For this very special issue of FMJ we preview our inaugural Facilities & Estates Management Live event which takes place on 7th and 8th of October at the Business Design Centre in London’s Islington.
We’ve been planning this event for some time. In fact, given the combined careers of the FMJ team and editorial steering committee we’ve been picturing our ideal exhibition dedicated to the built environment for many years.
What prompted us to launch the event was a desire to share our vision of what FM means to us and our readership. It is, as we’re o en reminded, a broad church, so we’ve strived to reflect that in both the exhibitor line-up and the programme of events, all of which are outlined in the event preview on page 24.
We’re o ering visitors two seminar programmes, designed to inform, inspire and instruct. The KEYNOTE seminar programme has been curated with the assistance of our advisers - drawn from the FM profession - to o er a range of talks that cover a myriad of topics, from the impact of AI to best practice in managing contracts.
We’ve also invited an outstanding group of panellists to discuss some of the most pressing issues in the sector, including recruitment and training, the role of the FM-related associations and the future challenges for the industry.
Given that we’ve gathered an impressive array of exhibitors, visitors will not only get an opportunity to talk to them on the stands but can visit the INNOVATIONS stage to hear more on the latest services and products.
Opportunities to network with professional colleagues will be a staple of the show. The FMJ team will of course be present over the two days where we’d love the chance to meet as many of our readers as possible.
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.
Globally Recognised Technical Qualifications for Your Hard FM Teams
Gain an awareness of your legal and technical requirements:
Get your maintenance and building services engineers the qualifications they need:
Electrical Installations
F-Gas Handling Inspection & Testing
Plus, City & Guilds Assured and 3rd party accredited training for:
High Voltage Electrical Mechanical & Electrical Conversion
Steam Boiler Operator
Aeronautical Ground Lighting Technician Water Maintenance* Fire Safety Survey & Inspection**
Up-skill your people, with industry recognised qualifications. Instill safe working practices and improve your processes. Give your team the knowledge they need to maintain legal compliance
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.
Oliver Silcock of Water Direct warns of the growing threat of water supply interruptions and how FMs should respond.
Hannah Dales of Churchill Group explains the critical role that FM firms can play in helping their supply chain reduce emissions.
The Health and Safety Executive (HSE) is planning more inspections across the UK. Matthew Hayes, Synergy Environmental Solutions, goes through the HSE’s 2025/26 priorities.
The public owns a huge portfolio of legacy assets. Tom Jennings, BRE, outlines how AI is transforming the way these large asset portfolios are mapped.
Richard Maddison of Essity o ers a guide to value-based procurement for hygiene, e iciency and sustainability in healthcare facilities.
The government is promising more training for 16 to 21-year-olds. However, it has also confirmed plans to scrap funding for postgraduate apprenticeships. What impact could this have on the apprenticeship pipeline for future leaders in FM?
WINTER PREP
FMs face increased risk and liability during winter months, but proper planning can prevent disruption, says Nik Tozer, Nurture Group.
36 Peter Beaumont of Monty Miracle outdoor cleaner on why your winter cleaning regime needs to start now.
INTERVIEW
FACILITIES & ESTATES MANAGEMENT LIVE
Curated by the team behind FMJ, Facilities & Estates Management Live takes place on the 7-8th of October at the Business Design Centre in London.
CASE STUDY
30
With the continued popularity of hybrid working and co-working, serviced o ice specialists Landmark Property Solutions is making its mark with the major refurbishment of its flagship location Challenge House.
38
Daniel Dickson, CEO UK & Ireland at OCS, on what the rebranding of FES FM and FES Support Services under the OCS name means for the business, colleagues and customers.
FLEET MANAGEMENT
42
Graham Paul, TEAM Energy explores some e ective ways employers can support their sta in the uptake of EVs.
FIRE SAFETY
44
Ryan Donoghue, AJ Digital discusses how Building Information Modelling (BIM) and laser scanning can help in the design of fire safety systems
WORKPLACE DESIGN
46
Charles Hammersla from ISS Facility Services on the role of human-centric design in FM.
HYGIENE
48
John Stewart, Pelsis Group o ers advice on ways to maintain pest control in commercial, industrial and residential properties.
55 Find out who’s moving where in the facilities management profession.
RECRUITMENT
56 Michelle Connolly, Co-Founder & Director of recruitment, 300 North and a member of the IWFM Veterans in FM Committee answers our Q&A on the state of FM recruitment.
TRAINING
57
Saira Khan, FIR O icer at the Supply Chain Sustainability School on how the FIR programme is helping to train, support and equip the built environment for the future.
CAREERS NEWS
58 A brief roundup of the latest careers news in the facilities management sector.
Next Edition
In October’s FM so ware focus we highlight the benefits of the adoption of centralised, time-stamped digital records and explain how technology is helping to streamline the way FMs manage their energy systems. There is a guide to the selection of lighting solutions that improve the safety, productivity, user experience, energy e iciency and long-term resilience of commercial buildings. We explore the increasing use of the latest innovations in front line cleaning, from robotic equipment to shoes that improve the posture and health of cleaning sta . And finally, we present a roundup of the inaugural Facilities & Estates Management Live, the brand-new event for FM and Estates practitioners.
RISK ASSESSMENTS FOR EMPLOYEES WHO ARE DEAF OR HAVE HEARING LOSS
Dan Morgan-Williams, Founder of Visualise Training and Consultancy
WHY SENSORY IMPAIRMENT NEEDS SPECIAL CONSIDERATION IN RISK ASSESSMENTS
Under UK law, employers have a duty to ensure all employees are safe at work. This includes compliance with the:
• Equality Act 2010 (reasonable adjustments).
• Health and Safety at Work Act 1974.
• Management of Health and Safety at Work Regulations 1999.
Generic risk assessments often fail to identify the additional hazards that an employee who is deaf or has hearing loss may face, particularly in environments or job roles that involve navigation, movement, or visual cues. Risk assessments tailored to hearing loss should consider:
• Lighting levels and visibility of visual alerts.
• Layout and navigation to support clear visual communication.
• Access to equipment and controls that don’t rely solely on audio cues.
• Communication methods and accessible signage.
• Task-specific hazards where hearing is usually relied upon.
• Access to assistive listening technology or visual alert systems.
OFFICE ENVIRONMENTS: HIDDEN RISKS FOR HEARING LOSS
Offices might appear low-risk but for someone who is deaf or has hearing loss, they can present unique safety and communication challenges.
Common Barriers: Audio-only announcements (e.g. fire alarms without flashing lights) can go unnoticed. Verbal-only briefings or meeting discussions may be missed if there’s no interpreter, captioning, or transcript. Poor lighting or awkward seating layouts can make lipreading or visual cues difficult. Sudden changes in procedure (e.g. last-minute meeting relocations) may not be effectively communicated without visual notification systems. Telephone-only systems without text or video relay options can block access to critical information. Equipment such as printers or intercoms may use beeps or spoken prompts without visual indicators.
Practical Solutions: Install visual alarms (flashing beacons) for fire and emergency alerts. Provide real-time captioning, transcripts, or sign language interpreting for meetings. Arrange seating and lighting to support lipreading and clear visual communication. Use email, instant messaging, or visual display boards for last-minute updates. Offer text relay, video relay, or instant messaging options instead of phone-only communication. Select equipment with visual indicators, text displays, or vibration alerts.
OUTDOOR AND FIELD-BASED ROLES: COMMUNICATION IN CHALLENGING CONDITIONS
In outdoor or high-noise work environments, relying on spoken communication can pose serious safety risks.
Barriers: Verbal instructions or safety warnings may be inaudible in windy, noisy, or wide-open environments. Radio-only communication excludes workers who rely on visual cues. Emergency instructions shouted over a distance may not be heard.
Solutions: Agree on standardised hand signals or gesture-based safety commands. Use written or pictorial instructions before tasks begin. Implement high-visibility visual alarms, flashing lights, or coloured flags for urgent alerts. Establish a buddy system for high-risk or fast-changing environments. Provide waterproof or rugged wearable devices with vibration or flashing alerts for emergencies.
CONCLUSION: INCLUSIVE RISK MANAGEMENT FOR HEARING LOSS
Risk assessments for employees who are deaf or have hearing loss are not about singling people out — they’re about ensuring equal safety and opportunity. Most barriers can be solved with simple, low-cost adjustments that benefit the whole workforce. In rare cases, specific environments or roles may carry unresolvable risks. When this happens, employers should work with the employee and occupational health professionals to explore alternative tasks or work patterns. By taking a proactive, person-centred approach, you meet legal obligations, protect wellbeing, and create a workplace where everyone, regardless of hearing ability, can thrive.
To find out more, visit http://bit.ly/4lWqNtU
IWFM Academy has launched a new Level 6 strategic leadership programme aimed at aspiring Workplace and FM leaders looking to transform how they lead – whether it’s driving a team or influencing outcomes as an individual contributor.
In a first of its kind for the WFM profession, the unique programme is designed to develop the strategic thinking needed to raise the profile of workplace and facilities management. It will equip learners to move the profession beyond day-to-day operations, positioning it as a trusted, value-driving partner at the heart of business strategy.
Through independent study, guided activities and tutor-led workshops, the programme addresses a wide range of disciplines. It will guide learners through the evolving role of technology to sustainability and human-centric design in the built environment. Leaders who complete the programme will be ready to drive cultural change, to inspire teams, influence stakeholders and build a workplace culture that boosts performance and wellbeing.
On successful completion, learners will hold a Level 6 qualification, equivalent to degree level.
The first intake is recruiting now, limited to 15 people who will begin the programme in January 2026.
For those interested in joining the first intake full information and booking is available at iwfm.org.uk/leadershipprogramme.
JLL RESEARCH SUGGESTS RETROFITTING AS A STRATEGIC SOLUTION TO FALL IN EUROPEAN COMMERCIAL OFFICE CONSTRUCTION
Europe’s o ice market is experiencing significant supply constraints with construction down 24 per cent since 2020 and heading toward decade-low levels in Q1 2025. This has created critical space scarcity, particularly in Central Business Districts (CBD) where vacancy rates average just 3.6 per cent. For example, Paris’ Golden Triangle has only 0.4 per cent new-build availability, while London’s West End submarkets face sub-1 per cent vacancy for newly completed space.
In response, retrofitting has emerged as a strategic solution, accounting for a record 33 per cent of 2024 completions. JLL’s analysis of Amsterdam, Berlin, London, Madrid, Munich, and Paris shows 38 per cent of submarkets can achieve yields on cost of 7.5 per cent or higher through strategic retrofits.
Key market dynamics:
• CBD areas have increased their share of take-up from 20 per cent to 28 per cent (2020-2024).
• Central locations adjacent to CBDs o er 18 per cent discounts compared to prime areas.
• Upgrading buildings can deliver rental premiums of 9-31 per cent across di erent cities.
• Retrofit costs typically range from 3-12 per cent of asset value.
• Payback periods can be as short as 10 years in some submarkets.
As new construction falls to a decade low, availability of highquality o ice space in core locations will come under severe pressure. Vacancy rates are projected to decrease through to 2029, forcing occupiers beyond traditional prime locations.
Adler & Allan acquires specialist ecological consutlancy
Adler & Allan, a leading environmental services business backed by Goldman Sachs, has acquired specialist ecological consultancy, Ecosupport Ltd.
With a legacy of excellence in ecological surveys, impact assessments, and biodiversity advice spanning more than 20 years, Ecosupport brings a strong track record of delivery and key relationships across the UK planning and development sectors. The acquisition significantly enhances Adler & Allan’s ecological service proposition and reflects a commitment to championing biodiversity improvement and delivering even more impactful solutions in the environmental and development sectors.
Jason Clay, Managing Director – Environmental Division, Adler & Allan, commented: “The acquisition of Ecosupport underlines our commitment to expand the company’s ‘green collar’ consultancy offer with a clear focus on developing effective environmental outcomes for our clients and customers. It marks another significant step in the scaling of our UK operations and further strengthening our market leading package of integrated environmental solutions.”
BCO CALLS FOR OVERHAUL OF UK OFFICE GRADING SYSTEM
The UK’s current o ice grading system is no longer fit for purpose, according to a new report from the British Council for O ices (BCO).
The report, authored by JLL for the BCO, found that fewer than three per cent of respondents supported the current grading system. As such, the report proposes a comprehensive overhaul of how o ice quality is defined and measured.
SEPTEMBER 2025
The Redefining the Market: Beyond Grade A report presents a comprehensive analysis of how o ice quality is currently assessed and suggests a new scoring-based classification system that better reflects the evolving priorities of occupiers, investors and developers in the flexible working era.
The report proposes a new 100-point scoring matrix that evaluates buildings across four categories – physical quality, sustainability, technology and amenity – o ering a more transparent and adaptable framework.
The proposed new BCO grading system would use a scoring-based approach that allows for more nuanced di erentiation between buildings. This includes a flexible matrix adaptable to both new-builds and retrofits, taking the form of a four-tier classification: Prime (≥80 points), Grade A (50–79 points), Grade B (30–49 points) and Grade C (<30 points). The criteria used cover natural light, floor-to-ceiling heights, building management systems, WiredScore rating, WELL certification, energy source, air quality and tenant amenities.
The framework has been tested on o ice schemes in London, Leeds, Manchester, Reading and Gloucester. These pilot applications demonstrate that best-in-class o ice space is no longer confined to central London and that high-quality retrofits can compete with new-builds.
The proposed BCO grading aims to support better decision-making, improve transparency, and align the industry with modern standards of performance and user experience.
The BCO is now calling for further feedback from both its members and the wider o ice community on the proposed new grading system. To share your views, email mail@bco.org.uk
IWFM OUTLINES PRIORITIES FOR GOVERNMENT’S AUTUMN SCHEDULE
Aer the summer recess, we’re into Party Conference season. This will be a showcase for each of the parties in parliament to set out their vision for the country. Then we have the rather auspiciously timed Autumn budget on Wednesday 26 November.
Taking all the above into consideration, the IWFM will be asking government to invest in low carbon energy production and distribution, act on addressing immediate and long term skills shortages and drive investment in climate resilience and retrofit.
To meet net zero targets, we need greater investment in renewable and new nuclear power generation and distribution, alongside longterm stability on energy prices. This will allow our sector to decarbonise business and create e iciencies within the business we serve.
Reskilling and upskilling will be vital in the coming months and years, as the skills shortage becomes more acute, PFI hand back begins
and demands on workplace and facilities management teams continues to increase.
Recent cuts to funding of Level 7 apprenticeships are a retrograde step; we need public funding available to support learners of all ages to progress through their careers. Any Adult Skills funding should be flexible enough to support those looking to transition into workplace and facilities management from other sectors through modular programmes or full qualification delivery. To plug immediate skills gaps, HM Treasury should work closely with the Home O ice to open sensible migration routes in areas of acute skills shortage.
A recent survey of our members has highlighted that levels of climate scenario analysis are a little higher among FM service providers and those working in central government but, overall, the use of scenario analysis is modest among organisations. This highlights a lack of awareness and investment in climate resilience. Our research has shown little alignment between
CIBSE’S FORMER TECHNICAL DIRECTOR JOINS FUNDAMENTAL REVIEW OF BUILDING REGULATIONS GUIDANCE PANEL
Former Technical Director of CIBSE and technical expert, Dr Hywel Davies, has joined UK Government’s Fundamental Review of Building Regulations Guidance panel.
The panel is being appointed to support work to deliver on the recommendation from the Grenfell Tower Public Inquiry Phase 2 report, accepted by the government, to review the statutory guidance which accompany the Building Regulations known as Approved Documents.
likely climate risks and perceived risks and assessments. Government as a priority should roll out funding for climate resilience measures across the public estate, alongside a rolling programme of retrofitting commercial buildings.
We will be surveying our members in the autumn and this insight – alongside our recent Market Outlook and forthcoming Sustainability report will provide a powerful evidence base with which we can make the case for facilities management as the facilitators of growth across the economy.
We are making a di erence to the businesses we serve, to equip them for the turbulent times we live in. Resilience in all aspects – professional, and in the face of climate change – is what is needed to meet the challenges of the remainder of this Parliament, no matter how long that may be.
Andrew Gladstone-Heighton, Interim Head of Policy & Insight, IWFM
RICS COLLABORATES WITH CAMBRIDGE INSTITUTE FOR SUSTAINABILITY LEADERSHIP
TheThe Building Safety Regulator is leading a fundamental review of the building regulations guidance, to centre on how they are produced, structured and presented. The Fundamental Review of Building Regulations Guidance panel members will support and inform the review and the members each come with extensive experience across a range of sectors. The panel will provide an interim update in early 2026 and a final report in Summer 2026.
Royal Institution of Chartered Surveyors (RICS) has announced a new project with The University of Cambridge Institute for Sustainability Leadership (CISL) which will align CISL’s sustainability leadership expertise with RICS’ mission to achieve a built and natural environment that is sustainable, resilient and inclusive for all. The work will focus on building the capacity for change among RICS’ 150,000 members through online learning, supporting the annual 20-hour CPD requirement for Chartered Surveyors. This will be delivered through CISL’s eight-week Sustainable Real Estate course.
Anil Sawhney, Head of Sustainability, RICS, said: “RICS’ collaboration with CISL strengthens our commitment to leading on sustainability across the built and natural environment. By focusing on the interconnected pillars of decarbonisation, resilience, biodiversity, and circularity, we aim to equip professionals with the insight and capabilities needed to address complex social, environmental, and economic challenges.
“As expectations grow for our sector to
respond to the climate and nature crises while advancing inclusive outcomes, it is crucial that our members are prepared to drive meaningful change and uphold the relevance and integrity of the profession.”
“The built environment shapes every aspect of our lives, from where we live and work to how we connect, move, and thrive, making it a critical foundation for human wellbeing, economic resilience and market stability. Through this project with RICS, we aim to build the capacity of the sector to deliver a landscape that is fit for the future, to support the o en-conflicting needs of people, nature and climate,” said Alice Spencer, Executive Director for Education, CISL.
Heating for your whole estate
Whether it’s a quick repair or a multi-site upgrade, JLA delivers heating solutions at every scale. Let us take care of your clients comfort – so you can focus on everything else.
Planned Preventative Maintenance
Avoid costly downtime:
Full service & inspections
Compliance documentation provided
No call out charges
Flexible service plans
24/7/365 helpline
Reactive Repairs
450 engineers on hand 24/7:
Next-day breakdown and repair
Faster response for emergencies
Competitive rates
Comprehensive parts stock
Experts in major projects
No matter the complexity, JLA’s end-to-end service covers:
Site surveys & design
Installation
Commissioning
Maintenance
Fully accredited for your peace of mind:
WATER WARNINGS
Oliver Silcock, Chief Operating O cer at Water Direct warns of the growing threat of water supply interruptions and how facilities managers should respond
Unplanned
water outages are increasing across the UK. Ageing infrastructure, rising demand, and the e ects of climate change, from droughts to freeze-thaw cycles are placing growing pressure on supplies. These challenges are amplified by stricter regulatory requirements, ESG commitments, and increasing expectations from employees, customers, and communities for uninterrupted services.
