Facilities Management Journal September 2026

Facilities & Estates Management Live Navigating excellence.

FACILITIES MANAGEMENT JOURNAL

VOL 34 ISSUE 08 SEPTEMBER 2026

OFFICIAL MAGAZINE OF:

Back bigger than ever

A preview of Facilities & Estates Management Live, returning to the BDC this October.

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30

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CASE STUDY The Open Space platform unlocks value for NHS estates

FM SOFTWARE Advice on investing in AI with confidence

WINTER PREP Time for industrial sites to plan for colder weather

FM CLINIC How will the Education Estates Strategy affect facilities management?

Where workplace intelligence meets operational control

Built on Microsoft Azure

Teams

Outlook

Power BI

WELCOME kpm media Unit 1 Mill Place, Platt Business Estate, Maidstone Road, Sevenoaks, Kent TN15 8TB Tel: 01322 662289 Editor Sara Bean sara.bean@kpmmedia.co.uk Assistant Editor & Social Media Development Sarah O’Beirne sarah.obeirne@kpmmedia.co.uk Director & Designer Warren Knight warren.knight@kpmmedia.co.uk Mob: 0780 1947757 Sales Director Danny Grange danny.grange@kpmmedia.co.uk Mob: 07867 418994 Business Administrator & Circulation Maxine Howell maxine@kpmmedia.co.uk

September heralds a new season and the academic year, which is often accompanied by a sense of renewal.

With that in mind, welcome to the new-look FMJ.

Editorial & Events Assistant Madeleine Ford madeleine@kpmmedia.co.uk Accounts Diane Jarvis accounts@kpmmedia.co.uk Group CEO Nigel Copp

Editorial steering committee: Alan Hutchinson, Facilities Director, Howard Kennedy LLP Darren Miller, Group Head of Real Estate & Workplace, Experian Ian Wade, Head of UK Estates, British Medical Association Jenni Gallop, Director of Estates & Facilities and H&S, Provide Community (NHS) Lucy Hind, Senior FM Lecturer, Leeds Beckett University Russell Burnaby, Head of Facilities Management, Finance & Resources, Brent Council Simon Francis, Director of Estates and Facilities, LifeArc Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions Wayne Young, Facilities Manager at DB Cargo (UK)

Total Average Net Circulation 18,740 January to December 2025

Supported by

kpm media adopts a sustainable policy of using paper from managed forests.

Printed in the UK by Sudbury Print Group

SARA BEAN Editor

We greet the Autumn with a redesign, which not only refreshes the look but aims to help readers navigate the content more easily. This includes colour coding to distinguish news and analysis, features and careers articles, alongside a series of at-a-glance guides on the key insights.

This issue also previews the second Facilities & Estates Management Live, which returns to the Business Design Centre on 20th and 21st October.

Alongside twice as many exhibitors, the event will feature a new seminar space, ‘the hub’, offering intimate, interactive sessions, including an AI advice clinic and expert advice from the IWFM for FMs looking to advance their careers.

We hope as many of you can make it to the show this year and to keep up with the latest news and insights visit the dedicated website at https://facilities-estates.co.uk/

© Copyright 2026 kpm media - The publisher does not necessarily agree with the views and opinions expressed by contributors.

No material may be reproduced in part or whole without written permission from the editor. Editorial contributions are accepted on an all-rights basis only. Letters to the editor may be published in their entirety or in edited form and remain the property of kpm media. While due care is taken to ensure the accuracy of information contained in this magazine, the publishers cannot be held responsible for any errors in editorial articles or advertisements. Subscriptions are available to non-qualifying and overseas readers at £120 p.a. (UK), £160 p.a. (EU countries) and £240 p.a. (overseas-other).

Facilities & Estates Management Live Navigating excellence.

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CONTENTS 42 12 NEWS & ANALYSIS

30 FEATURES

MIFM

06 FM NEWS

26 CASE STUDY

50 MIFM

This month’s summary of stories that hit the headlines in the FM sector.

The NHS Estates platform that is helping users manage space more effectively.

New product and service launches and company news from the FM industry.

08 ASSOCIATION NEWS The latest news and views from membership organisations.

ADVICE & OPINION 10 OPINION ESG is no longer a tick-box. There is now operational accountability. Says Alex Hiles, and Rozalia Rushfirth of Anchor Group Services.

12 COMMENT

30 FM SOFTWARE How facilities professionals can invest in AI with greater confidence.

34 FACILITIES & ESTATES MANAGEMENT LIVE A preview of the leading FM show that returns to the Business Design Centre on the 20-21 October 2026.

38 INTERVIEW

Lisa Grosse describes how retrofit activity is accelerating across the UK.

Simi Gandhi-Whitaker on her move to Arcus FM as Managing Director for Account Management.

14 COMPLIANCE

42 WINTER PREP

Steve Dunning on safeguarding against Legionnaires’ disease.

Emily Coleman explains how to help industrial sites stay prepared for seasonal challenges.

44 Winter grounds preparation work starts long before the first frost.

16 FAST FACTS Jane Lingard asks how do we ensure the information and evidence required five or ten years from now is being captured properly today?

18 BLOG & SOCIAL MEDIA Craig Howell Jones, FM Consultant at Dalux, argues that FMs need to feel more confidence in the information they receive.

20 FM CLINIC How should the FM sector support the Department for Education’s (DfE) Education Estates Strategy?

46 HYGIENE Jamie Woodhall outlines the key hygiene considerations for schools,

FM CAREERS 59 PEOPLE Find out who is moving where in the facilities management profession.

60 RECRUITMENT Michael Vavakis, Chief People Officer, Ricoh Europe argues that admin overload is fuelling Europe’s retention crisis. How should employers respond?

61 TRAINING Mark Winfield CEO of HSS Training offers advice on tackling skills shortages and safety at work

62 CAREERS NEWS A roundup of the latest careers news in the facilities management sector.

61

colleges and universities.

48 ENERGY MANAGEMENT The benefits of hybrid heating systems.

NEXT EDITION Our HVAC focus advises FMs to begin thinking about EPC ratings. We explore how technology can work alongside onsite teams to enhance protection, improve response times and support business continuity.

Our wellbeing feature delves into creating healthier, more connected workplaces. And the impact of Fire Strategies in Buildings Standard.

FMJ SEPTEMBER 2026

5

NEWS & ANALYSIS LEGAL NEWS Acas urges all employers to prepare for new upcoming sexual harassment law change A new survey from workplace expert, Acas, found that over two in five employers (41 per cent) are unaware of new legal changes they must adopt to prevent sexual harassment at work.

The Employment Rights Act 2025 strengthens the law on sexual harassment from 30 October 2026 when employers will need to take all reasonable steps to prevent sexual harassment in their organisation.

In preparation for the new changes, Acas encourages employers to take proactive steps now to prevent sexual harassment such as reviewing and updating existing policies, assessing and managing risk, and providing meaningful training.

The YouGov poll asked British businesses about whether they were aware of the new change. The survey found 41 per cent were unaware while 59 per cent were aware.

Acas has updated its advice on sexual harassment at work to help prepare employers for the new changes. The updates also reflect an upcoming new law change of organisations being liable for third party harassment such as from customers or the public unless they have taken all reasonable steps to prevent it.

Acas Head of Inclusivity, Julie Dennis, said: “Most employers are up to speed on upcoming new responsibilities to take all reasonable steps to prevent sexual harassment at work but it’s concerning that two in five bosses are not. Next month employers could also be liable if customers or members of the public harass their staff too. Acas has updated its advice in this area, which outlines how employers will be impacted and can keep within the law.”

