Security and FM are opting for SentriGuard, our intelligent key management solution, to overcome them.
By storing keys securely at the point of need, SentriGuard delivers commercial-grade protection, effortless access and a complete audit trail, transforming operations for businesses across the UK and Europe. Ready to upgrade your keyholding?
Secure, fully traceable access for staff, contractors, FM service providers and security teams.
Faster alarm response and quicker entry in emergencies or for reactive maintenance.
Eradicate key loss and costly lock replacements while maximising control with the key detection feature.
Run access audit reports and receive notifications on low device battery and missing keys.
Manage access remotely, granting and revoking permissions in a few clicks. Use access restriction filters by day of the week, specific time and more.
COMPLIANCE
IS YOUR FIRE SUPPRESSION SYSTEM COMPLIANT?
OnIn association with
What do FMs need to do to safely remove foam from their fire suppression systems and comply with changing legislation?
Mark Thewlis, Operations Director from Alpine Fire, provides a step-by-step guide to the removal of fluorine-containing foam
4 July 2025, the use of C8 Aqueous Film Forming Foam (AFFF) was banned in the UK. The move is part of a continuing e ort to reduce the use of long-chain polyfluoroalkyl compounds (PFAS), so-called “forever chemicals” that pose a significant risk to both the environment and public health.
Because they’ve long been used to enhance some fire suppression systems, the changing legislation has a direct impact on facilities, which are now required to plan for the appropriate isolation, removal and certified disposal of any existing C8 foam stocks without delay.
The problem is that safely removing C8 foam from your system isn’t as easy as it sounds. So, what do you need to do to stay on the right side of changing regulations?
STEP 1: ASSESS YOUR RISK
If you’ve not already removed prohibited foams from your system, then now is the time to act. Failure to do so may result in warnings or even potential fines from the Environment Agency. Even if you have already acted, merely switching away from C8 isn’t enough. This is because you need to ensure all traces of C8 foam are safely removed from your systems, storage and your site.
The best way to do that is to conduct TOP (Total Oxidisable Precursor) Assay water sampling tests to measure the extent of foam migration and detect the presence of banned C8 compounds. Then, once you’re armed with this information, you’ll have a
STEP 2: PLAN FOR DISRUPTION
Once you know the full extent of C8 contamination on your site, you need to plan ahead for its safe removal.
The process to safely decant existing C8 foams and flush your system can be disruptive. This means it’s important to work with all stakeholders to map timelines, divide responsibilities and ensure you do everything possible to keep disruption to a minimum.
STEP 3: CLEAN YOUR SYSTEM
Now, with the help of an expert, it’s time to fully flush your system to ensure that there are no traces of C8 foam.
This requires you to not only drain your existing system, but also to flush it with clean water to ensure that all traces of residual C8 foam is removed from pipework and components.
Because C8 foam is dangerous to the environment, safe waste collection is vital. You need to ensure that your stocks and the run-o from your system flushes are safely collected to comply with regulations and prevent any contamination to your site or the environment.
STEP 4: DISPOSAL
Once you’ve safely collected your C8 foam stocks, you need to dispose of them. There are strict
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guidelines that govern the disposal of fluorinecontaining foams, so you need to work with an accredited partner to ensure their safe disposal and incineration. Facilities managers should maintain a full audit trail of this process to ensure that they can prove compliance.
Unfortunately, there are simply not enough accredited incinerators to meet current demand for foam disposal, so facilities managers should plan ahead to avoid any potential delays and rising costs.
STEP 5: RETESTING
Once your system has been flushed and your foam safely disposed of, it’s essential to conduct a second round of TOP Assay testing to confirm the complete removal of C8 foam. In some cases, one flush might not be enough, so you’ll have to conduct further work to safely remove any residual PFAS from your facilities.
FROM COMPLIANCE TO COMPETITIVE ADVANTAGE
While this step-by-step guide gives you some insight into the process of identifying and removing C8 foam from your fire suppression system, in reality the process may be much more complex.
What removal looks like for you will depend on how far PFAS have penetrated your systems? What does compliance look like for your facility? And what do you need to do to transition without operational disruption?
No matter how challenging removal may be, it’s important to remember that this is not a choice; it’s a necessity to ensure that you remain on the right side of regulations.
And this won’t be the last time that regulations change. The HSE has already announced a public consultation on further restricting the use of C6 firefighting foams. We’ll have to wait to see the outcome of the consultation, but the message is clear: more restrictions are on the way.
With that in mind, the bigger picture is about more than just compliance; it’s about creating a competitive advantage. A er all, the ban on PFAS is just part of a wider regulatory trend. So, developing a strategic approach to compliance can ensure you spend less time reacting to changing legislation and more time getting ahead of your duties.
Ignorance is no longer an option, nor is inaction. Let’s face this risk head-on and make our workplaces safe for everyone.
clear idea of the scale of the challenge that you are facing.
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DATA CENTRE DRIVE
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Richard
Sykes, SVP & President, ABM UK & Ireland on the crucial role of facilities management in the UK’s data centre growth
The UK and US Tech Prosperity Deal was announced recently to establish joint initiatives between the two nations’ premiere research and standards institutions across artificial intelligence, nuclear energy and quantum computing. This will o er transformative benefits, from accelerating breakthroughs in health care, to lowering energy costs and supporting national security.
The deal is set to inject billions into new data centre infrastructure, advancing Prime Minister Keir Starmer’s ambition to establish the UK as an “AI Superpower”. For the facilities management sector, this surge presents not only immense opportunity but also significant operational complexity.
Across the UK and Ireland, FM teams are already embedded in the heart of digital infrastructure. At ABM, we already service more than 4.5 million square feet of data centre space across the UK and Ireland annually, supporting over 600 large-scale client facilities. With more than 30 years of experience in critical environments, our teams know how crucial FM is to maintaining uptime and safeguarding growth.
MEETING THE DATA CENTRE CHALLENGE
One of the biggest challenges is coordinating multiple suppliers and systems at a rapid scale, but this also marks the greatest opportunity. The providers who succeed will be those with a deep understanding of critical spaces who can provide multiple service lines and o er support from construction phase through to operations.
But the challenges don’t stop there. Skills shortages in engineering are intensifying and there is increased scrutiny of energy use and carbon impact. This means providers must deliver measurable gains in e iciency and sustainability.
Data centres are notoriously energy intensive as cooling systems alone represent a major share of power use. Strong ESG credentials will be essential for FM providers looking to take advantage of the boom. Clients will expect partners who can enhance their own reporting and demonstrate measurable progress on sustainability goals, as cost and e iciency will be secondary to how actively suppliers can minimise the environmental impact of digital expansion.
THE UNSEEN IMPORTANCE OF POSTCONSTRUCTION CLEANING
Air contamination is the enemy of data storage. Only spaces that are technically cleaned can be cleared for use. With 30 years of experience, our Critical Solutions team know the risk which invisible particles pose to the uptime of digital infrastructure. Even 30 minutes of unscheduled downtime can cost businesses dearly.
With the Tech Prosperity Deal promising to fund significant numbers of new data centres; involvement during the construction phase is vital. If the builders’ clean is done thoroughly, it significantly decreases the work needed later. Dust, debris, and microscopic particles le behind during construction can infiltrate sensitive equipment.
Industry specific qualifications are essential, but so too is specialist knowledge of the unique environment data centres present. Cleaning teams must balance rigorous safety standards with precision techniques designed to protect high-value assets. The process goes beyond the visible, targeting subfloors, overhead voids and the smallest of particulates that could compromise air quality.
Ultimately, e ective builder and post-construction cleaning lays the foundation for operational resilience. By ensuring a facility is contaminationfree from day one, FM providers reduce the risk of disruption and give clients the confidence that their investment in digital infrastructure will deliver at full capacity from the outset.
SKILLS FOR AN AI SUPERPOWER
As the UK positions itself as an “AI superpower,” expectations on supporting infrastructure are immense. FM must adapt fast. Technical depth in highvoltage systems, advanced cooling and critical environments remains nonnegotiable. But digital skills are equally essential: including data analytics, cyberaware maintenance and compliance monitoring. The ability to maintain power redundancy, with backup and fail-safe systems that ensure no single point of failure - is also critical. In data centres, even a momentary lapse can cause massive disruption.
Building these capabilities requires investment in apprenticeships, reskilling, and partnerships with technical institutions today, not tomorrow.
PREPARING FOR VARIABLE DEMAND
Some are already warning that the AI boom could be overhyped, with infrastructure investment outpacing demand. If history has taught us anything it’s that staying adaptable is key. Plan for growth, yes, but be prepared to evolve the plan in meeting that growth. Even if AI adoption slows, digital infrastructure demand will keep rising. The key is in building scalable, e icient, and sustainable models that add value in any scenario. The skills needed for data centres are transferable across a number of sectors including life sciences and healthcare. FM providers cannot predict cycles, but they can design for resilience.
A DEFINING INFLECTION POINT FOR FM
The Tech Prosperity Deal is a catalyst, but the long-term test is whether FM evolves into a true strategic enabler of the digital economy. Uptime, sustainability, and cost e iciency are converging, and FM sits at the intersection.
The opportunity is enormous, but it will only be realised by providers who combine technical depth with adaptability, innovation and sustainability leadership.
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@BidvestNoonan Our colleagues took part in the Clothing Challenge at The Whitechapel Mission, sorting donations and supporting people experiencing homelessness. We’re proud of their teamwork and community spirit!
@GBEgovuk More NHS sites – including hospitals and mental health institutions –will see lower bills thanks to Great British Energy’s solar panels. Money saved through the funding will go back to patient care, directly benefitting local communities.
@IWFM_UK Driving Sustainable FM Forward Attention workplace and facilities professionals! The IWFM Sustainability Hub is your go-to space for practical guidance, expert insight and research on sustainable facilities management. Explore key topics like net zero, circular economy, social value and biodiversity — plus the latest 2025 Sustainability Report to benchmark your progress and identify new opportunities. Start driving greener change in your organisation today https://ow.ly/T1lw50XbGk3
@theCIOB To mark World Mental Health Day, the latest episode of the 21CC podcast explored the ‘silent crisis’ impacting the construction industry. Listen to the full discussion here: https://brnw.ch/21wWB88
@mitie Did you know that 63% of neurodivergent employees say workplace related activities cause them to be unproductive? Why not adopt a one-sizefits-no-one approach by creating tailored solutions to accommodate for all needs. Explore more > https://hubs.ly/Q03MY6Yq0
@VertasGroup For #NationalRecyclingWeek last month, our Education Catering team launched an Upcycle Challenge for children across our schools. Pupils transformed old or unwanted items into something new, showcasing their creativity and sustainability. The entries were fantastic!
@CIBSE Honouring #BlackHistoryMonth with Robert Okpala, CIBSE member and Partner at Buro Happold & Trustee of the Happold Foundation. With 25+ years in sustainable, human-centric design, Robert drives innovation & inclusivity across the built environment. https://buff.ly/8oBYEQc
KAT NUNES, IMPACT DIRECTOR, KANSO FM
WHY INCLUSIVE LEADERSHIP MATTERS, ENCOURAGING MORE WOMEN INTO FM’S SENIOR ROLES
Facilities management touches every workplace, every sector and every community. Yet despite its reach, FM leadership still doesn’t fully reflect the diversity of the people it serves. Women make up around 25–30 per cent of the FM workforce, but less than 15 per cent of senior leadership roles. That imbalance matters, not only for women, but for the industry as a whole.
Encouraging more women into senior FM roles isn’t about creating separation between genders. It’s about building leadership teams that are inclusive, balanced, and capable of representing all perspectives. The reality is simple: when leadership is diverse, organisations perform better. Studies show that companies with more than 30 per cent women executives are more likely to outperform their peers, and that gender-diverse teams are 25 per cent more likely to achieve above-average profitability. Diversity strengthens decision-making, sparks innovation, and creates a culture where people of all backgrounds feel they belong.
But representation doesn’t just happen on its own, it requires intention. FM has traditionally been seen as a male-driven sector, rooted in technical services and operations. As the industry evolves to focus on workplace experience, ESG, and wellbeing, the opportunity for women to lead is greater than ever. The challenge is ensuring pathways into those senior roles are visible and accessible.
This is where inclusivity comes in. Women need to see role models who prove progression is possible. They also need allies, and that includes men. Male leaders have a crucial role to play in mentoring female colleagues, sponsoring their progression, and challenging outdated stereotypes. Inclusivity is a shared responsibility: when men and women work together to widen opportunities, the entire industry moves forward.
At Kanso FM, we’ve seen what this looks like in practice. We are proud to be female-owned and female-led, with Managing Director Norma Bresciani at the helm. But what really makes a di erence is the mix of leaders across our teams. Women who started in frontline roles, such as housekeeping, have stepped into area management and operational leadership. Their journeys inspire others, showing that ambition and progression are achievable in FM. At the same time, our male colleagues play a vital part in creating an environment where those pathways are supported. For us, inclusivity is not about one gender leading over another; it’s about leadership
that reflects society and clients alike.
This balance is increasingly important for the organisations we serve. Clients are looking for FM partners who understand sustainability, ESG, and wellbeing. They want providers whose values align with their own, and inclusive leadership is a powerful signal of that. A team that reflects diversity across gender, culture, and background is better placed to design solutions that support people, not just services.
Of course, there is more the industry can do. If we want to see more women in FM’s senior roles, we must:
» Showcase career pathways, from frontline to boardroom, highlighting real stories of progression.
» Champion role models, making female leaders visible and accessible to the next generation.
» Involve men as allies, ensuring inclusivity is something we build together, not something placed on women’s shoulders alone.
» Position FM as strategic, promoting the sector as a career of choice where leadership influences culture, sustainability, and business outcomes.
The future of FM will not be defined by one perspective or one gender. It will be shaped by leaders who are collaborative, innovative, and inclusive. Encouraging more women into senior roles is a vital part of that journey but so is ensuring that men and women lead side by side, championing each other along the way.
At Kanso FM, we’re proud of the progress we’ve made, but we also know there’s more to do. Representation matters. Inclusivity matters. And when we bring everyone on the journey, the whole industry benefits.
Kat Nunes, Impact Director, Kanso FM
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FM CLINIC
FACILITIES & ESTATES MANAGEMENT LIVE
In a panel session on the future challenges and opportunities for the FM sector, i-FM’s David Emanuel was joined by Workplace Strategist Debra Ward, Julian Harrison, Business Unit Director of MyFM, Siobhan Jared, Customer Experience Lead for Kings Cross Estates and Richard Wilson, FM Consultant and former Head of Estate Management at Wimbledon. Here is a summary of the discussion.
to adapt to it, so burnout is coming. AI is a great enhancer, and I use it every single day but does that mean we're going to do less work, or does it just mean that we're going to have to work more, consume more content
have greater responsibility, opposed to actually making our lives easier? If we're getting time back, are we using that time to reinvest in ourselves and our teams or are we expecting more?”