This means that water resilience is fast becoming an essential part of business continuity planning, and facilities managers who act now will be best placed to keep their sites operational, safe and compliant during supply interruptions. These challenges also present opportunities to FMs in being recognised for taking a leading role in resilience by safeguarding continuity while demonstrating good governance. By treating water with the same strategic importance as other critical utilities, organisations can reduce risk, improve compliance, and build stakeholder confidence. We are seeing more organisations recognise that water is a cornerstone of operational continuity. By putting structured plans in place, facilities managers can not only minimise disruption but also improve compliance, protect reputations and demonstrate proactive risk management to stakeholders.
THE COST OF INACTION
Water interruptions can have an immediate operational, financial and reputational impact. In manufacturing, a single day without water can halt production, with losses potentially exceeding £100,000. In high-dependency environments such
as data centres, the figure can rise to as much as £9,000 per minute.
For healthcare providers, the implications are particularly severe: without water, hygiene and sterilisation processes cannot function, putting patients at risk and potentially breaching Care Quality Commission standards. Likewise, without adequate sanitation, employers cannot meet the Workplace (Health, Safety and Welfare) Regulations, which can result in enforced site closures.
From a facilities management perspective, water resilience isn’t just about avoiding inconvenience, it’s about safeguarding people, processes and compliance. Those who prepare in advance are in a far stronger position to respond e ectively.
A PRACTICAL FRAMEWORK FOR RESILIENCE
Building water resilience starts with a structured plan that combines operational strategies with physical measures. Key steps include:
» Auditing water dependencies across sites to identify critical points of failure, informed by past incidents and seasonal risks.
» Engaging with water utilities to understand vulnerabilities and service expectations.
» Building incident response protocols covering communication, welfare provision, and supply logistics.
» Implementing physical resilience measures such as onsite storage tanks or bowsers.
» Securing alternative supply arrangements in advance.
At the core of this approach is Alternative Water Supply (AWS). Scalable to each site’s requirements,
AWS provides a flexible contingency solution. Many businesses now install onsite water storage tanks or deploy static bulk water containers as temporary measures. Mobile bowsers can provide portable backup, particularly for welfare facilities, while prearranged water tankers can deliver supply directly into a building’s mains network to keep businesscritical systems online.
Far from being a last-resort measure, AWS supports a shi from reactive crisis management to proactive resilience. By planning ahead, organisations can better safeguard sta and customers, maintain operations, and meet both regulatory and operational obligations. Importantly, these solutions should not be seen as emergency-only interventions. Contingency planning reframes water continuity: it is a protective framework, tailored to each site’s requirements and capable of supporting everything from planned maintenance to sudden, large-scale supply loss.
LEARNING FROM THE REAL WORLD: MANUFACTURING DOWNTIME AVOIDED
Lockheed Martin UK operates a global defence manufacturing site where any disruption poses serious risks - from operational downtime and financial losses to potential regulatory or security breaches.
By having an AWS agreement in place with Water Direct, the company was able to quickly mitigate the e ects of an unexpected supply interruption and maintain essential operations. Following this, they strengthened their long-term resilience by working with Water Direct to implement a robust contingency and business continuity plan.
Real-world examples like Lockheed Martin demonstrate the benefits of proactive planning and AWS agreements, highlighting why facilities managers should prioritise resilience.
As Jenny Quarterman, Head of Facilities at Lockheed Martin UK, explains: “Water is a vital resource that most businesses simply can’t run without. My advice to other facilities managers would be, don’t underestimate your water supply. Take it seriously, because you can’t assume it will always be there. Find out what your site needs, put contingencies in place, and test them regularly.”
A SHIFT OF FOCUS
Too o en, businesses only discover their vulnerabilities a er the damage is done. Facilities managers are increasingly recognising the need to shi from compliance-focused approaches to resilience-focused strategies. With foresight and support, it is possible to anticipate and outmanoeuvre water-related disruption.
The risks are real, but they’re also manageable. By taking a structured, proactive approach, and by partnering with a specialist who understands both the challenges and the solutions, facilities teams can turn a potential point of failure into a strength.
smoke or fire damper servicing contract with Kingspan Light
+ Air
Under the Regulatory Reform (Fire Safety) Order 2005 [RR(FS)O], it is the legal duty of the “Responsible Person” to ensure that fire and smoke safety systems are properly maintained and tested. Kingspan Light + Air can oversee the inspection, service and repair of all fire and smoke dampers, helping to support building safety and legal compliance.
The RR(FS)O and best practice guidance in BS 9999 state that smoke control systems, including smoke and fire dampers, should be tested weekly, with a full quarterly system functionality test and an annual service and performance test.
Kingspan Light + Air can develop a tailored service plan for your facility, ensuring smoke and fire dampers are properly tested, and that any maintenance or repair works are carried out as needed by fully qualified and experienced engineers. Talk to us to arrange a visit.
The Kingspan Light + Air Approach
Proper, pre-emptive service works on smoke and fire dampers are essential to ensure they perform correctly in the event of a fire. At Kingspan Light + Air, we take the time to fully understand your facility and the smoke control systems within it.
In recognition of our competence as an installer and maintainer of smoke control systems, we have been certified to both the IFCC SDI 05 and SDI 19 third party certification schemes for the installation of fire curtains and smoke control systems.
At the start of your contract, we will undertake the following steps to ensure that your existing system is suitable for your building’s requirements, and that all elements are properly tested, serviced and maintained on a regular basis:
Review and Advise
Our engineers will look over existing damper maintenance provisions, review maintenance processes and offer advice on how best to proceed.
Survey and Plan
Our engineers will survey your site, locating and verifying your dampers to get a clear picture of the scale of the operation and the existing maintenance schedule.
Service and Report
We will check each damper individually, ascertaining the current operational status of your systems and all the HVAC controls on-site.
Repair and Replace
We will consider which dampers to repair and which to replace, creating a cost-effective strategy for moving forward, without obstructing your day-to-day operations.
Assist with Asset Register
On completion of the damper review process, we will assist in the completion of all asset registers, including the location, specification and maintenance history for all dampers covered by the service contract.
SUPPORTING THE SUPPLY CHAIN
Hannah Dales of Churchill Group explains the critical role that FM firms have to play in supporting their supply chain with reducing emissions, from education to providing helpful templates and tools
As the drive for sustainability accelerates, one of the biggest challenges facing businesses is addressing the indirect emissions that result from activities not owned or controlled by the reporting organisation. Known as ‘Scope 3’ emissions, this pollution o en represents the largest portion of a company’s total carbon footprint.
Sustainability and social value metrics are becoming central to tender evaluations, especially in public sector contracts. Clients are increasingly seeking partners who demonstrate end-to-end responsibility for environmental performance. In this context, supporting suppliers to engage with sustainability is essential to remain competitive.
UNDERSTANDING THE CHALLENGE
Scope 3 emissions are notoriously di icult to quantify. They encompass a wide range of activities, from purchased goods and services to employee commuting, waste disposal, and even the use of sold products. For FM companies, this o en means collecting emissions data from a diverse mix of service and product suppliers, many of whom may have never heard of “Scope 3”.
These smaller suppliers o en face several barriers: Lack of expertise: Carbon accounting is complex, and most SMEs don’t have in-house sustainability teams.
Limited resources: Time, money, and sta ing constraints make it hard for them to prioritise emissions tracking.
Confusion over expectations: Suppliers are o en unclear about what data is needed, how to collect it, or why it matters.
This complexity can create a disconnect between FM providers and their supply chains. Without proactive engagement, it’s all too easy for smaller partners to disengage from the sustainability conversation, slowing down the industry’s collective progress.
TAKE THE LEAD
FM companies are well-placed to lead the charge in supporting every piece of the supply chain jigsaw puzzle in reducing its emissions. Our role as intermediaries between clients and service delivery partners means we can act as both educators and enablers, building sustainability capacity throughout the chain.
Education is the foundation: Start with knowledge sharing. Many SMEs simply don’t know what Scope 3 is or how they fit into the picture. Hosting webinars, sharing bite-sized guidance materials, and running introductory sessions on carbon measurement can go a long way in raising awareness and demystifying sustainability expectations.
Simplify the process: Make it easier for suppliers to participate by breaking down complex requests into manageable steps. Avoid technical jargon and provide templates or tools they can use to input data.
Support, don’t berate: The relationship with suppliers should be supportive, not punitive. Rather than simply demanding emissions data, work with partners to build mutual understanding. O er one-to-one support where possible and give suppliers space to ask questions and learn.
Recognise and reward progress: Highlighting suppliers who are making strides in sustainability – whether through internal communications, case studies, or recognition schemes – helps to build momentum and show that change is both possible and appreciated.
Embed sustainability into procurement: Longterm success means incorporating sustainability expectations into procurement processes. Include ESG criteria in supplier onboarding and ensure contracts reward innovation and transparency. Overall, it’s important to communicate that taking steps to improve sustainability is also good for a business. Suppliers who invest in carbon tracking and reduction should see a tangible benefit when bidding for work, whether that’s with you or other contracts.
We know this approach works because we’ve tested it ourselves. In 2023, Churchill Group launched a Scope 3 engagement project to begin the process of capturing and improving supply chain emissions data.
We started by engaging directly with our suppliers, focusing first on the top 80 contributing the most to Scope 3 emissions. Each supplier was asked to complete a tailored questionnaire to capture data on carbon reporting practices, sustainability commitments, and emissions reduction initiatives. We provided additional support for those unsure of how to respond, helping them understand how and why this information was needed.
This work helped us establish a much clearer picture of our Scope 3 footprint. But more importantly, it built stronger relationships with suppliers and sparked meaningful conversations about climate action. Many partners expressed appreciation for the guidance and transparency we provided, especially those engaging with carbon measurement for the first time.
We’re now using this data to identify common barriers across our supply chain and develop further tools to address them. Our goal is to move beyond reporting and towards active reduction, enabling our entire supply base to make meaningful progress on their sustainability journeys.
We’ve also just launched a bespoke decarbonisation resource hub to support our vendors in measuring and reducing their emissions. Tools include a Greenhouse Gas inventory calculator, a science-aligned target setting tool, step-by-step guidance and background materials.
BENEFITS FOR ALL
Reducing Scope 3 emissions may be complex, but through collaboration, open dialogue and topdown support, the FM sector can make a positive impact. The key lies in recognising that our supply chains are not passive participants, they are partners; if we want to meet net zero, every link in the chain must be empowered to move forward.
INSTALL MAINTAIN REPAIR PUMPS
Did you know we’re sewage pump experts, too? Many people don’t!
Well, from installation to ensuring your system flows freely without disruption, your local Metro Rod team offer complete top-tier drainage and sewage pump solutions, backed with over 40 years’ experience and technical know-how.
COMPLIANCE
READY FOR INSPECTION
In association with
The Health and Safety Executive (HSE) is planning more inspections across the UK. Matthew Hayes, Synergy Environmental Solutions, goes through the HSE’s 2025/26 priorities, concentrating on meeting COSHH regulations
The Health and Safety Executive (HSE) has announced its updated business plan for 2025/26, with 14,000 inspections planned for across the UK. HSE’s priorities for 2025/26 include: Hazardous substances and agents: Risks associated with asbestos, noise, hazardous dust, and exposures to radiation, lead, and chromium VI. Musculoskeletal disorders (MSDs).
Work-Related stress and aggression. Health surveillance and support services. Legionella prevention.
This article focuses on hazardous dust and the Control of Substances Hazardous to Health (COSHH) 2002 Regulations.
It is worth noting that the plan specifically mentions respirable crystalline silica (RCS), isocyanates, and dusty ingredients, so any business using these substances will likely receive an inspection.
The HSE’s overarching objective is to protect people by reducing risks to health and safety at work. The latest edition to its 10-year plan prioritises the prevention of occupational lung disease.
With 1.7 million people su ering work-related illness and 12,000 estimated deaths a year linked to past workplace exposure, the HSE’s proactive approach aims to enforce, assure and evaluate control measures in target sectors where evidence, research and insight demonstrate high levels of incidence and risk.
To help FMs navigate the HSE’s updated priorities, the following guidance provides a solid foundational overview of how to prepare. Synergy advises talking with an occupational hygiene expert for assistance.
RISK ASSESSMENT
A typical COSHH risk assessment involves five steps: Identify hazardous substances: Review all substances used or generated in the workplace.
Assess the risks: Who might be exposed, how, and for how long?
Decide on control measures: Determine how to prevent or control exposure through ventilation, process changes, PPE, or training.
Record the findings: Keep clear documentation
of the risks and actions taken, essential for compliance and audits.
Review and update regularly: Update risk assessments when work processes change, new substances are introduced, or a er incidents.
WORKPLACE
EXPOSURE LIMITS
EH40/2005 is an HSE document that contains a list of workplace exposure limits (WELs) for use with the COSHH regulations.
WELs are concentrations of hazardous substances. They are averaged over a specified period, which is referred to as the time-weighted average.
WELs are the legal limit, and results that fall below them do not guarantee the safety of employees. Synergy recommends that companies aim to achieve <10 per cent of the WEL in line with the recommendations of BS EN 689:2018.
MONITORING & CONTROLLING EXPOSURE
Exposure monitoring plays a fundamental part in assessing risks. We recommend two air monitoring methods:
Personal sampling: Workers wear personal air samplers that measure hazard concentration in the breathing zone.
Area sampling: Stationary air samplers are placed in work areas to gauge general air quality and hot spots.
Air monitoring is appropriate when there is a need to show compliance with a WEL and that control measures are working. For businesses using chemicals, biological monitoring may be appropriate. It measures substances that have entered the body and can be conducted by blood, urine and hair sampling.
MONITORING CHALLENGES
Exposure variability: Levels of airborne hazards vary greatly by job and individual working practice.
Sampling duration: It this is too short it may miss fluctuations and too long can be impractical. Detection limits: Di iculty detecting low levels of hazards, especially with other dust sources present.
Instrument calibration: Poorly calibrated
https://occupational-hygiene.co.uk
instruments can overestimate or underestimate exposure levels, leading to incorrect conclusions and potentially inadequate protective measures. Data interpretation: Interpreting collected data requires a high level of skill.
Control: It is good COSHH practice to adopt the ALARP principle, As Low As Reasonably Practicable. The Hierarchy of Control is a tool to help achieve this principle and prioritises control methods from most e ective to least:
Elimination: Remove the hazardous substance entirely from the workplace.
Substitution: Replace the substance with a safer alternative.
Engineering Controls: Implement physical controls like Local Exhaust Ventilation (LEV) to reduce exposure at the source.
Administrative Controls: Introduce procedural methods such as safe work practices, job rotation, or restricted access to limit exposure.
Personal Protective Equipment (PPE): As a last resort, provide PPE, such as respirators, to protect individual workers.
HEALTH SURVEILLANCE
Health surveillance is necessary when: Exposure at work can be directly connected to a specific disease or health condition.
It is possible to detect illnesses early and reduce potential harm.
Conditions in the workplace are likely to cause illness.
Health surveillance includes spirometry, skin surveillance and biological sampling.
READY FOR INSPECTORS
Having a thorough risk assessment does not guarantee a smooth inspection. An inspector will use their expertise and judgment to assess workplace safety. Dusty floors or workers not following safety procedures are surefire ways of receiving enforcement notices.
Workplace safety is a team e ort. Sta training and implementing best practices every working day will help to ensure worker safety and regulatory compliance.
AI ON THE MAP
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
The public owns a huge portfolio of legacy assets. Tom Jennings, BRE’s research lead for the Innovate UK BuildAudIt project, outlines how AI is transforming the way these large asset portfolios are mapped
can also be completed with reduced levels of experience, further lowering costs. Updating how we map existing buildings to make it cheaper and easier to make creative decisions will help with the challenges currently faced by local authorities, as despite the introduction of multi-year settlements for local government - the public purse is tightening. Added to this, changes to competitive processes for project funding require councils to demonstrate new e iciencies.
At a time when public services and local government are under strain, AI presents a much-needed opportunity to deliver savings in facilities management and unlock better uses for our public assets. AI functions at its best when humans can do more of what they’re good at - making creative and strategic decisions – while shouldering historic processes that are time intensive and more prone to error.
AI gives us the opportunity to polish the family silver rather than sell it. Crucially, it means we have greater scope to maintain the character of the UK’s historic built environment and repurpose assets which might otherwise fall into disrepair.
Pilot testing BuildAudit with Equans in Newcastle
here is increasing recognition that AI should be used to boost worker capacity for strategic tasks and decisions, freeing up time from manual tasks like data collection which are otherwise prone to human
Facilities mapping can free up significant resources and help FMs make the right long-term management and renovation decisions. These e ects can be transformative across asset portfolios which are too large to map with manual methods, particularly for local government and public institutions.
LEGACY BUILDINGS
We are surrounded by a historic built environment. As one of the first nations to enter the industrial revolution, the UK is immersed in this legacy. Public institutions are custodians of a variety of buildings, from town halls dating from as early as 1203, leisure centres serving as living documentation of post-war regeneration to electrical substations and other utilities reminding us of centuries of progress.
While few would argue against the importance of preserving this heritage, we must come to terms with the fact that future proofing these aging public assets is going to be a major challenge. The issue of age alone presents a range of considerations. At the same time, we are seeking to transition our built environment to net zero - with two thirds of councils having committed to meeting this target 20 years early of the 2050 national target. This is a positive move, but older buildings are likely to take the most work to achieve this. When you factor recent warnings from the Local Government Association that one in four councils are likely to apply for Exceptional Financial Support to balance their 2026/27 budgets, the challenge of bringing older buildings up to date might seem insurmountable. Gathering enough data to know how much needs to be done and where action is needed most urgently is a significant task, before any action has been taken to make decisions or begin work. Authorities across the country must figure out how to e iciently map
their assets, with many older buildings yet to be mapped using modern methods. This is where AI can transform the ways we work for the better.
AI SURVEY PLATFORM
BuildAudIt, an AI-enabled survey platform is being developed by the Building Research Establishment (BRE) as part of an Innovate UK-funded consortium. Having just passed the trial stage of development, we have found up to a 70 per cent average time saving on surveys compared to manual methods. Savings are delivered from the platform’s ability to scan assets to render a building information model or digital twin by using AI to recognise elements, features and materials of spaces. Whether refurbishing or demolishing, AI surveying can speed up processes and ensure any materials which can be recycled are identified. This supports circular economy initiatives and drives additional income generation that can reduce overall project costs.
With the use of AI, building audits
Equans agreed to help pilot test the BuildAudit solution as part of a large scale building retrofit project in Newcastle earlier this year.
BuildAudit was used to scan the façade of one floor of a large block of flats Equans was refurbishing. In total it took 20 minutes to scan the whole facade (120m in length) with all measurements captured and photos automatically associated with wall and window elements.
By comparison, Equans estimated it had previously taken around half a day to manually measure a floor facade.
Paul Green, Equans, Head of Design and Engineering – North, commented: “BuildAudit proved incredibly intuitive, saving significant time with its rapid and consistently accurate dimension generation, even standing up to physical verification. Its capability to scan external facades, including window openings, provided a fantastic glimpse into the future potential of this promising app, even in its beta stage.”
SEWAGE & DRAINAGE PUMPING STATIONS YOU CAN TRUST
T-T's Planet Range of package pumping stations is your trusted choice for economical and efficient sewage and drainage management.