Sexual harassment is unwanted behaviour of a sexual nature.

It can happen to men, women and people of any sexual orientation. It can be carried out by anyone of the same sex, another sex or anyone of any sexual orientation.

Currently, employers could be liable if a worker is harassed by another worker. In October 2026, the new law change means employers could be liable if the harassment is from a third party too unless they have taken all reasonable steps to prevent it.

A third party can be anyone in contact with workers who do not work for their organisations such as clients, customers, members of the public or people at conferences or events.

Employers must consider practical prevention measures that suit their organisations. This can include clear policies, staff briefings, signage for customers, security measures or reviewing supplier and customer contracts.

Minister for the Future of Work, Kate Dearden, said: “Workplaces should be a place to thrive, not fear, and I encourage all employers to study their responsibilities and start preparing now for these changes.”

Acas has training on sexual harassment for employers, and its full practical advice is available to download using the QR code.

6

FMJ SEPTEMBER 2026

FMJ.CO.UK

Businesses adapt operations in response to extreme heat Six in 10 businesses (60 per cent) have either increased investment to adapt to extreme heat (37 per cent) or are considering doing so (23 per cent), according to the Q2 Barclays Business Prosperity Index.

The most common is upgrading cooling equipment including air conditioning and ventilation (28 per cent).

Close to a quarter (23 per cent) are adopting energy efficiency measures to manage the higher energy use.

Barclays anonymised client data also points to rising demand for cooling infrastructure, with air conditioning supplier businesses seeing cash inflows into Barclays accounts increase by 4.3 per cent year-on-year in Q2 2026.

Meanwhile, businesses are also adapting how their teams work during hotter periods, with 28 per cent introducing employee wellbeing measures such as additional breaks, 23 per cent offering flexible or remote working, and 21 per cent adjusting working hours.

To download the Q2 2026 report scan the QR code

BCIA launches new BEMS Delivery Framework The new BEMS Delivery Framework launched by the Building Controls Industry Association (BCIA) is designed to tackle inconsistent specification and create a clearer, more consistent approach to the delivery of Building Energy Management Systems.

It addresses a longstanding industry challenge: specifications can leave BEMS requirements open to interpretation, resulting in contractors pricing different levels of functionality, difficulties comparing tenders on a like-forlike basis and uncertainty over whether the completed system will meet the client’s operational expectations.

Rather than prescribing particular products, manufacturers or technologies, the framework introduces six clearly defined Delivery Levels, from L0 to L5. These range from basic controls capability through to highly integrated intelligent building functionality, allowing project teams to define the level most appropriate to a building’s operational requirements.

By establishing the required capability before products and technologies are selected, the framework gives clients, consultants, electrical contractors, controls specialists, system integrators and manufacturers a shared understanding of what the completed system is expected to achieve.

The BCIA BEMS Delivery Framework can be downloaded using the QR code.

NEWS & ANALYSIS

FMJ.CO.UK

DATES FOR THE FM DIARY 01-30 SEPTEMBER 2026 Property Connect networking Event Various locations across England www.property-connect.org

16-17 SEPTEMBER 2026 ESS Environmental Services & Solutions Expo NEC, Birmingham www.ess-expo.co.uk

29-30 SEPTEMBER 2026 International Security Expo Olympia, London www.internationalsecurityexpo.com

CEI unveils Business Excellence Partner programme The Circular Economy Institute (CEI) has launched the CEI Business Excellence Partner programme – a structured, independently verified recognition framework designed to assess and validate how effectively circular principles are embedded across an organisation’s operations.

The programme, says the CEI, marks a significant step forward in its mission to drive systemic change across industries and economies. It provides organisations of all sizes and sectors with a credible, evidencebased pathway to benchmark their progress on circularity and become independently recognised for their commitment to the circular economy.

As the pressure to move beyond linear models intensifies, driven by global policy and regulation, supply chains, and shifting market demand, the need for organisations to demonstrate authentic circular commitment is continuously growing.

The CEI states that its Business Excellence Partner programme responds directly to that need, offering a rigorous assessment process backed by the global standing of the Circular Economy Institute.

The programme evaluates participating organisations across seven core functional areas; each independently scored from 0 to 3: Commitment to circular economy principles Circular practices in operations

S upply chain and procurement M easurement and transparency I nnovation and continuous improvement S takeholder engagement E thical and responsible conduct Following assessment, organisations are designated to one of three progressive tiers, starting with Bronze for organisations establishing the foundations of circular practice, through to Silver for those with more advanced application of circular principles across multiple business functions. The most advanced is Gold, reserved for organisations showing exemplary sector leadership and systemic circular integration.

Each CEI Business Excellence Partner will receive a suite of benefits designed to support continued learning, team development, and professional visibility, including use of the partner logo credentials, access to the global CEI community and local clubs, discounts on training and events, and amplification across CEI channels.

14-15 OCTOBER 2026 Smart Buildings Show ExCeL London https://smartbuildingsshow.com

Facilities & Estates Management Live Navigating excellence.

20-21 OCTOBER 2026 Facilities & Estates Management Live Business Design Centre London https://facilities-estates.co.uk

09-11 NOVEMBER 2026 ISWA World Congress 2026 QEII Centre, London https://www.iswa2026.org

18-19 NOVEMBER 2026 LiGHT26 Business Design Centre London https://www.lightexpo.london

24-25 NOVEMBER 2026 LiftEx 2026 Exhibition Centre, Liverpool https://bit.ly/4prpnvb

25-26 NOVEMBER 2026 Emex ExCeL London https://www.emexlondon.com

25-26 NOVEMBER 2026 CIBSE Build2Perform ExCeL London https://elementallondon.show

ASSOCIATION NEWS CIBSE publishes Economic Life Expectancy Tables 2026 The 2026 edition of the CIBSE Economic Life Expectancy Tables mark a significant step forward in the application of Guide M11 life-cycle costing, based on datadriven decision-making, across building engineering services.

These replace the January 2020 CIBSE Guide M Appendix 12A to significantly improve the alignment with other key industry data standards, providing a common data structure for the entire operational asset life-cycle stages.

The tables provide Reference Service Life (RSL) values for all building engineering services assets, fully aligned with the RICS New Rules of Measurement (NRM3 maintainable asset descriptions) and the latest SFG20 maintenance task schedules.

This alignment establishes a common data classification framework that supports: • Common language – asset taxonomy, down to lowest maintainable assets • Life cycle costing - for asset renewal planning, budgeting and prioritisation of forward maintenance plans (including use of the variation factoring tool) • Asset registers – combining planned preventative maintenance, with asset condition grading and address backlog maintenance, over a set time-period • Taxonomy – for consistently asset codification, surveys and inspections • CAFM systems – configuration to enable better insights at component level • Procuring – relevant works to restore the assets to set operational standards • Benchmarking – asset condition and risks profiling for any managed estate This update has been delivered through collaboration of the CIBSE FM group with the RICS (NRM 3), BESA and SFG20 technical standards teams. Further alignment is underway with Uniclass, to strengthen data interoperability across the asset lifecycle.

Importantly, the structure of the tables remains consistent with previous editions, while expanding asset granularity and incorporating additional SFG20-linked maintainable assets, which provides a common maintainable asset description for building services.

8

FMJ SEPTEMBER 2026

FMJ.CO.UK

The secure estate must be included in heat adaptation plans The series of summer heatwaves have permanently changed the tone and urgency of conversations on heat adaptation in the UK. Stories of medical staff working in extreme heat in ill-equipped buildings and discussions of statutory maximum workplace temperatures should not overlook the secure estate, (adult male prisons, adult female prisons, young offender institutions and secure training centres).