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
FM COMMUNICATOR’S VIEW
DAVID EMANUEL
“What I want to do is challenge perceptions as to what the future of FM is likely to hold. Is it facing an existential crisis and threat?
Is it a sustainable, viable and thriving sector attracting new recruits? Have we failed to truly professionalise ourselves and gain necessary influence in the boardroom? We tried rebranding to Workplace and Facilities Management [WFM] and that has had a limited e ect that's just caused more confusion and probably less engagement. The promises of chartership to increase credibility seems to have backfired, with the IWFM further away from achieving that than they were eight years a er they announced it. Real estate requirements have drastically changed, with remote working, hybrid working and the increasing use of third spaces with people, buildings and technology now o ered a di erent way. What's keeping our panel up at night?”
THE WORKPLACE STRATEGIST’S VIEW
DEBRA WARD
“PwC’s CEO came out recently with the new definition of stability, which is ‘the ability to create agility in the face of hostility and volatility’, and I think that's true. What's really starting to creep up with our teams is a focus on health and wellbeing, particularly mental health. The rate at which technology is advancing is 74 per cent faster than our ability
THE FM CONSULTANT’S VIEW
JULIAN HARRISON
“I think one of the biggest challenges now is the gap between the success of the organisation and the role of Facilities Management in driving that success. We've been talking about this for 25 years, and it's boring, frankly, but the big change has been Covid and technology. Pre-Covid, the default was an o ice, but that’s no longer true, meaning FM needs to get far more serious about proving the direct relationship between organisational success and its contribution. I would say most of the clients that we work with don't really see that, and if we're just an overhead, we're there to get cut. I think the role of FM, whether that's through a service provider or client side is to understand that and be tougher on ourselves. For example, KPIs are o en introspective and risk averse when they should include sta retention, organisational sta retention, sta welfare and sta productivity.”
THE CUSTOMER EXPERIENCE LEADER’S VIEW
SIOBHAN JARED
“My current challenge is in trying to get the landlord and owner of properties to see the benefit of the strategic partnership. My passion lies in driving customer experience through the industry, and it feels like sometimes our facility management company are a little bit on the back foot in working with
David Emanuel
Debra Ward
Julian Harrison
landlords’ needs to attract people back into the o ice. FM has a role to play in being much more proactive and coming forward to say ‘this is how we can do it’. I've got a meeting to review their scope of services so we're doing the work to try and encourage a di erent culture. But I won't lie, it's hard work because there's an awful lot of landlords that don't want to work that way. It's quite command and control as an industry, which I find quite challenging to change.”
THE FM PRACTITIONER’S VIEW
RICHARD WILSON
still just fixing the boilers?”
SJ: “There is so much richness in what facilities managers and teams do. We talked earlier about being proactive and I think an awful lot of decision makers working on the strategic value of their organisations need [FM] experts to share their ideas and come forward. Yes, there's rigor around procurement, but that isn't what drives values in partnerships.”
“I think the big issue we've all got is the ESG agenda and FMs have an integral part to play in its delivery and setting the future of that. Most organisations can't do it without FMs and while David brought up the attempt to rebrand FM as workplace managers - that was a waste of time, because it feels it’s for people that don't know FM. Workplace management, to me, is just one of the environments we work in. I personally prefer the phrase; built environment in that we operate and maintain and care for the built environment. I also don't quite understand this obsession with our status and our chartered status and our seat in the boardroom. We've got nothing to prove, we've already shown how integral we are to businesses, to hospitalities, to workplaces. I appreciate we may be moving away from metropolitan centres, but we are adaptive and flexible as an industry. We just have a slightly di erent emphasis.”
DE: “Does the panel think that we are o ering a strategic value proposition, or are we operating in the background shadows and
DW: “The back foot concept is quite true, but it's because we're not bold enough. If you listen to the topics we talk about, it’s o en the same ones we've been talking about for 10 years. We need to be bolder. We need to take risks. We need to be more courageous. We have some super intelligent people in this industry, we're hiring psychologists, we're hiring data analysts, and these didn't even exist in FM five years ago. But we need to start taking a few more risks. So, what if the o ice goes away? Retail did not die. It just got transformed. We must be able to adapt, which means we must take risks. Let's go out there and make a di erence. Let's be agitators. Let's look at things that we don't want to talk about. Nobody wants to talk about, what if the o ice dies, because we're all employed by that but what if it does die? What are we going to do? Then we must adapt. We start looking at ways we can serve people in their home o ice. We start to change our product mix and our service mix. I think all we do is sit around and wait, and we cannot wait any longer.”
JH: “I understand and accept that it becomes a boring discussion that we keep talking about our own importance, but we need to take more radical steps to impact, to demonstrate how we can make the end client more successful. That means taking a workplace environment and understanding our role in supporting o ice working, diverse working and private working. If we find the biggest issue for clients is how do they attract and retain the best sta , what can we do to impact that? That is the practical argument that I'd like to see taken forward.”
RW: “What is wrong with being good at cleaning buildings and changing light bulbs? That is the building blocks of what we do. We should be good at the basic hard and so services and then develop o erings that cover the rest of it.”
Siobhan Jared
Richard Wilson
FM CLINIC
SJ: “For me, facility management is less about the job titles, it's more about the development of the people with the skills they now need. What we've got to do is equip our teams with the di erent skills that are needed. And I think that's probably where the industry can start to progress.”
AUDIENCE FEEDBACK
Opening the session out into the floor, a delegate proposed that the FM industry will need to change, because its core skill sets are in managing large amounts of space, which are predicted to be reduced over time. The concern was: “Within FM, context matters as not everyone can a ord to think large scale.”
DW: “Thank you. I really like what you said about the correlation between the size of a company and the physical footprint, and I think you're right. It is shrinking, but what we do with that footprint, that's the richness, that's the sexy stu , that's about how we are determining the services, the amenities. Seventy per cent of all employees have said that they consider their company based on the amenities, the wellbeing factors, the services that they provide inside the organisation. So I agree we're changing work space, but what we do in there is so much richer than it ever was before.”
JH: “The question we can ask is: ‘does the built environment contribute to the culture, to the organisation's success and productivity?’ I believe in most instances, the answer to that is yes.”
RW: “Things are going from people wanting to work in the shiniest o ice to looking for ‘place making’ services, particularly the generation that's coming up. We need to design and operate buildings which do that.”
SJ: “What we've talked about here is experience, but it's also about culture. What we do for our customers is important, so we invest a lot of money and insight into understanding them and would argue that the FM sector needs to do more of this. When you're looking at the business case, what you need to invest in is the experience, which shows the money people that we have a demonstrable e ective solution. Designing It is one thing but understanding how to fill the space is vital.”
DW: “I want to talk about one of my favourite examples ever. McDonald's, about 15 years ago, was circling the drain. They were closing more stores than they were opening. Shareholders were freaking out. Share price was dropping. Nobody knew what to do. And then came the big meal deal and turned McDonald's around. They started to open more stores. Shareholders were happy. The big meal deal was Coca Cola's idea, as their service partner. Do you think they're ever going to go to
Pepsi? [In FM] how connected are you with the corporate businesses that you serve?”
DE: “I find the whole thing about people interesting because when I came into the facilities management sector, people were incidental. We were managing buildings, not people. People is a relatively new thing and now we're managing their experience, their wellbeing, their expectation of what the o ice is delivering. But if we are modernising, should we be going to people's homes and making sure the right equipment is there and the health and safety is as good as it is in the o ice? And in fact, the Leesman study has basically shown us that the average home o ice outperforms the average o ice. That is wrong as a sector, we need to shi that thinking around.”
AUDIENCE QUESTION
“How do we do better in FM at utilising our supply chain? Because whether it's so or hard FM, we utilise a lot of services via special service contractors. They bring value to the table as well. How do we best bring that forward to our clients?”
SJ: “Culture management. Everyone who works in our business has got ideas that we need to take forward, but critically - they've got to be given a platform. What we did was appeal to our leadership team, sending an email out to all our key MDs, to start thinking about their ideas before I began designing sta customer experience training. For me it's the leadership mindset. You have got to embrace that your ideas are not just your own. We have to say there's a di erent way of structuring things.”
DE: “I agree that individual responsibility is critical. I went to an FM service provider the other day and there was a mirror, and on that mirror was written; ‘You are the primary responsible person for health and safety at this o ice’. I think that says it all.”
RW: “I would advise, involve your support partners in the strategy, not just the tactics, and it's the same vision. Make them part of the team and I would just add, be curious. Have a childlike curiosity about your client.”
DW: “Figure out what they stand for, what their business objectives are, what are they grappling with? What do they enjoy doing? What do they hate doing? Where are their biggest risks and how can your organisation help them?”
JH: “As providers, we've got to stop thinking about trying to sell our services and start thinking about what is of value to the customer, wherever they sit in the supply chain. Just one little example of that from our clients. We've talked to them about CAFM solutions but we’re agnostic. One client was going to procure a system at a significant cost, but we helped them choose a more suitable solution, which is a game changer, because that becomes a part of their strategic journey. It means we’re adding value to the organisation's business outside [the traditional] scope of FM.”
Concluding the session, David Emanuel said: “I'd like to thank you all for attending this session. I hope you o ered value out of it, let me sort of challenge your perception of where we are and where we need to get to.”
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
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ELECTRIC THEATRE
Milton Keynes University Hospital has recently refurbished and renewed its theatre suite. C&B Electrical Contractors provided a resilient and compliant infrastructure designed to support clinical teams and patients in high-pressure emergency settings for years to come
Milton Keynes University Hospital (MKUH) serves a growing population and must continually adapt its services to meet demand. Trauma care is a vital part of the hospital’s provision, requiring facilities that can support complex and urgent procedures. To address this need, the hospital has launched a programme of theatre upgrades designed to enhance resilience, safety and e iciency.
The specialist trauma theatre was the first project within this programme and required a complete renewal of its electrical infrastructure. From incoming power supplies to in-theatre systems, every
component had to be upgraded. The design not only had to comply with healthcare electrical standards but also had to support seamless integration with the hospital’s wider network to ensure uninterrupted care.
C&B Electrical was appointed for its technical expertise and proven track record in healthcare settings. The company’s experience in delivering complex projects within live clinical environments made it a trusted partner for this critical installation.
Explains Callum Biscoe, Director at C&B Electrical: “This was a complex project in a challenging healthcare environment,
and every stage - from design through to commissioning - had to be meticulously planned. We are extremely proud to bring our healthcare expertise to support Milton Keynes University Hospital’s long-term theatre strategy.”
BUILDING RESILIENCE THROUGH ENABLING WORKS
The project began with enabling works to establish a robust and future-proofed foundation. Two independent 160-amp power supplies were installed, each drawn from separate low-voltage systems.
These were connected to dedicated uninterruptible power supplies (UPS), ensuring that in the event of a power failure, critical systems would remain fully operational without interruption. This configuration meets the requirements of HTM 06-01, the UK guidance for electrical systems in healthcare, specifically for Group 2 medical locations where medical procedures are likely to be performed.
In addition to the UPS systems, a 200-amp panel board was introduced to distribute non-critical power across the theatre and plant areas. Separating essential and non-essential circuits in this way simplifies maintenance and improves resilience. It means the hospital’s estates team can carry out servicing without a ecting critical clinical services.
To prepare the space for installation, legacy systems were carefully decommissioned in phases to avoid disruption to neighbouring theatres. Historic links between electrical services across theatres were removed, eliminating the risk of one area being a ected by failures in another. This preparation work was key to ensuring the new systems could operate independently and to modern standards.
DELIVERING A MODERN IN-THEATRE INSTALLATION
Inside the new trauma theatre, systems were installed that are specifically designed for a Group 2 clinical environment. A new Equipotential Bonding Busbar, which is a terminal bar used to connect all metallic parts in a specific area, such as a medical location, to a common grounding point - was installed to ensure all protective
conductors (used to prevent electric shock and reduce fire risk) were securely bonded, providing a stable and safe environment for patients and sta alike.
An Isolated Power Supply (IPS) system was also installed. This type of system continuously monitors electrical insulation resistance, reducing the risk of electrical faults in an environment where patients may be connected to life-supporting equipment. IPS systems are a core requirement in modern theatres and form part of the wider strategy to protect against failure.
A new surgeon’s control panel was fitted to give clinical teams direct, reliable control over theatre services such as lighting, ventilation alarms and power systems. This panel was integrated with the hospital’s main systems, enabling seamless operation and helping sta manage their environment e iciently.
Dedicated supplies were installed for theatre ventilation, surgical lighting, and medical equipment. These services were carefully routed to meet the strict spatial requirements of operating theatres and tested as individual systems before being commissioned as part of the integrated infrastructure.
Close coordination was essential throughout the installation. C&B Electrical worked in partnership with the main contractor, Medical Air Technology, to ensure containment systems and cable routes were properly aligned with mechanical ductwork and plant connections.
Regular planning meetings and on-site reviews helped avoid clashes and reduce rework, supporting delivery within the
C&B Electrical delivered a comprehensive handover package including as-built drawings, test results, and manufacturer documentation. These resources form part of the hospital’s statutory maintenance records and will support future inspections, reporting, and asset management.”
agreed programme.
MANAGING DISRUPTION IN A LIVE ENVIRONMENT
The trauma theatre installation took place in a busy, fully operational hospital. Minimising disruption was essential. A phased programme was developed that allowed work to continue around the hospital’s day-to-day operations. Temporary power isolations were planned in close consultation with the estates team and contingency measures were always in place to protect patient care.
Strict infection control measures were upheld throughout. The project team maintained sterile barriers and ensured physical segregation of the work area. Dust suppression and cleaning protocols were enforced to protect adjacent clinical areas. Noisy works were scheduled outside peak times to avoid interference with patient care.
C&B Electrical’s team was fully trained in hospital procedures. Daily briefings were held with the estate and clinical teams to ensure alignment with hospital priorities and respond quickly to any operational challenges. The structured and responsive approach enabled the project to be completed without disrupting clinical services.
MEETING SAFETY AND COMPLIANCE STANDARDS
The project was delivered in full compliance with current healthcare electrical standards.
The IPS system was tested under simulated fault conditions, confirming its ability to safely support applied medical equipment. UPS systems were also commissioned and tested to demonstrate seamless transfer in the event of mains failure.
All electrical systems underwent rigorous final testing in line with BS 7671, the IET Wiring Regulations. This included checks for polarity, (to determine the direction of current flow) earth fault loop impedance, prospective fault current and the functionality of protective devices . Full certification was provided to confirm compliance.
C&B Electrical delivered a comprehensive handover package including as-built drawings, test results, and manufacturer documentation. These resources form part of the hospital’s statutory maintenance records and will support future inspections, reporting, and asset management.
Health and safety were embedded in all site operations. Risk assessments were updated daily to reflect changing conditions. Toolbox talks were held regularly to keep the team alert to project-specific risks, including infection control protocols and working near live systems. The project was completed safely, with no reportable incidents.