BBA approved since 2006
Designed for use in domestic, commercial and industrial sites
Smooth internal walls aid the hygienic disposal of effluents, avoiding smells and septicity
Supplied with controls for fully automatic operation
Units can be adapted to suit individual requirements
9000+ units sold worldwide with no structural failures
Short lead times with most models readily available from stock
Scan to view the range!
With 15 expertly designed models, we provide effective solutions for flood and wastewater management, whether for domestic properties or large commercial sites. Don't compromise on quality. Upgrade your drainage system today with the Planet Range!
Contact us now to find the perfect model for your needs and experience hassle-free sewage and drainage management.
RICHARD MADDISON, PUBLIC AFFAIRS, MARKET ACCESS & STRATEGIC HEALTH MANAGER, ESSITY
@mitie Celebrating Zero Waste Week 2025. From improving our recycling rate to 59% to reducing and recycling over 25 million metal hospital trays with Project Boomerang. We’re carrying out small actions that lead to big change. Discover more https://mitie.com/planzero/ #ZeroWasteWeek2025
@VertasGroup What’s cooking at Ormiston Endeavour Academy! Yesterday, we joined our catering team on-site as they tested out new recipes for the upcoming academic year. A huge thank you to the team for their creativity & dedication to making school meals something to look forward to.
@BidvestNoonan We are pleased to share that our teams at Keolis Amey Docklands and Keolis Amey Metrolink have been shortlisted for the Team of the Year category at the 2025 Global Light Rail Awards. We look forward to sharing more about our finalists as we head toward the event.
@BICSc_UK Only 1 month to go until the BICSc Awards 2025! Get ready to celebrate the best in the cleaning industry as we honour the outstanding individuals and teams who make a real difference. Mark 25th September in your calendar – it’s going to be an event to remember! #BICScAwards
@theCIOB Our new Directory of Chartered Companies is a powerful online tool that makes it easy for construction clients to connect with a wide variety of professional, experienced firms committed to quality. Start your search now: https://brnw. ch/21wVgJq
@WatesGroup Recently, over 350 colleagues dedicated more than 2,000 hours to grassroots initiatives across the UK as part of our Community & Conservation Month to make a real difference. Learn more: https:// eu1.hubs.ly/H0lS5h00 #WatesSocialValue #CommunityAndConservation #SocialValue
@BritSafe Have we overlooked fitness and mobility when it comes to preventing #slips and #trips? Cause of some of the most common injuries, investing in staff fitness, balance and strength can be very effective solutions argues @Chloe_C_Miller https://ow.ly/lUGO50WG1CX
VALUE-BASED PROCUREMENT FOR HYGIENE, EFFICIENCY AND SUSTAINABILITY IN HEALTHCARE FACILITIES
In healthcare environments, balancing cost control, hygiene standards, and sustainability goals is increasingly complex, with rising demands for care, a stretched workforce and an increasingly urgent need to cut carbon and waste. Yet many healthcare facilities are under increasing pressure to save money, meaning procurement decisions still prioritise short-term savings over long-term value, overlooking the broader impact a product or service can have across its lifecycle. Value-based procurement o ers a way forward. Shi ing the focus from unit price to the total impact of a purchase - including its e ect on patient outcomes (also mitigating the need for repeat appointments), operational e iciency, sta wellbeing, retention, and environmental footprint, can address multiple challenges at once. This approach does not demand complex overhauls of current practices, but rather a shi in mindset and belief that facilities managers and procurement teams can apply to everyday purchasing decisions.
Breaking away from a short-term savings culture is the biggest challenge. In hygiene-critical areas, disposable products are, understandably, o en the default choice because they seem cheaper and quicker at face value. Yet such products embed ine iciencies, add to workloads, and increase waste. For a sector where cleanliness, infection prevention, and patient dignity are non-negotiable, the goal must be to implement solutions that maintain clinical standards while also reducing waste, costs, and strain on sta . Take wound care, for example. Lower-cost dressings can seem economical at first, but if they require frequent changes or fail to prevent complications, the hidden costs mount quickly - from additional nursing time and extended patient stays to greater volumes of waste requiring specialist disposal. In our experience, higher-quality options can reduce the need for reapplications, free up clinical time, and even cut infection rates in some cases. Though sometimes a higher upfront cost, the investment delivers long-term savings and a sustainable solution for hospitals and GP practices.
Reducing repetitive tasks like frequent dressing changes eases sta ’s physical and mental load. In an environment where retention is a growing concern, procurement decisions that improve working conditions and free up time can have a direct impact on morale and job satisfaction.
To make this shi , facilities managers in hospitals and GP surgeries will need to help bridge the gap between procurement and clinical teams. Too o en, those best placed to assess realworld performance are involved too late, risking choices that meet budget targets but undermine workflow, quality, or patient experience. Building structured engagement with clinical teams into procurement processes ensures that hygiene and medical products are chosen not only for their price, but for their practical e ectiveness and contribution to wider organisational goals. If procurement in the healthcare sector continues to focus on immediate savings, it will keep absorbing hidden costs in wasted sta hours, avoidable waste disposal, and preventable patient harm. By contrast, a value-based approach can transform routine purchasing into a tool for better hygiene, smarter resource use, stronger sta retention, and measurable environmental progress.
The NHS’ “fit for the future” 10-year health plan has already underlined the need for a fundamentally di erent approach to procurement, recognising that too o en the service has focused on lowest price rather than best outcomes. To change this, value-based payment models are being piloted and, from next year, standard guidance on value-based procurement for devices and digital products will be introduced - a clear signal of the shi in mindset now taking place across the service.
The first steps for medical FMs are to evaluate products based on their cost across the patient care lifecycle, bring clinical voices into the conversation early, and recognise that the most sustainable, e icient solution is o en the one that delivers the greatest value over time – not the lowest price on paper.
Richard Maddison, Essity
FM CLINIC
The government is promising more training for 16 to 21-year-olds in a bid to ‘refocus the skills landscape towards young, domestic talent’. However, it has also confirmed plans to scrap funding for postgraduate apprenticeships. What kind of impact could this have on the apprenticeship pipeline for future leaders in FM?
require ongoing training and higher-level qualifications as professionals progress. Entry-level training alone is insu icient to produce the strategic leaders the sector depends on and poses challenges for leadership progression.
The decision to scrap funding for postgraduate apprenticeships, such as Level 7 apprenticeships in strategic management, leadership and business administration directly impacts mid-career professionals who aspire to senior roles. In FM, leadership is o en grown from within; many senior facilities managers, contract leads or directors started in junior roles and upskilled
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
THE FM LECTURER’S VIEW
LUCY HIND, SENIOR FM LECTURER, LEEDS BECKETT UNIVERSITY & MEMBER OF FMJ ED STEERING COMMITTEE
The UK government’s recent announcement of increased training support for 16 to 21-year-olds, paired with its decision to withdraw funding for postgraduate apprenticeships, marks a significant policy shi in skills development. While this move may help address gaps in entrylevel talent, it could also pose serious challenges to the progression pipeline, especially within the FM sector where leadership roles o en require extensive, specialised development.
through supported pathways over many years.
Removing postgraduate apprenticeship funding:
The government’s focus on young people aims to “refocus the skills landscape towards young, domestic talent,” potentially benefiting school leavers and NEETs (Not in Education, Employment, or Training). By investing in foundational training and apprenticeships at Levels 2 and 3, the policy may help close entry-level gaps and attract a new generation into industries like FM, which o en struggles with talent inflow. This is especially critical for operational roles such as maintenance technicians, so services operatives, or junior FM coordinators.
However, FM is a complex, multidisciplinary field involving health and safety, compliance, sustainability, digital integration, and customer service. These competencies o en
Disrupts the pipeline to leadership: Without structured, funded routes to higher-level qualifications, capable candidates may stagnate in middle management or leave the industry altogether.
Limits social mobility: Postgraduate apprenticeships are crucial for those who may not a ord an MBA or other qualifications, but who have the ambition and aptitude to progress.
Reduces employer engagement: Many FM firms have embraced apprenticeships as a full-career pathway. The funding cut may discourage future investment in workforce development, especially in SMEs with tighter budgets.
This will also have broader strategic consequences as the FM sector plays a vital role in critical infrastructure, public services, healthcare, education and commercial real estate. With increasing demands for decarbonisation, smart buildings and tenant engagement, the need for strategic leadership is greater than ever.
The absence of funded postgraduate apprenticeships may: Weaken succession planning, leading to leadership gaps. Cause a reliance on external recruitment, which is o en more costly and less culturally aligned.
Contribute to a long-term skills mismatch, where operational roles are filled, but strategic capability lags. While the government’s move to boost training for 16 to 21-year-olds is commendable and could strengthen the FM talent base at the entry level, the simultaneous scrapping of postgraduate apprenticeship funding risks undermining long-term development and leadership capacity. To ensure
Lucy Hind
a robust and future-ready FM workforce, a full-spectrum skills strategy, from entry-level to executive leadership is essential. Policymakers and industry leaders must work together to find alternative funding models or support mechanisms to sustain the pipeline for future FM leaders.
PEOPLE DEVELOPMENT PROFESSIONAL’S VIEW
LAURA STERLING, NIC SERVICES GROUP CHIEF PEOPLE OFFICER
The government’s recent promise to increase training opportunities for young people aged 16 to 21 is a step in the right direction. In labour-intensive industries such as cleaning and catering, early engagement and handson learning are essential to developing a workforce that is both skilled and reliable.
committed to o ering and funding apprenticeships from Level 2 through to Level 7. Whether someone is just learning the basics of cleaning methods, equipment use and health and safety, or preparing for a senior role overseeing national contracts, we believe everyone deserves access to learning and development that supports their growth.
Laura Sterling
Structured training at Level 2 and Level 3 apprenticeships provides young people with a practical route into employment, helping them build vital skills while earning. For businesses like ours, this creates a strong foundation for the future.
We know that the most dependable and capable team members o en begin their careers on the frontline. When they are given access to quality training and the opportunity to progress, they not only grow in confidence but also in their ability to take on greater responsibility. Encouraging young talent into the industry is critical to closing longterm workforce gaps. It supports both recruitment and retention and brings new energy and ideas into our teams.
We recognise the Department for Education’s goal of focusing funding on those least able to pay for training. However, in practice, cutting support at the top end could weaken entire sectors, especially ones like ours that depend on developing internal talent, especially those who simply can’t a ord the time or cost of a Level 7 outside work. The strength of our industry lies in its people, and their ability to grow within their roles. Removing funding for higher apprenticeships puts that progress at risk.
Our position is simple: we must invest in people at all levels. That’s how we build a stronger, more resilient workforce, not just for today, but for the future. A balanced approach to apprenticeship funding is not just fair, it’s essential to the long-term health of our sector, which is why we’re committed to continuing the Level 7.
THE CHAIR OF IWFM’S VIEW
ANDREW HULBERT, FOUNDER AND VICE CHAIR OF PARETO FM & CHAIR OF THE INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT
We recognise the Department for Education’s goal of focusing funding on those least able to pay for training. However, in practice, cutting support at the top end could weaken entire sectors, especially ones like ours that depend on developing internal talent, especially those who simply can’t afford the time or cost of a Level 7 outside work. ”
However, we are deeply disappointed by the government’s decision to withdraw funding for Level 7 apprenticeships. This move sends the wrong message to people working their way up and undercuts the long-term career development many aspire to. In cleaning and facilities management, there is a clear and o en inspiring route from operational roles into senior leadership. Many of our most successful managers began their journeys as cleaning operatives, gaining experience, qualifications and confidence over time. Funded higher-level training has enabled them to move into strategic roles, managing people, contracts and budgets with professionalism and vision.
LauraSterling
The UK government’s recent announcement to refocus apprenticeship funding towards young people aged 16 to 21 presents a significant opportunity for the workplace and facilities management sector. With a commitment to unlock 30,000 new apprenticeship starts and a record £3 billion budget, this policy signals a major push to equip young domestic talent with the skills needed to enter key industries. As a sector with growing demand for both operational and strategic capability, WFM is well positioned to benefit from this renewed investment in early-stage
Eliminating support for these qualifications risks stalling that progression. It puts a ceiling on ambition just as individuals are preparing to take the next step in their careers. Worse still, it may discourage promising individuals from striving for leadership, because the path forward becomes too di icult to a ord or access.
At NIC, we take pride in investing in our people at every stage of their journey. As an Apprenticeship Employer Provider, we are
message to people working their way up and undercuts training.
The decision to withdraw funding for Level 7 postgraduate apprenticeships from January 2026 for those aged over 21 has raised concerns across a range of sectors. These apprenticeships have provided an important pathway for experienced professionals to upskill or transition into leadership roles, particularly in areas such as sustainability,
Andrew Hulbert
compliance and asset strategy. However, for workplace and facilities management, this change also presents a chance to reimagine talent pipelines and shape new approaches to leadership development.
I recognise the complexity of this policy shi . Yet with a crisis in skills, there is also a clear opportunity for WFM employers to take a leading role in building the workforce of the future. By actively engaging with the reformed skills landscape, organisations employing WFMs can help attract young people into the profession earlier, providing structured training and meaningful career progression from the ground up.
FM has long been an industry where on-the-job experience, mentorship and applied learning are highly valued. The government’s emphasis on technical pathways and employer-led provision plays to the strengths of our sector. It allows businesses to shape their own training programmes to drive organisational competence, aligned to the needs of their clients and the evolving demands of the built environment.
This renewed focus on younger apprentices could also support diversity and inclusion. By reaching future professionals at the beginning of their careers, the WFM sector has the chance to widen participation via inclusive recruitment practices and build a workforce that reflects society. Initiatives supported by IWFM, including sector-wide EDI commitments and inclusive leadership programmes, will continue to play a key role in ensuring these new routes into WFM are open to all.
While the removal of public funding for postgraduate apprenticeships presents a challenge, it should not signal the end of leadership development in WFM. Employers may now look to invest in modular professional qualifications, bespoke in-house programmes or partnerships with higher education providers and for the kind of focused CPD programmes that IWFM o ers. New models of executive learning, co-funded with private investment, can still support the progression of mid-career professionals and future leaders.
In short, the apprenticeship reforms mark a turning point. They invite workplace and facilities management to focus on early talent with renewed energy, while also prompting the sector to explore fresh and creative solutions for advanced skills development. If embraced strategically, this could lead to a more sustainable, homegrown leadership pipeline – one that meets both the immediate operational needs and long-term strategic ambitions of the WFM profession.
THE HR DIRECTOR’S VIEW
LUCY HAYES, HR DIRECTOR, Q3 SERVICES
The government's decision to scrap funding for postgraduate apprenticeships while increasing support for younger people aged 16-21 presents a troubling conflict for the FM sector. I absolutely support enhanced training opportunities for young people, but cutting Level 7 apprenticeship funding
for those over 22 will create significant barriers that could prove catastrophic for career progression.
The reality is that FM doesn't always follow traditional career paths. People don't typically choose FM; FM chooses them. Nontraditional routes into the sector are common, which makes this age-focused approach particularly problematic. Many of our future leaders are currently in middle management positions, having gained valuable experience over several years, and are now ready to progress through Level 7 qualifications. These individuals represent the natural succession pipeline into senior FM roles.
The financial implications are stark. A Level 7 HR apprenticeship costs £19,000, while finance apprenticeships can reach £21,000. Most businesses simply cannot absorb these costs, particularly SMEs that lack the cashflow to invest in employee development. This creates a situation where motivated professionals are forced to choose between career advancement and financial viability.
What's particularly concerning is the impact on disadvantaged groups. Apprenticeships have always provided an excellent pathway for those who cannot a ord university education to access higherlevel qualifications while earning. These changes risk creating a two-tier system where only those with personal financial means can progress beyond Level 5 qualifications a er age 22. The timing issue adds urgency to this problem. Current understanding suggests that anyone starting before December will receive full funding for the course duration but miss that deadline and the opportunity disappears. This has created a scramble within organisations that already have succession plans and development programmes in place.
There are alternatives, of course. A CIPD qualification through private providers costs around £5,000-£7,000, significantly less than the apprenticeship route, and student loans remain available. However, these options still represent additional costs that wouldn't have existed under the previous system.
The broader question is whether we're shooting ourselves in the foot regarding talent retention and attraction. The FM sector already faces challenges in attracting quality candidates. When businesses - particularly SMEs - cannot o er funded progression routes to ambitious employees, how do we expect to compete for talent? The risk is that we'll see an exodus of capable people to sectors that can o er better development opportunities.
Level 7 apprenticeships serve a specific purpose: they're designed for experienced professionals who can immediately apply their learning in real workplace situations. Expecting a 22-year-old without significant experience to gain the same value from these qualifications is unrealistic. The apprenticeship model works precisely because it combines academic learning with practical application over time. While supporting young people is crucial, we cannot a ord to abandon the career progression of experienced professionals who represent our sector's future leadership. A more balanced approach, perhaps extending the age limit to 35, would better serve both individual careers and the sector's long-term sustainability.
The FM sector is already grappling with succession planning challenges. This funding cut threatens to exacerbate these issues at precisely the wrong time.
Do you have a question that you’d like answered by the FMJ Clinic?
sara.bean@kpmmedia.co.uk
Inspections that matter
Navigating excellence. Facilities & Estates Management Live
Curated by the team behind FMJ, Facilities & Estates Management Live,
takes place on the 7-8th of October at the Business
The inaugural Facilities & Estates Management Live is unique to other shows in the industry in being focused solely on Facilities and Estates Management. This means it will be closely tailored to what FMs want to see, do and learn, with insightful seminar sessions and products and services that are most relevant to FMs.
Supporting this bespoke approach, Facilities & Estates Management Live has forged key partnerships from within the built environment, including industry associations, The Institute of Workplace & Facilities Management (IWFM), the Chartered Institution of Building Services Engineers (CIBSE) and The Royal Institution of Chartered Surveyors (RICS). We’re also pleased to announce our headline sponsor is CBRE, the global leader in commercial real estate services and investment.
SEMINAR THEATRES
The show will consist of two concurrent speaking schedules: a series of KEYNOTE talks and panel discussions from thought leaders in FM and the built environment and a series of INNOVATION presentations from key suppliers in the market.
Some of the highlights of the KEYNOTE presentations are:
An introduction to the KEYNOTE programme by Laura Toumazi, Vice President of Sales CBRE who will outline the main challenges and opportunities for FM into next year.
Mark Whittaker, CIWFM of Thomson FM Limited, Past Chair of the Institute of Workplace & Facilities Management (IWFM) and Director of the Association of Professional Standards in Asset Surveying (APSAS) with some expert advice on managing FM contracts.
James Massey, Managing Director - FM, Energy & Retail Intelligence at MRI with
Design Centre in London
a thought-leadership session around the practical use cases of AI in FM.
Dan Andrews, Executive Director at CBRE Global Workplace Solutions (GWS) shares his expertise in managing one of the most distinctive portfolios of CBRE GWS.
The KEYNOTE PANELS will comprise a series of discussions with participation from thought leaders in the sector, with topics including:
Recruitment and training in FM: Chaired by David Sharp and CEO of specialist learning and development provider International Workplace which includes former Chair of the IWFM Mark Whittaker and recruitment expert Coleen Cloherty.