His Majesty’s Inspector of Prisons recent report has highlighted that much of our prison estate is outdated and ill-equipped to cope with sustained elevated temperatures. By design, these places have prioritised security, with limited ventilation and outdoor areas.

These conditions affect the health of inmates, with HIP noting that this is, ‘including elderly prisoners (the numbers of whom are increasing), those with mental ill-health and those with alcohol and drug dependencies’ and increase the risk of violence.

These factors also affect the staff in these institutions, exposing them to increased levels of risk. Faced with more frequent incidents of higher temperatures, there is an urgent need to expand new prisons that can react to conditions better and retrofit our ageing secure estates to meet this new paradigm.

The provisions of the Sentencing Act seek to address the number of inmates in these institutions, but a broader and longer-term strategic approach to retrofit for those older buildings currently in use is needed to ensure that these places are safe for inmates, and staff, into our warmer future. Andrew Gladstone-Heighton, Head of Policy and Research, IWFM

RICS backs UK Government technical education pathways The Royal Institution of Chartered Surveyors (RICS) has announced it supports the UK Government’s plans to give young people in England access to highquality technical education, workplace experience and stronger connections with employers from the age of 14. The Institution says earlier exposure to surveying and technical learning could widen access to the profession and help address persistent skills shortages.

The proposed pathways would allow pupils to combine core academic subjects with technical learning aligned to local industries and employment opportunities. RICS believes this provides an important opportunity to introduce more young people to careers in surveying, including quantity surveying, building surveying, valuation, land and infrastructure, and to the different education and training routes into the profession.

The Institution is piloting new pathways into the profession, including Residential Retrofit Surveying, Sustainability Advisory, and Data Analytics and Intelligence.

Provisional findings from this year’s RICS skills survey indicate that more than half of respondents believe the skills shortage is having a critical or moderate impact on the profession. RICS believes initiatives like these pathways will help to address those concerns by widening opportunities for young people to enter the built environment.

Facilities & Estates Management Live Navigating excellence.

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Advice & Opinion

OPINION

Beyond the  ESG is no longer a tick-box. There is now operational accountability which means any business ESG strategy must be meaningful and measurable.

ALEX HILES COO Anchor Group Services

ROZALIA RUSHFIRTH Key Account Director Anchor Group Services

ESG is an operational commitment, one that clients, landlords, and partners expect to be evidenced, measured, and embedded into every service line, every contract, and every working day.

Social impact and governance are now playing a much larger role in how organisations build and evaluate their ESG policies.

Today, the question is not simply ‘do you pay the living wage?’ but ‘what are you doing for the person on the cleaning team who is working multiple jobs to make ends meet?’ Welfare areas, on-site showers, practical incentives and benefit schemes are no longer soft extras.

Clients want to see evidence that the people delivering services on their behalf are supported, valued, and treated with dignity. This is not just a moral position but a commercial one. The organisations that can demonstrate genuine care for their workforce are the ones that retain talent, reduce attrition, and deliver consistently better service.

PROOF, NOT PROMISES One of the most common misconceptions about ESG in FM is that doing the right thing must cost more and be more complicated than the alternative.

The opposite is true but only when sustainability is approached with rigour and the right data.

For example, we installed gumdrop bins across a highfootfall retail environment to capture chewing gum waste which saved over £6,000 annually

10 FMJ SEPTEMBER 2026

in labour costs previously spent removing gum from floors and surfaces.

Switching to refillable soap dispensers and eco-certified consumables and eliminating single-use aerosols, saved over £2,000 per year across our contracts and included: 2,000+ aerosols eliminated per year across contracts. £6,000+ annual labour saving via gumdrop bin innovation.

1,000+ batteries removed from landfill annually.

FM AS THE ESG ‘ENGINE ROOM’ There is a structural reason why FM providers are increasingly central to achieving ESG objectives. One set of credentials.

One chain of accountability. One partner who can substantiate every figure.

When a landlord is managing tenant service charge obligations, or an occupier is preparing for a BREEAM assessment or Green Apple submission, the last thing they need is a patchwork of providers with inconsistent standards and incomplete data. An

integrated approach solves that problem and increasingly, clients are asking for it by design.

We have supported tree planting programmes around retail centres, urban beekeeping and vegetable growing initiatives, and community engagement schemes that improve local air quality and create genuine goodwill.

MAKING ESG BUSINESS AS USUAL The question we hear most often is: how do you keep sustainability consistent when you are under operational pressure every single day? Our answer is simple, make it business as usual. When you build sustainability into the fabric of how you operate, it does not require additional effort. It becomes the default.

This requires genuine investment in people. Frontline operatives, are the ones who deliver ESG in practice every day. They need to understand why the products they use have changed, what the targets mean, and how their work contributes to something larger. When people understand the purpose behind a change, resistance disappears.

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Advice & Opinion

LISA GROSSE Cedral Regional Product & Marketing Lead

COMMENT

Retrofit revolution Retrofit activity is accelerating across the UK to improve ageing building stock and meet tightening sustainability targets.

Correctly positioned cavity barriers, appropriate reactionto-fire classifications and accurate installation records are now essential parts of retrofit delivery, particularly across residential and publicly occupied buildings.

DOCUMENTATION AND ACCOUNTABILITY For facilities managers and public sector estates teams retrofit projects are not simply about replacing one external material with another. They require a systemsled approach that considers how the entire building performs over the long term.

Even relatively modest retrofit schemes can trigger compliance considerations relating to fire safety, thermal efficiency and structural performance. For ageing public sector and commercial estates, this creates additional pressure. Many buildings undergoing upgrade programmes were constructed decades ago and were never designed to meet today’s expectations around energy performance, resilience and compliance.

RETROFIT DEMANDS JOINED-UP THINKING One of the biggest mistakes in retrofit projects is treating facade upgrades as isolated works rather than part of the wider building. Modern ventilated facade systems are designed to improve weather protection and thermal efficiency while allowing buildings to manage airflow and moisture effectively. However, achieving that performance depends heavily on correct specification and installation.

Ventilation gaps, cavity depths, membranes, fixings and fire barriers all need to work together. Small detailing errors around windows, openings or base details can create long-term problems including trapped moisture, premature deterioration and increased maintenance requirements.

Fire safety also remains firmly under the spotlight.

Another major shift across the sector is the growing importance of record keeping and compliance evidence.

Historically, some refurbishment projects may have been approached largely from a maintenance or cosmetic perspective. Today, documentation has become just as important as installation quality itself.

Building owners increasingly expect clear records covering: Product specifications.

Fire performance classifications.

Cavity barrier locations.

Fixing systems.

Installation methods.

Photographic evidence during installation.

Buildings may remain in use for decades after refurbishment works are completed, meaning decisions made during retrofit projects can remain subject to scrutiny long into the future.

EARLY ENGAGEMENT One of the clearest lessons emerging across the sector is the importance of involving the right expertise early in the project lifecycle.

Too often, projects still risk being approached as straightforward replacement works when they require careful coordination between contractors, manufacturers, designers, fire specialists and building control teams.

Early discussions around fire strategy, ventilation, thermal performance and structural suitability can help prevent costly redesign, delays and remediation later in the programme.

This is particularly important within occupied workplaces, public buildings and live operational environments where disruption, safety and long-term performance all need to be carefully balanced.

LONG-TERM BUILDING PERFORMANCE As pressure continues to grow around sustainability, estate modernisation and building safety, retrofit projects are only likely to become more technically demanding.

The buildings being upgraded today will often remain in operation for decades, meaning decisions around durability, maintenance, fire performance and resilience will continue to shape outcomes long after project completion.