STRENGTHENING OUTCOMES FOR PATIENTS AND STAFF
The completed installation delivers
a trauma theatre designed for resilience, reliability, and future readiness. Dual power supplies, UPS backup, and IPS protection provide a robust infrastructure capable of supporting emergency care in the most demanding conditions.
For clinical teams, the new systems ensure continuity of service and greater control over the theatre environment. For patients, the installation provides peace of mind that surgical procedures are supported by safe and dependable systems.
From an estates’ perspective, the project has delivered a compliant, maintainable installation with clear labelling, separated circuits, and detailed documentation. These features simplify maintenance, improve safety, and support long-term planning.
Tony Marsh, Director of Estate and Facilities, said: “We’re absolutely delighted to have completed a full refresh of our Trauma Theatre, incorporating a state-ofthe-art Ultra Clean Ventilation (UCV) system and a comprehensive modern refit. This investment reflects our ongoing commitment to providing the highest standards of care in a safe, e icient, and future-ready environment.”
PREPARING FOR FUTURE THEATRE UPGRADES
The trauma theatre marks the first step in the wider refurbishment of Milton Keynes University Hospital’s Phase 1 theatre suite. Its successful delivery demonstrates an ability to manage complex installations in sensitive environments, delivering quality outcomes under pressure.
This project has established a clear model for future works within the hospital’s theatre upgrade programme. With compliant systems, collaborative delivery, and robust planning, the foundation is in place for future installations to meet the same high standards.
LONG-TERM THINKING
For FMs, the success of any energy investment comes down to more than just kilowatt hours and payback periods. Ongoing reliability, safety and e cient maintenance are crucial. Kitty Cunningham, Operations Director at Geo Green Power, explains how to achieve a solar PV solution with safety and long-term accessibility and uptime at the fore
Solar
PV is now a mainstream choice for organisations looking to reduce costs, build energy resilience and meet sustainability goals. But when systems are installed, its ongoing success also depends on how well the work is planned, delivered and maintained. The best installations don’t just perform e iciently, they run safely, integrate smoothly and are designed to make ongoing maintenance straightforward.
WORKING SAFELY IN LIVE ENVIRONMENTS
Installing solar – and on an active site in particularcalls for more than technical skill. It requires careful coordination to protect people, maintain access and avoid disruption. Whether it’s a hospital, retail park, school or manufacturing facility, the installation team must work around ongoing operations without compromising safety.
Geo Green Power’s in-house teams are trained and accredited to operate in complex environments. The company holds CHAS Elite and IET accreditations, ISO 9001 and ISO 14001 certification, and is both MCS and NICEIC approved. These credentials give facilities managers confidence that every project meets the highest health, safety and environmental standards.
Every project begins with detailed risk assessments and method statements, covering everything from pedestrian and vehicle flow to emergency
procedures and working at height. Where sites must remain open, installation phases are planned around operational needs, with clear communication and flexible scheduling to minimise disruption.
FUTURE MAINTENANCE
Limiting disruption also applies when it comes to maintenance. A well-designed solar PV system doesn’t just deliver on handover day; it should continue to perform e iciently with minimal maintenance throughout its approximately 30+ year lifetime. To achieve that, accessibility must be considered from the outset.
Systems should be designed so that inspections, cleaning and repairs can be carried out safely and e iciently. Geo Green Power engineers plan layouts that support drone surveys and on-site maintenance without interrupting operations. Safe drone launch and landing points are identified away from busy areas and components, such as inverters and isolators, are positioned for easy access.
By considering maintenance during design, facilities teams benefit from faster inspections, more straightforward servicing and reduced downtime, all of which save time and cost over the long term.
PROTECTING PERFORMANCE
While solar PV systems are reliable and need minimal maintenance, dust, shading or minor faults can a ect
generation levels. A proactive service plan ensures issues are identified early, maintaining consistent output and return on investment.
Working with the same company for installation and ongoing maintenance brings clear advantages. The team already understands the system layout and any unique site requirements, so maintenance visits are quicker and more e icient. This continuity helps reduce disruption and costs while keeping the system performing at its best.
Geo Green Power o ers full service and maintenance packages, including annual system testing, visual inspections, performance analysis and detailed reporting. Systems can also be monitored via real-time system data, helping to spot potential issues before they a ect generation.
CONTINUITY AND CONFIDENCE
From regular dialogue with facilities managers, we recognise that one of the most significant risks or barriers to investing in solar PV today is the disappearance of smaller or less established installers. Many businesses have been le without ongoing support when their original provider has ceased trading. Choosing a partner with longterm stability, accreditations and an in-house maintenance team protects that investment.
Geo Green Power has been designing, installing and maintaining commercial solar PV systems for more than 15 years. The company is large enough to manage complex, multi-site projects but remains focused on personal service and lasting partnerships. Installations come with at least 25-year panel and 20-year inverter warranties, backed by in-house technical support and maintenance throughout the system’s life.
A SAFER, SMARTER APPROACH TO SOLAR
For facilities managers, solar PV should enhance operations, not complicate them. The right partner will design with safety in mind, plan installations around live environments and ensure ongoing maintenance is straightforward.
Geo Green Power’s approach combines technical expertise with an understanding of how real sites work. From health and safety planning to proactive servicing, every decision is made to keep people safe, sites open and systems performing long into the future.
BEST OF SHOW
The inaugural Facilities & Estates Management Live marked an important new addition to the industry calendar, uniting professionals from across the sector for two days of knowledge sharing, debate and innovation. Madeleine Ford picks out the key moments from the show
KEYNOTE HIGHLIGHTS
Across the two days, the keynote theatre o ered a combination of presentations and panel discussions from thought leaders in FM. We’ll be covering some of the panel sessions in FMJ over the coming months but just some of the highlights of the keynote presentations were:
Laura Toumazi, Vice President of Sales at CBRE, opened the event with a keynote speech that focused on the use of technology and in particular the use of data to help deliver workplace environments which encourage productivity and meet recruitment and retention criteria. She stressed the need for FMs “to shi the narrative, it isn’t about throwing technology at clients for technology’s sake, it’s about using it to help them reach the right outcome”.
Kate Gardner, Lead Tutor for International Workplace presented a guide to the latest changes to H&S regulations. This included updates on the Building Safety Act, Martyn’s Law and how the standard ISO 45001 is not only designed to reduce risks and prevent work-related injuries and illnesses but should also address mental health.
She said: “We must think about how we can integrate health and wellbeing into our management systems. For most of us we’ve got the standard ISO 45001 as our health and safety standard, but wellbeing must be a part of that process. If it’s going to work, it’s about understanding your people’s needs and that’s not just about having enough mental health first aiders in the workplace it’s more fundamental than that.”
In the opening session of the second day Dan Andrews, Executive Director for CBRE
Global Workplace Solutions focused on the unique challenges and strategies in managing high-rise buildings in London. His talk highlighted the importance of early investment, flexible team structures and e ective defect management. He also stressed the need for collaboration, data utilisation and education to help drive ESG initiatives and the importance of blending project and maintenance teams for long-term success.
“When a building moves from construction to operation, the whole cultural building changes. It’s no longer a construction site. It’s an operational building with tenants starting to do fit outs. What that then means is that the culture changes in the building, and it’s then that the ownership becomes ours.”
Mark Whittaker, CIWFM of Thomson FM, Past Chair of the Institute of Workplace & Facilities Management (IWFM) and Director of the
Association of Professional Standards in Asset Surveying (APSAS) shared his insights on managing FM contracts. His session covered the common pitfalls and consequences of failure within contract management. This included the importance of involving the estates and FM teams pre and during the tender process and the need to scrutinise the mobilisation process and methodology at an early stage to help ensure the contract starts o on the right foot.
Phil Davitt, SVP Global Professional Services of Eptura delved into research from Eptura’s annual Workplace Index. He revealed that 75 per cent of companies acknowledge the need to have someone who is responsible specifically for the digital workplace to ensure digital connectivity for both people in the physical workplace and those that might be dialing in remotely.
He explained: “For those that might not be able
to come in, we want to make sure they have a similar experience to those in the o ice.”
James Massey Managing Director – FM, Energy & Retail Intelligence at MRI presented a thoughtleadership session around the practical use cases of AI in FM.
He argued that there was no point in trying to make information led decisions based on AI if the data it’s based on is inaccurate. You cannot start using predictive AI to help people to move services online unless you are clear confident and happy your data is accurate.
INNOVATIONS HIGHLIGHTS
The innovations seminar programme, which ran in tandem with the keynote, concentrated on getting the best performance out of your FM service providers, consultants and products.
A few of the many engaging talks were:
Smarter Spaces, Safer People: The power of IoT Intelligence in FM Operations by Chris Clutterbuck, MRI So ware, explored how real-time data and intelligent monitoring can automate PPE compliance, detect trip and fall incidents, and provide early fire warnings, all without constant on-site supervision.
One-size-fits-none: why standardised workspace management is killing o ice productivity by Matt Bailey, Matrix Booking- the pitfalls of this one-sizefits-all approach to workspace management was explored in this session, drawing on primary data from IT decision makers.
Doing more with less: Smarter strategies for Facilities Management by Kate Williamson and Paul Benson of Jangro, examined how to balance cost pressures, such as energy volatility and labour increases, while proving ROI through tech-enabled solutions like performance dashboards and chemical dosing systems.
Building sustainability versus business sustainability by Anna Maclean, SRE o ered insights to help leaders make commercially sound sustainability decisions, proving that preparing for Net Zero is an investment in the built environment and the future of their organisation.
NOTABLE MOMENTS
The exhibitors provided many opportunities for interaction with delegates, creating some memorable moments.
Snooker legend Jimmy White who attended the show for both days with NGS drew in large crowds with continuous snooker frames, especially one with a ‘VIP guest’- Dan Andrews from CBRE.
Darts competition with Matrix Booking.
Live demos from MRI So ware, Zip Water, Nationwide Fire & Security, and Clevertronics UK. Mainteno Redro showcased Mainteno, a customer favourite CAFM platform and a few AI enhancements.
Whi Away Group highlighted their Smart & Connected Washrooms- IoT enabled solutions for monitoring, controlling, and reducing water consumption.
CONCLUSION
Facilities & Estates Management Live will be back next year on 20-21st October at the Business Design Centre in London. We look forward to welcoming more of you there in an even bigger space and sharing thoughtful debate, practical insight and collaboration.
Facilities & Estates Management
Live will return bigger and better on 20-21 October 2026 in the main hall at the Business Design Centre.
FUELLING THE FUTURE
From
waste stream to sustainable energy. Suzanne McKenzie, Sales Director at Lifecycle Oils on how cooking oil is being transformed into biofuel
TheUK’s food industry produces millions of litres of used cooking oil (UCO) every day via food service outlets and food manufacturers. Historically this UCO was treated as a waste product, presenting significant challenges in disposal and compliance. When not properly disposed of, fats, oils and grease (FOG) can lead to severe drain blockages, environmental pollution and he y fines for businesses under the Water Industry Act 1991.
Yet today, our attitudes towards waste have come full circle, and UCO is now a valuable feedstock for advanced, second-generation biofuels. That is why we buy used cooking oil from the food businesses, turning it into a revenue stream for them.
From a sustainability perspective, there are huge benefits from using UCO to create biofuels. Unlike first-generation biofuels made from virgin crops like palm oil or rapeseed, UCO-derived fuels do not create competition for land that could be used for food production, nor do they drive agricultural expansion, deforestation, or biodiversity loss.
By repurposing a waste stream, we are sidestepping the significant carbon emissions associated with additional agricultural production and land-use change. We’re also not competing with the food chain, which can drive price pressures in the edible oils market.
There are also huge carbon savings when compared to conventional fossil fuels. Biodiesel from UCO produces around 80-90 per cent less carbon than fossil fuel diesel, and 40 per cent less carbon than first-generation biofuels made from virgin feedstocks.
A CLOSED-LOOP SERVICE IN ACTION
At Lifecycle Oils, we run a fully closed-loop service
that manages the entire lifecycle of cooking oil, transforming it from a potential liability into a renewable energy resource. This is how the process works.
Sustainable Supply and Management: We begin by supplying the food industry with sustainably sourced fresh cooking oils. We then provide FOG management services to help businesses prevent costly blockages and remain compliant with environmental regulations.
Nationwide Collection: We collect the UCO from a wide network of food manufacturers, foodservice providers, oil aggregators and household waste sites. Our logistics are tailored for the industry, handling a range of containers including 60L barrels, 120L wheelie bins, 1,000L Intermediate Bulk Containers (IBCs) and even oil tankers.
Advanced Biofuel Processing: The collected UCO is transported to a new, state-of-the-art biofuels processing plant in Wednesbury, West Midlands, where it is turned into our own patented LF100 biofuel and other biofuel feedstocks.
Biofuel supply: We then sell the LF100 to UK manufacturers, as well as the entertainment and leisure industry, where it is used in generators to power a wide range of operations. We sell other biofuel feedstocks for further processing into various biofuels, such as Sustainable Aviation Fuel (SAF) and Hydrotreated Vegetable Oil (HVO).
PRODUCING SUSTAINABLE BIOFUELS
To achieve the volumes needed, the Wednesbury facility opened in May 2025. This modern biofuel plant in the Midlands can produce millions of litres of biofuel and biofuel products every week. It’s where LF100 biofuel is produced, a secondgeneration biofuel designed to be as sustainable
as possible, eliminating the chemical treatment stage traditionally required to turn UCO into biofuel. Instead, a multi-stage filtration and extended warm settling process is used, which takes approximately 14 days to complete.
LF100 biofuel can be used directly as a biodiesel in generators. In fact, the entire Wednesbury plant is operated with our own LF100 biofuel, it’s a great example of a truly circular model in action.
A DECARBONISATION OPPORTUNITY FOR ALL MANUFACTURERS
While our biofuel feedstock is sourced from the food industry and household waste sites, the final product can be used by any business with a generator. LF100 is a drop-in replacement for generators, meaning any UK manufacturer can make the switch without costly equipment modifications.
This enables a business in any sector to participate in and benefit from this circular model. By running their operations on LF100, they can reduce their own Scope 1 emissions and contribute to a nationwide e ort to convert waste into renewable energy.
SUPPORTING THE UK’S WIDER DECARBONISATION EFFORTS
Beyond individual factory operation and use in the leisure and entertainment industry to power back-up generators, festivals and car charging points, the UCO-derived biofuels are also supporting wider UK decarbonisation e orts.
In addition to producing LF100, we also turn UCO into a valuable feedstock to make other advanced biofuels, including Hydrotreated Vegetable Oil (HVO) and Sustainable Aviation Fuel (SAF).
These fuels are critical for decarbonising sectors where electrification is not currently feasible, such as parts of the transport industry. The aviation industry is an excellent example of a sector under increasing pressure to decarbonise. With UK SAF mandates legally requiring an increasing blend of SAF in jet fuel, starting at two per cent in 2025 and rising to 10 per cent by 2030, these e orts are enabling the sector to meet these crucial targets.