FM Challenges: i-FM’s David Emanuel is joined by Workplace Strategist Debra Ward, Business Unit Director Julian Harrison of MyFM, Richard Wilson, FM Consultant and former Head of Estate Management at Wimbledon and Siobhan Jared, Customer Experience Lead to ask ‘where does FM do next?’
Sponsors
AI and FM: Mark Gri iths, Chair of Judges for the IWFM Impact Awards joined by Simi GandhiWhitaker of Mitie, Andrew Targell from JLL and Esther Coleman of FM so ware provider Idox discussing the influx of AI into FM.
Wellbeing in the Workplace: Workplace psychologist Nigel Oseland with a panel of experts from design, food and beverage provision to determine the key ingredients for a healthier workplace, comprising Becky Turner, Claremont, Dan Johnson, ZIP Water, Greg Bramwell, Director of Food & Beverage BaxterStorey.
The INNOVATION seminar programme which runs in tandem with the KEYNOTES will concentrate on getting the best performance out of your FM service providers, consultants and products.
Sessions will include:
Andy Chatt of Restore Information Management on: The ‘Phygital’ formula: how facilities managers can turn paper piles into digital value without losing control.
Smarter electrical compliance: Richard Carr from Volta on how to reduce risk, avoid unexpected costs and streamline compliance.
Andy Compton CEO of Cortida with advice on the insider threat – the hidden cyber risk.
Dr Gavin Dunn, Chief Executive O icer, Fire Protection Association with an update on what’s changed for Fire Risk Assessors following the Grenfell Tower phase 2 recommendations.
EXHIBITORS
We polled some of our exhibitors on their insights on what they’re showcasing at the event and what they’re looking forward to seeing.
Matrix Booking
Matt Bailey, Workplace Analytics Specialist
Matrix Booking is a leading provider of configurable workplace management so ware, designed to help organisations easily book and manage o ice resources - such as desks, meeting rooms, and visitor access - to support flexible, hybrid work. By seamlessly integrating with existing tools, we deliver secure, scalable and user-friendly experiences. We’re committed to paving the way towards a more people-focused future of work –one that has a positive impact on our customers, our team and the planet.
At Facilities & Estates Management Live, we’ll be showcasing our new solution, Matrix Booking Sense. Sense integrates real-time data from occupancy sensors to give organisations deeper insights into how their spaces are used. This helps optimise workspace usage, reduce operational costs and improve energy e iciency. Alongside this, we’ll also be sharing new research in our talk: ‘One-si ze-fits-none: why standardised workspace management is killing o ice productivity’. This talk will examine the pitfalls of relying on guesswork, standardised setups and outdated assumptions to support o ice-based employees. We’re particularly looking forward to presenting our new research and hearing what other professionals in the sector have to say about it.
Tork
Stuart Hands, Sales Manager and Sector Lead
Tork is the leading global brand in professional hygiene, trusted by facilities around the world. We provide innovative, sustainable hygiene solutions
that help businesses improve cleanliness, e iciency and user experience. From smart dispensers to circular services, our products are designed to meet the demands of modern facilities management.
We’re excited to present a selection of our most impactful washroom solutions, as well as our service innovations.
Visitors will gain hands-on experience with our latest products and services and discover how Tork can help them improve operational e iciency, reduce waste and environmental impact, enhance hygiene standards and user satisfaction, and embrace digital tools for smarter cleaning. Our team will be on hand to o er tailored advice and insights for facilities of all sizes.
We’re looking forward to connecting with facilities and estates professionals from across the sector. It’s a great opportunity to exchange ideas, explore shared challenges and discuss how innovation can support more sustainable, e icient and hygienic environments.
Zip Water
Dan Johnson, Service Director
At Zip Water, our mission is to transform hydration in the workplace with products that combine cutting-edge technology and sleek design. Home to the world’s best workplace tap, Zip’s unique combination of cutting-edge hydration technology, commitment to sustainability, and unmatched service standards delivered by our nationwide team of expert engineers sets us apart from others in the industry.
We’ll be showcasing our flagship G5 HydroTap, the ultimate workplace drinking water tap,
delivering instant boiling, chilled, and sparkling water, all filtered to perfection. HydroTap has been recognised time and time again for its continued evolution and innovation.
Visitors can also experience our market-leading filtration system and even sign up for a 30-day free trial, installed free of charge at their o ice. Additionally, those attending can explore Zip Twist, our latest innovation that delivers water with a flavoured twist – helping workplaces track water usage, encourage healthy habits, and support sustainability goals.
Our Service Director, Dan Johnson, who has over 15 years of experience in the industry encompassing technical, customer service, and operational roles, will be joining the event’s speaker panel.
The Zip Water team are looking forward to connecting face-to-face with facilities and estates professionals, sharing our expertise, and delivering live product demonstrations.
Idox
Esther Coleman, Senior Product Manager Idox develops specialist so ware solutions that power the performance in government and industry, helping organisations increase productivity and deliver better outcomes. Our
products are built in collaboration with sector experts and designed around the user, embedding workflows that drive e iciency and best practice. By automating tasks, simplifying complex operations and enabling smarter management of data, Idox helps organisations harness the power of digital to achieve more.
We’ll be showcasing CAFM Explorer, our complete CAFM system. Trusted for over 25 years, it enables estates and facilities teams to centralise data, automate planned and reactive maintenance, ensure compliance, and streamline helpdesk and asset management tasks.
We’re looking forward to the conversations. Networking with estates and FM leaders always brings fresh perspectives, and the seminar theatre is a fantastic space to hear what’s front-of-mind for the sector. We’re also excited to be part of the panel on AI in facilities management, where our Senior Product Manager, Esther Coleman, will share how CAFM Explorer is helping organisations prepare for data-driven and AI-ready estates management.
FACILITIES & ESTATES MANAGEMENT LIVE EXHIBITORS 2025
British Sprinkler Alliance D3 www.business-sprinkler-alliance.org/ CC Cousins U2 www.cc-cousins.co.uk
Clevertronics U6 www.clevertronics.com.au
CPC Consulting U8 www.cpcconsultants.co.uk
Entrepack D8 www.enterpack.co.uk
Eptura B1 www.eptura.com
Essity B8 www.essity.com
Evolution Water U7
www.evolutionwater.co.uk
Fast Key Services E6 www.fastkeys.co.uk
Glasdon U11 www.glasdon.com
Gordian U4 www.gordian.com
Hoss Engineering A13 www.hossengineering.com
Idox
www.idoxgroup.com
Inventry
www.inventry.co.uk
IWFM
www.iwfm.org.uk Lumenstream
www.umenstream.com
Mainteno/Redro
www.redro.uk
Matrix Bookings
www.matrixbooking.com
Mecsia
www.mecsia.com
MetroRod
www.metrorod.co.uk
MRI
www.mriso ware.com
National Parking Control
www.nationalparkingcontrol.co.uk
Nationwide Fire & Security
www.nationwidecctv.co.uk
NGS
www.ngs.co.uk
Nudge Innovations
www.nudgeco.com
Nurture Group
www.nurture-group.co.uk
Peacock Salt
www.peacocksalt.co.uk
Restore
www.restore.co.uk
Rhino Innovations
https://rhinoinnovation.co.uk
www.sanaway.co.uk
SFG20
www.sfg20.co.uk
Smiths Co ee Company
www.arabicaespresso.co.uk
Sony
www.sony.co.uk
Test Inc.
www.testinc.co.uk
The Fire Protection Association
www.thefpa.co.uk
Thomann Hanry
www.thomann-hanry.co.uk
United Drains
https://uniteddrains.co.uk
Volta Compliance
https://voltacompliance.com
WB Power Services
www.wbpsltd.co.uk
Westbury FM
www.westburyfm.co.uk Whi Away
www.whi away.co.uk
Zip D5 www.zipwater.co.uk
Tickets here -
https://facilities-estates.co.uk
Two-Way Radio and Body-Worn Camera discounts for Facilities Management Journal readers!
Two-Way Radio and Body-Worn Camera discounts for Facilities Management Journal readers!
With products specifically designed for the facilities management sector, Apex Radio Systems offers two-way radios and body-worn cameras from Motorola Solutions, a leading manufacturer. Discounts are available on hires and purchases until the end of 2025 when quoting FMJ2025.
With products specifically designed for the facilities management sector, Apex Radio Systems offers two-way radios and body-worn cameras from Motorola Solutions, a leading manufacturer. Discounts are available on hires and purchases until the end of 2025 when quoting FMJ2025.
R7
R7
Offering game-changing audio capabilities in a rugged, futureready portable two-way radio. Hear and be heard when it matters most.
Offering game-changing audio capabilities in a rugged, futureready portable two-way radio. Hear and be heard when it matters most.
VB400
VB400
For a more durable solution, the VB400 is ideal for facilities management teams needing enhanced connectivity and location tracking.
For a more durable solution, the VB400 is ideal for facilities management teams needing enhanced connectivity and location tracking.
R5
R5
Connecting teams, helping boost efficiency and safety with loud, clear audio and intuitive status indications and controls, all in a tough, compact device.
Connecting teams, helping boost efficiency and safety with loud, clear audio and intuitive status indications and controls, all in a tough, compact device.
VT100
VT100
For a simple solution, the VT100 is the most cost-effective option, perfect for customer-facing roles looking for an easy-to-use body camera.
For a simple solution, the VT100 is the most cost-effective option, perfect for customer-facing roles looking for an easy-to-use body camera.
TLK110
TLK110
Combining the flexibility of pushto-talk communication via broadband with the reliability of a rugged, purpose-built radio.
Combining the flexibility of pushto-talk communication via broadband with the reliability of a rugged, purpose-built radio.
V200
V200
For those who need immediate escalation, the V200 is a solution designed to provide guidance and support at a moments notice.
For those who need immediate escalation, the V200 is a solution designed to provide guidance and support at a moments notice.
Scan the QR code to learn more
th
We are proud to be exhibiting at the inaugural Facilities and Estates Management Live, 7-8 October. Stop by stand B14 for a live demonstration of our body-worn cameras and two-way radios or just to say hi! We l ook forward to meeting you.
We are proud to be exhibiting at the inaugural Facilities and Estates Management Live, 7-8 October. Stop by stand B14 for a live demonstration of our body-worn cameras and two-way radios or just to say hi! We l ook forward to meeting you.
CHALLENGE ACCEPTED
With the continued popularity of hybrid working and co-working, serviced o ce specialists Landmark Property Solutions is making its mark in the Milton Keynes business community with the major refurbishment of its flagship location Challenge House
Challenge House, a three-storey business hub is home to numerous regional and international companies opting for a serviced o ice solution and engaging environments for their teams. It recently underwent an extensive refurbishment, with the substantial investment of the independent, familyowned company Landmark. The project has transformed Challenge House, which meets the business’ aim of making “a transition to fit into the working world of today”.
Located near Bletchley train station, Challenge House is supporting business growth in the region by providing serviced o ice solutions for companies looking to benefit from the Governments plans for the Oxford-Cambridge Growth Corridor’s rail network. The proposed links between Cambridge and Oxford will, according
to Chancellor Rachel Reeves, contribute £78billion to the UK economy by 2035 with the creation of “Europe’s Silicon Valley”. Significant investment and redevelopment in the region is already driving an increase in businesses locating to the area.
Challenge House o ers 70 managed o ice spaces, accommodating anything from three to 80 work stations, and is suitable for large multinational companies, national and local businesses, the growing co-working community. It can even meet a rise in demand for virtual o ices, allowing businesses to pay a monthly rolling contract to provide greater flexibility.
Navraj Johal, Chief Marketing O icer for Landmark and a member of The Flexible Space Association, describes the latest transportation developments within the Oxford - Cambridge Arc as boosting business opportunities in the region.
“Developments within the OxfordCambridge Arc means Challenge House is perfectly placed as it’s situated within the middle of the route. This is a niche point for us, as we are the only serviced o ice business centre in Bletchley, which is why increasingly high-profile clients are choosing us.
“The substantial investment in the extensive recent refurbishment has totally transformed Challenge House, which is reflected in the clientele it is attracting, including prestigious companies such as KPMG and Zoho.
“Our approach is to blend new ways of working with a business class experience. We’re seeing a significant shi in the number of global companies now looking at Bletchley as their business base, which is fantastic for the region’s business community.”
PHASED TRANSFORMATION
When it came to undertaking the transformation, Challenge House presented some key challenges. The refurbishment required meticulous planning and phased works over several months to ensure minimum disruption to clients based at the business hub in Sherwood Drive, Bletchley. It was a team e ort, requiring everyone within the company to take on new tasks beyond their day-to-day duties. Taking inspiration from leading London workplaces, the vision was to overhaul o ices, revamp rooms, install new tech, replace all lighting, renovate bathrooms, replace flooring and furniture and add artwork and plants throughout.
The revamp also included the installation of a Podcast Room o ering state-of-the-art equipment. This resulted in the creation of design-led, functional, professional places and breakout spaces that inspire creativity and productivity.
First impressions count and the team went from creating a Pinterest mood board of concepts to ensuring the major refurbishment ran smoothly.
Tackling the area that greets clients and visitors on arrival, a completely new manned reception area was created that incorporates a new waiting area, with large, sumptuous sofas, TV and new flooring.
The extensive works didn’t require a ra of external suppliers as Landmark utilised the expertise of its own in-house teams including a tech team, engineers and a maintenance team located onsite.
The visionary team tackling the transformation and managing the works consisted of Navraj Johal, who was joined by Business Development Manager Manvir Rahal, Financial Director Kiran Rahal and
We’re renowned for providing exceptional high quality private workspaces and facility management services for companies of all sizes across a range of industries.”
Kaye Townsend, Business Centre Manager of Challenge House.
Manvir Rahal said: “We’re renowned for providing exceptional high quality private workspaces and facility management services for companies of all sizes across a range of industries. Therefore it was important the refurbishment delivered
professional spaces for clients and visitors to enjoy, feel comfortable, be inspired but also have access to the latest technology.
“This is in line with the trend and transition from o ice space being traditional o ice space to feeling more like a homely experience with an aesthetic you might see at home.”
LOOK & FEEL
Helping to create a contemporary, modern look and feel - commercial grade Moduelo flooring was used throughout the refurbishment. Terazzo flooring features in the reception area and Herringbone in all the other revamped areas including the meeting rooms, which can be used by co-workers, resident clients and hired by external organisations.
The three meeting rooms, including The Turing and The Ridley (named in a nod to nearby Bletchley Park, historic home to the WW2 code breakers) can accommodate six to eight people or eight to 10 delegates respectively, with the Sherwood Suite suitable for 20 people. All were refitted from floor to ceiling.
Farrow & Ball’s elephant’s breath paint adorns the walls and new artwork and furniture was installed, along with acoustic wall panelling and TV screens for presentations. The largest meeting room also includes Logitec video conferencing, complete with a microphone and camera with voice recognition capabilities.
A new café serving drinks and food was a welcome addition as part of the overhaul
CASE STUDY CHALLENGE HOUSE
which also included a Snug area, complete with banquette seating for more relaxed, informal meetings or a quiet place to work.
Johal explained: “The café is managed by Really Awesome Co ee and serves great food and specials throughout the working week. The open plan area enhances the new reception space which we wanted to make more welcoming with a homely feel throughout.”
The team decided to gut and repurpose a previous o ice resulting in The Lounge, a large open space with various working pods, spaces to meet or make calls – along with a pool table. This vibrant breakout space is also used to host the new Social Circle MK networking initiative at Challenge House, which attracts business leaders from across the region.
Supporting the community is important to the team at Challenge House which is why they also provide the space free of charge to two local mental health groups The Lodge and The Man Cave, who host weekly evening meetings at the location, which also benefits from providing extensive free car parking for visitors and clients.
ONE SIZE DOESN’T FIT ALL
As companies continue to diversify and workplace requirements and practices post pandemic continue to change, Challenge House has evolved to o er a “design your own o ice” service. Tailored to meet the bespoke design and IT requirements of business clients, this ensures the team at Challenge House collaborates with companies opting to tailor their serviced workspace to best suit the needs of their teams.
Bradley Nurthen, Group Managing Director of Fresh Medical Group Ltd, said: “Fresh Medical Group wanted a workspace at Challenge House that felt welcoming and worked for our fast-paced healthcare recruitment team. We needed an open-plan area for easy collaboration, private rooms for confidential calls with candidates or clients, and quiet spots for focused tasks like compliance or doctor revalidation.
“High-speed internet and slick AV gear were a must for cloud-based tools and virtual interviews, while the location near Milton Keynes’ transport links and ample parking made it super convenient for sta and visitors. Flexible layouts and budgetfriendly choices like modular furniture allowed us to adapt the space as the business grows without overspending.”
The fit out prioritised natural light, plants, and comfy breakout areas to boost team mood and reduce stress in a high-energy environment. Movable furniture and casual
hangout zones supported hybrid work and team bonding, creating a space that’s both practical and inviting.
Nurthen added: “Designing our own o ice space has had a positive impact on the team and the business. Having the freedom to shape the workspace means you can make it both functional and fun, which boosts morale, productivity, and creativity.”
CO-WORKING COMMUNITY
With the rise of the co-working community Challenge House also overhauled its popular 1,000 sq area assigned for coworker clients.
Its co-working membership rates allow service users to pay for an equipped workspace only when it is required, o ering flexibility for professionals needing to navigate any potential future commercial challenges.
Manvir said: “Challenge House clients like the flexibility and scalability we o er, as our serviced o ices provide the option to upgrade or downsize their space, alongside the comprehensive support we provide in terms of cleaning and maintenance and upkeep.
“The refurbishment demonstrated how we are reinvesting in their working environments to provide a place that is professional, functional but also relaxing, inspirational and homely at the same time.”
Post pandemic has seen drastic changes to working lives. With people transitioning from work from home situations to a workspace, having been accustomed to being in a more homely environment while working, can take adjustment.
Manvir explained: “That was the basis, thinking and inspiration behind the transformative refurbishment. If you could come to work but also feel like you were at home, then that transition is going to be much easier.”
Johal added: “We have aimed for a homely feel throughout the transformation. We are a great option for coworking as our rooms are air-conditioned, accessible and comfortable. You have a designated desk and lockable pedestal if you want to leave files overnight.
“It shows our clients we are creating facilities that not every serviced o ice has. Whether you are a marketing co working professional or want to record some content in our new Podcast Room, all those options are available onsite.”
For more information visit https:// landmarko ices.co.uk/locations/miltonkeynes-o ices/
Market Leading Maintenance Management Software (CAFM, IWMS, CMMS)
Transform your facilities management with the ultimate CAFM software package where innovation meets simplicity.
The Ostara CAFM system is intentionally flexible acknowledging that no two clients have the same requirements. Ostara prides itself on being a market leader in innovation, customer service and cost reduction.