Successful retrofit depends on understanding how the whole building performs as a connected system - not simply replacing one material with another.

12 FMJ SEPTEMBER 2026

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Committed to a Better Tomorrow Our commitment to sustainability shapes every decision, from lowering carbon and cutting resource use to building diverse teams and strengthening the communities we serve.

Advice & Opinion

COMPLIANCE

STEVE DUNNING Managing Director Martindale Electric

Legionella Control Safeguarding against the potentially serious consequences of Legionnaires’ disease Maintaining compliant control of Legionella bacteria within building water systems remains a critical health and safety responsibility for facilities managers, property managers, employers and landlords. Effective management requires a structured approach to identifying, assessing and controlling conditions that can encourage bacterial growth.

Legionella bacteria can occur naturally in freshwater environments but become a significant health risk when they colonise man-made water systems. The conditions most associated with bacterial proliferation include water temperatures between 20°C and 45°C, stagnant or slowmoving water, and inadequate system maintenance.

Legionella regulations in the UK include the Health and Safety at Work Act, which highlights risks from legionella bacteria arising from work activities; the Management of Health and Safety at Work Regulations; and the Control of Substances Hazardous to Health (COSHH) which provide a framework of actions designed to reduce the risk from bacteria like Legionella.

The requirements include regular risk assessments for water systems, control measures, regular monitoring, and keeping records, guided by the HSE’s Approved Code of Practice (L8).

UNDERSTANDING THE RISK Cases of Legionnaires’ disease continue to make headlines, because although Legionella is often associated with poorly maintained water supply systems, the potential sources of contamination extend beyond conventional plumbing installations. Cooling systems, humidifiers, infrequently used outlets such as taps and showers, spa pools, fountains and hot tubs can also create conditions favourable to bacterial growth - if temperature control, disinfection procedures and monitoring regimes are insufficient.

Legionnaires’ disease is contracted through the inhalation of fine water droplets containing Legionella bacteria.

Once inhaled, the bacteria can infect the lungs, leading to symptoms that may include coughing, breathing difficulties, high temperatures and flu-like illness. While relatively uncommon, the disease can be severe, particularly among smokers, older individuals, those with existing respiratory conditions and people with weakened immune systems.

To assist organisations in implementing effective water hygiene practices, there are a range of resources designed to support monitoring, assessment, record keeping and staff awareness.

14 FMJ SEPTEMBER 2026

RECORD KEEPING AND COMPLIANCE Accurate documentation remains an essential component of water system management. Legionella Logbooks enable users to record inspections, testing activities and monitor results in a structured format.

The logbook allows details of completed checks, inspection findings, completion dates and responsible personnel to be documented and retained as a permanent on-site record. Comprehensive record keeping supports ongoing management programmes and provides evidence of monitoring activities when required.

TESTING & RISK ASSESSMENT Temperature control is a key element of Legionella prevention. Martindale’s THERMOKITLGN kit for example has been developed to support temperature testing and monitoring programmes aimed at reducing conditions that encourage the growth of Legionella and other bacteria.

A thorough risk assessment is fundamental to any Legionella control strategy and our downloadable Legionella assessment guide provides practical hints and tips to assist users in evaluating potential risks within properties.

TRAINING AND AWARENESS Competence and awareness are critical to successful management protocols which is why a Legionella Management Training Course can provide a cost-effective, interactive online learning platform for employers and staff alike.

The course should cover the risks associated with Legionella, methods for identifying potential sources of contamination and practical approaches to risk assessment.

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Advice & Opinion

FAST FACTS

FMJ AIMS TO SUPPORT TECHNNICAL EXPERTISE IN THE FM MARKET

Age of evidence Jane Lingard with advice on preparing FM for the age of evidence.

Growing legislative requirements, increasing governance expectations, sustainability commitments and greater demands for transparency should be an organisational responsibility, supported by stakeholders, suppliers and contractors alike.

This is because evidence doesn’t begin at the audit.

It begins at procurement. Every decision made throughout the lifecycle of physical products and assets has the potential to create or lose evidence.

GreenED Group The information captured when an item first enters an organisation often determines the quality of decisions made years later.

Most organisations already hold significant amounts of information. The challenge is that it is often fragmented, disconnected and rarely managed as strategic organisational knowledge.

Procurement understands supplier commitments. Manufacturers understand repairability, takeback commitments and preferred end-of-life recommendations.

Project teams retain installation records. Contractors record works If I started in this role undertaken. FM develops invaluable tomorrow, could I quickly operational knowledge. understand the complete Individually, each source has history of a key asset? value. Together, they have the Can I easily access potential to become evidence. supplier recommendations, When these connections are warranties and take-back rarely maintained, knowledge commitments when I need becomes trapped within them? departments, contracts, Could I explain and prove spreadsheets and individuals. As why a significant lifecycle people move on, suppliers change decision was made five and projects finish, organisations years ago? often lose the very information that supports better decisions in the Does my client’s future. organisation own its This is not simply a technology strategic knowledge, or does it sit across challenge. It is a governance individuals, contractors and challenge. Decisions about disconnected systems? refurbishment, re-use, recycling or replacement should be guided by Are we creating evidence organisational policy, supported by as decisions are made, or strategic knowledge and capable of trying to recreate history afterwards? being justified years later.

JANE LINGARD Director

Five Questions Every FM Should Ask

16 FMJ SEPTEMBER 2026

EVIDENCE IS OFTEN MISUNDERSTOOD

A report tells you what happened. True evidence explains why it happened, who made the decision, what alternatives were considered, and why the chosen route represented the most appropriate outcome at that point in time. Reports can be reproduced, evidence cannot. If the information needed to justify a decision was never captured, it cannot be recreated years later.

Future decisions are therefore not made in isolation. They are informed by the knowledge already captured, enabling those responsible to follow the organisation’s agreed governance, supplier recommendations and lifecycle intentions rather than relying on personal judgement, organisational habit or fragmented information.

Perhaps one of the greatest benefits for FM would be to inherit not only the estate itself, but also the organisation’s live strategic knowledge behind every product and asset, data which is preserved, current and owned by the client from day one through a live day-to-day operational platform, enabling informed, governance-led decisions from the moment a contract begins.

EVIDENCE DOES NOT HAPPEN

BY ACCIDENT. IT IS CREATED THROUGH GOOD GOVERNANCE, CAPTURED THROUGH COLLABORATION AND MAINTAINED THROUGH ORGANISATIONAL DISCIPLINE. This requires an organisational approach that brings together governance, people, processes and technology to preserve strategic knowledge throughout the asset lifecycle.

As governance expectations continue to evolve, alongside developments such as Digital Product Passports and Sustainability Reporting Standards, Boards, auditors, insurers, regulators, investors and clients will increasingly ask the same question:

CAN YOU PROVE IT? Evidence does not happen by accident. It is created through good governance, captured through collaboration and maintained through organisational discipline. The organisations that succeed will not simply collect more information, they will preserve strategic knowledge, create stronger evidence and retain the proof to stand behind every significant decision they make.

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Advice & Opinion

SOCIAL - BLOG TOP SOCIALS Facilities Management Journal (FMJ) https://lnkd.in/dQWKguxD OCS buying Mitie is not the surprise. What comes next might be, says Martyn Freeman, CEO of Q3 Services. @CIBSE Following his official appointment at CIBSE’s Annual General Meeting in June, 20262027 CIBSE President Dave Cooper, highlighted the importance of designing buildings that are adaptable, human-centred and resilient to change. Watch his full speech at https://buff.ly/YLsEC6m Jasper Sanders FRS linkedin.com/in/ jasper-sanders-frsa-26883a41 Working better for the commute.