A CIRCULAR FUTURE
Our mission is to transform a problematic waste stream into valuable, lower-carbon energy feedstocks, growing renewable energy capacity while championing the power and potential of the circular economy.
The journey of UCO from the fryer to fuel is a blueprint for how waste can, and is, fuelling a more sustainable, lower-waste, and circular tomorrow for UK manufacturers.
NUTRITIONAL KNOW-HOW
Hannah Locket, Head of Nutrition, Elior at Work describes the benefits of o ering a catering service designed to help support employee wellbeing
The workplace is experiencing a profound shi in how we think about food. Once seen as little more than a necessity, catering has become a strategic lever for supporting employee health, wellbeing and engagement. As a foodservice provider, we are uniquely positioned to drive this transformation in partnership with our clients who are keen to support employee wellbeing.
At Elior at Work, we believe food can do far more than satisfy hunger. It can shape workplace culture, boost performance, influence health outcomes and demonstrate genuine care for people.
The expectations of today’s workforce are evolving. Employees want more than just delicious meals, they want to understand how their food choices impact their health, productivity and overall sense of wellbeing.
There’s growing demand for workplace catering that aligns with personal nutritional preferences and supports mental and physical health. It is important that caterers work closely with their clients to not only provide variety and quality, but also transparency and information around nutrition and sustainability.
The impact is significant: nutritious workplace meals support energy, focus, and morale, feeding directly into productivity and engagement. A welldesigned catering o er can help reduce absenteeism, enhance social connection and provide enjoyable moments that build a positive company culture.
While the physical benefits of good nutrition are widely recognised at work, the impact of food on mental wellbeing is o en overlooked. Nutrition can play a key role
in supporting psychological resilience, with specific nutrients linked to better mood and stress management. However, employees can struggle to apply scientific nutritional knowledge to their everyday choices.
SMART CHOICES
It is therefore important that employees have access to information which assists them with their nutritional choices. To address this, we have recently introduced Eatuitive - a wellness initiative developed by Elior at Work’s team of dietitians and nutritionists. Its aim is simple: to empower employees to make informed, positive nutrition choices without the confusion or complexity that o en surrounds nutrition.
All recipes under the Eatuitive initiative
are carefully developed to meet three key nutritional criteria: a minimum of 10g fibre per serving (a third of an adult’s recommended daily intake), a source of protein (at least 12 per cent of calories derived from protein), and low in saturated fat (1.5g or less per 100g). The dishes are clearly labelled with this information, making it easier for employees to identify the most nourishing options at a glance, and to make choices that suit their personal needs.
Eatuitive goes beyond signage, with nutritional information made accessible through QR codes at the point of sale which links to educational content, healthy eating tips, and practical resources. Employees can build their knowledge at their own pace, whether at the counter or on the go. By removing barriers to understanding, Eatuitive helps to educate consumers.
DIVERSITY OF DIET
One of the challenges in workplace catering is accommodating the diversity of dietary preferences, needs, and cultural backgrounds found in modern organisations. What’s right for one colleague may not be for another, especially across generational, regional, or cultural di erences. To meet the increasing demand for personalisation, customisable options such as build-your-own stations and flexible salad bars are important, so employees can construct meals that suit their specific, individual requirements. We design menus that span macro- and micro-nutrient needs, from omega-3-rich fish for cognitive function to fibre-packed grains that support gut health, to provide a range of choices that help support mental and physical wellbeing. Inclusivity means more than a token vegetarian or gluten avoidant dish. Our approach integrates allergen management and cultural needs seamlessly, ensuring everyone feels catered for. Technology, too, plays a role, with digital tools providing ingredient transparency and
allergen visibility. Wellbeing goes beyond the physical. The social dimension of workplace catering is o en undervalued but is vital for mental health. Shared meals in communal spaces have been shown to boost morale, encourage informal mentoring, and reduce stress. It is important to create spaces where employees can connect, recharge, and build the relationships that underpin a resilient workplace.
PREPARING FOR THE FUTURE: COMPLIANCE AND OPPORTUNITIES
The regulatory landscape around workplace food provision is tightening, with new requirements on the horizon for nutritional transparency and healthy
food reporting. Our comprehensive menu management systems already provide detailed allergen, calorie, and carbon information, helping clients stay ahead of compliance while aligning with broader wellness and sustainability targets. It is critical that future changes are closely monitored, and clients are up to speed. Forwardthinking caterers recognise that food services are now an integral part of the employee value proposition. By investing in innovative and inclusive catering solutions, organisations can support talent attraction, retention, and satisfaction.
Inclusivity means more than a token vegetarian or gluten avoidant dish. Our approach integrates allergen management and cultural needs seamlessly, ensuring everyone feels catered for. Technology, too, plays a role, with digital tools providing ingredient transparency and allergen visibility.”
are closely monitored, recognise that
solutions, organisations can
Workplace catering is no longer just about providing sustenance; it is about creating experiences that support the whole personphysically, mentally, and socially. Initiatives like Eatuitive are helping to set new standards for what’s possible, combining nutritional science, education, and easy to access information in ways that genuinely make a di erence.
For facilities managers, the opportunity is straightforward: by partnering with catering providers who share their values and goals, they can work together with clients to create a workplace culture that promotes health, happiness, and resilience.
NOISE ABATEMENT
Excessive
o ce noise is driving stress levels in workplaces. Ben Hancock, Managing Director of Oscar Acoustics explains why facilities managers must prioritise acoustic comfort to address occupant wellbeing
Despite the recent rise in return-to-o ice mandates, recent research conducted by Oscar Acoustics which is published in the report: ‘Shaping Future-Ready Workspaces for the Great Return to the O ice’, shows that one-in-three UK o ice employees now work from home specifically to escape o ice noise. This is not for a work-life balance but to escape the acoustic chaos of poorly designed workspaces.
The report revealed that:
Four in 10 (41 per cent) resort to headphones. 36 per cent work from home to escape o ice noise, and 30 per cent start earlier or finish later to enjoy quieter periods.
Some take stronger measures, from leaving passive-aggressive notes and moving desks (26 per cent).
Others resort to more extreme responses like making formal complaints (19 per cent) and snapping at colleagues (19 per cent).
As a result of excess noise, almost half of o ice workers struggle to concentrate (47 per cent), more than a third feel irritated (36 per cent) and 30 per cent report experiencing high stress levels.
In an earlier report, published in 2023, we found that poor acoustics negatively impact 81 per cent of employees, yet acoustic considerations were continually sidelined in most o ice planning processes. Unfortunately, many employers are still overlooking acoustic design; a costly mistake that’s alienating employees and crushing productivity. When your workspace is failing to attract talent, it’s time to recognise that acoustic design isn’t a luxury; it’s an essential element of business infrastructure, vital for workplace performance and employee retention.
THE HIDDEN COST OF ACOUSTIC NEGLECT
The financial implications of poor acoustics extend
far beyond the initial budget savings from cutting sound treatments. Lost productivity, increased stress-related absences and talent attrition create costs that dwarf any upfront investment in proper acoustic planning.
Consider the rise of “headphone isolation bubbles” in modern o ices. While employees may appear focused, this noise self-defence mechanism actually stifles the collaboration and spontaneous interaction that organisations desperately need. We’re creating workspaces that force people to disconnect in order to concentrate, a fundamental contradiction of modern o ice design principles.
The retention implications are particularly acute for younger workers. Two-thirds of employees aged 25-34 would consider leaving their role if forced back into poorly designed o ices. For facilities managers tasked with supporting successful return-to-o ice policies, acoustic comfort isn’t optional; it’s a strategic imperative.
DESIGNING ACOUSTIC COMFORT: PRACTICAL STRATEGIES FOR FACILITIES MANAGERS
E ective acoustic design doesn’t require wholesale o ice reconstruction. Three key strategies can transform workplace sound management:
Acoustic zoning creates distinct areas tailored for di erent work modes. Quiet zones support focused work; collaborative spaces accommodate team activities and transition areas provide acoustic bu ers between di erent activity levels. This approach recognises that modern work requires diverse acoustic environments within a single space.
Strategic material choices prioritise soundabsorbing solutions that integrate seamlessly with existing design schemes, such as acoustic sprays. The key is in selecting materials based on their acoustic e ectiveness and fire ratings.
Activity-based planning contains noisy activities within dedicated, acoustically isolated spaces. Phone calls, brainstorming sessions, and video conferences belong in designated meeting rooms or phone booths designed specifically for sound containment. This prevents acoustic spillover that
disrupts areas for focused work.
THE BUSINESS CASE FOR ACOUSTIC INVESTMENT
Forward-thinking facilities managers are recognising acoustic design as a strategic investment rather than a cost centre. BREEAM certified buildings, which include acoustic performance criteria, can command rental premiums of up to 12 per cent according to a JLL report, compared to conventional spaces. This rate boost reflects market recognition that acoustic comfort directly impacts occupant satisfaction and productivity.
The return on investment extends beyond property values. Organisations with acoustically optimised workspaces report improved employee wellbeing, reduced stress-related absences, and enhanced collaboration e ectiveness. These outcomes translate directly to bottom-line performance improvements that justify acoustic investments many times over.
MOVING FROM AWARENESS TO ACTION
The disconnect between acoustic awareness and implementation o en stems from treating sound management as a post-occupancy problem rather than a primary design consideration. Successful acoustic design requires “acoustic-first” thinking; integrating sound management from the earliest planning stages, rather than attempting retrofits a er problems emerge.
This shi in approach requires facilities managers to champion acoustic considerations during design discussions, ensuring that sound management receives equal priority with lighting, HVAC, and other environmental systems. The goal isn’t perfect silence; it’s about creating acoustic environments that support the diverse activities and interactions your organisation needs to thrive.
As we navigate the future of work, we need to create workspaces that genuinely support human performance and wellbeing. Acoustic design represents one of the most impactful, and o en overlooked, tools in this mission. Acoustic comfort needs to come out from the backseat and be seen as a key indicator of future direction.
Dilapidations in Denham or Cat A in Carlisle? Come to the national experts!
We’ve been supporting businesses up and down the UK for over 20 years. From logistics hubs to industrial facilities and from office schemes to specialist AV projects, you can trust the East On team to deliver your premises requirements. Wherever you’re based.
Our regional network of subcontractors is an integral part of the team, a handpicked group that has proved their abilities time and time again. That’s why some of the country’s biggest names use East On Commercial Interiors.
Our Services
BEHIND THE WIN
Calibre Building Services’ Sales Director, Brian Venton and Operations Director, Paul Soares explain to Sara Bean how a client-centric approach and careful leadership has helped fuel
With a recent spate of mergers and acquisitions within the facilities management market, it looks likely clients will be seeing some more consolidation in the FM services sector. But alongside the corporate services providers, it’s important to highlight the activities of some of the smaller suppliers in the sector. For instance, FMJ has been charting the rise of hard services provider Calibre over the past two years – a period which has seen the company ascend from a revenue of £15.4 million in March 2023 to £26.5 million by March 2025 - a remarkable 72 per cent growth within two years.
the growth of the FM services provider
I sat down with Sales Director, Brian Venton and Operations Director, Paul Soares to discuss how Calibre has solidified its position in the market – landing some highprofile contracts, including One Embassy Gardens, (developed around the new United States Embassy on Nine Elms), 8 St James Square, 58 Victoria Embankment and Aldwych House.
Calibre was founded in 2011 by Matt Mabey and Steve Welch, both of whom had previous experience in property management firms - including Status Building Services. According to Venton during this period there was a big drive within organisations to cut budgets, as
the economy was emerging from a global financial crisis and there was pressure to service buildings on a budget, something which the founders resisted.
Says Venton: “You can’t do engineering on a spreadsheet, you need to take a client focus, requiring good communication and a willingness to get the job done, no matter what happens, to help build a good reputation.”
Previously both Venton and Soares careers’ included working for FM corporates, including Mitie, ISS and EMCOR but they were drawn to joining a smaller firm where, as Soares describes it: “You get to be creative with what you do as a
manager, and you get to influence change in a much more direct way. For me, that’s the biggest di erence, in a corporate setting the road has almost been paved for you, and you are pushed to do the same things that have been tried and proven.
“In a company like Calibre, we get to be creative and really think outside the box. It makes a massive di erence as you can alter processes and procedures and the way you work to make a real impact.”
CALIBRE SERVICES & CLIENTS
The company primarily operates across London, the South East, and the Midlands, o ering a wide range of services including FM, Mechanical & Electrical (M&E) and fabric-based maintenance. It also provides project management services across a range of areas; from chiller replacements to boiler upgrades, electrical, power and lighting and BMS upgrades to the installation of complete new high-volume low-speed fan systems. The firm also o ers energy and sustainability management, including carrying out energy audits, surveys and supporting clients in reaching carbon net-zero goals.
As Soares describes it: “We deliver ‘hard everything’, within the FM services and energy industry, although we do delve into so services via closely managed suppliers and o er electrical test and inspect services as well as PAT testing with a preferred supplier managed by the Calibre in-house team.”
The sectors covered by Calibre include commercial o ice buildings; education and health, including schools, colleges and student accommodation, hospitals and other public sector buildings. They also provide facilities management and maintenance for industrial sites and work on infrastructure, transportation, heritage and listed buildings projects.
An important facet of the company’s growth is in being good at developing its
existing client base. For instance, in July Calibre secured a three-year contract extension at Monument Place, a grade A o ice space in the heart of the City of London where the team has been on-site since November 2013, from the building’s initial construction phase through to the original handover.
Says Venton: “We’ve got a strong operational team and have good references in all the sectors we operate in. That old phrase people buy people first is key, so we select the right individual to put in front of each client. But I think what is unique with us is the management
structure we have established.”
CALIBRE OF STAFF
As Venton explains, the directors haven’t been afraid to reorganise the management structure along the way as the company has grown.
“The ethos had always been not to overload the management to give them time to support the engineers and support the clients. But around 18 months ago Paul found himself in a position of 21 direct reports, and suddenly trying to get time with him, trying to strategise where the business was going and which new regions to target, became di icult.
We’ve got a strong operational team and have good references in all the sectors we operate in. That old phrase people buy people first is key, so we select the right individual to put in front of each client. But I think what is unique with us is the management structure we have established.”
“So, what we did in essence was to promote two contract managers to general managers or business unit leaders. What is completely di erent to everyone else in the market is that we took them o all their existing contracts, so they don’t directly manage any business, but instead support the managers and
Brian Venton, Calibre, Sales Director
Paul Soares, Calibre, Operations Director
more importantly, support the clients. This is a unique approach which brings extra overheads, but the way it’s developed the client relationships has proven successful.”
manner, we’ve geared ourselves up in a way that our communication levels are extremely e ective for clients and for client service delivery.”
including supervisory and management levels. That applies too to our operational and o ice sta . For everyone within the business we’ve created su icient ambitious goals for them to be able to stay and want to be part of the growth, and that I think, is key.”