Ostara’s functionality includes:
• Helpdesk and Work Order Management
• Fully Automated Planned Maintenance Module
• Contractor SLA Management
• API Integration
• Financial Control with Auto Invoice Validation
• Questionnaires & Auditing
• Intuitive Interface with Multi-Language Support
• Compliance and Health & Safety
• Extensive Real-Time Reporting Suite
• Mobile App with Offline Functionality
• Asset Management
• Proprietary Bluetooth Engineer Attendance
• ISO 27001 Accredited
• Dedicated UK Based Support Team
FROST PROOF
Facilities managers face increased risk and liability during winter months, but proper planning now can prevent disruption, injury, and financial loss, says Nik Tozer, Managing Director of winter gritting at Nurture Group
Don’t wait for the first frost, winter readiness starts now. Because of recent record-warm winters, many companies rely on reactive rather than proactive gritting, which is a costly mistake. The truth is though that long range forecasts are unpredictable, and the only thing guaranteed is that risk increases without proper preparation. Snow and ice can cause significant damage to infrastructure, from cracked pavements to overloaded roof structures. Regular, year-round maintenance is
essential to reduce the risk of costly repairs and keep your site running smoothly during winter weather.
Facilities managers should also devise a proactive gritting strategy to avoid the high costs that could be incurred from a reactive approach. Businesses can incur unexpected costs by acting upon, instead of preparing for, events such as slip and fall claims, or other operational disruption during cold weather. The resulting legal and reputational risks of not being prepared could cause irreparable damage.
PROACTIVE GRITTING STRATEGIES
A proactive approach to winter gritting means planning ahead to minimise the impact of winter weather and protect the safety of all individuals accessing the premises.
The first stage in any gritting strategy is to monitor and forecast the weather conditions, ensuring access to real-time weather data and other forecasting tools to help predict when and where the freezing conditions will occur. Daily forecasts from reputable sources like the Met O ice can help to accurately assess the weather situation, allowing for the allocation of the necessary resources, equipment and manpower to the areas that require immediate attention.
This first important step will allow facilities managers to anticipate freezing conditions before they happen.
Once a monitoring procedure is in place, a route around the site or priority areas can be planned, to ensure resources are e iciently deployed based on the needs of the business. Tailoring this is crucial in the context of winter gritting. Every property has unique needs and facilities managers should optimise the allocation of resources
to provide e ective solutions that address the individual challenges of each site. For example, a school, hospital, commercial o ice, logistics hub and industrial site will all have di ering needs.
If this stage of the gritting strategy is followed successfully, then access will be maintained to critical areas and the site can function normally during inclement weather.
The gritting materials should also be chosen in advance. There may be a variety of options available dependent on the location and supply chain, for example white marine salt or rock salt.
A er stages one and two are in place, it’s time to execute and adapt to ensure the site is secure before any frost or snow hits. With continual monitoring before, during and a er deployment of the gritting or snow clearing, the team can respond to unexpected changes and maintain the continued safety of users at the site. By taking this proactive approach, visitors and stakeholders will have confidence in the organisation’s commitment to safety.
LEGAL AND INSURANCE IMPLICATIONS
Planning and implementing a proactive gritting strategy is not just an important way of maintaining an organisations reputation and insure against costly
incidents, it’s about remaining compliant with health and safety and employment laws. Compliance with health and safety regulations is an integral part of upholding a duty of care, avoiding potential lawsuits and fines. This is why the site risk assessment should be kept updated to identify potential hazards, assess the risk of an accident occurring and determine what preventative actions should be taken. This can then form part of the gritting strategy.
SMARTER WINTER PREP WITH DATA AND TECHNOLOGY
Technology in the gritting industry has been developed that allow facilities managers and gritting partners to use real-time data to stay informed on the status of di erent areas of the sites allowing adjustments to the process if necessary. This includes innovations such as automated weather alerts, data-driven scheduling to identify gaps and ensure all surfaces are adequately treated and maintained to minimise risks. Many sites now
install low-cost temperature sensors to help provide as much data as possible to support gritting strategies.
New gritting equipment uses technology to manage precision spreaders, adjust the belt feed, spread the direction, rate and width to maximise smarter salt usage.
Where possible, the gritting fleet should be adopting the use of electric vehicles, which will result in reduced emissions, a lower carbon footprint, quieter operations and a lower environmental impact.
HOW TO GET LEADERSHIP SUPPORT FOR WINTER SAFETY BUDGETS
Winter preparedness is a risk mitigation strategy to protect business continuity and minimise financial loss. This requires a proactive gritting strategy and the collaboration of a range of stakeholders, including senior leadership, finance and FM. When selecting the right gritting provider to suit the needs of your business, look for a gritting partner who o ers clear service level agreements, the ability to adapt and scale to meet requirements and who has proven experience and a strong track record.
Planning and implementing a proactive gritting strategy is not just an important way of maintaining an organisations reputation and insure against costly incidents, it’s about remaining compliant with health and safety and employment laws.”
IS YOUR SITE WINTER READY?
The following list outlines key areas to review and maintain, ensuring your facilities remain safe, functional, and compliant throughout the winter months.
Check your drainage is functioning and is clear of obstacles.
Stock daily winter supplies and allocate locations for storage.
Inspect roof structures and other areas for leaks or overhanging greenery.
Check safety signage is in stock to warn of slippery pathways.
Check emergency plan and protocols, safety procedures and contact lists.
Winter gritting is not just a seasonal task; it’s a vital part of business continuity and risk management. Proper preparation helps prevent accidents, reduce downtime, protect assets, and ensure legal compliance. Facilities managers who act early can avoid the high cost of reactive measures and demonstrate a clear commitment to safety and professionalism.
OUTSIDE AIRED
Peter Beaumont of Monty Miracle outdoor cleaner looks at how your winter cleaning regime needs to start now
TheUK has enjoyed one of the driest years on record this year, with Spring 2025 reported as the driest since 1893. Throughout the summer there were several heatwaves, with temperatures rivalling Southern Europe. But with September dawning, now is the perfect time to start thinking about winter.
Prepping for the wetter, cooler months is vital in FM, particularly if you are responsive for larger spaces. Maintenance and planning are key. As autumn beckons, it is the natural time of year to start looking at outdoor maintenance and care.
This goes beyond landscaping and includes all your outdoor cleaning. The outside of your buildings and the surrounding walls will benefit from a clean, particularly if you have render which can show the dirt. Your paths and car parks will look smarter and more welcoming, and your outdoor furniture and signage will all provide a better first impression if cleaned now before winter.
CONVENIENCE
People will be grabbing time in the sun while they can during the early autumn months before winter arrives, so you need to be looking into ways of cleaning your outdoor areas as quickly as possible. With less daylight hours, this is even more of a challenge. FMs have a lot of di erent things to juggle but cornering o huge sections of your o ices, car parks or gardens to give a deep clean is not terribly practical. If you have larger premises to consider, work in smaller sections and get the most visual and used areas done first.
DISRUPTION
Exterior cleaning can mean more noise, larger kit and more manpower, if jet-washing equipment is being used. This is far from ideal if you are managing a facility that requires a quiet atmosphere and needs the job doing more e iciently. Hospitals, libraries, educational establishments and a lot of workplaces are not always receptive to distracting noisy equipment, and o en require access, so it’s better to consider so washing with a specialist liquid cleaner, which can be applied easily and quickly rinsed with no hassle.
SAFETY FIRST
Paths get muddy and entrances in general look unappealing as autumn moves in. A dry spring and summer has led to a build-up of leaves which will be added to over the next few months. These need to be tackled immediately to ensure kerb appeal but also for safety. Steps can become slippy with wet leaves and algae which can build up in autumn weather. Warmer climates coupled with humidity provide a
breeding ground for moss, algae and blackspots, and without zero temperatures, there is less frost to kill this organic growth all o naturally. If they are allowed to grow, they can cause cracks, which can become trip hazards.
Aggressive jet washing might seem appealing thanks to its immediate visual e ect, but it can take the top layer o stone, and it can splinter wood, leaving these areas vulnerable to the elements. It can also blast away jointing between stones and doesn’t deep clean the organic growth, it just pushes the roots deeper, so it comes back year-on-year, meaning it needs to be done more frequently - using more e ort, creating a thankless task.
PROTECTION
Clearing debris away is vital. But you also need to protect your surfaces in advance of the dampest, coldest months of the year. Pressure washing stone, cement and wooden surfaces can erode or damage them and pointing, gravel and sealants can su er under the high pressure of the spray. This can lead to hollow areas that are prone to letting in water which can freeze, or could result in more vulnerable or porous surfaces, leading to cracks which could develop into larger issues over time. A so wash is a much gentler approach and one which o ers protection against the elements in the coldest months of the year.
SEALING
Black spot, algae, lichen and other organic stains build up on most external hard surfaces over the summer and autumn months – and into winter if it’s mild. However, by using the right kind of products and equipment, including the correct sealant, your cleaning team can ensure the areas look better and can resist, the growth of organic stains building up quickly. Don’t forget that sealant, it means your cleaning team can prolong the lifespan of outdoor surfaces including wood, concrete, tarmac and stone.
ARTIFICIAL GRASS
We are seeing an increasing use of artificial grass and astroturf, which come with their own cleaning and maintenance challenges. It can lose its natural lustre thanks to UV rays and if animals frequent the space, can retain certain smells. A full circle range of cleaning products will ensure these areas are cleaned and maintained before winter.
There’s still time to get larger exterior cleaning tasks done before the aAutumn weather arrives. And then it is a case of planning ahead for the smaller maintenance tasks.
TOGETHER BETTER
Daniel Dickson, CEO UK & Ireland at OCS, on what the rebranding of FES FM and FES Support Services under the OCS name means for the business, colleagues, and customers
Global M&A (mergers & acquisitions) activity is in decline, yet despite that, the UK FM sector continues to buck the downward trend. According to a report by Grant Thornton, there was a total of 181 FM-related deals in 2024, up 34 per cent on 2021, and five per cent on 2023. The reasons for this, according to the experts from Deloitte, are that service providers want to acquire businesses with specialised expertise in areas such as energy management, that also have strong ESG credentials, with sustainable practices and transparent reporting.
One major acquisition at the end of last year was that of FES FM and FES Support Services by OCS, which doubled the size of OCS’ Hard Services division, and created a combined entity with over 4,000 engineers, and annual revenues exceeding £600 million. Stirling-based FES FM and FES Support Services, which was formally rebranded under the OCS name on 1st July, has an extensive hard services pedigree, and a national presence in energy and decarbonisation projects.
Daniel Dickson, CEO of OCS UK & Ireland, explains: “We were keen to grow our hard services business, and felt that if we could replicate all the fantastic work they had in Scotland across the rest of the UK, we would have a very, very strong business.
“We also knew that FES was a very well-run business, with a very good reputation. Also, there was a lot of cultural alignment, and that’s something we look at when we’re considering an acquisition.”
Dickson knows of what he speaks, as he has a background in M&A. He joined cleaning provider Servest as Group Mergers & Acquisitions Manager in 2012, with the remit of bringing in other service lines. Following a spate of acquisitions, including security, catering, pest control, energy, and hard services, Servest morphed into an FM business.
An in-depth knowledge of M&A is useful, says Dickson, when making decisions on whether to carry out a rebrand, and in striking the right balance to keep the hearts and minds of the people within the business you’ve acquired. As OCS UK
& Ireland CEO, Dickson has seen through two major integrations – Atalian Group’s acquisition of Servest in 2018, and Atalian Servest’s merger with OCS in 2023.
“Taking the experiences from both those big deals, as well as the integration of all the acquisitions we’ve done over the last 15 years,” says Dickson, “when it came to acquiring FES, we had a lot of learnings. We’ve got a good blueprint, and while every integration has its di erences, you learn from experience.”
OCS BRAND VALUES
The FES acquisition was part of OCS’ intent to double its revenue in the next five years. Announcing the vision and strategy at the beginning of last year, OCS unveiled its new brand values, which are: “To deliver the best experiences, productivity, practices, resilience, and outcomes for customers, colleagues, and communities.”
Declaring your organisation has key values is nothing new, but what is important is instilling this into the brand, argues Dickson: “We’ve spent a lot of time over the last 12 to 18 months, embedding those values deeply into the business, so that when we’re making decisions, and within our senior team and board meetings, we always refer to them rather than just having posters on the wall.”
These values have been embedded into the company’s reward and recognition scheme. Colleagues who can demonstrate they’re living the values may, for instance, receive a ‘star of the month’ award. The pillars are also embedded into the appraisal process, with sta being asked to demonstrate how they’re living by these values in the work they do.
MEETING CHALLENGES
One of the first challenges for the acquisition was that it took place just before Christmas 2024, when colleagues and customers were about to go o for two weeks. Once January came, the greatest task, recalls Dickson, was in integrating the IT system, which is o en an issue with mergers, when organisations are bringing together a disparate range of IT systems across combined businesses.
“If you could click your fingers, and we’re all on the same systems on day one, it would be so much easier,” he says, “and this extends to something as everyday as Teams. However, we’ve now completed the full Microso integration, which was an important milestone.
“A frequent M&A challenge is o en around cultural alignment, but because of how aligned we already were, that’s been a lot more straightforward. FES was very open to integration. They wanted to be part of OCS and could see the benefits of what it
could mean for them. That made it a lot easier, because if you’re trying to integrate businesses, and people are putting up barriers and walls, then it really becomes hard.”
INNOVATION & ESG
The integration with FES has enhanced OCS’ technical capabilities, and the deployment of new AI solutions, particularly in areas such as predictive maintenance, energy optimisation, and decarbonisation, have already been well received by customers.
that. We’ve brought this business to invest in it and grow it, and that kind of mindset has given confidence to our customers.”
The merger has also opened opportunities in other sectors. Along with its strong track record in hard FM and energy management, the FES portfolio extends to managing data centres. While OCS has a lot of data centre experience outside the UK, in India, for example, combining this background with FES’ existing expertise is helping the company make inroads into the expanding European data centre industry. FES also came with a base in the pharmaceutical sector, where OCS has not previously focused on much in the UK.
When it comes to expanding the customer base, it’s also around cross selling. Now that we’ve got that deeper expertise within hard services, it gives us a lot more confidence to cross sell hard services into our existing soft services customer base, whereas previously there may have been certain parts of the country, or certain sectors, where we didn’t feel that we had that capacity.”
Dickson is also pleased to report that the customer response has been very positive, with OCS winning new clients o the back of its increased capability. Clients are also sharing their appreciation for the constant communication from OCS, as many have experienced instances where these kinds of integrations happen, and they’re le in the dark.
“Customers recognise that there is a good fit between the two businesses, and know that we’re not coming along to rip up the business and strip it apart, or anything like
Adds Dickson: “When it comes to expanding the customer base, it’s also around cross selling. Now that we’ve got that deeper expertise within hard services, it gives us a lot more confidence to cross sell hard services into our existing so services customer base, whereas previously there may have been certain parts of the country, or certain sectors, where we didn’t feel that we had that capacity.
“Now we’ve more than doubled the size of a hard services business, we’re seeing a lot more opportunities. For instance, in the retail sector, we already had a large presence in o ering so services, and we’re now seeing a lot of them are interested in talking to us about hard services.”
ESG STRATEGY
OCS has also succeeded in tying the rebrand
While we may look at some more acquisitions in the future, for the moment it’s about maximising the benefits that FES brings us – going out and winning new customers o the back of it, and demonstrating to the industry that we are really good at hard services.”
in with its group-wide refreshed ESG strategy. This was the culmination of OCS’ global ‘resilience week’, an annual campaign which took place in the first week of June, focusing on the group’s behaviours, tools, and values.
The event, explains Dickson, “was a refresher on all the things people should be doing and thinking about every day, ranging from cyber security to the environment and carbon reduction.
“O the back of that resilience week, we got quite a few suggestions internally that we felt were really good ideas to build into our overall ESG strategy. We then agreed to refresh this strategy o the back of the feedback from that resilience week, but also o the back of the FES integration. FES had their own ESG strategy, so the idea was to take the best of both.”
A key focus of this strategy is around training and awareness of ethical governance among colleagues, including the rollout of a revised code of conduct covering anti-bribery and being ethical as a business. This includes better awareness of modern-day slavery, responsible procurement, and cyber and data safety awareness.
Training and development of the expanded team is also crucial. Dickson explains: “On the first day we acquired FES, I held a town hall meeting and said to them ‘the main thing that will happen is this business will grow significantly, and that growth provides opportunities for any individual who wants to progress in their career’.”
OCS is investing heavily in the apprenticeship pipeline, with plans to significantly grow the number of apprentices not only among young people straight from education, but also existing colleagues.
Says Dickson: “It’s important to remember that anyone can do an apprenticeship at any age, and we believe in supporting existing colleagues, putting them through apprenticeship programmes and upskilling them. This is because we’re very focused on promotion from within.
“Some of my proudest moments I’ve reflected on over my time within this industry is seeing someone come in who, a er going through an apprenticeship and training, sees their career develop. This also really helps with retention, as showing those
career paths are available lets people see how their career can really develop within OCS, which results in higher retention rates and helps drive our culture. The fact is, your best people are those that are already in the business.”
CONCLUSION
While M&A has been the focus for OCS in recent times, for the foreseeable future, organic growth is a priority. Dickson teases the announcement of two or more large contracts that will be made during the second half of this year. He also reveals that the company is in the process of finalising a new energy strategy to be rolled out during the latter part of this year and into 2026. There are also plans to refresh the approach to social value o the back of the integration, by taking learnings from both companies, along with “fantastic new social value initiatives that we’re planning at the moment to launch in the second half of the year”. He concludes: “While we may look at some more acquisitions in the future, for the moment it’s about maximising the benefits that FES brings us – going out and winning new customers o the back of it, and demonstrating to the industry that we are really good at hard services. Whether that’s existing customers or new customers, it’s really pushing that organic growth, which is the focus for the second half of the year.”
AUTUMN MAINTENANCE AND WINTER PREPARATION
GET YOUR CAR PARKS READY WITH:
Sweeping
Jet washing
Tree surveys
Grit bin supplies
Drain surveys and maintenance
Pothole repairs and resurfacing
EV TRANSITION
As the UK accelerates towards a greener future, the adoption of electric vehicles (EVs) is a crucial step towards achieving net zero. Graham Paul, Service Delivery Director at TEAM Energy explores some e ective ways employers can support their sta in the uptake of EVs
With transport accounting for 29 per cent of the UK’s greenhouse gas emissions in 2023, more than half of which came from cars and taxis the sector remains a critical focus in the nation’s commitment to achieve net zero carbon emissions by 2050. Electric vehicles (EVs), which produce zero emissions at the tailpipe, are central to this transition.
A GROWING MARKET WITH HUGE POTENTIAL
The UK’s EV market remains small but is gathering pace. As of June 2024, battery electric vehicles made up three per cent of the car fleet, with hybrids at eight per cent. Yet the real shi is in new sales, 19 per
cent of all cars registered mid-2024 were fully electric, up from just one per cent in 2018. This growth signals rising consumer confidence and a timely opportunity for employers to get behind the transition. Supporting employees in the shi to electric vehicles not only advances an organisation’s environmental sustainability goals but also strengthens its corporate social responsibility and enhances employee satisfaction.
THE LEGISLATION’S KEY PHASE-OUT DATES
The UK government has set a two-phase approach to end the sale of new petrol and diesel vehicles:
By 2030: The sale of new petrol and diesel cars and vans will be banned.