Working better for collaboration.

Working better for wellbeing. Working better for the planet. Working better not just for how it looks, it’s about how it feels and how it performs for the businesses and the people who work there.

From data to decisions: Why FM needs information confidence Every FM has experienced it. You’re planning maintenance, reviewing a compliance record or investigating an asset issue when the information in front of you doesn’t quite add up.

The asset register says one thing, the maintenance system another, and the latest drawing tells a different story. The information exists, but one question quickly becomes more important than any other. Which version can I trust?

maintenance, compliance and safety

As facilities management becomes

decisions.

Craig Howell Jones, FM Consultant Dalux

increasingly digital, this is becoming

Confidence comes from knowing

one of the sector’s biggest operational

where information originated, who

challenges. It’s no longer just about

owns it, how it is maintained and what

collecting more information. It’s about

happens when something changes.

having confidence that the information

Clear governance and defined ownership

supporting everyday decisions is

do far more to build confidence than

accurate, current and reliable.

technology alone.

Over the past two decades, the

The organisations that trust their

@OSHAcademy Telling workers how to work safely isn’t enough.

Hands-on practice and immediate feedback help employees build safer ergonomic habits and reduce strain on the job. https://ohsonline.com/ articles/2026/07/28/why-practicematters-in-ergonomics-training.aspx

built environment has transformed

information understand who is

how information is created, stored

responsible for keeping information

and shared. BIM, Common Data

accurate throughout the life of the

Environments, digital asset registers

building.

Agnes Bak CIWFM https://www. linkedin.com/in/agnes-bak-miwfmfm-coach/ If you’re serious about building a long-term career in property or facilities management, investing in your professional development is one of the best decisions you can make.

given. Low confidence creates

Unless information changes with them,

predictable behaviours. Teams maintain

confidence quickly starts to erode.

@acasorguk New Acas research reveals the workplace behaviours most commonly leading to disciplinary action. Handling concerns early, fairly and consistently can reduce stress and prevent costly conflict. https://acas.org.uk/bossesreport-rudeness-theft-bullying-ornot-turning-up-to-work-as-worststaff-behaviours-for 18 FMJ SEPTEMBER 2026

and FM systems have made information

Information management doesn’t end

more accessible than ever.

at handover. Buildings evolve, assets are

Yet many FMs do not feel confident

replaced, spaces change and compliance

about the information they’re being

requirements continue to develop.

their own spreadsheets because they

The next stage of digital maturity in

don’t fully trust the central system.

FM is about making better use of the

Documents are downloaded and

information we already have. Perhaps

stored locally ‘just in case’. Experienced

the most important question for any

colleagues become the unofficial source

FM organisation is no longer, “Do we

of truth because people trust them more

have the information?” Instead, it

than the data.

should be. Would you confidently base

These workarounds don’t exist because

a maintenance decision, a compliance

organisations lack information. They

decision or a safety decision on the

exist because people lack confidence

information in front of you?

in it. For FM teams, the impact is real.

If the answer is no, the priority isn’t

Duplicate checks, conflicting records

another dataset or another platform.

and manual workarounds waste valuable

It’s building greater confidence in the

time while increasing the risk of poor

information you already have.

Some of our best advice is “you don’t need us yet” A safer, drier estate starts with an honest survey

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Advice & Opinion

FM CLINIC In FMJ’s regular monthly column, our team of FM experts answer your questions about the world of facilites management

THIS MONTH’S QUESTION

? The Department for Education’s (DfE) Education Estates Strategy sets out a 10-

year plan of national renewal for schools and colleges in England. It is focused around three strategic pillars: manage the estate, improve and renew the estate, and build and rebuild the estate. How can the FM sector support this strategy?

MATT HASSALL CIWFM Head Of Estates Central Services, Avanti Schools Trust

marks an important shift in A strategy how school estates are viewed. Rather The Department for Education’s

than focusing solely on repairing buildings, it recognises the estate as a strategic asset that directly supports educational outcomes, sustainability and long-term value for money.

While it sets an ambitious direction through its three pillars of managing, improving and rebuilding the estate, its success will depend heavily on the capability of those responsible for delivering it. This is where the wider facilities management sector has a vital role to play.

Perhaps the greatest opportunity lies in supporting the professional development of school estates staff. Across the education sector, many site teams possess exceptional practical knowledge but have traditionally operated in reactive environments, responding to day-today issues rather than contributing to long term planning. The new strategy demands a far different skill set, including asset management, lifecycle planning, data analysis, sustainability, governance and risk management.

The FM profession is well placed to provide structured training, mentoring and recognised

20 FMJ SEPTEMBER 2026

career pathways that help estates staff transition from operational caretakers to strategic estates professionals. Investing in people will ultimately deliver greater improvements than investing solely in systems. The sector can also play an important role in improving access to expertise, particularly for smaller trusts and standalone schools.

Professional bodies, consultants and FM providers all have an opportunity to work collaboratively with the Department for Education to make support more accessible and easier to navigate.

As the strategy increases expectations around governance and assurance, there’s also an emerging need for strategic estates expertise.

Estates are increasingly a board-level responsibility, requiring informed oversight of risk, investment and long-term planning. However, many governing bodies currently have limited experience of estates management. The FM sector can support this change by helping develop governance training, providing independent expertise and encouraging experienced estates professionals to contribute as trustees, governors or advisory board members. Strengthening governance capability will enable better decision-making and provide greater assurance that estates are being managed proactively rather than reactively.

Ultimately, the Education Estates Strategy is not simply about improving buildings, it’s about improving stewardship. Delivering its ambition will require a more skilled workforce, stronger governance and better collaboration across the education and FM sectors.

Advice & Opinion

FM CLINIC

ADELE COOPER Business Unit Director, Education & Communities VINCI Facilities

When the Department for Education published its Education Estates Strategy earlier this year, one thing stood out.

While the headlines understandably focus on new investment and rebuilding programmes, there’s a real message and emphasis on managing and improving the estate we already have. For those of us working in the education sector, that feels both welcome and necessary.

A

Schools and colleges are under increasing pressure.

Buildings are ageing, budgets are stretched, compliance requirements continue to grow and expectations around sustainability and accessibility are increasing. School leaders want to focus their attention on what matters most, delivering the best possible outcomes for students, not worrying about roof failures, heating breakdowns or maintenance backlogs.

Whether it is ensuring classrooms are warm and well-lit, managing compliance and safety, improving air quality or planning future investment in ageing assets, facilities management has a direct impact on the experience of students and staff.

Alongside its Education Estates Strategy, the Government has also proposed an Education for All Bill aimed at enabling schools, trusts and local authorities to plan spaces that meet regulatory expectations. This Bill is a mandate for inclusion, calling for support networks to exist in mainstream as well as special schools through intentional adaptations across physical spaces.

A

While on paper the two plans focus on inclusion infrastructure, their delivery will depend on funding.

In the first instance, while we might assume schools know their estates inside and out, a net capacity assessment often reveals there is underused space that could be put to good use. If schools are looking to either increase their pupil intake or expand their facilities to support students with a wider range of needs, this is where they need to start.

Measuring rooms to compare capacity against

Studies such as the University of Salford’s HEAD Project have shown that factors including lighting, temperature, ventilation and classroom design can influence student progress.

These conditions are one reason why the “manage the estate” pillar of the DfE strategy is so important.

The greatest value often comes not from major capital projects, but from understanding assets properly, planning and making informed decisions about where limited funding should be invested.