FLEXIBLE INNOVATIONS
Working at the hard services side of the sector, Calibre is seeing an increase in demand for smart technology. Some of this suggests Venton is due to the continuing prevalence of home working which means many of the buildings they help manage are still experiencing hybrid occupancy patterns.
“Many of our clients ask us if we can o er proactive maintenance, how o en should it now be serviced and how much can be saved by doing condition-based works. We need to o er data led delivery, especially when it comes to saving on energy. One Embassy Gardens is a great example of what I said earlier about people having the time to look closely at energy management to a ect change.”
Thanks to the engagement of the Site Manager, the Engineer and the Contract Managers with consultants, the site has achieved energy savings of 21 per cent reduction over the last two years. Venton describes this process as being “empowered to be proactive”.
Key to the company’s delivery model is maintaining one to one communication, with clients having a single point of contact throughout the business. This means they can speak to the same administrator and contract manager and speak to one AGM (Area General Manager) and meet those people from the very beginning of the contract.
They will also meet with those of a director level – with not only the Sales Director and Operations Director but the company founders being involved in some of the tender presentations. The leadership not only meets with clients, but regularly with the in-house 176 sta as well.
“Being a primarily self-delivering hard services provider, finding the right sta with the right skills levels is crucial, and means Calibre’s apprentice programme is key for its future.”
Explains Soares: “This approach means there is engagement from everybody within Calibre at a very direct level. This is why I think communication is one of our unique selling points, because although I’m sure every supplier can communicate in a good
Being a primarily self-delivering hard services provider, finding the right sta with the right skills levels is crucial, and means Calibre’s apprentice programme is key for its future.
Being a primarily self-delivering right skills levels apprentice Director and finally oversees the training
A more recent innovation is the introduction of integrated meter readings. With these, engineers can capture meter readings on the job, immediately put these into graphs which go into Calibre’s dashboards and are then uploaded straight into client systems - all from an engineer’s handheld device.
Matt Mabey, who himself progressed from Engineer to Supervisor to Contract Manager, Director and finally to Business Owner, oversees the training and development at the firm and looks a er the apprenticeship programme, because, says Soares, he wants to build a legacy.
For Paul Soares arguably the most powerful tool at their disposal is the flexibility to make changes quickly and respond immediately to client’s needs. This contrasts with large organisations where every request must be run up a corporate food chain. This he believes is one of the main reasons for Calibre’s rapid growth over the past two years, and it is something he and Venton are determined to build on in the year to come.
“We don’t have a high sta turnover by any stretch of the imagination. We have also created some aspirational goals for people to be able to achieve bigger things and not just walk in as an engineer and walk out as an engineer 10 years later. We’ve created di erent levels,
Says Soares: “Larger companies can’t o er a service without imposing a certain culture on their clients, whether it’s in their service practices or in escalating costs. We’ve had situations where we were up against larger companies, and the client was considering going with them just because of the brand and the name. But when it came down to it, their flexibility was zero, they imposed what they wanted and where. We then won the job because we can flex.”
WINTER MAINTENANCE AND GRITTING
NO FROST NO COST
CREATING WINTER RESILIENCE ACROSS YOUR SITES
• Benefit from our Met Office Gold Service forecasting
• Report on your carbon usage with our innovative carbon dashboards
• Save money in warmer winters with a pay-per-visit service option
• A trusted, local service, anytime, anywhere across the UK and Ireland
MOBILE PRESENCE
Peter
Savva, Head of Mobile Services at Securitas UK,
delves into why mobile patrols are the most e ective deterrent you may never see
As facilities grow and evolve, mobile security is more essential than ever. For many facilities managers, mobile security patrols are something that happen in the background and a routine part of a broader safety strategy. From a facilities management perspective, mobile security operates largely out of sight. Yet behind each patrol is a tightly planned operation.
When there are no major incidents, patrol o icers o en arrive a er hours, check access points, respond to alarms, and leave reports behind for FM teams to read in the morning. While they may rarely be seen, the role they play in keeping sites safe and operational is far more critical than it might first appear. Their work is no longer just about locks and lights; it’s about being a flexible, responsive extension of your duty of care.
A well-coordinated mobile presence does more than just act as a deterrent. It reduces exposure to the , vandalism, trespassing and fire hazards. O icers o en cover hundreds of miles per shi , managing routes across multiple sites and responding to a wide range of incidents, from alarm
activations and access breaches to building patrols, fly-tipping, vandalism, and even meter readings in vacant properties. All of this requires careful planning, coordination and real-time decision-making.
GROWING NEED FOR SMARTER SECURITY
Since the pandemic, there has been a rise in hybrid and home working. As a result, many buildings are le unoccupied for longer stretches – leaving them more exposed. At the same time, as urban development accelerates, facilities are growing in size and complexity, combining o ices, apartments and retail space in single sites. These shi ing environments demand a more adaptive, mobile approach to security – one that can respond in real time, cover greater ground and adjust to risk as it changes.
In this evolving landscape, mobile patrols o er a critical layer of protection – providing both a visible deterrent and the agility needed to safeguard modern, high-risk spaces. This is especially important given business the has increased this year according to figures from the government on crime outcomes. While latest figures for personal robbery fell by 10.5 per cent, business the was up by 50.2 per cent in 2025.
monitoring are essential.
consistency. A er all, experienced o icers are safer o icers.
A GROWING NEED
ADAPTABILITY, TRAINING & EMOTIONAL RESILIENCE
O
Just as important is recognising the emotional demands of the role. Supporting mental resilience, as well as physical safety, helps o icers stay calm and think clearly when it matters most. Looking a er frontline personnel isn’t optional – it’s what enables them to protect people, property, and reputations with the judgment the role
In modern day security situations, mobile o icers o en operate in unpredictable environments and make judgment calls on everything from false alarms to more serious incidents like breakins or the discovery of unauthorised persons onsite.
unauthorised persons onsite.
Much of this work happens at night and o en alone, requiring a level of resilience and professionalism that’s easy to overlook. Hostile encounters, heightened alertness in the dark, and the pressure of being first on scene all contribute to a role that carries real risk and responsibilityo en outside the scope of what facilities teams are trained or insured to handle.
Comprehensive training prepares o icers to respond with confidence, but sound judgment in high-pressure situations also relies on ongoing development, wellstructured shi s, and clear escalation protocols. Because many o icers work solo, particularly during unsociable hours, robust
cers act as an extension of the FM team, providing valuable on-the-ground intelligence from flagging faulty access points and broken lights to identifying areas prone to fly-tipping or unauthorised access.”
TECHN VERSUS HUMAN JUDGEMENT
demands. situation
CCTV, alarms, and sensors are vital tools in any security setup, but they have clear limits. They can detect motion or sound an alarm, but they can’t read intent, understand nuance, or defuse a volatile situation. That’s where trained professionals make the critical di erence. The real value of mobile patrols lies in their ability to bridge the gap between data and decision-making. O icers assess risks in real time, interpret the situation on the ground, and act with authority and professionalism. It’s a level of judgment, adaptability, and human insight that no technology can replicate.
Every patrol and report contributes to a vital audit trail, which is essential for compliance, insurance claims and demonstrating duty of care. Yet, the real value comes from consistency and experience: o icers who know the site, its risks, and the people who work there respond faster and more e ectively.
Forward-thinking providers recognise this, investing in o icer wellbeing, mental health, and ongoing training to maintain long-term
The hours when your site is unoccupied are o en the most vulnerable and since the pandemic these hours may have increased or no longer remain static across the weeks or months of the year. Mobile patrols provide that agile oversight across multiple sites without requiring extra sta or late-night callouts. By handling incidents professionally and documenting every event, mobile security reduces operational pressure, helps FM teams maintain compliance, and keeps sites safe without additional headcount or sleepless nights. Mobile security is also playing a growing role in corporate risk management. Beyond traditional security tasks, patrols o en contribute to fire safety checks, identify health and safety risks, detect water leaks or energy waste, and switch o unused equipment-supporting sustainability goals by preventing avoidable damage and reducing unnecessary energy consumption. O icers act as an extension of the FM team, providing valuable on-the-ground intelligence from flagging faulty access points and broken lights to identifying areas prone to fly-tipping or unauthorised access. This feedback loop helps facilities managers make more informed decisions, plan maintenance more e ectively, and stay one step ahead of potential risks. In an era where FMs are juggling stretched budgets, sta shortages, and mounting operational pressures, mobile security o ers a quiet but powerful advantage: it’s easily scalable across multi-site operations, delivers a responsive and professional presence that keeps sites secure, compliant, and operational.
lone worker safeguards like timed checkcalls and real-time
BALANCING BUILDINGS
Future-proofing commercial buildings isn’t just about compliance, it requires a careful balance of comfort, carbon and cost, says Ed Sayce, Sales Director, Artus Air
TheUK’s commercial property sector is facing a regulatory reckoning. By 2030, over 80 per cent of commercial buildings could be unlettable under tightened EPC (Energy Performance Certificate) standards from the UK government.
But future-proofing isn’t just about compliance. To safeguard the future of buildings and ensure they remain commercially viable, indoor spaces need to be more than energy e icient. They should also be comfortable, flexible and desirable to tenants. And that means rethinking how we do heating and cooling.
SMART SPACES START WITH COMFORT
The comfort of indoor environments is a top priority for anyone working in the commercial buildings space. Temperature complaints, whether they’re from dra s or uncomfortable heat gains, are among the main issues dealt with by FMs. This is only becoming more challenging as climate-change related extreme weather becomes the new norm.
However, many installed heating, ventilation and air conditioning (HVAC) systems are no longer a reliable and viable solution, especially with increasingly scrutinised environmental and legislative standards. Not only can these systems be carbon and energy intensive, but they’re o en noisy, bulky, costly to run and di icult to maintain.
The industry needs to shi towards smarter, performance-driven solutions that can help futureproof commercial buildings, with comfort at the core. Some systems can now operate almost silently, with engineers innovating to extract higher performance from lower fan speeds, meaning they use less energy to run, saving on carbon and cost.
Perhaps most excitingly, smart buildings and advanced device connectivity are redefining what is possible in the HVAC industry. Expanded data and sensor capabilities allow measurement beyond
temperature to include e ects such as CO2 and VOCs. These growing data sets will allow more refined conditioning of spaces and improved comfort.
MEETING 2030 DEADLINES
Corporate sustainability goals, industry standards and changing EPC legislation are all driving a greater, more urgent focus on energy e iciency upgrades in commercial properties. Building owners and occupants have their own environmental targets to demonstrate progress, while certifications and standards like NABERS , BREEAM and inevitably Environmental Product Declarations (EPDs), are raising the sustainability bar for facilities managers and the wider built environment sector.
Air conditioning systems are a key area where significant carbon and energy savings can be made but this is only possible through embracing innovative, scalable technology.
COMPACT IS KEY
As HVAC technology becomes more e icient and flexible, its physical footprint is shrinking. Compact systems and terminal units are bringing tangible advantages for facilities managers working within existing building constraints. With most of the 2050 building stock already constructed, retrofitting is the new frontier. Smaller air conditioning solutions are proving essential in this context, particularly where ceiling heights are fixed or limited. By maximising floor-to-ceiling space, these systems help avoid costly structural alterations, reducing both financial and carbon overheads.
Smaller units also mean fewer raw materials, lowering embodied carbon and better aligning with sustainability targets. But the benefits go beyond environmental impact. Modular, lightweight systems simplify installation, cutting down on labour time, reducing construction risk and minimising disruption. Maintenance is more straightforward too, as individual components can be accessed and replaced without dismantling entire systems.
From an aesthetic standpoint, compact systems integrate more harmoniously into architectural and interior designs. Whether concealed or celebrated as part of an industrial look, they support design intent while enhancing occupant comfort. As we heard from a WeWork facilities o icer recently, demand is growing for systems which celebrate the industrial aesthetic while improving flexibility and comfort.
THE STRATEGIC ROLE OF FACILITIES MANAGER
Facilities managers understand the operational realities of buildings, the needs of occupants and the constraints of budgets. By championing smart solutions, they can deliver ROI and solve multiple challenges: environmental, financial and human.
All too o en a design philosophy is lost via the process of construction and handover, leaving facilities managers unable to ensure the systems operate as designed. It is this golden thread of information that needs to be followed.
But this requires a shi in mindset. HVAC procurement decisions can no longer be based solely on upfront cost or legacy preferences and le within design specifications gathering dust. Lifecycle performance, user experience and regulatory compliance all need to be considered.
LOOKING AHEAD
The next five years will be critical for the UK’s built environment. As EPC standards tighten and changing weather making it harder to control the indoor environment, the pressure to upgrade will only grow. Facilities managers’ influence on procurement processes can really shape the future of commercial buildings, helping future-proof buildings, protect asset value and enhance occupant wellbeing.
A people-centric approach, focused on flexible cooling and personalised comfort, should be at the heart of any building upgrades. By embracing innovative solutions, facilities managers can lead the way in creating buildings that are sustainable, flexible and truly fit for the future.
HEAT PUMP REVOLUTION
Steve Molloy, Sustainability & Commercial Solutions Manager at Daikin explains how heat pump technology can be used to meet the climate control needs of commercial buildings
Non-domestic
buildings currently account for 23 per cent of built environment carbon emissions and 66 per cent of this can be attributed to heating. This means that a switch from fossil fuels to renewable, low carbon climate control solutions, such as heat pumps, is essential for commercial buildings.
available. For most projects
The first factor to consider when specifying a heat pump system is the heat sources available. For most projects in the UK, an air source heat pump (ASHP) will be the best solution due to a lack of access to suitable ground or water heat sources nearby. However, for those projects with the required body of water or appropriate geology close to the building, it may be possible to take advantage of the greater stability of water and ground temperatures to achieve more consistent year-round performance from the system.
between the units, there is a significant risk that the cold air will be recirculated through the heat pump, causing a loss of performance and capacity. Manufacturers will be able to provide guidance on ensuring there is adequate make-up of air and space between units to mitigate this issue.
hydrofluorocarbons (HFCs) which have GWPs thousands of times higher than that of CO2, with more stringent changes expected from January 2026.
Meeting space heating requirements is relatively simple for most commercial heat pump systems, especially for buildings with heating systems designed for lower temperatures. One of the main advantages of heat pumps over conventional heating systems is that heat pumps can be used to deliver comfort cooling requirements, as the refrigerant cycle can be reversed for cooling. For projects where the heating and cooling requirements are more complex, there are multipurpose heat pump units that can e iciently achieve heating, cooling or a mixture of both, taking advantage of heat recovery. These ‘four pipe’ multipurpose heat pumps can provide an alternative to the gas burners used in central air handling units to treat the fresh air load, further reducing the building’s use of fossil fuels.