By 2035: All new cars and vans must be fully zeroemission at the tailpipe. This includes electric vehicles and hydrogen fuel cell vehicles.
Hybrid Vehicles: Plug-in hybrids and other lowemission vehicles that can drive a significant distance with zero emissions will still be allowed until 2035. The government has clarified that fossilfuel plug-in hybrids can be sold until 2035, o ering manufacturers and consumers a more gradual transition.
WORKPLACE CHARGING AND TAX BENEFITS
One of the biggest barriers to EV adoption is the availability of charging points. The provision of free charging for electric vehicles at or near the workplace is exempt from Benefit in Kind (BiK) taxation. This means that employees can charge their EVs without incurring additional tax liabilities, and employers do not need to report this benefit to HMRC. This exemption applies to both company-owned and privately-owned electric vehicles and is a powerful incentive for employers and employees alike.
BENEFITS OF SUPPORTING EV ADOPTION
Attracting and retaining talent: O ering free EV charging can be an attractive perk for current and potential employees, demonstrating your commitment to their wellbeing and the environment.
Enhance corporate image: Supporting sustainable practices can enhance your organisation’s reputation and brand image, making it more appealing to clients, partners, and investors who value environmental responsibility.
Contribute to environmental goals: By encouraging the use of electric vehicles, you are contributing to reducing carbon emissions and supporting the UK’s environmental goals.
PRACTICAL STEPS FOR EMPLOYERS
Supporting sta in the transition to electric vehicles isn’t just about ticking a sustainability box. It’s about creating a workplace that empowers informed, futurefacing decisions. Here’s how organisations can take meaningful steps to ease the EV journey for their teams and lead by example in the shi toward a low-carbon future.
Install charging infrastructure: By making EV charging accessible and visible at the workplace makes it convenient for employees to charge their vehicles during working hours. This helps to alleviate range anxiety and demonstrates the organisation’s commitment to sustainability.
O er financial incentives: Financial incentives can significantly encourage employees to switch to EVs. Employers can provide subsidies or interest-free loans for the purchase of EVs. Additionally, o ering salary sacrifice schemes where employees can lease EVs through their employer can make the transition more a ordable.
Educate and raise awareness: Many employees may be hesitant to switch to EVs due to a lack of knowledge about their benefits and functionality. Employers can organise informational sessions, workshops, and webinars to educate sta about the advantages of EVs, such as lower running costs, reduced emissions, and government incentives.
TEAM’s EV Savings Calculator is designed to provide an estimate of the potential savings employees can enjoy by switching from traditional petrol or diesel vehicles to electric vehicles.
Promote EV carpooling: Encouraging carpooling among employees who own EVs can maximise the use of these vehicles and reduce the overall carbon footprint. Employers can facilitate carpooling programs and provide incentives for employees who participate.
Partner with EV providers: Forming partnerships with EV manufacturers or dealerships can provide employees with exclusive discounts and o ers on EV purchases. This can make the transition to EVs more attractive and financially viable for sta .
Recognise EV Champions: Celebrate employees who make the switch to inspire others to follow their lead. Whether it’s through shout-outs in company newsletters, small incentives, or dedicated “Green Champion” awards, recognising these employees creates a ripple e ect that builds a culture of positive change.
WHY EVS ARE THE SMART CHOICE FOR COMPANY CAR OWNERS
One of the most significant advantages of EVs is their lower Benefit in Kind (BIK) rates. As of the 2024/25 tax year, the BIK rate for electric cars is set at just two per cent. This rate will gradually increase by one per cent each year, reaching five per cent by the 2027/28 tax year. In contrast, petrol and diesel vehicles typically have much higher BIK rates due to their higher CO2 emissions.
An employee driving a petrol or diesel company car with a BIK rate of 25 per cent would pay significantly more in taxes compared to an employee driving an EV with a BIK rate of two per cent. These savings can make a considerable di erence in an employee’s takehome pay.
In addition to tax savings, EVs generally have lower running costs compared to petrol and diesel vehicles. Electricity is cheaper than petrol or diesel, and EVs have fewer moving parts, resulting in lower maintenance costs.
TEAM has supported a successful EV transition with a salary sacrifice scheme and the provision of 10 free charging points, giving their employees the opportunity to make sustainable choices. Supporting your sta in the uptake of electric vehicles is a win-win for both the environment and your business. By providing the necessary infrastructure, financial incentives, and educational resources, employers can play a crucial role in accelerating the transition to a greener future. Embrace the change and lead by example, showing your commitment to sustainability and innovation.
A MODEL OF SAFETY
BIM and laser scanning meet a critical need for accurate, data-driven solutions that enable the integration of fire safety systems at every stage of a building’s lifecycle, says Ryan Donoghue, Head of Digital Engineering at AJ Digital
The Grenfell Tower tragedy in 2017 prompted sweeping changes to fire safety, culminating in the UK’s Building Safety Act 2022 and updated Fire Safety Regulations that impose stricter compliance standards, including rigorous assessments, detailed documentation and proactive risk management.
Technologies like Building Information Modelling (BIM) and laser scanning providing detailed 3D models and real-world scans can help in the design, test and implementation of robust fire safety systems. Whether assessing cladding materials for combustibility, modelling evacuation routes or retrofitting older buildings to meet updated safety requirements, they help create safer environments and ensure compliance.
BIM BENEFITS
BIM o ers an advanced, collaborative approach to designing and managing construction projects. By providing a 3D digital representation of a building, BIM embeds fire safety measures directly into the design from the earliest stages.
It allows for example, for the integration of crucial fire safety features - such as sprinkler systems, fireresistant materials, smoke detectors and evacuation routes - into the virtual model. This ensures that safety measures are planned in harmony with other building components, reducing potential conflicts and costly changes during construction.
BIM can model how fire, heat and smoke will behave in a building, providing invaluable insights
into potential risks and the e icacy of proposed safety systems. This predictive capability enables the optimisation of evacuation routes and where to position fire suppression systems.
BIM also includes tools that reference fire safety regulations and codes, allowing for continuous validation of compliance throughout the design and construction process. This reduces the risk of oversights that could lead to penalties or dangerous design flaws.
LASER SCANNING
Laser scanning, a process that uses advanced LiDAR (Light Detection and Ranging) technology captures highly accurate, real-world data of a building’s structure, generating a digital twin that reflects every detail of the physical environment.
The technology is particularly helpful when retrofitting fire safety systems into existing structures, especially older or heritage buildings.
Laser scanning can provide a comprehensive 3D map of the structure, revealing spaces where systems like sprinklers or fire barriers can be installed without compromising the building’s integrity.
By capturing the layout of a building down to the millimetre, laser scanning helps safety consultants identify fire hazards, such as bottlenecks in evacuation routes or areas with insu icient fireproofing. Laser-scanned data can also be directly imported into BIM models, creating a unified resource for planning, analysis and communication. This ensures that any adjustments made during
retrofitting are reflected in the updated digital model, preserving accuracy for future maintenance or renovations.
The integration of BIM and laser scanning technologies enables more accurate fire risk assessments. By combining the predictive capabilities of BIM with the real-world accuracy of laser scanning, various fire scenarios, including the spread of flames and smoke can be tested to help identify weak points.
With highly detailed models, safety measures can be designed to the specific building layout. Both technologies facilitate better communication between architects, engineers, contractors and safety o icials, ensuring that fire safety considerations are addressed collaboratively and comprehensively.
FM FIRE SAFETY
Fire safety does not end with construction - it requires constant vigilance through regular inspections and maintenance. BIM and laser scanning provide critical tools for this phase as well.
The digital twin created through laser scanning and BIM serves as a living document that records the location and condition of all fire safety systems. Facilities managers can refer to this model to plan inspections, track wear and tear and schedule replacements or upgrades. Automated systems tied to the BIM model can also alert FMs to required maintenance tasks, such as replacing fire extinguishers or inspecting fire doors, reducing the risk of overlooked issues.
For older and historic buildings, implementing modern fire safety measures presents unique challenges. Preserving architectural integrity while meeting stringent fire safety standards requires careful planning and innovative approaches.
In such cases, laser scanning captures the existing layout of heritage structures without the need for invasive or destructive surveying techniques. This ensures that historical features remain untouched during the planning phase. Using BIM, fire safety features can be modelled and tested for their impact on the building’s aesthetics and functionality before physical installation.
SUSTAINABILITY AND COST-EFFECTIVENESS
As well as improving safety, BIM and laser scanning contribute to more sustainable and cost-e ective building practices. By accurately planning the integration of fire safety systems, these tools reduce material waste and minimise the need for costly retrofits. Maintenance schedules based on precise data prevent unnecessary inspections or replacements, optimising resource use. Regular updates to the digital model also ensure that fire safety measures remain e ective throughout the building’s lifecycle.
Incorporating BIM and laser scanning into construction projects represents a significant leap forward in fire safety. These technologies provide unparalleled accuracy, predictive capabilities and collaborative opportunities, making buildings safer for occupants and easier to maintain over time.
THE HUMAN TOUCH
ISS Facility Services on the role of human-centric design in FM
Charles HammerslaKey Account Director for
We typically spend over 90 per cent of our time indoors, and facilities managers are central to ensuring that buildings are clean, welcoming, and provide enhanced productivity that allow end users to go about their activities in a frictionless way.
The concept of human-centric design has been developing over the past decade and is arguably even more relevant today in the context of FM. From a property and building perspective, human-centric design can be used to create environments that meet the physical, emotional, and social needs of end users.
This can involve designing to enhance creativity, reduce stress, improve accessibility and comfort, and foster community.
For FMs there are five areas to consider as a starting point:
Lighting
The provision of natural light helps reduce operational costs and it impacts the health and happiness of building occupants. Light is one of the main drivers of the circadian system, which starts in the brain and regulates physiological rhythms throughout the body’s tissues and organs, a ecting hormone levels and the sleep-wake cycle. End users should have access to natural light wherever possible but where this is not available - specific lighting can mimic the circadian rhythm. Lighting and controls can be set to transit through cool and warm shades of white light throughout the day, thus mimicking natural sunlight.
Designing thoughtful visual connections to nature, along with connections to natural light (lightwells or dynamic LED systems that mimic sunlight) can help boost wellness.
Indoor Air Quality (IAQ)
E icient and well-designed heating, ventilation and air-conditioning (HVAC) strategies can promote health and wellbeing within an existing space through
better IAQ. Wherever possible, FMs should influence refurbishments and new construction projects to invest in better HVAC design and technology. Some of these technologies are not new, but could include dedicated outside air systems, increased natural ventilation, radiant systems, displacement ventilation systems, IAQ sensors, and other strategies that promote better IAQ and thermal comfort.
Refurbishment or replacement is an ideal scenario, but typically FMs are overseeing existing buildings that may be old and therefore contribute to poor IAQ.
An HVAC filter upgrade is one of the least expensive ways to improve IAQ and, along with replacing filters when needed, one of the easiest solutions. Highperformance air filters include active carbon filters. Care should always be taken to balance a refreshed filter with the airflow requirements of the systems so as not to impact sustainability or performance.
Noise and Acoustic Comfort
Noise can be distracting and frustrating for end users. Research shows that environmental noise exposure can influence quality of life and health. The World Health Organization lists several noise-related issues, interfering with communication, disturbing sleep, and causing cardiovascular health problems. It’s critical to limit exposure to physically harmful noise levels and address chronic noise issues.
Simple things that FMs can do include ensuring that noisy works only occur a er hours, or that preventative maintenance is undertaken on plant and equipment that has the potential to create noise if not maintained (e.g. HVAC ductwork or di users).
Strategically placed acoustic panels, ceiling ba les, sound-absorbing desk dividers, and furniture with sound-absorbing properties help to reduce reverberation and manage noise.
Furniture placement, rugs, and sound-blocking curtains can also help, while solutions like custombuilt wall panels also are budget-friendly. Prioritising ceiling treatments in open-plan areas is o en the most e ective starting point.
Community and Belonging
Coming to a commercial o ice has a social component and is fundamentally supportive of collaboration. These spaces also promote socialisation, contributing to occupants’ mental health and wellbeing by combating workplace loneliness.
Also consider ways to activate lobby and breakout areas. Providing healthy co ee, tea, and food options will encourage end users to move more throughout the day, as will centralised kitchens, kitchenettes or tea points throughout the spaces, to foster end user interactivity.
Movement and Ergonomics
A variety of strategies, ranging from low to high e ort, can help promote movement and improve ergonomics. Removing individual rubbish binsfrom workspaces can encourage employees to move around while investing in o ice chairs or furniture for areas that are used frequently will enhance end user comfort. These assets o en have significantly longer warranties or are repaired easily, enhancing sustainability and reducing the overall cost base of an organisation.
Providing artwork and natural images draw people to walk more along various circulation pathways. When repainting, consider neutral and calming colours like cream, white, and light greys. These colours promote a sense of tranquillity and can be beneficial for spaces where people need to relax or focus. Avoid overly stimulating colours like bright reds, yellows, and oranges, which can increase stress and anxiety.
BRING THE HUMAN BACK INTO YOUR FACILITY
Facilities managers should approach human centric design by putting the end user at the centre of decision-making so it can help to enhance their wellbeing. Finally, consider metrics to measure your success including user satisfaction or employee experience.
Building & Facilities Surveyor
Salary: £43,621 - £50,383 per annum, dependent on experience
Welcome payment: Additional 10% of starting salary (£4,362 - £5,038 dependent on experience)
Hours: 37 per week, open to flexible working patterns and hours
Hybrid working: Flexibility with homeworking and office-based days.
Contract: Permanent
The Role
With your previous experience with buildings and their associated mechanical and electrical installations within an office, retail or public buildings setting you will lead on reactive repair, planned maintenance, compliance and capital replacement of variety of mechanical and electrical installations, ranging from electrical, plumbing, heating, ventilation and lifts.
The Experience you will bring
In addition to your academic achievements, you will have a minimum 1-year hands-on experience of delivering reactive, planned preventative maintenance and capital replacement works relating to a variety of Building and M&E services. You will be self-motivated with experience of planning and managing your own workload within the context of a small Property Services Team. Experience of appointing and managing contractors and consultants to successfully deliver the procurement and project management of works to successful completion.
About Us
North Hertfordshire is a large rural district with approximately 125,000 residents with four historic towns, Hitchin, Baldock, Royston and Letchworth Garden City. The Council has a clear vision: We put people first and deliver sustainable services, to enable a brighter future together.
Why work with us?
We are committed to promoting equality, diversity, and inclusion in our recruitment practices and in our employment policies. We want our employees to feel safe to express themselves and we encourage applicants from diverse backgrounds with a wide range of talents. We are dedicated to promoting a healthy work/life balance, valuing our employees, and enabling them to make a difference to the local community.
Please note that all our vacancies require you to live and work in the UK, and selection interviews are face to face in our Letchworth offices or other nearby council sites. At North Herts Council we are proud to be a Disability Confident employer, and we guarantee an interview to anyone disclosing a disability whose application meets the minimum requirements for the job.
If you would like an informal chat about the post, you can contact Michael Clark, Buildings & Facilities Manager on 01462 474720, or Ian Davis Compliance Contract and Project Manager on 01462 474340.
Closing Date: Noon 29th September Interviews: 15th October
optional fitting to a full refurbishment programme, talk to our specialists today. Need your fan coil unit
We have a huge range of spare parts in stock for your Ability fan coil units. With our extensive supply chain reach, talk to us about any non-Ability fan coil requirements too.
PREVENTING WINTER INVESTATIONS
Winter is the season with the highest number of rodent infestations. John Stewart, Technical Training Manager at Pelsis Group o ers advice on ways to maintain pest control in commercial, industrial and residential properties
Winter
is a challenging time for rodents.
During the colder months they’ll tend to search for warmer, drier conditions and alternative food sources, which drives them indoors and therefore closer to humans. Alongside this, because rodents tend to feed at night, the shorter days can mean they are looking for food at earlier times, increasing the chance of human encounters.
For FMs this means an increased risk of occupants spotting infestations. It also opens enhanced health and safety risks and potential regulatory action by environmental health o icers if the sites involve food preparation and handling.
As with many areas impacting facilities managers, proactivity is essential, which requires adopting an integrated rodent management strategy which comprises four key principles: exclusion, destruction, restriction and monitoring.
RODENT-PROOFING SANITATION AND WASTE MANAGEMENT PLANS
To help exclude and restrict rodents it is important to target their winter food and bedding sources, which means stepping up your sanitation plans. As even minimal food sources can be problematic for hungry rodents, it is advisible to set in place a “clean-asyou-go” policy to quickly tackle spillages and debris. Complementing this is the need to undertake more rigorous cleaning inspections across areas most likely to encourage infestations.
For example, if a facility stores bulk food goods on racking systems, special attention needs to be paid to the bases which can accumulate debris and attract rodents. Another key attractor for rodents is waste paper and plastic. If large volumes are le unmanaged, packaging material can provide the
perfect nesting area so it’s important to ensure a regular inspection of compression box balers and storage trailers.
As part of these enhanced sanitation measures, FMs also need to look at how they are handling and inspecting external waste bins and compactors. These should be located away from main buildings on concrete pads with central drains and located near to hoses for daily cleaning.
Because bins are a key risk area for rodent feeding, be on the lookout for the signs of an infestation such as gnaw marks, droppings or burrows and report it immediately. When inspecting bins, it is important to see if the lids are tight fitting and the drainage bungs are checked as these are a common entry point for rodents.
To mitigate the rodent risks with sanitation sites, invest in durable, rust-proof material such as plastic or stainless steel.
OPTIMISING BUILDING FABRICATION AUDITS
Building audits are integral to winter preparation plans and when facilities managers undertake them, it is important to include rodent exclusion and restriction tactics. Proactive repairs should be done in the autumn, as where draughts can enter, so can rodents.
Similarly, checking the seals on doors and windows and minimising the time they remain open will help prevent opportunistic rodents from entering. Installing flyscreens doors can also prevent rodent entry while allowing for su icient ventilation.
It’s important to ensure drains are adequately cleared to prevent pooling, as well as adapted with specially designed non-return valves to stop pests from entering.
Alongside looking at fixtures and fittings, facilities
managers need to check for redundant and unused machinery. Not only is it a source of clutter, but it also o ers rodents an ideal harbourage point.
To help with building audits and pest management, the use of increasingly sophisticated, and accessible, thermal imaging cameras is recommended. These allow easy identification of rodent harbourage without the need to remove fixtures and fittings.
EMBRACING SMART MONITORING
Monitoring is an essential step in integrated rodent management through regular trap inspections and surveying areas at risk of infestation. However, given the enhanced winter risks, ensuring an e ective monitoring regime can be challenging.
This is where adopting digital monitoring solutions, which are an evolving frontier enabling smarter pest management, is an increasingly meaningful step.
Rodent traps with digital systems in place empower a more proactive approach to management strategies, overcoming their nocturnal, cryptic nature which makes physical monitoring a challenge.
They provide real-time alerts with motion detection and trap activity to centralised monitoring points such as a smartphone, tablet or laptop, allowing users to quickly and easily pinpoint activity allowing for a more timely, tailored response.
By having 24/7 monitoring with digital solutions and their ‘always on’ capability throughout the winter months and beyond, facilities can move beyond a reactive footing to help identify issues before they become challenges.