Through asset management, lifecycle planning, compliance assurance and condition-based maintenance, FM helps schools move away from reactive repairs towards a more strategic and sustainable approach.

One of the biggest challenges facing the sector will be the significant number of educational PFI contracts approaching expiry over the coming decade.

As these arrangements come to an end, schools, trusts and public sector organisations will need a clear understanding of asset condition, compliance status and future investment requirements. Effective facilities management can play a crucial role in helping organisations navigate that transition while protecting both asset value and educational outcomes.

Delivering that vision will require collaboration between government, educators, estates professionals and facilities management providers.

If we get it right, the reward will be more than better buildings. It will be learning environments that support students, staff and communities for decades to come.

SEAN CONNEELY Director Of Project Management, Pick Everard

standard school accommodation metrics is a very broad methodology, but understanding this data is crucial to maximising estate assets. How well are rooms being used? Is the space usable? Does this consider the area guidance and adjustments for special needs and different class sizes? By defining the potential or restrictions of the existing baseline, there is a clear marker for progress towards the Education Estates Strategy and the goals of the Education for All Bill.

FMJ SEPTEMBER 2026 21

Advice & Opinion

FM CLINIC Alongside suitability, sustainability must also be a key consideration as the Education Estates Strategy states improving the condition of buildings should encompass net zero goals and increase resilience to climate shifts. Under Government reforms, schools are having to look at how their buildings serve students who have a wider range of needs, but the real challenge is using the funding available to do

so. Delivering the best educational environment for all is not necessarily the same as providing the best educational environment for the money available.

Understanding exactly what’s in the estate, the condition it is in, and how those assets are performing will not only help schools make effective investment decisions but make stronger business cases for more investment.

MARC DABBS Facilities Management Expert, SFG20

A

The National Audit Office estimates that schools in England are dealing with a maintenance backlog of approximately £13.8 billion.

Years of underinvestment, rising costs and limited resources have made it more difficult for schools to keep up with essential maintenance requirements. As a result, many estates teams are forced to prioritise urgent repairs over planned maintenance, creating a cycle where smaller issues can develop into larger, more costly ones.

The FM sector can help break this cycle by supporting schools in implementing effective planned preventative maintenance (PPM) strategies. By identifying potential issues earlier, maintaining critical assets consistently and ensuring maintenance activity is aligned with recognised guidance, FM professionals can help reduce risk and improve compliance.

Central to the Education Estates Strategy will be the quality of information available about school buildings. Accurate asset registers, condition data and maintenance records will become increasingly important as the sector moves towards a more

data-driven approach to managing estates and allocating investment.

By improving asset visibility, maintaining accurate records and providing specialist expertise, FM software can support schools in identifying risks earlier, prioritising investment and demonstrating compliance with the new School Estate Management Standards.

Many schools are also dealing with ageing infrastructure, with essential systems such as roofs, electrical wiring and heating reaching or exceeding their intended lifespan. Without a proactive approach, relatively minor issues can quickly escalate into significant safety, operational and financial challenges.

Through lifecycle planning, specialist knowledge and consistent maintenance approaches, the sector can help schools make informed decisions about where improvements are needed most. This supports the strategy’s ambition to improve and renew existing buildings by ensuring maintenance activity is targeted and aligned with long-term estate priorities.

The Education Estates Strategy provides an important opportunity to create a more proactive and consistent approach to managing school buildings. By supporting schools with accurate data, planned maintenance strategies and specialist expertise, the FM sector can help improve compliance, reduce risk and ensure estates are safer, more efficient and fit for the future.

Do you have a question that you’d like answered by the FMJ Clinic?

Email: sara.bean@kpmmedia.co.uk

22 FMJ SEPTEMBER 2026

SPONSORED FEATURE

JLL in a shared drive, equipment telemetry is captured by a building management system and asset information is in archaic spreadsheets. Viewed separately, each source paints just part of the overall picture.

AI can help unify those sources to create what amounts to a continuously updated map of facility health and can identify correlations, identify emerging patterns and recommend where teams should next focus their attention. In turn, that intelligence can improve day-to-day decision-making.

Tackling an AI trust gap in your organisation? Start here.

Practical, low-risk use cases are helping facilities teams move beyond the hype and translate AI into measurable value

A

rtificial intelligence is advancing at breakneck speed – but it’s posing a paradox for facilities leaders under pressure to adopt technology that depends heavily on data quality and is constantly changing.

That tension has created an AI trust gap: while the technology’s potential to transform facilities management may seem limitless, many leaders question how to implement it, how to use it safely, and whether the returns it promises are real. Caught between real excitement about the potential of AI and legitimate uncertainty about where to start, teams often wait for the perfect moment to act and end up making the decision by default later – with a lot less control over how to execute a meaningful AI strategy.

The good news is that you don’t have to hand over entire workflows to AI to start capturing its value. According to experts from JLL Corrigo, the most credible path forward often starts with targeted applications, measurable outcomes and – yes – human oversight.

The key is to approach AI in stages.

Facilities teams can begin with tactical applications that eliminate repetitive work, expand into operational use cases that connect insights across a portfolio, and ultimately apply AI strategically to predict risk and guide capital decisions.

TACTICAL AI: BOOSTING CAPACITY THROUGH EVERYDAY EFFICIENCIES

At the tactical level, AI can help facilities teams streamline the repetitive, manual tasks that can consume countless hours and resources.

For example, one JLL team recently helped a client implement AI to better manage staff access badges, including tracking, activation, and deactivation. By using AI to automate low-risk tasks and identify unnecessary steps, the team saved more than 40 hours per week across 45 employees while accelerating access pass turnaround times by 50% to 90%.

In another example, AI helped consolidate three tools used to manage moves, adds, and changes into a more efficient interface. The redesigned process saved approximately eight hours per person each week across a team of 100.

These examples show that organisations do not need to automate an entire workflow to generate meaningful value. Saving a few minutes or hours at multiple points in a process can add up to significant additional capacity, and that’s time employees can redirect towards higher-value work.

STRATEGIC AI: PREDICTING FAILURES AND IMPROVING CAPITAL DECISIONS And at the strategic level, AI’s value extends to risk avoidance and capital allocation. Unnecessary (and avoidable) equipment downtime can jeopardise operations or delay the launch of a product or service, and the resulting losses can often reach six or seven figures, far exceeding the cost of the repair itself.

AI-enabled fault detection can analyse subtle changes in systems before an asset fails. In one real-world example involving a research and development lab, AI-driven fault detection diagnostics detected patterns showing that a chiller component was beginning to fail, allowing the facilities team to intervene before the equipment went down. The system recognised a combination of signals that would have been difficult for an individual to identify in time.

The same approach can make capital planning more dynamic. Instead of relying solely on asset age and scheduled repair and replacement intervals, AI can evaluate manufacturer specifications, maintenance history, repair costs, operating conditions and real-time performance. Facilities leaders can then determine whether an asset truly needs to be replaced or whether capital can be directed elsewhere.

START SMALL, BUT START NOW To explore a practical framework for identifying opportunities, preparing your data and implementing AI responsibly, download the AI in Facilities Management Guide using the QR code - https://bit.ly/4gK3kfc

OPERATIONAL AI: CONNECTING DATA ACROSS THE PORTFOLIO The next level of opportunity comes from connecting data that has traditionally been scattered across multiple systems.

For example, CAD drawings are stored

FMJ SEPTEMBER 2026 23

CASE STUDY

NHS Property Services

Unlocking Value Chris King describes how the NHS Estates platform is helping users manage space more effectively by reducing waste, unlocking capacity and delivering better services for patients.