CRITICAL DESIGN CONSIDERATIONS
One factor that must be considered early in any project is the location and layout of the heat pump units. Commercial heat pump plant will occupy a significant amount of space, particularly as multiple units may be required to deliver the heating, cooling and DHW (domestic hot water) capacity. However, one factor that is sometimes overlooked when planning the most e icient use of a limited area is the spacing required between units. The cold air that is discharged from ASHPs will sink due to its lack of buoyancy. Without su icient spacing
Another important point for ASHPs is the impact that defrost cycles have on the capacity of units and how this can be managed. The ice that forms on the coils due to the low operating temperatures needs to be removed to maintain e iciency. Reversing the heat pump’s refrigerant cycle to deliver heat to the coil reduces the heating capacity by around 15 per cent and will impact the water temperatures within the system. Therefore, the system should be specified based on the ‘integrated capacity’, which is the capacity considering defrost, rather than the instantaneous or peak capacity.
For water and ground source heat pumps (GSHP), refrigerant safety is a particular issue that must be addressed when units are installed in a plant room. The risk of exposure to the refrigerant means that leak detection and emergency mechanical ventilation measures are required. There is also a need for fire risk assessments to be carried out as part of the design due to the classification of low global warming potential (GWP) and natural refrigerants as mildly flammable (A2L) or flammable (A3).
THE REGULATORY AND STANDARDS LANDSCAPE
There is an evolving number of environmental standards and regulations. The F-gas Regulation from the European Commission includes key measures such as reducing the number of
The industry can address HFCs without compromising e iciency and performance through refrigerants like R-32. This single-component refrigerant possesses a much lower GWP compared to commonly used refrigerants such as R-410A, while o ering excellent thermodynamic properties that make it highly e icient in air conditioning and refrigeration systems.
Building standards such as BREEAM Version 7 now place a stronger emphasis on carbon reduction and climate resilience, with a growing focus on Environmental Product Declarations (EPDs).
These provide detailed and verified data about the environmental impact of a product throughout its lifecycle. The UK Net Zero Carbon Buildings Standard provides a framework for achieving true net-zero carbon emissions, addressing both operational and embodied carbon.
PARTNERING FOR SUCCESS
Heat pumps have a vital role to play in the decarbonisation of buildings, which is essential if we are to meet climate targets. To ensure the best possible specification and design of a system that will meet the needs of occupants while reducing the carbon impact of heating, cooling and hot water, it is important to partner with the right supplier. A manufacturer who can o er a wide range of solutions will be able to deliver the best possible solution for any project and provide technical support, data-powered intelligence, and guidance throughout the entire process.
DATA: A STRATEGIC ADVANTAGE FOR FACILITIES MANAGERS
Facilities management was once a tactical function; keeping lights on and assets compliant. Today, FM leaders are expected to deliver measurable contributions to e iciency, sustainability, and resilience. At the heart of this evolution is data.
Every day, FM teams generate vast amounts of data, from asset performance to occupancy and energy use. But without a clear strategy to govern and act on it, data risks becoming a burden rather than a benefit.
According to MRI So ware’s Voice of the Facility Manager 2025 report, nearly half of FM professionals (46%) believe data-driven decision making will define the industry’s future. But in conversations with leaders across the sector, one challenge consistently emerges: plenty of data exists, yet many struggle to convert it into meaningful action. This gap must be closed if FM is to realise how data can act as a strategic ally.
Why data matters in FM
Data is the backbone of modern facilities management. When used e ectively, it enables teams to move beyond reactive firefighting and instead operate proactively, strategically, and sustainably.
Anticipating maintenance needs
Predictive insights derived from accurate asset data allow facilities teams to identify patterns of wear and plan interventions before failures occur. This reduces downtime, extends asset lifecycles, and avoids costly emergency repairs.
Optimising space in hybrid workplaces
With hybrid working now a permanent fixture, understanding how space is actually used is essential. Real-time occupancy data allows managers to repurpose underutilised areas, streamline layouts, and provide environments that adapt to the ever-changing needs of employees.
Driving energy efficiency
Energy consumption remains both a major cost and a sustainability challenge. Monitoring usage across systems provides the intelligence required to cut waste, improve performance, and support net zero strategies while meeting ESG expectations.
Supporting compliance
Accurate, centralised records of inspections and statutory checks reduce audit stress and mitigate risk.
Informing strategic planning
Analysing asset, energy, and occupancy trends enables evidence-based investment and elevates FM at board level.
Put simply, data is no longer just an operational tool, it is fast becoming FM’s route to influencing broader business outcomes.
The cost of poor data
Poor data management fuels reactive maintenance, wasted space, and compliance gaps. It also undermines trust in digital systems, making it harder to secure ROI on technology investment. Without a strong strategy, FM leaders risk falling behind just as the profession is asked to step up strategically.
Building an e ective FM data strategy
Four elements underpin every e ective FM data strategy:
Data governance – Clear ownership and accountability are vital. Establishing validation processes, conducting regular audits, and protecting sensitive information creates a culture
where data is trusted and decisions are evidencebased.
Integration – Siloed systems are the enemy of e iciency. Core platforms, from CAFM systems to IoT sensors and energy management tools, must connect seamlessly to provide a single, unified view of performance.
Transparency – Data must be accessible and understandable to the people who need it, whether they are engineers on the ground or executives in the boardroom. User-friendly dashboards and role-based reporting ensure information is actionable, not overwhelming. Continuous improvement – A strategy is only e ective if it evolves. Ongoing monitoring, feedback, and performance tracking ensure data remains relevant and continues to drive optimisation over time.
These principles create the foundation for a function that is proactive, agile, and equipped to navigate FM’s changing landscape.
Choosing the right partner
While culture and process are crucial, technology remains the enabler. Facilities teams need solutions that transform data into actionable insight, with dashboards, seamless IoT integration, and analytics that surface trends clearly. We see organisations unlock real strategic advantage when they start using data to inform planning, reduce risk, and demonstrate value to the wider enterprise.
The future is data-driven
Facilities management has long been essential to organisational success, but the scope of its influence is expanding. By focusing on data quality, integration, usability, and continuous improvement, FM leaders can not only meet today’s challenges but also shape the workplaces of tomorrow.
Data is not just part of the FM toolkit, it is a strategic ally for the sector.
MRI So ware combines intelligent FM technology with AI, IoT, and analytics to simplify operations and delivers measurable results.
James Massey, Managing Director of Facilities Management, MRI So ware
REFRESHED NORA BY INTERFACE COLLECTION PAIRS CLASSIC DESIGN WITH ON-TREND COLOURS
Interface, Inc., a global flooring solutions company and sustainability leader, has introduced refreshed colourways for its noraplan stone rubber flooring collection. This new range elevates the classic, understated design of the collection with a modern, versatile colour palette, all while providing the performance benefits that nora® by Interface is known for.
KNIGHTSBRIDGE BRINGS COMMERCIAL LIGHTING TO BOOK
Designers and specifiers now have 16 colourways and two surface options to choose from. With its discreet, non-directional scatter design, noraplan stone can stand up to the demands of every space while providing an elevated design that takes inspiration from the rich textures and tones of stone.
With noraplan stone, Interface o ers a flooring solution that stands out with its distinctive, direction-free granulate texture and exceptionally durable surface.
The refreshed collection o ers even more design versatility and reflects the company’s commitment to predicting and responding to current market trends
Designed for high-tra ic areas in schools, hospitals, and public buildings, noraplan stone delivers measurable benefits in durability, resilience, and performance. With electrostatic dissipative and sound-absorbing acoustic options available, the product also meets extended functional requirements. Additionally, nora rubber floors do not require coating and o er an exceptionally long service life. This durability, combined with ease of maintenance, positively impacts life cycle costs and reduces the environmental footprint of the spaces where it is installed.
NEW ALTRO WALLS BRING EXTENDED DESIGN RANGE AND WIDER COLOUR CHOICE
Altro has refreshed and expanded its Altro Tegulis and Altro Walls ShowerKit collections, introducing an array of new tile-e ect options for Altro Tegulis and a broader spectrum of colours and designs for Altro Walls ShowerKit. These enhancements provide greater design flexibility and more creative choices than ever before, ensuring that every project can be tailored to suit contemporary tastes and needs.
Both ranges now include woods, minerals, weaves, concretes, and marble designs, aligning with modern trends, and Altro Tegulis features new tile patterns, o ering a luxurious and durable look.
Altro Tegulis wall panels give numerous colour and tile-e ect combinations. With innovative etched grout lines, Altro Tegulis is perfect for those looking to create a stylish, flexible look for walls in bathrooms, kitchens, and commercial spaces and is easy to clean, robust and hygienic, o ering a grout-free alternative to ceramic tiles. Altro Tegulis is also a much faster alternative to traditional tiles, cutting installation time by more than 60%.
Altro Walls ShowerKit is an easy to fit, quick installation wall solution, and is an ideal choice for residential, hospitality and light commercial settings. Available in a wide range of colours and designs from classic white to tile-e ect, Altro Walls ShowerKit can be installed over existing ceramic tiles and provide a groutfree, mould resistant, easy to clean surface. www.altro.com/uk/products/walls-doors/walls
www.altro.com/uk enquiries@altro.com
01462 480480
Knightsbridge – one of the UK’s leading manufacturers of wiring devices, accessories and lighting – has curated its impressive commercial lighting ranges into a single collection that meets the needs of developers, contractors and specifiers alike. The new dedicated commercial lighting catalogue is powerful resource for the trade, consolidating the brand commercial solutions into one expert guide.
Created with electricians, specifiers and wholesalers in mind, the catalogue is a response to increasing demand for highperformance lighting across commercial, industrial, and retail settings.
Products are grouped by category with suggested applications, making it easier than ever for professionals to match solutions to project requirements. The catalogue also goes far beyond the visual: each item is accompanied by in-depth technical data, including compliance information, photometric imagery, and performance specifications.
Recognising the growing importance of sustainability and energy management, the Knightsbridge catalogue features a broad selection of energye icient options, such as wattage switchable and CCT-adjustable fittings.
To enhance accessibility and interactivity, the catalogue incorporates QR codes throughout, giving readers instant access to additional online resources, such as installation guides and detailed product breakdowns.
The catalogue also highlights the company’s lighting design service, a bespoke o ering that helps professionals plan and optimise lighting layouts tailored to each project. To obtain a print copy, contact sales@mlaccessories.co.uk or access the digital version via www.mlaccessories.co.uk/marketing-hub.
www.mlaccessories.co.uk
sales@mlaccessories.co.uk
STYLISH SAFETY FOOTWEAR RANGE ENABLES WOMEN TO MOVE EFFORTLESSLY FROM OFFICE TO SITE
uvex, a global leader in personal protective equipment renowned for comfort, innovation and uncompromising safety, has introduced the uvex 1 x-cite, a stylish new footwear range designed specifically for women who need to transition between corporate and operational environments with ease.
From site managers and engineers to architects, logistics coordinators, production supervisors and facilities teams, uvex 1 x-cite o ers a sharp, modern look that complements uniforms and o ice clothing while delivering the protection required on the shop floor.
The uvex 1 x-cite collection proves there is no need to compromise on style when it comes to safety. Every element has been shaped with women in mind. Built on a true female last, the shoes provide a refined fit and tailored silhouette, available in sizes 2–10 with multiple width options to ensure inclusivity. Discreet safety features include a lightweight, metal-free carbon-fibre toecap and flexible anti-penetration midsole, which together reduce weight, increase flexibility and help minimise fatigue during long shi s. Certified slip-resistant and ESDcompliant, uvex 1 x-cite delivers protection that meets the demands of modern workplaces while maintaining a fashionable, versatile aesthetic.
The range has already earned recognition, winning the 2025 German Design Award and Red Dot Product Design Award for its elegant styling and comfort. Available in a choice of low-cut shoes, Chelsea boots and high-cut boots.
www.uvex-safety.co.uk
01252 731200
LEADING THE FUTURE OF PROFESSIONAL CLEANING: INNOVATION, AUTONOMY, AND SUSTAINABILITY
As specialists dedicated to providing optimal solutions for commercial cleaning teams, Kärcher UK is proud to be a consistent supporter and key supplier to the cleaning industry. Our commitment to excellence is underscored by our Gold Sponsorship of the prestigious Kimberly-Clark Professional Golden Service Awards 2026, recognising and celebrating the outstanding achievements of cleaning professionals across the UK.
At Kärcher, we continuously strive to ensure our professional cleaning solutions provide companies with the tools they need to maintain high levels of cleanliness with ease. Our focus on product innovation is designed to help cleaning teams consistently achieve optimum results, regardless of the task or environment. We are committed to o ering the best solutions for your business’ cleaning needs, ensuring both operational e iciency and a positive impact. Key to this commitment are our latest product innovations, our pledge to sustainability, and our outstanding Kärcher Hire o ering.
KIRA B 200
Among our latest industry-leading products is the KIRA B 200, an autonomous scrubber dryer that
tackles medium and large floor areas e iciently, simply, and safely.
The new KIRA B 200 has a new disc brush head variant available and speed-dependent water dosing, helping to ensure minimal water consumption when cleaning. Additionally, there is an impressively large water tank capacity – at 200 litres this makes the machine ideal for large surface areas. Connectivity is improved through the KIRA equipment manager and KIRA Robots app, which always allows easy overview of all data, from anywhere in the world.
Furthermore, the optional docking station enables the unit to autonomously re-fill its clean water tank, drain/rinse wastewater, and recharge its battery, allowing for genuine 24/7 autonomous operation without human intervention.
KIRA CV 50
Another Kärcher product at the forefront of innovation is the KIRA CV 50 autonomous vacuum cleaner. This machine is adept at taking the pressure away from cleaning teams by e iciently handling large, open-space vacuuming.
The KIRA CV 50 uses a sophisticated multi-sensor concept and precise LiDAR detection of surroundings to ensure e ortlessly reliable navigation and operation. Safety is paramount; the unit is safetycertified in accordance with IEC 63327 and approved
for use in public areas. Obstacle and crash detection and autonomous swerving help maintain its high level of safety. Its compact design and ability to turn on the spot make it suitable for use in confined spaces, while a low 32cm clearance height allows for simple vacuuming under furniture.
Partnership and Sustainability
In today's challenging economic climate, businesses face pressure from rising costs and political uncertainty. Kärcher Hire allows organisations to navigate the challenges around significant capital purchases while still accessing the latest, most technologically advanced cleaning equipment. This service turns unpredictable, large, one-o costs into manageable, predictable operational expenses, greatly simplifying budgeting and forecasting. Kärcher Hire customers also receive unlimited expertise and support, by taking care of all repairs to ensure minimal operational downtime.
At Kärcher UK, our commitment extends beyond powerful cleaning to a mission to use sustainable practices, bringing to life our ethos: ‘renew to sustain’. We are working to make a powerful impact towards a cleaner world for the benefit of everyone.