Targeting the areas which o er rodents food and shelter during the colder months and embracing the latest pest control measures helps avoid breaching health and hygiene regulations and ensures a cleaner, more appealing environment.
MRI SOFTWARE BRINGS SMART FM TO LIFE AT FACILITIES & ESTATES MANAGEMENT LIVE
MRI
So ware is set to bring the future of smart facilities management to life at the upcoming Facilities & Estate Management Live Exhibition, where it will showcase how smart technology is reshaping the way estates and facilities are managed. Delegates will experience first-hand how MRI’s open and connected ecosystem is transforming estates and facilities operations with real-time data and insights, intelligent automation, and advanced analytics.
At the heart of MRI’s presence is its integrated facilities and energy management platform, design to help facilities teams gain more control over energy usage while adopting a preventative approach to maintenance. By leveraging IoT sensor technology and predictive insights, facilities leaders have the opportunity to reduce costs, extend asset life, and enhance sustainability, all while creating safer, sustainable and more e icient spaces.
MRI will be running live demonstrations that bring its footfall analytics technology to life. From optimised cleaning schedules in high-tra ic areas to predictive maintenance for HVAC and lighting, and even intelligent resource allocation, MRI’s solutions empower teams to deliver more responsive, e icient, and sustainable services.
Beyond operational e iciencies, MRI will also showcase the latest in innovation with PPE monitoring which can detect whether individuals are wearing the correct protective gear in designated zones. This has significant implications for compliance and safety, as the technology automatically flags non-compliance in high-risk areas and can also assess the e ectiveness of safety training by analysing usage trends.
Another powerful innovation from MRI’s FM ecosystem is its intelligent safety suite. Features being demonstrated live at the show include realtime trip and fall detection providing instant alerts to facilities teams, automatically logging incidents for reporting, and generating heatmaps to recognise high risk areas. This enables the team to make proactive improvements to layouts or signage. In environments where vulnerable individuals may need extra support, these technological advancements can be critical.
MRI is also introducing AI-powered fire detection, capable of identifying smoke or flames within just two seconds; significantly faster than traditional sensors. This early-warning capability supports
quicker evacuation protocols, reduces false alarms, and extends protection to remote or unmanned sites, giving facilities leaders greater confidence in safeguarding their people and assets.
Together, these innovations demonstrate how MRI’s solutions go beyond operational e iciency to set new standards in safety, compliance, and risk management; helping facilities teams protect both people and places.
James Massey, Managing Director for Facilities Management at MRI So ware, said: “Facilities management has become a strategic function that shapes the experience of buildings and estates. We’re excited to bring our latest FM innovations to Facilities & Estate Management Live,” continued Massey. “We’re showing how data and automation
can empower facilities teams to work smarter, respond faster, and create safer, more desirable and sustainable environments.”
Visitors to the exhibition are invited to stop by the MRI booth – B5 - to see these technologies in action and explore how they can transform their own facilities management strategies.
SYBRON TO OPEN MIDLANDS DISTRIBUTION CENTRE
Sybron, a leading supplier of cleaning, hygiene and catering products to some of the largest names in UK hospitality, is expanding operations with the opening of a second distribution centre in Sta ord in the heart of the Midlands.
LEGIONELLA AWARENESS COURSE OPPORTUNITY
A er many years of operating from a single depot in Harlow, Essex, Sybron’s second distribution centre will strengthen service to its growing number of national customers, o ering more e icient support to key areas such as Birmingham, Manchester, Liverpool, Nottingham, She ield, Derby and Leeds. The Sta ord depot is strategically located to increase delivery frequencies, minimise mileage and cut emissions and the carbon footprint of the business, in line with the company’s commitment to sustainability.
“This is a big step forward for us and a reflection of our ongoing commitment to delivering the best possible service to our customers nationwide,” says Sales & Marketing Director, George Mason.
“We’re really excited about this next chapter for Sybron, focusing on ensuring the long-term success of the business, whilst at the same time preserving and expanding on the business legacy built by the founders.”
The fit-out of the new unit will begin shortly and the management team expects it to be fully operational by November 2025. This major initiative follows Sybron’s recent management buyout, safeguarding the long-term future of the business.
2Pure Products has launched revolutionary dual-purpose OdorBac Toilet & Scale, designed to make sanitary facilities cleaner and healthier.
Formulated with an ultra-powerful biosurfactant combined with the descaling power of lactic acid and malic acid, OdorBac Toilet & Scale eliminates scale deposits and organic residues, delivering ultimate cleanliness and shine.
“Designed for professional settings and safe enough for everyday use, the formula for OdorBac Toilet & Scale is free from hazard warnings and contains 98% naturally derived ingredients,” says 2Pure Products Director James Law.
“OdorBac Toilet & Scale is tough on limescale and odours, yet kind to users, surfaces and the environment. The ultra-powerful bio-surfactant is up to 500x more e ective than traditional alternatives, e iciently removing even the most encrusted organic residues. Ideal for use in toilets, urinals, sinks and tiles, OdorBac Toilet & Scale leaves your washrooms fresh, hygienic and sparkling –without compromise.
“Beyond the proven e icacy, 2Pure Products also deliver a measurable sustainability advantage. Our cleaning products are cra ed with care, using 100% recycled plastic, while eliminating single-use plastics. In addition, OdorBac Toilet & Scale is designed to be used with 2Pure’s LoopBox™ closedloop refill system to eliminate plastic waste, and ensures empty bottles are returned, cleaned and reused.”
Landlords, business owners and anyone else involved in water system management are being urged to sign up for a legionella awareness course launched by a leading Northamptonshire health and safety consultancy.
Acorn Safety Services, which provides health and safety services to businesses, charities and organisations across the UK, is recommending the course for anyone responsible for the maintenance of safe water in buildings, including landlords, business owners, facilities managers, and health and safety professionals.
The newly configured course covers the history of legionella, hot water and cold water systems, temperature monitoring and record keeping, plus details on legionella itself, the medical aspects of Legionnaire’s Disease, statute and nonstatute documents, water hygiene and water fittings regulations.
The three-hour course has an additional option to add a monthly monitoring demonstration to enable participants to have a practical walk through of the information learned. www.acornhealthandsafety.co.uk
ROBERT SCOTT’S P-WAVE BRAND HAS PLACED OVER ONE MILLION LIFE-SAVING URINAL MATS IN 18 MONTHS
With the help of their amazing distributor network, Robert Scott’s P-Wave® brand has now placed over one million of its NHS England branded urinal mats in men’s washrooms across the country, from pubs, o ices and restaurants, to shopping malls and stadiums.
“According to the O ice for National Statistics there are over 25 million men in England and we estimate that at least a quarter use a urinal once a day, so our 30 day urinal screens are taking this essential health message – “Blood in your pee? Contact your GP practice” – to many millions of men every day,” says P-Wave Brand Manager Mark Wintle at Robert Scott.
“Our unique partnership with NHS England began 18 months ago – as part of a major earlier cancer diagnosis drive. Diagnosing cancer early means it is easier to treat and can save lives. We are proud to have played such an important role in encouraging men to consult their GPs if they see blood in their urine, with our specially branded Slant6 urinal and trough screens.
“The campaign has gained huge momentum as many large businesses have come on board to support this important and potentially life-saving initiative. The more men see the message, the more e ective the campaign becomes.”
https://www.p-wave.co.uk sales@p-wave.co.uk
WAREHOUSE. & YARD. MULTIMODAL, AND E-DELIVERY JOIN FORCES TO CREATE THE UK’S ULTIMATE LOGISTICS EVENT AT THE NEC
In a move set to transform the UK logistics and supply chain exhibition landscape, Warehouse. (formerly IWLEX) and Yard. (formerly YARDX) will, for the first time, co-locate with Multimodal — including the E-Delivery Expo — at the NEC Birmingham in 2026.
This strategic collaboration marks the creation of the UK’s most comprehensive end-to-end supply chain logistics showcase and establishes the destination exhibition for the entire UK logistics ecosystem — from freight forwarding and warehouse automation to yard safety and last-mile fulfilment.
Together, this move forms the UK’s most complete supply chain and logistics exhibition destination. This is the only place where the entire UK logistics journey comes together — and business gets done.
New Names Reflect a Unified Future
As part of this strategic realignment:
• IWLEX rebrands to Warehouse.
• YARDX rebrands to Yard.
• Multimodal, including the E-Delivery Expo, continues to represent the UK’s leading platform for freight, transport, logistics, and last-mile fulfilment.
One Destination, Four Integrated Focus Areas
This co-located showcase brings together four synergistic focus areas under one roof:
• Multimodal – Freight, transport, logistics, and lastmile delivery
• Warehouse. – Intralogistics, automation, materials handling, and warehouse operations
• E-Delivery – (as part of Multimodal) focused on e-commerce and fulfilment technologies
Together, they o er unmatched access to over 15,000 logistics professionals, including 6,000+ crosssector buyers actively investing across every link in the supply chain.
"This co-location o ers our exhibitors unprecedented value," said Nairn Foster, Managing
Director of Warehouse. and Yard.
“What this new alignment o ers is immediate proximity to a much wider, but still highly relevant audience — from 3PLs and freight forwarders to e-commerce and transport professionals — many of whom are actively investing in automation, site flow, fulfilment, and safety.
“For our exhibitors, it means more meaningful conversations, more of the right buyers, and a unique chance to showcase their solutions in the context of the full logistics supply chain journey.”
NORTHWOOD INTRODUCES RECYCLED RESIN ACROSS RAPHAEL RANGE
Northwood Hygiene Products Ltd – the leading manufacturer and supplier of away-from-home (AfH) professional paper hygiene and wiping products – has announced that its range of Raphael dispensers are now being made from recycled resin.
The move has further underlined Northwood’s commitment to develop more sustainable product solutions, enabling its wide customer base to meet their sustainability targets.
Any solid components in Raphael dispensers are now made from 100% recycled material, meaning the white Raphael dispensers are 100% recycled and the smoke and blue dispensers are 50% recycled.
The dispensers are being introduced as a running change and customers will automatically transition to the new generation when placing new orders.
Lee Jones, category manager at Northwood, says: “As a leading manufacturer of recycled tissue, our business is all about circularity, so it’s very important to us to do everything we can to preserve our resources and minimise the amount of waste our
business generates.
“These new dispensers are another example of how we are doing our bit to use more recycled content and keep plastic away from landfill. They are ideal for end users who are eager to reinforce their environmental credentials by specifying washroom products that are made as sustainably as possible.”
As part of its move to be even more sustainable,
Northwood recently expanded its Green Loop end to end recycling initiative, which was developed to boost recycling rates of washroom waste products.
Under the full-circle service, customers can easily recycle roll inserts, dispensers and used paper towels, helping to divert waste from landfill.
A true UK manufacturer with a domestic supply chain, Northwood is focused on a full circle economy to reduce waste, decrease energy consumption and lower its carbon footprint. Northwood is involved throughout the supply chain - raw material, manufacturing, end user product converting, storage and transportation, using green technologies at every stage to lower its footprint.
All Northwood tissue mills are now ISO 14001 accredited, adhering to a zero-waste manufacturing process.
Developed to cater for any washroom environment, whether it is large, small, high or low footfall, the comprehensive Raphael proprietary washroom system from Northwood delivers improved washroom hygiene standards, whilst also saving money and reducing waste.
INDUSTRY-FIRST GREEN HYDROGEN DEALS
SIGNED BY ANDREX AND KLEENEX PRODUCER, KIMBERLY-CLARK
Kimberly-Clark UK & Ireland, manufacturer of leading household name brands including Andrex® and Kleenex®, becomes the first major consumer products company in the UK to make a significant commitment to green hydrogen, signalling its commitment to a more sustainable future.
CLEARHILL LAUNCHES NEW FUNHUB TO DRIVE COMMUNITY ENGAGEMENT
The company together with its energy partners, Carlton Power and HYRO (a joint venture between Octopus Energy Generation and RES), is investing over £125 million into the emerging energy solution at its two plants in Barrow-inFurness, Cumbria and Northfleet, Kent. Combined, the two sites produce nearly one billion Andrex toilet rolls and over 150 million boxes of Kleenex tissues every year. Through the investment, Kimberly-Clark expects to see a 50% reduction versus its 2024 consumption of natural gas across its UK production lines from 2027.
The two long-term o aker hydrogen supply agreements signed with energy partners Carlton Power, and HYRO will mean a green hydrogen facility is installed next to Kimberly-Clark’s Barrow plant, while a separate facility will be built on Kimberly-Clark’s Northfleet plant.
The Barrow hydrogen project will supply 100GWh of hydrogen per annum while the Northfleet project will supply 47GWh per annum. Collectively the displacement of natural gas with hydrogen will reduce carbon emissions by 28,500 tonnes per annum, equivalent to removing approximately 20,000 petrol cars o the road every year.
www.kimberly-clark.com
BEYOND COMPLIANCE: HOW TECHNICAL TRAINING DRIVES FM PERFORMANCE
In today’s fast-paced facilities management landscape, technical competence, safety, and compliance are essential. PPL Training specialises in delivering accredited courses that equip your team with practical skills and relevant regulatory knowledge to operate safely, e iciently, and confidently.
Our training addresses the specific challenges faced by FM, from Legionella control and electrical safety to safe systems of work. We combine high-quality learning with the latest guidance from UK regulatory boards, ensuring your team stays updated on operational standards.
With courses scheduled nationwide, including Livingston, York, and Slough, or as bespoke on-site courses led by our experienced and knowledgeable tutors, PPL Training ensures your employees remain compliant and proactive in risk prevention. This investment in training protects both your personnel and your facility assets, laying the foundation for a resilient and high-performing team.
www.ppltraining.co.uk
Clearhill, trusted by over 400 shopping centres and grocery locations across the UK and Ireland, has unveiled its first-ever FunHub at Kingfisher, Redditch. The dynamic new entertainment concept is designed to boost footfall, extend dwell time, and strengthen community connections in retail environments.
Located in the heart of Redditch, Kingfisher Redditch is home to 120 retail and leisure stores, including VUE Cinema and Tenpin. The addition of FunHub supports the centre’s long-term vision to deliver more value to both shoppers and tenants through experiential innovation.
FunHub is a fully automated, cashless entertainment zone o ering interactive play and modern amusement experiences for families, especially those with toddlers to children aged 14. Designed to transform underused areas into high-engagement spaces, FunHub is expected to increase dwell time by 30-40 minutes and encourage greater visitor spend.
As shopping centres evolve into lifestyle destinations, the demand for intergenerational experiences continues to grow. Clearhill’s FunHub is at the forefront of this evolution, o ering bespoke entertainment setups designed to seamlessly integrate with a centre's existing tenants and unique aesthetics.
Each installation is supported by dedicated 7-day-a-week operational teams and leverages cutting-edge technology to capture real-time customer insights. This allows centres to truly understand their visitors and refine their o erings.
AMAZON FILTERS GAINS HEALTH AND SAFETY PRAISE
Inspectors from health and safety standards body BSI have praised a process filter maker’s ‘thorough and well-organised approach’ to safety management.
Their comments come in a report on the latest ‘surveillance audit’ designed to test Amazon Filters’ compliance with ISO45001:2018.
“All went very well once again and we had no non-conformances identified,” said Rebecca Andrews, Health & Safety and Facilities Manager. “The result not only rea irms our dedication to a safe and supportive environment for all but also showcases the hard work and vigilance of our team.”
The inspection included assessments of how di erent working areas operate PPE and hazardous substance control.
In the report, the BSI auditor states a ‘thorough and well-organised approach was evident throughout the audit process and played a significant part in the positive outcome’.
Based in Camberley, Surrey, Amazon Filters complies with a range of o icial standards and regulations in connection with its manufacturing activities. www.amazonfilters.com 01276 670600
BRITANNIA FIRE P50S DELIVER COST, TIME AND ENVIRONMENTAL SAVINGS
Environmentally-friendly composite fire extinguishers are transforming the UK market. Norfolk-based Britannia Fire first pioneered its P50 composite range 15 years ago. Today, its customers are benefitting from easier maintenance, lower costs, and sustainable solutions.
Traditional metal fire extinguishers are heavy, prone to corrosion, o en contain harmful chemicals, and require costly annual servicing. In contrast, composite fire extinguishers are strong, lightweight and don’t corrode. They just require a simple annual check by a Responsible Person, with a full refurbishment a er 10 years.
Sustainability is another key benefit. P50s use less carbon in production, last longer, are fully recyclable, and are free from harmful PFAS chemicals which are expected to be banned in UK extinguishers soon.
P50s also cover more fire types than most traditional models. Both the water mist and fluorine-free foam versions are suitable for class A, B and electrical fires up to 1000V. In many cases, this removes the need for a second CO2 extinguisher at each fire point, reducing costs and complexity.
One of the earliest P50 adopters, the University of Brighton, has just completed its 10-year refurbishment. Fire Safety Manager, Nick Greenwood, comments: “We opted for the P50 due to its impressive environmental credentials. It is also suitable for a multitude of fires, including electrical fires, meaning we only needed one at every fire point rather than
two. In addition, the cost savings were huge. We cut the number of fire extinguishers needed by half and have not had to fork out for expensive third-party servicing over the last 10 years, saving over £200,000.
“Easy to use, the P50 has been used to tackle numerous minor fires over the last 10 years. We have been so pleased with them that I o en share my experience with other universities, many of whom have followed suit and made the switch.”
BIOHYGIENE LAUNCHES BIOLOGIX: A SMARTER TRAINING PLATFORM TO ENHANCE MODERN CLEANING OPERATIONS
No two businesses are the same, so why rely on one-size-fits-all training? BioLogix is BioHygiene’s new digital platform designed to transform how cleaning teams learn, comply, and perform with confidence.
In today’s fast-paced world, organisations face mounting pressure to raise standards, prove compliance, and maintain consistency across sites. Yet many still depend on generic systems that don’t reflect their people, products, or processes. BioLogix changes that with a smarter, scalable solution built specifically for professional cleaning.
Train with Purpose. Perform with Confidence
Developed by industry experts, BioLogix gives organisations a central hub for onboarding teams, tracking compliance, and raising standards. Whether training five sta or five hundred, managers gain real-time oversight while teams receive consistent, branded training tailored to business needs.
Unlike o -the-shelf systems, BioLogix reflects the
realities of professional cleaning. It delivers flexibility, relevance, and visibility at every level, from new starters to compliance leads; helping organisations reduce risk, improve audit readiness, and protect brand reputation.
Key Features:
Customisable learning modules tailored to each business
Real-time dashboards to track progress and certification
Expert-led COSHH and safety training aligned with UK regulations
Fully white-labelled onboarding for a seamless brand experience
“Modern businesses face a range of complex
challenges, from compliance to operational consistency. Disconnected systems make it harder to link training with performance or turn daily action into measurable progress. BioLogix helps organisations cut through the noise and build improvements that last,” said Rosie Thomas, Director of Marketing and Customer Excellence at Biological Preparations.
Availability
BioLogix is available now, exclusively to BioHygiene customers, supporting businesses of all sizes across Facilities Management, Hospitality, Education, Retail, Healthcare, and more.