A CHRIS KING Head of NHS Open Space NHS Property Services

s the NHS responds to increasing demand and a growing need for flexible, neighbourhood-based care, estates leaders are under pressure to make sure every available space is working as hard as possible. The NHS Open Space platform is addressing this challenge by helping NHS teams manage space more effectively.

Recent research by the platform, which is run

by NHS Property Services to enable healthcare professionals, wellbeing practitioners, and community groups to hire clinical and non-clinical rooms across England on a flexible, pay-as-you-go basis, revealed that many NHS organisations have substantial capacity, underused rooms and vacant periods during normal operating hours.

26 FMJ SEPTEMBER 2026

In a review of more than 400 properties, Open Space revealed an average utilisation rate during working hours of 37 per cent. The findings were based on data collected from more than 8,000 sensors installed across the NHS estate, covering 6,000 clinical and non-clinical rooms.

By identifying this spare capacity NHS Open Space makes it available for flexible booking, helping organisations expand patient services without the cost of new construction. As well as utilisation monitoring, NHS Open Space provides booking and space management capabilities that help

NHS Property Services organisations make underused space more flexible and accessible.

The aim is to use technology to help organisations monitor space utilisation and manage their estates more effectively. It allows NHS Property Services to provide detailed property data and behavioural insights, enabling estates teams to identify inefficiencies and make evidence-based decisions.

UTILISATION DATA UNLOCKS VALUE Across the NHS Property Services estate, NHS Open Space has doubled utilisation since 2020 by enabling vacant space to be booked and shared more effectively. Created by NHS Property Services in 2019 the solution has unlocked around £45 million in value for NHS ICBs (Integrated Care Boards) and Trusts, including over £6 million in revenue from external bookings.

And the two-year forecast predicts it will save NHS estate leaders a further £3.9 million by reducing requirements for capital projects and improved use of existing space.

NHS Open Space’s booking system connects NHS estate leaders to a network of more than 8,000 prevetted healthcare professionals and organisations.

This has enabled more than 800,000 bookings for around 170 healthcare service offers, delivering around 11 million patient consultations since 2019.

KEY TAKEAWAYS

ACROSS THE NHS PROPERTY SERVICES ESTATE, NHS OPEN SPACE HAS DOUBLED UTILISATION SINCE 2020...

CASE STUDIES At Sudbury Community Health Centre in Suffolk,

HS Open Space data from more than 400 properties shows N average utilisation of just 37 per cent during working hours, highlighting significant spare capacity across the NHS estate.

local estate leaders wanted to expand GP service and

ore than 8,000 sensors covering around 6,000 clinical and M non-clinical rooms are providing detailed insight into how NHS space is being used.

utilisation rate of just 36.7 per cent, with around 40

etter utilisation of existing space can help NHS organisations B increase service capacity and patient access without relying on costly new construction.

be expanded by improving utilisation of the existing

ince 2020, NHS Open Space has doubled utilisation, S unlocking around £45 million in value for NHS ICBs and Trusts, including more than £6 million in external booking revenue. lexible booking and space management have enabled F more than 800,000 bookings and around 11 million patient consultations since 2019.

I ndividual case studies demonstrate the financial potential of utilisation data, including £1.5 million in avoided capital expenditure at Sudbury Community Health Centre and £1.1 million in savings at Bath Road Health Centre. he wider message is that NHS organisations can understand, T optimise and manage existing space more effectively, helping to unlock capacity and deliver more services from the buildings they already have.

sought support from the NHS Open Space team.

A three-month utilisation study revealed an overall per cent of rooms remaining vacant, even during peak periods. The study revealed that GP services could building rather than using capital expenditure of £1.5 million to build an extension.

At Bath Road Health Centre in Reading, utilisation data from a six week digital study was captured following the installation of 127 desk sensors which monitored 20 rooms during core working hours. The data supported estate consolidation and redesign plans, saving £1.1 million while creating additional clinical capacity within the existing building.

Greater Manchester Mental Health Foundation Trust has achieved a 32 per cent cost saving on its flexible usage through NHS Open Space. And one of our latest projects is with Southeast London ICB and Community Health Partnerships which aims to pool utilisation data, with a single dashboard available to analyse utilisation across the entire estate.

FMJ SEPTEMBER 2026 27

NHS Property Services

FINANCIAL BENEFITS The Government’s Ten-Year Health Plan and the announcement of the Ten-Year Capital Plan in July, revealed the aim is to shift care to local neighbourhoods and increase the capital budget available while upgrading facilities and digital infrastructure.

NHSPS published a report in December outlining practical and cost-effective advice for local NHS providers to deliver many of the proposed Neighbourhood Health Centres (NHCs) across England, part of the Government’s NHS Neighbourhood Rebuild Programme.

The report, ‘Making Neighbourhood Health Centres a Reality: Optimising the Existing Estate’, responds to the Government’s 10-Year Health Plan and its commitment to deliver at least 100 NHCs by 2030.

The centres - set to be open 12 hours a day, six days a week - are designed to bring together numerous health and wellbeing services under one roof and away from acute hospital settings.

The report suggests fully utilising the existing estate through refurbishment and space optimisation and increasing utilisation by leveraging digital solutions such as NHS Open Space to enable multi-service use of space to significantly improve productivity and patient access.

With ICBs and Trusts facing growing pressure, NHS

NHS OPEN SPACE IS ABOUT HELPING THE NHS GET MORE FROM THE BUILDINGS IT ALREADY HAS.

Open Space is designed to help them make better use of their existing estate. By showing how buildings are used, it helps inform decisions on service expansion,

together utilisation data, expert recommendations,

estate investment, and property rationalisation.

and real NHS case studies, which demonstrate how

NET ZERO AND NHS OPEN SPACE NHS Open Space also offers energy-efficiency

healthcare organisations have used estate insights to unlock capacity, avoid unnecessary capital projects, and improve access to care.

benefits for estates leaders. In 2020, the NHS

Estates leaders can download the brochure to

committed to achieving net zero, including an 80

explore the data, learn from real NHS case studies,

per cent reduction in emissions between 2028 and

and discover how organisations have used utilisation

2032. By identifying when and where buildings are

insights to avoid unnecessary capital projects,

unoccupied, NHS Open Space can help ICBs and

increase their service provision and optimise their

Trusts reduce energy use and support this target.

estate.

NHS Property Services’ Green Plan, launched last

It provides a guide to estates leaders wanting to

year (2025), aims to assess what the organisation has

move from data collection to practical action, helping

achieved since 2022, what its goals are and how the

organisations understand utilisation patterns,

plan will impact customers. Part of this plan is to help

manage space more effectively and optimise their

NHSPS colleagues and customers use data to reduce

estate to support service delivery.

utility costs, carbon emissions and the environmental

NHS Open Space is about helping the NHS get more

impact.

from the buildings it already has. By giving estates

UNDERSTAND, OPTIMISE, MANAGE

leaders clearer insight into how space is being used, alongside the tools to manage it more flexibly, it can

A new guide published in June 2026 enables NHS

help support NHS colleagues to reduce waste, unlock

Open Space to help estates’ teams across the NHS

capacity, and deliver more services for patients in the

turn data and insight into action. The guide brings

right places.

28 FMJ SEPTEMBER 2026

Drive Efficiency, Optimise Assets, Increase Uptime About far more than mere appearances, the best cleaning and hygiene regimes are firmly in the front line of preventing cross-contamination and protecting staff and diners. To ensure site safety and deliver regulatory compliance, it’s a site manager’s priority to ensure every surface and piece of equipment is both hygienically - and operationally - safe.

Commercial catering equipment operates in demanding environments, making regular cleaning essential to remove grease, food residue, germs and other contaminants.