We aim to be the benchmark for sustainable practices in the cleaning and facilities management industries. Since 2021, all Kärcher factories worldwide have utilised green electricity, and the company has set clear targets to further reduce its carbon footprint by 21% by 2030.
Kärcher UK consistently innovates to deliver impressive cleaning solutions while simultaneously making a positive impact on the planet. The KIRA B 200 and KIRA CV 50 models represent the very best in autonomous cleaning technology, and the Kärcher Hire service provides essential financial and operational flexibility. By combining technological leadership with a strong commitment to sustainability and community, Kärcher is equipped to be your essential partner in professional cleaning.
FBS HÖRMANN PARTNERS WITH CTS SHOPFITTING FOR PRESTIGIOUS SUPERMARKET PROJECT
FBS Hörmann, a leading supplier of access control and perimeter security solutions, has successfully collaborated with nationwide retail specialist CTS Shopfitting on a major installation for a prestigious supermarket chain in Lanarkshire.
The project forms part of a wider initiative to upgrade and modernise access and security infrastructure across the retailer’s network. Known for its high-end service and robust build quality, FBS Hörmann worked closely with CTS Shopfitting to supply and install a comprehensive suite of access gates, fencing, barriers, and pedestrian control systems at the supermarket’s loading yard and service areas.
A single FBS5800 automated cantilever gate, measuring 9000mm by 2700mm, was installed at the entrance, featuring composite timber-e ect tongue and groove infill panels for enhanced aesthetics. Meeting full safety compliance with BS EN 12453 standards, it features twin photocells, CAT3 safety edges, an emergency stop button, and a flashing beacon. It is powder-coated in RAL 9005 (black). Whilst a FBS6000 manual double-leaf swing gate, sized at 7500mm by 1900mm, was installed at the exit. This gate includes timber-e ect infill and black powder-
Two FBS6100 MOE pedestrian swing gates, each measuring 1200mm by 2000mm, were also installed. These gates feature rough sawn, tantalized timber close board infill, with an internal push-to-exit pad and an external Euro cylinder lock. They are finished in RAL 9005 to match the other gates.
To improve safety within the site, 34 metres of Armco safety barrier with an integrated handrail were installed to separate vehicle and pedestrian areas. Furthermore, 50 metres of 2700mm high closeboarded timber perimeter fencing were erected to provide a secure and discreet boundary around the
MAKITA EXPANDS ITS VACUUM CLEANER RANGE WITH A NEW 40VMAX STICK VACUUM
Makita has added a new stick vacuum cleaner to its range of high-performance XGT 40Vmax products designed to meet the needs of cleaning professionals. The CL004G o ers improved cleaning performance, superior manoeuvrability and a simple, user-friendly design.
The cordless CL004G is designed to make cleaning fast and e icient with a motorised rotary brush that enhances the e ectiveness of the vacuum.
The brush itself is composed of three types of bristles for optimised debris removal. The new lightweight and easy to handle stick vacuum has a 250ml cyclone type dust box, achieves an air flow of up to 1.0m3 per minute and a maximum sealed suction of 20 kPa. It features four power modes and a memory function that allows the user to resume vacuuming on the same mode a er it is switched o and back on again. Despite the power it o ers, the new cleaner is also quiet, with a noise level of 66 dB(A) on the highest power mode and just 58 dB(A) on the lowest.
The CL004G delivers up to 60 minutes of cleaning on a single BL4025 2.5 Ah battery, with runtimes extended with the use of larger capacity batteries. The vacuum cleaner also features a floor detection mechanism so brushes only run while in contact with the floor, preventing wasted energy.
yard. Finally, two staircase handrails were installed to support pedestrian movement and enhance site safety.
The success of this installation highlights the synergy between FBS Hörmann and CTS Shopfitting, who continue to work together on nationwide refurbishment projects for high street brands and large retail chains.
“Our partnership with CTS Shopfitting on this prestigious retail site is a great example of how coordinated planning and high-quality product integration can deliver exceptional results,” said John Aitken, MD at FBS Hörmann. “We’re proud to contribute to creating a secure, compliant, and visually cohesive environment for one of the UK’s leading supermarket brands.”
PROTECT YOUR ASSET WITH A TORMAX AUTOMATIC DOOR SERVICE CONTRACT
In an era where convenience and inclusivity define modern spaces, automatic doors have become the standard for modern buildings, with key access points o en being integral to the smooth functioning of the premises.
Experts in door automation, TORMAX UK provides nationwide coverage through its team of service engineers, o ering 24-hour emergency callouts alongside scheduled maintenance and repairs for almost any automatic door system. These services protect capital investment by helping to ensure a long and reliable working life with minimum unscheduled downtime.
A TORMAX Planned Maintenance Contract (PMC) allows for regularly scheduled servicing, ensuring the entrance always complies with current health and safety standards and maintains optimal performance.
“Today’s automatic door systems are more advanced than ever,” says Simon Roberts, MD for TORMAX UK.
“Over time, dirt, leaves, and other debris—or even water infiltration during heavy rain—can impact the system’s performance or lead to complete failure. Regular, comprehensive servicing helps detect potential issues early, preventing long-term damage and keeping key components functioning at their best.
“Our goal is always to repair rather than replace, reducing costs and disruption. With every engineer carrying a comprehensive range of spare parts, we can o en complete repairs on the first visit.”
www.tormax.co.uk
coated finish and a slip latch and drop bolts for secure manual operation.
SHB REAL ESTATE LAUNCHES TERA, A NEW LEASE MANAGEMENT PLATFORM FOR MULTI-SITE OPERATORS
available solutions.
London-based consultancy aims to end spreadsheet-based lease tracking with introduction of customisable solution for multibranch organisations looking to take control of their property portfolios.
SHB Real Estate has unveiled TERA, a new lease management platform designed to help organisations manage complex property portfolios with a simplified approach. The platform is aimed at multi-branch companies and charities that o en struggle with the limitations of traditional spreadsheet-based lease tracking but do not want the complexity of other
TERA is the fi h technology product built by SHB since 2018 and builds on the company’s track record of developing tools that solve real-world challenges for its 900plus clients, which include multinational brands, start-ups, charities and corporates. The firm has been named finalists in several awards this year for, including PropertyWeek’s 2025 Tech and Innovation Awards.
The system replaces reactive, manual lease administration with proactive, strategic portfolio-level lease management. By providing realtime insights, automated alerts and comprehensive reporting, TERA helps clients avoid missed deadlines, consolidate underperforming space, cut unnecessary costs and make better-informed decisions about their properties.
Josh Pattison, Director of Technology at SHB Real Estate, said: “Many existing lease management systems complicate the process for property teams. TERA is designed for organisations that have outgrown basic tracking methods but do not have the resources
to build and maintain their own internal systems. The cloud-based platform allows secure, consistent access for teams in multiple locations and is fully compliant with data protection standards.”
Key features include:
Real-time dashboard with complete portfolio visibility
Automated alerts for key dates and deadlines with strategic reporting of options
Scalable design for portfolios from 10 to 500 properties or more
API integration to connect with existing systems
Comprehensive audit trails and customised permissions
Collaborative reporting across multiple sites and territories
The launch comes as rising property costs and increasingly complex regulations make professionalgrade lease management more important than ever for operational and financial success.
LOWECONEX LAUNCHES FAULT-TO-FIX FACILITIES MANAGEMENT INTEGRATION WITH SERVICECHANNEL
LoweConex, the leading provider of centralised building data platform Conex OS has announced a strategic collaboration with ServiceChannel to close the loop on asset management, providing a complete solution for alarm triaging, automated remote control, and resolution mobilisation to help leading retailers and high street brands unlock optimised stores of the future.
ServiceChannel brings peace of mind to facilities and store operations teams by ensuring locations o er the best possible customer experience. Leaders across industries accelerate the performance of business-critical assets through the SaaS platform and a marketplace of proven top service providers. ServiceChannel is used daily by over 70,000 contractors at 500,000+ commercial locations in 66 countries. This strategic
collaboration brings together two best-of-breed solutions and cutting-edge cloud technology along with the LoweConex Technical Bureau’s extensive expertise in managing connected assets.
Executive O icer of LoweConex said: “Our partnership with ServiceChannel is an exciting step toward delivering the next generation of connected estates.
“The combined solution of Conex OS and ServiceChannel will provide facilities leaders with enhanced intelligence into asset performance, in turn automating the flow of that data from store level to central o ices and the boardroom, centralising the control of day-to-day operations in a more strategic manner.
“I am excited to see our teams collaborating on this shared vision and delivering a solution that has real impact in truly closing the loop on asset management."
The Conex OS and ServiceChannel integration automates the entire fault-to-fix journey. When an asset fault occurs, Conex OS instantly triages the issue and, if required, triggers a ServiceChannel work order—mobilising the right service providers without manual intervention. This bi-directional connectivity gives retailers a unified platform for asset visibility, real-time control, and operational continuity to reduce downtime and optimise FM workflows estate-wide.
Commenting on the partnership, Ian Lowry, Chief
“We’re thrilled to partner with LoweConex and strongly believe that together we create significant compounded value for the industry and our joint customers,” said Sid Shetty, Chief Customer & Business O icer of ServiceChannel. “By connecting assets and workflows with the best service providers in the market, we can reduce downtime, increase visibility, optimise energy utilisation, and foster a proactive approach to deliver outstanding business results and customer experiences.”
GLOBAL FINTECH COMPANY CHOOSES STYLE FOR MOVEABLE WALLS
UK financial technology company Wise recently moved into new global headquarters in London, expanding its footprint by 40% and providing workspace for more than 1,000 employees.
Partitioning experts Style worked with HLW Architects and contractor, Overbury, to add flexibility to the o ice’s expansive meeting space.
VENT-AXIA’S NEW SMART FAN HELPS LANDLORDS STAY AHEAD OF AWAAB’S LAW
Enabling the area to be quickly reconfigured for groups of between 10 to 150 people, Style installed a combination of Dorma Hüppe Variflex solid and glass moveable walls, all featuring semi-automatic operation. Providing privacy between the divided rooms, the moveable walls deliver exceptional acoustic performance - 59dB Rw for the solid walls and 52dB Rw for the glass.
Blending seamlessly with the contemporary interior design of the Wise o ices, the Variflex glass frames feature a black finish and a customer-supplied veneer, whilst the solid walls are finished in blue fabric. For added functionality, the cross-walls feature a white, writable surface that is excellent for brainstorming sessions and meeting notes.
Making it quick and easy for employees to configure meeting rooms to suit their needs, the moveable walls benefit from semi-automatic operation. As the individual panels are moved into position, the substantial acoustic seals automatically expand to deliver exactly the right pressure to maximise acoustic integrity. Pass doors provide convenient access between areas.
NEC CONTRACTS HAS GONE DIGITAL: PAPERLESS, TO GIVE YOU MORE
NEC Contracts has launched NEC Digital, an intuitive online contract dra ing platform that transforms how users work with the internationally recognised NEC suite of contracts. Built on the foundational principles of clarity, simplicity and collaboration, NEC Digital provides seamless access and management capabilities, unites stakeholders together on a single, online platform and creates comprehensive digital libraries of clauses and terms for future projects.
As Awaab’s Law comes into e ect for social landlords in England, Vent-Axia is urging landlords to take proactive steps to improve poor indoor air quality (IAQ), and tackle damp and mould. Introduced following the tragic death of two-yearold Awaab Ishak, the law requires landlords to investigate and fix damp and mould issues within strict timeframes, ensuring faster repairs and safer homes. Acting early not only protects tenants’ health but also helps landlords cut costly repairs, maintenance bills and potential legal claims. Vent-Axia stresses that tackling damp and mould through e ective ventilation is vital to create healthier, compliant homes and reduce future costs.
To support landlords in meeting these new requirements, VentAxia has launched an industry first with its new Lo-Carbon Revive 7 Switchee-Enabled smart ventilation. Designed specifically for social housing, the new Lo-Carbon Revive 7 integrates Vent-Axia’s market-leading smart-enabled fan technology with Switchee’s in-home connectivity to deliver energy-e icient ventilation, real-time environmental insights, tamper-proof performance, and proactive communication between landlords and residents. Vent-Axia is the first UK ventilation company to provide remotely accessible fan data to housing providers. This is the first smart technology solution that not only identifies condensation and mould but also actively helps to prevent them.
For social housing landlords requiring further ventilation advice visit www.vent-axia.com/social-housing.
ADSA CHARITY GOLF DAY RAISES THOUSANDS
More than just a digital version of paper contracts, NEC Digital is a new subscription-based service designed specifically around the needs of clients, contractors, consultants and project teams. It includes NEC4: Facilities Management Contract (FMC), used by clients to appoint a service provider for a period of time, to manage and provide any type of FM services. The platform fundamentally transforms collaborative contracting operations by combining intuitive ease of use with comprehensive functionality, enabling more widespread adoption of collaborative practices across the industry.
The launch comes at a critical junction for the construction sector, where collaborative contracting has demonstrated significant benefits including cost reduction, improved e iciency, minimised disputes and enhanced sustainability outcomes. Recent research from NEC Contracts revealed that 90% of FM industry professionals feel positively about more widespread adoption of collaborative contracts, recognising the substantial benefits that such contracts can deliver.
www.necdigital.com/digital www.neccontract.com
The Automatic Door Suppliers Association (ADSA) marked its 40th anniversary year with another hugely successful charity golf day at Branston Golf & Country Club.
Thirty-one teams – 124 golfers in total – teed o , while a further 35 delegates joined the daytime conference, and 180 guests attended the evening dinner.
This year, the sporting fixture was combined with CPD sessions for nonplayers, which included an HR briefing from Sue Hatton, of Pickerings Solicitors, alongside industry-focused updates.
In total the 2025 event has raised £8,500 for a range of deserving charities.
All Round Securities, from Bolton, took first place and nominated the Royal British Legion, which will receive £2,000.
RTR Services, of Wakes Colne, Essex, finished last but walked away as the ‘losing’ winners, with £500 for the Huntington’s Disease Association.
Other beneficiaries include the Lighthouse Construction Industry Charity, which supports mental health and wellbeing initiatives aimed at preventing suicide among young people working in construction, the Motor Neurone Disease Association, West Midlands Air Ambulance, Golfantics and St Giles Hospice which will share £4,000 between them.
https://adsa.org.uk
LUCY JEYNES APPOINTED FIRST FEMALE CHAIR OF GOVERNORS AT SOUTH & CITY COLLEGE BIRMINGHAM
Lucy Jeynes, a respected figure in the facilities management sector and founding Director of Leamington-based Larch Consulting, has been appointed Chair of Governors at South & City College Birmingham (SCCB).
Over a 35-year FM career, Jeynes has advised major organisations on aligning workplace, people, and business goals. That experience in strategic leadership and operational improvement will be central to SCCB’s continued growth and collaboration with industry.
Jeynes said: “Facilities management and the wider built environment sector are critical to the UK’s productivity and sustainability ambitions. Colleges like SCCB are where the next generation of technical and professional talent begins that journey.”