Ready to raise standards, cut risk, and simplify compliance? Speak to a BioHygiene expert and see how BioLogix can transform your cleaning operations.
RECORRA INSTALLS AI-POWERED ROBOTIC SORTING ARM AT PURFLEET MRF
Recorra, a UK commercial waste and recycling company, installed and launched an AI-powered robotic sorting arm at its Purfleet Materials Recovery Facility (MRF). The system is now fully operational and marks the first phase of a £1 million investment aimed at boosting safety, e iciency, and sorting capacity across the site.
Developed by British technology company
Recycleye, the new system combines artificial intelligence, precision robotics, and data analytics to identify and separate materials from the recycling received at the MRF with speed and accuracy. The installation includes a live analytics dashboard that tracks material composition and provides performance data, o ering Recorra new insight into waste trends and MRF performance.
The robotic arm features an AI vision unit, which uses advanced machine learning and camera systems to identify items as they pass under the machine. A high-speed robotic arm equipped with a vacuum extractor unit then uses suction to pick up and sort the items into designated bins. The system processes between 35 and 60 items per minute and operates continuously, improving throughput.
The technology improves operational safety by reducing manual interaction with waste and machinery, allowing sta to be redeployed to safer, higher-skilled roles. Additionally, while the arm is currently used to sort cardboard, mixed plastics, and co ee cups, the AI can be trained to recognise new materials over time, o ering long-term adaptability to changes in waste composition and recycling regulations.
This investment is part of Recorra’s broader £1
million MRF upgrade, aimed at increasing capacity and accuracy. The arm installation is the first step towards making MRF operations more automated, moving away from manual sorting to increase worker safety and improve material recovery rates.
Bill Swan, Managing Director of Recorra, said: “It’s exciting to see the new AI sorting arm installed at our MRF this week. This represents a major step forward in how we process recyclables, integrating advanced technology to improve the accuracy, e iciency, and safety of our MRF. It’s a powerful example of how innovation can drive real progress in our industry.”
FACILITIES & ESTATES MANAGEMENT LIVE
The inaugural Facilities & Estates Management Live takes place on 7th and 8th October 2025 at the Business Design Centre in London. This dedicated event for Facilities and Estates Management professionals is designed to span the entirety of FM activity.
The show is the initiative of Facilities Management Journal (FMJ) the leading FM title covering the FM and workplace sector. Being focused on FM and estates – the event will be closely tailored to what FMs want to see, do and learn, with insightful seminar sessions and the opportunity to discover relevant products and services.
Supporting this bespoke approach, Facilities & Estates Management Live has forged key partnerships from within the built environment, including industry associations, The Institute of Workplace & Facilities Management (IWFM), the Chartered Institution of Building Services Engineers (CIBSE) and The Royal Institution of Chartered Surveyors (RICS).
We’re also pleased to announce our headline sponsor is CBRE, the global leader in commercial real estate services and investment.
Our well-respected media partners include, Government Business, i-FM.net and the FM Forum representing FMs working in commercial, retail,
education and healthcare sectors as well as FM and property management decision makers across local and central government.
EXHIBITORS
The Facilities & Estates Management Live exhibition floor has been especially curated to provide a cross section of top suppliers of products and solutions aimed at FM and estates professionals.
SEMINAR PROGRAMME
There are two concurrent speaking schedules at the show: a seminar programme from thought leaders in FM and the built environment and a series of product
demonstrations from key suppliers in the market. The seminar programme is devised by FMJ editor Sara Bean in consultation with members of the FMJ editorial steering group who represent client side FMs from a range of sectors, including public sector, not for profit, professional services and healthcare.
Confirmed sessions for the seminar events so far include:
Keynote address by Laura Toumazi of CBRE GWS.
Panel discussion on recruitment and training in FM chaired by i-FM’s David Emanuel.
H&S legislation update from H&S consultant Kate Gardner of International Workplace.
Professional progress in FM with speakers from the IWFM, CIBSE and the RICS.
Expert advice on managing FM contracts by Mark Whittaker of Thomson FM consultancy & Former Chair of the IWFM.
Panel discussion on wellbeing at work chaired by renowned Psychologist Dr Nigel Oseland.
Advice on meeting energy and sustainability goals. Kam Singh Executive Director - EMCOR UK.
SODEXO PROMOTES ALEX VERJEE TO MD
Sodexo UK & Ireland has appointed Alex Verjee as Managing Director of its universities business to accelerate its growth in the delivery of food, FM and student accommodation management services to the higher education sector.
CLAREMONT APPOINTS NEW MD AND EXECUTIVE CHAIRMAN
Verjee has been promoted from her current position of Partnerships Director within Sodexo’s Schools & Universities business where her strong emphasis on student experience and a consumer-oriented approach to service delivery has helped Sodexo retain and extend contracts within both the university and independent schools’ sector.
Verjee commenced her new role on 1 September 2025 and is now part of the Schools & Universities executive leadership team.
AMEY PRIORITISES PRISON LEAVER EMPLOYMENT WITH REHABILITATION LEAD HIRE
Claremont, a leading workplace design and build company, has announced a strategic leadership transition that marks a new chapter in the firm’s growth and future.
Caprice Roberts has been appointed by Amey to the role of Rehabilitation
Lead, marking a significant step in its commitment to prioritising prison leaver employment across its operations and supply chain. In her new role, Roberts will work collaboratively with local communities, third sector organisations, the public sector, and private sector partners to support e orts to reduce reo ending, in alignment with the Ministry of Justice.
A top priority will be to lead initiatives designed to increase Amey’s new recruits from disadvantaged backgrounds in 2025. These programmes will also provide cohesive support for individuals with convictions, both within custodial settings and upon release into the community. Roberts brings unique frontline experience and strong expertise in rehabilitation and social impact. Her early career as a Prison O icer and work with third sector organisations including Beam and Inside Job, gave her direct insight into the justice system and the barriers prison leavers face.
Taking immediate e ect, Tim Frankland, currently Managing Director, will assume the role of Executive Chairman. Frankland played a pivotal role in Claremont’s transition into an Employee-Owned Business, successfully navigated the company through the Pandemic and led Claremont through some of its most successful and profitable periods.
Succeeding Frankland as Managing Director will be Lisa Flannery, the current Deputy Managing Director, who brings 36 years of experience and a proven track record of leadership within the organisation. In this new role, Flannery will oversee the company’s day-to-day management, operational direction, and continued client development.
Looking for FM candidates?
RECRUITMENT PICTURE
Michelle Connolly, the Co-Founder & Director of recruitment experts 300 North and a member of the IWFM Veterans in FM Committee answers our Q&A on the state of FM recruitment
Q: What is the current recruitment picture in FM, are rumours of a recruitment shortage correct in your opinion?
A: Yes, the FM sector is experiencing a real talent shortage across the board, particularly at midmanagement and technical specialist levels. While FM has always had its talent challenges, what we’re seeing now is a layered shortage across multiple areas, from technical engineering to client-facing roles and senior leadership positions. With the sector evolving rapidly and embracing digital solutions, sustainability practices, and more strategic roles, there's a growing demand for a more sophisticated skill set.
Q: At which level is it most di icult to find the right people?
A: Engineers are particularly hard to attract and retain. Their decisions are o en commercially driven and salary, overtime, van use, and package details are decisive. Employers are competing not just on job roles but on total o ering. Project managers and site managers with strong technical experience, especially in healthcare or education environments, are in short supply.
Management roles including commercial managers, account directors, and operations directors are also proving di icult to fill. Within PFI, the expectation for
LATEST JOBS ON FMJ
BUILDING & FACILITIES SURVEYOR
Salary: £43,621 to £50,383 per annum plus
Location: North Herts
http://bit.ly/42dcDgZ
HEAD OF FACILITIES MANAGEMENT
Salary: £89,037 to £92,538 per annum
Location: Redbridge
http://bit.ly/4lSS4gT
PFI ASSET MANAGER
Salary: £74k - 75k per year +
Location: Leeds
http://bit.ly/45MsCoH
stakeholder relationship skills paired with technical knowledge narrows the candidate pool further. In specialist areas like fire safety, the demand for candidates with expertise in both passive and active fire protection, plus the ability to conduct compliant surveys and risk assessments, has risen sharply.
Q: What kind of candidates are employers most interested in seeing?
A: Relevant experience is the number one requirement, especially for project managers and technical leadership who have already delivered in similar settings and understand sector-specific constraints, like live environments in healthcare, education, or secure facilities. Qualifications, particularly in compliance-heavy roles such as engineering or fire safety, where technical certifications (chartered status, degree-level qualifications, fire safety accreditations etc) are essential. For more strategic FM positions, clients want people who understand the bigger picture and can translate it into service delivery excellence.
Q: How important are so skills to employers and are you seeing candidates which fulfil these expectations?
A: So skills are critical and increasingly a deciding factor between equally qualified candidates.
Employers want people who can communicate clearly with clients, stakeholders, and teams both verbally and in writing and who can manage pressure in highstakes environments like hospitals, schools or retail. The ability to build strong relationships is paramount, especially on collaborative or long-term contracts like PFI where we continually get requests for resilient and people focused talent. Candidates who can demonstrate emotional intelligence, problem-solving ability, and time management is essential on reactive tasks or when overseeing complex project timelines. In fire safety roles especially, the importance of so skills can’t be overstated. Lives depend on the ability to deliver compliant work, manage diverse stakeholders, and stay calm under pressure. While some candidates naturally shine in these areas, others struggle, especially when transitioning from purely technical or trade-focused backgrounds and where the so er skills may previously not have been as much a necessity.
Q: Are employers using AI tools to help identify the right candidates and do you see this as a positive or as something to approach carefully?
A: Yes, we’re seeing more employers exploring the
use of AI to help to speed up the shortlisting process. However, FM is a people-driven industry where contract requirements, client environments, and team dynamics vary hugely. That means finding the right candidate isn’t just about keywords or qualifications, it’s about cultural fit, so skills, and whether someone can thrive in a specific environment. This is where experienced recruiters add irreplaceable value. We know our networks, we understand the personalities, and we o en have a long-standing view of a candidate’s career and performance across di erent contracts. AI may help narrow a list, but it can’t judge how someone will handle a high-pressure hospital site, lead a fire safety programme, or manage a demanding PFI client.
Q: You’ve been involved in encouraging the recruitment of ex-services personnel to FM, what key qualities do you think they bring?
A: Ex-military professionals bring structure, resilience, and a proactive mindset, o en alongside technical training and leadership experience. Their ability to manage pressure, stay solutions focused, and work to tight protocols is a natural fit, particularly in engineering, critical environments, or PFI contracts. The challenge we have as an industry is creating awareness of FM, showcasing the breadth of career opportunities and positioning FM as a natural career choice for veterans and service leavers.
Q: How do you predict the FM job market will develop over the coming year?
A: We anticipate sustained demand for both technical and strategic FM roles. Areas like energy management, sustainability, and compliance (particularly around building safety and fire regulations) will keep growing. Employers will need to widen their search, invest more in training, and o er compelling packages to secure and retain top talent. Flexibility, development pathways, and workplace culture will all play a role because in a tight market, it’s not just about attracting talent, it’s about keeping it. Economic uncertainty, inflation, and upcoming regulatory changes could cause some employers to tread more cautiously.
TAKING A FIR APPROACH
Saira Khan, FIR O cer at the Supply Chain Sustainability School on how the FIR programme is helping to train, support and equip the built environment for the future
Fairness, Inclusion and Respect, otherwise known as FIR, is a free industry-led programme that supports the built environment and FM sector. Driven by a collaboration of industry partners committed to developing clients and supply chains across the industry, access to the programme is free for everyone; all you need to do is to create an account with the Supply Chain Sustainability School.
FIR is committed to helping create workplaces where everyone can thrive. We do this by empowering organisations to attract, retain, and engage a diverse workforce, tackle workplace cultural challenges, enhance innovation and productivity, and improve their industry reputation.
But what do we mean by Fairness, Inclusion and Respect?
Fairness means making sure people’s needs are recognised and that they are treated as individuals. It’s about consciously removing bias and ensuring everyone has the support they need to be their best.
Inclusion is about making sure that everyone knows they are part of the team and are treated the way they want to be treated. It’s about creating an environment where everyone, regardless of their background or beliefs, can succeed.
Respect is about valuing people for who they are and showing regard for their feelings, wishes and rights. This includes listening carefully to everyone’s contributions, giving everyone a chance to speak, recognising e orts and sharing tasks fairly.
WHY FIR MATTERS
Over the past year FIR has supported the industry in multiple ways:
Supporting Smaller Businesses: We launched our SME Community Hub, an Inclusive Recruitment eLearning module and flyers which can be ordered or downloaded for free to help ensure that smaller businesses can access practical tools to help them embed FIR.
Celebrating Change Makers: Recently we launched a case study on inclusive recruitment, featuring CAVA Security. The case study explored their journey as an SME trying to embed FIR and how it has changed their business for the better. We’re also looking for more volunteers to get involved in these case studies, commissioned by CITB, the Construction Industry Training Board. If you’re interested, contact the FIR Programme and we’ll share the next steps.
Inspiring Change Conference and Awards: This year’s conference and awards were a huge success. We celebrated individuals and organisations who are creating real, impactful, positive change in the built environment sector.
Expanding our Resources: We regularly expand our programme resources. Recent additions include The ABCs of LGBTQ+, our Sexual Harassment Toolkit and guidance on Creating an Inclusive Workplace During Ramadan. This year we’ve also published more case studies focusing on themes like hidden disabilities and employee retention.
The FIR Programme o ers a range of support, all aimed at helping businesses create better, fairer, and more inclusive workplaces.
THE BUSINESS CASE FOR FIR
FIR is not just nice to have, it’s essential for doing business and intrinsic to meeting the challenges
of the future. Embracing FIR gives businesses a competitive edge and can help them meet their goals. The data that follows is a sneak peek at the results of our 2025 FIR Survey which shows how FIR is making a di erence in the industry.
Winning Work: FIR has become critically important for clients. It's an expected part of bids, tenders, and contracts, so businesses that cannot show that they have a real commitment to FIR are at real risk of losing out on opportunities.
People: The built environment sector is facing a well-documented skills gap. Attracting, recruiting, and retaining talent is important now more than ever. Embracing FIR can help widen talent pools as people want to work for organisations that are serious about FIR and stay longer in positions that are able to meet their needs.
Profitability and Growth: Embedding FIR into everyday business practices also heightens innovation and profitability. When employees feel valued and included, they're more inclined to contribute fresh ideas and solutions, ultimately propelling business growth.
PRACTICAL STEPS FOR BUSINESSES
So, how can you as a business embed FIR? We have lots of support available to help you get started, and reap the advantages of a fair, inclusive, and respectful workplace:
Increase your knowledge by using our extensive resource library, training and tools.
Dive into our FIR Toolkit. This is a free resource with practical guides, workshops, and webinars to help promote FIR at work.
Learn about what businesses in the sector are doing in our FIR Case Studies.
Attend an event or workshop. Our upcoming webinars include AI and Inclusion: Promise or Problem? (17 Sept 2025, 12–1pm) and Black History Month: Power & Pride (29 Oct 2025, 12–1pm).
Become a FIR Ambassador. This free training programme equips attendees to promote FIR, challenge poor behaviour, and help create a positive workplace culture.
Set learning pathways for your team. Use these to create tailored list of our resources that will help guide you and build your team’s knowledge.
To find out more contact us at: fir@supplychainschool.co.uk
New Building Safety eLearning made available for high-rise building managers
Recruitment firm Gi Group strikes Gold with Ministry of Defence Recognition
Recruitment firm, Gi Group UK has been awarded Gold by the Armed Forces Covenant’s Employer Recognition Scheme for pledging, demonstrating and advocating support to the defence and armed forces community.
The Leasehold Advisory Service (LEASE), a government-funded advisory body has launched a free digital training programme to support volunteer directors of Right to Manage (RTM) companies and Resident Management Companies (RMCs) in England.
The significant building safety regulatory reforms introduced a er the Grenfell Tower tragedy, place considerable legal duties on individuals managing buildings over 18 metres in height. For the first time, even when tasks are outsourced to managing agents or third parties, resident directors are legally accountable as Principal Accountable Persons (PAPs) or Accountable Persons (APs).
Nutrition is the missing piece in workplace wellbeing
A new report has revealed 34 per cent of employees chose workplace perks that were not o ered by their employer’s programme, signalling a huge mismatch between what’s on o er, and what’s wanted. This is according to Heka’s 2025 Employee Wellbeing Trends Report which draws on data from 40,000 wellbeing interactions.
Alex Hind, CEO of Heka says it is important to prioritise an employee wellbeing programme that is e ective and has real impact: “Employee benefits without intention get lost in the void, so it’s essential to stay informed with what employees actually want from their workplace benefits and align employers with that.”
Nutrition plays an integral role in our overall health and wellbeing and according to Heka’s report, 42 per cent of employees chose nutrition as a top benefit, but only one per cent of employer wellbeing programmes o er nutrition-based perks.
Poor health undoubtedly impacts our ability to perform at work – it’s linked to sickness and disease, as well as workplace accidents. Nourishing our bodies makes us more engaged and productive in the workplace. Nutrition simply cannot be overlooked as a workplace benefit; not only can it make people healthier, but it also drives business outcomes, says Heka.
Latest government data shows that in the 12-month period ending March 2025, 14,590 individuals le the UK Armed Forces. On average the majority of ex-service personnel are employed six months a er leaving the service (87 per cent) suggesting a societal demand for better support for ex-military individuals from all businesses across the UK.
Pete Taylor, Managing Director of Gi Group commented: “This recognition illustrates our active support for ex-service men and women within the workplace at the highest level. Ex-service people bring with them a great deal of discipline, reliability and a serious work ethic which can help them excel in any workplace, if given the opportunity.
“Our support shows our gratitude for armed forces leavers for the sacrifices they have made for our country and our collective safety, as well as furthering our commitment to equal opportunities and a level playing field for all candidates and our own teams. Showing our support over the years has been a real privilege, so achieving the gold award is a fantastic achievement for our whole team.”
ACAS LAUNCHES NEW STRATEGY AS POLLS SHOW WORKPLACE CONFLICT IS RISING
A new Acas-commissioned YouGov polling of over 1,000 employees in Great Britain finds that 44 per cent of workers who knew of conflict in their organisation over the last three years said it has increased.
To modernise how disputes at work are handled across Britain, Acas has launched a new strategy to help support economic stability by reducing the cost of conflict – estimated to be £28.5 billion –through increased prevention, improved management, and the earlier resolution of disputes.
This comes as Acas experiences increased demand for its services and ahead of major new employment law reforms under the Employment Rights Bill.
The new Acas strategy will:
• Prevent more disputes before they arise.
• Support employers to manage conflict well.
• Equip workers and employers with the skills and confidence to resolve problems.
• Harness technology and data more e ectively.
• Drive innovation in dispute resolution.
Clare Chapman, Acas Chair, said: “The world of work is changing, and this is an ambitious strategy for a landmark period in Britain’s labour market history. Over our last Strategy period of 2021-25 Acas successfully changed the ways in which we work. This strategy sets out how Acas will contribute even further to improve British workplace relations.”