SAM WHITE TO JOIN MITIE AS MD OF TECHNICAL SERVICES
CHIEF LEGAL & RISK OFFICER HIRE AT SBFM
SBFM has appointed Emma Jane McSteen as its Chief Legal & Risk O icer.
Mitie has appointed Sam White as its new Managing Director of Technical Services. He will assume his new role on 1 December 2025 and take a seat on Mitie’s Group Executive.
White brings over 25 years’ experience in complex engineering and technical environments, including senior executive roles at Babcock International and BAE Systems. White’s most recent role was Managing Director, Natural Resources, for Costain, a UK-based company that provides engineering, consulting, and digital services to create sustainable infrastructure.
In his new role, White will oversee the Technical Services business which is the UK’s largest provider of engineering assets to both the public and private sectors.
In this strategic role, McSteen will lead the so FM service provider’s legal operations, including its governance and risk management functions. She will work closely with the business, external legal partners, clients and suppliers to ensure the organisation’s legal framework is robust and fully aligned with its ambitious growth strategy. McSteen is qualified cross-jurisdictionally to practice in England and Wales, Ireland and Northern Ireland. She brings over 20 years of legal experience to SBFM, having worked in both legal practice and in-house positions throughout her career. McSteen is recognised for her expertise in dispute resolution and complex contractual issues, having most recently held the role of Head of Legal (Hard Services & Ireland) for OCS Group UK&I.
Looking for FM candidates?
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INTERVIEW TECHNIQUES
Every year, the facilities management sector experiences a seasonal uptick in recruitment. Here, Michelle Bruce, Buckles Solicitors o ers advice on getting interviews right for seasonal and temporary sta
As the colder months set in, demand rises for additional sta to cover increased workloads, seasonal contracts, and end-of-year absences. Many FM employers rely heavily on temporary workers during this period, from maintenance engineers and cleaners through to front-of-house teams and security sta .
With this surge in hiring, interviews become fastpaced, high-volume exercises. But it’s important to remember that recruitment law applies just as firmly to temporary hires as to permanent appointments. Getting the process wrong, even unintentionally, can expose employers to legal risk, reputational damage, and unnecessary sta turnover. Done well, however, recruitment can strengthen your workforce, enhance diversity, and ensure you attract reliable people who want to return year a er year.
WHAT EMPLOYERS CAN AND CAN’T ASK
In the press of seasonal hiring, it can be tempting for interviews to become informal. But casual “small talk” can stray into legally problematic territory. Under the Equality Act 2010, employers
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must avoid questions that touch on protected characteristics unless they are directly relevant to the role.
That means asking about someone’s family plans, childcare responsibilities, age, or health status is out of bounds. Even seemingly harmless questions like “Will school runs get in the way of early shi s?” or “Are you planning to start a family?” can constitute discrimination if they a ect the hiring decision. Employers should keep interviews focused solely on skills, availability, and the ability to perform the role safely and e ectively.
EQUAL TREATMENT AND FLEXIBLE WORKING
Facilities management is a people-centric industry. Many temporary sta will have caring responsibilities, be students fitting work around studies, or be semi-retired professionals looking for flexible hours. Requests for part-time or flexible working are lawful topics to discuss, and employers cannot penalise candidates for raising them.
If, for instance, a cleaner applies for evening shi s only, rejecting them purely on that basis could raise discrimination concerns, especially if the decision disproportionately a ects women with caring duties. The safest approach is to be transparent about shi patterns from the outset, and to explore options for accommodating flexibility wherever practicable.
ADJUSTMENTS FOR DISABLED CANDIDATES
Facilities management roles are diverse, ranging from o ice-based coordinators to hands-on maintenance sta . Employers must be alert to the duty to make reasonable adjustments for candidates with disabilities or long-term health conditions.
In practice, this could mean allowing additional time for written assessments, o ering interview questions in advance, or holding interviews in accessible premises. Importantly, a candidate should never be disadvantaged because they asked for such support. For FM businesses, where recruitment o en moves quickly, having a clear adjustments policy in place helps ensure compliance without slowing down the process.
TEMPORARY STAFF AND BACKGROUND CHECKS
Background checks can be proportionate and
important in facilities management, especially for roles involving security clearance, key-holding responsibilities, or work in sensitive environments such as schools, hospitals, and government buildings.
However, checks should remain proportionate. Running a Disclosure and Barring Service (DBS) check on a security o icer is reasonable; running one on a short-term o ice porter may be harder to justify unless specific risks are identified. Credit checks and drug testing should also be limited to situations where they are genuinely relevant to the duties. Overly intrusive vetting can deter good candidates and may invite legal challenge.
PROTECTING CANDIDATE INFORMATION
Recruitment for temporary sta o en involves high volumes of personal data being processed quickly. Employers must not lose sight of their obligations under UK GDPR and data protection law. Application forms, interview notes, and ID documents all count as personal data.
Best practice means restricting access to recruitment information, storing it securely, and deleting it once it is no longer required. Sharing a candidate’s details informally between sites, or retaining photocopies of passports indefinitely, risks breaching data protection obligations.
CREATING A POSITIVE CANDIDATE EXPERIENCE
Facilities management is a sector where reputation matters, particularly when it comes to agency and seasonal sta . A fair, respectful recruitment process encourages good candidates to return in future years, reducing the cost and disruption of re-hiring. It also signals to clients and stakeholders that your organisation takes compliance and professionalism seriously.
For temporary workers, the interview may be their first impression of your business. Clear communication, lawful questioning, prompt feedback, and discretion over personal information all make a tangible di erence.
FINAL THOUGHTS
The recruitment surge in facilities management each winter is both a challenge and an opportunity. Employers must balance speed and e iciency with compliance and fairness. By keeping interviews focused on ability, respecting candidate rights, and handling data responsibly, FM businesses can strengthen their seasonal workforce while minimising legal and reputational risk.
In a competitive labour market, doing recruitment well is more than a legal requirement - it’s a way to build loyalty, attract repeat sta , and ensure operations run smoothly at the busiest time of year. Facilities managers who invest in fair, compliant recruitment practices today will reap the rewards of stronger teams and better service delivery tomorrow.
DEVELOPMENT DEBATE
At a keynote panel at Facilities & Estates Management Live, David Sharp, CEO of specialist learning and development provider International Workplace chaired a discussion on recruitment and training in FM
Thepanel comprised Valerie Miller, Chief Customer O icer for DMA Group, Mark Whittaker, General Manager Thomson FM Limited and Past Chair of the IWFM and Coleen Cloherty, Director at CPC Consulting all of whom shared their areas of interest in FM skills and training.
David Sharp set the scene by highlighting some of the factors that currently impact recruitment and training in the profession, the first being changes to education and skills.
He noted: “As you'll be aware, the Government’s announced a change to the apprenticeship scheme, refocusing some of the apprenticeship money from industry onto training younger people.”
He argued that with the average workforce in FM getting older relative to other sectors, it is crucial that FM attracts younger people into FM and now with fewer younger people reportedly opting to go to university, it’s even more important for employers to o er training within the workplace. International Workplace is investing more in digital learning, he said, which reflects an important shi in how skills training is o ered. He added that the upcoming Employment Rights Bill will also impact on the sector, as it aims to improve benefits for workers, o er greater protections, reduce flexibility for employers and increase costs.
WOMAN’S WORLD
Valerie Miller an executive board member at FM provider DMA Group shared her experiences in forging a long and successful career in FM, and described how
her experiences have fuelled her passion to empower women and other underrepresented groups in FM.
“Throughout my career,” she said, “I've o en found myself the only woman in the room, especially at a more senior level.” Miller believes that is why flexible working patterns within organisations alongside opportunities for mentoring and sponsorship by someone who is not only able to guide you but pushes you forward, are important ways to bridge the gender gap.
Her advice to women looking to expand their careers is to: “Stretch yourself. Seek out your mentors and get them to be your cheerleader. Also support your [FM] network and have a voice, as when you have a voice, you will have more opportunities to progress together.”
RECRUITMENT PICTURE
Sharing his expertise of over 25 years’ experience in FM recruitment, Coleen Cloherty reflected that seeing many companies struggle to hire the very best people, he finds it "amazing" that many still don’t invest enough time and e ort in their training and development.
He notes that 95 per cent of his work is based on contingent hiring, i.e. someone has le and moved on, which is why companies need to look more carefully into ensuring they’ve a future with them and not another employer.
He said: “If you look at figures of leavers within the first two years of employment, it is quite staggering. Companies should ask themselves and their sta
what works [to keep them engaged] and why it works.” He believes that by listening to employees and o ering them more opportunities to improve their development, employers can lower their attrition rate.
SCALE OF THE PROBLEM
Mark Whittaker outlined the scale of the recruitment and retention problem for the built environment. The O ice for National Statistics from the period from 2018 to 2024 reveals the numbers of electricians in the UK economy has fallen by 19.6 per cent.
Alongside this, the IWFM’s FM market intelligence report highlights the skills shortages within the profession, where 39 per cent of the respondents said there are shortages in technical proficiency, 32 per cent said there were shortages in data analysis, 31 per cent said there were shortages in project management and 31 per cent talked about the shortages in knowledge and skills on sustainability and energy e iciency.
He said: “I think this impacts us as an industry in not having the right people with the right skill sets and it's restricting growth opportunities. FM contractors are out there saying that they can't take on certain contracts because they just cannot fill the vacancies to be able to fulfil their commitments.”
His advice to delegates was to start much earlier to plant the seed with young people that there are professional careers in facilities management and the impact it has in all areas of life.
CONCLUSION
Summing up the debate David Sharp reflected on the shi in thinking around what is training and what is skills acquisition. “I think the traditional recruitment and training model is dead it just doesn't work because it's too static and backward looking.”
He argued that you now need to have a pathway to measure where your talent pipeline is coming from and a plan for making sure you can keep those recruits in your workplaces. The modern industrial strategy indicates the Government’s intentions to support skills and training he concluded.
“There is funding out there, with something like £100 million worth of funding available over the next three years to encourage people into engineering. As an employer tap into these sources of funding, tap into the mood music that's coming from government and my key takeaway is don't be reactive.”
Workplace stress fuels shift in employee expectations around health support
As workplace stress continues to rise, British workers want their employers to do more to boost their physical and mental wellbeing, according to new data from international recruitment firm, Robert Half.
THE MULTIGENERATIONAL GAME: DEPLOYING WORKPLACE TECHNOLOGY THAT WORKS FOR EVERYONE
The firm’s latest Salary Guide – highlights a growing expectation for companies to o er health-focused benefits as part of their employee value proposition. This sentiment comes at a time when data from the Priory reveals that 79 per cent of people in the UK feel stressed at least once a month.
According to Robert Half, workers are seeking support from their employers to help tackle the strains on their mental wellbeing. More than half (54 per cent) have stated access to mental health resources and employee assistance programmes would influence their decision to join or stay with a company, while a further 48 per cent are drawn to companies o ering stress reduction initiatives. With a third of businesses still not o ering stress reduction support according to the data, it’s clear tackling workplace burnout has become a priority. On top of the mental health support workers are seeking, a large number have also indicated a desire for additional perks to help improve their physical health. Forty-nine per cent of employees say access to gym memberships influences their decision to join or stay with a company. Over a third (36 per cent) also value in-o ice physical activities such as yoga and group exercise sessions, which 41 per cent of employers currently don’t o er.
World Mental Health Day: The current state of workplace wellbeing
Marking this year’s World Mental Health Day which took place in October, a new report from workplace benefits platform, Heka, uncovered the hard-hitting truths about the state of workplace wellbeing. While employees are battling mounting financial pressures, mental health struggles, and spiralling burnout, tick-box workplace benefits no longer su ice. Fourteen million sick days are taken each year due to poor mental health, costing the UK economy £300 billion per year; static benefits models are failing, and adaptive, health-led, data-informed models have never been more critical.
The increasing discourse around employee burnout is no coincidence, says Heka. When employees are not supported mentally and physically their performance su ers.
Alex Hind, CEO of Heka, commented: “Employee disengagement from benefits is o en a symptom, not the root problem. Employees need to know exactly what’s available to them, so they can utilise support and, ultimately, thrive.”
As workplaces step up to cater for five generations, Mitie’s new report ‘The multigenerational game: Creating a workplace that works for everybody’, reveals employers are balancing how workspaces are used and perceived to support a range of needs.
The research exposes a generational gap in how workplace technology is used as a driver of personal productivity despite agreement across generations that technology is e ective. Seven in 10 (70 per cent) of Gen Z see technology as an e ective enabler of personal performance, and almost as many, three in five (60 per cent) of Gen X agree.
There is a desire for more workplace technology focused training across all generations, with over a quarter (28 per cent) of Gen Z and one third (32 per cent)
of Gen X saying they want to see improved training on how to use available technology. Employees of all ages want to get the most out of technology in the workplace, whether that is improving their AI knowledge or uncovering new ways of using technology to support their job roles.
Mark Caskey, Managing Director, Projects, Mitie, said: “We’re seeing a generational technology paradox emerging in the UK with a fundamental shi in how di erent generations approach workplace technology. It isn’t just the younger generations most interested in embracing technology. Gen Z recognise that using innovative technology and AI can support their future career success and Gen X want their technology to be dependable, so it enables them to perform their roles e iciently.”
Design and waste management sectors collaborate to develop critical skills required to create a more circular economy
An innovative pilot programme, the Design Skills for Circularity Programme, aimed at exploring new methods for practical skills exchange and knowledge sharing between the design sector and waste and recycling industries has been launched by the CIWM (The Chartered Institution of Wastes Management) and the Circular Economy Institute.
Practically, the programme will involve waste management companies opening their facilities to groups of designers for visits, curated tours, workshops, and collaborative design discussions. Participating sites will include materials recycling facilities, energyfrom-waste plants, landfills, and specialist hazardous waste facilities. Conversely, members of the waste and recycling sector will have the opportunity to visit design firms and factories to foster reciprocal learning and collaboration.
Additionally, the programme will feature hosted workshops and webinars focused on circularity in design. Topics will include re-use, repair, recyclability, carbon footprint, materials science, packaging technology, future trends, and product/service pricing.
Commenting on the launch, Sarah Poulter CEO CIWM and Circular Economy Institute said: “If you work in the design sector and want to contribute to the development of a more circular economy, I encourage you to consider participating in this exciting pilot.”
I’ve had eczema since I was born. When soap is full of chemicals, it feels like I’ve stuck my hands in stinging nettles.
One in two people are likely to face barriers to hygiene in washrooms*
Inclusive hygiene isn’t just the right thing to do for people, it’s the right thing to do for business. That’s why Tork is on a mission to make washroom hygiene more inclusive, from dermatologically tested soaps to dispensers accredited by the Swedish Rheumatism Association. Because everyone benefits when more people can use washrooms with ease.
Discover how Tork can make your washroom hygiene more inclusive. tork.co.uk or tork.ie