HOBART Service’s Hyline range has been specially developed for all warewash equipment to provide high-performance cleaning with controlled dosing, helping maximise efficiency, reduce waste, and protect equipment.

Specifically designed to deep clean across all HOBART warewash equipment, the range includes detergents, rinse aids and hygiene tablets. Suitable for use in both hard and soft water areas, and available in both plastic and glass-specific formats, the unique Hyline formula ensures that your machine is not only sparkling clean but also cleans from the inside out to optimise those essential components that you can’t see.

Combined with planned preventative maintenance, purpose-designed cleaning chemicals reduce downtime, lower operating costs and extend equipment lifespan, proving that exceptional hygiene and sustainability can go hand in hand.

The Hyline range also delivers real savings and reductions in chemical usage because their scientifically created formula means you use less whilst cleaning better.

Scan here to use our chemical calculator and see much you can save

Used with HOBART and Ecomax preprogrammed Hygiene cycles, Hyline hygiene tablets remove limescale, grease, germs, black yeast and pink algae from internal components, helping maintain hygiene, optimise performance and reduce energy consumption.

HOBART Service can also help keep your cooking equipment in perfect working condition.

HOBART Service combi care sticks, cleaner tablets or liquid detergents are optimised for use with auto cleaning cycles across any HOBART or Bonnet combi oven, making end of service clean up simple, economic and straightforward.

HOBART’s best-selling DET2 is a dual purpose, high-performance combi oven detergent which delivers seamless cleaning of all Bonnet Equajet, Precijet, Mini Jet, and Equator machines.

Visit shop.hobartservice.co.uk to explore our full range of chemicals, or scan the QR code to shop now.

SOFTWARE

Assessing AI We asked some leading software providers how facilities professionals can invest in AI with greater confidence.

A

ccording to the ONS, there is strong operational optimism regarding AI adoption in the UK FM sector but cautious, limited implementation.

Research by MRI suggests cost pressures remain a barrier. How can FM justify the return on investment?

Till Eichenauer, askporter CEO believes most ROI cases fail because they’re built on benefits nobody can measure. Efficiency gains and better visibility won’t survive the next budget round he argues.

“What does survive is a number the finance director can check. Every operation already pays for the gap between someone spotting a fault and a work order being created. It pays for repeat visits when an operative turns up without the right information, for SLA penalties, and for the admin hours sunk into every job. Add those up, and you have the real baseline.”

Paul Scott, CTO at Matrix Booking advises stressing the advantages of having a greater understanding of how workplaces are being used. By using software to provide data on bookings, occupancy and space utilisation, organisations gain a clear picture of workplace demand, helping them reduce wasted space, improve usage and make more confident estate

30 FMJ SEPTEMBER 2026

decisions.

Addressing a measurable operational problem such as excessive energy consumption, repeated asset failures, compliance administration, engineer travel or avoidable downtime, will provide a clear baseline against which to measure whether the investment is delivering value, advises Anthony Clark, Head of Global Development at SWG (Service Works Global).

Don’t overlook the human element. Joshua Greibach, CEO, and Tom Wilcock, COO and cofounders of expansive, caution that the biggest hidden cost in AI investment is not financial, but securing team buy-in and the time and money leaders must invest. They argue that AI must offer more than the occasional useful insights: it should genuinely make day-to-day work easier, rather than simply looking impressive.

DEALING WITH DATA Having access to realms of data can be daunting, particularly when faced with data overload. One of the reasons says Clark is that many teams lack a complete asset register and get overwhelmed by alarms and readings from operational systems. As more sensors are installed, teams may be tempted to

Software TILL EICHENAUER

PAUL SCOTT

CEO

Matrix Booking

askporter

CTO

ANTHONY CLARK

JOSHUA GREIBACH

TOM WILCOCK

HEAD OF GLOBAL DEVELOPMENT

CEOAND CO-FOUNDER

COO AND CO-FOUNDER

expansive

expansive

SWG

collect data indiscriminately. But the solution is not more information. Data should be collected only when it supports a defined operational decision, control, compliance requirement or performance outcome.

Another issue is transparency. An askporter survey revealed that 83 per cent of FM teams lack real-time visibility of their workload.

“They don’t lack data. They lack usable data,” says Eichenauer. “The fix sits at the point of capture. When a task comes in through a structured route, say a QR code on the asset or a short set of guided questions, the location, asset, category and priority are attached from the start. Nobody must tidy anything up later, and reporting becomes a by-product of work that has already happened.”

The survey also revealed that 94 per cent of FM teams ran multiple disconnected systems resulting in fragmented data. This problem however is being addressed says Clark.

“Modern platforms allow organisations to retain the best systems for each function while connecting their information through open interfaces, common services and shared building context.”

WORTH THE INVESTMENT Teams that hold off on investing in AI might find they are losing the edge against their competitors warn Greibach and Wilcock. AI is already generating work orders and helping diagnose faults, so teams spend less time buried in admin. Automated invoices, quotes and document handling cuts down on mistakes and helps people make faster, better-informed decisions.

A recent, expansive study showed that when vendors used AI to generate unique quotes, only 3.5 per cent required further adjustments; the rest were

MODERN PLATFORMS ALLOW ORGANISATIONS TO RETAIN THE BEST SYSTEMS FOR EACH FUNCTION WHILE CONNECTING THEIR INFORMATION THROUGH OPEN INTERFACES, COMMON SERVICES AND SHARED BUILDING CONTEXT. viable after the initial AI assessment. This means users can review contractor quotations in minutes rather than manually assessing pricing.

According to Scott, one of AI’s biggest strengths is helping organisations understand how their estate is performing. By analysing workplace data, it can identify trends, predict future demand and recommend opportunities to optimise space, reducing operational costs and identifying the best performing spaces to replicate across the estate.

Sustainability is also a key driver, says Clark: “Not only because organisations are under increasing pressure to reduce carbon emissions and meet net zero targets, but also because of the financial savings this will bring through more strategic maintenance decisions and automating operation based on occupancy or conditions.”

AI is also having a huge impact on field communications says Eichenauer.

“When it comes to field communications where details might be missed on the phone, jobs miscategorised or the wrong trade sent, closing the gap between ‘something’s broken’ and ‘a categorised, assigned work order exists’ is where AI-powered triage has already been proven.

“We see it daily. A visitor spots a broken escalator, scans the wall-mounted QR code, describes the fault in a couple of messages, and a categorised work order reaches the right team in under a minute.”

AI RISKS FMs need to consider how AI will be introduced and governed. Clark warns that unmanaged use of public AI tools can create information security, governance and accuracy risks, particularly where employees enter organisational or customer information without approved controls.

AI should not replace a human’s professional opinion, but viewed as a decision-support tool, with human expertise remaining essential for making the final call. The level of human oversight should reflect

FMJ SEPTEMBER 2026 31

KEY TAKEAWAYS Software the level of risk. Low-risk administrative processes may be suitable for greater automation, while decisions involving safety, compliance, significant expenditure or changes to critical building systems should require clear approval. FMs should also expect AI recommendations to be traceable to their source information, permission-aware and auditable.

You’ve also got to interrogate the data as AIpowered recommendations are only as good as the asset records underneath them says Eichenauer: “Bad data doesn’t announce itself; it produces plausible outputs that happen to be wrong. Sort the sources before you automate anything that depends on them.

“Ask for an audit trail of automated decisions, where your data is hosted, and how the supplier meets data protection rules and the AI-specific regulation. A simple test: if you couldn’t explain a decision to your client afterwards, it shouldn’t be automated yet.”

Greibach and Wilcock warn that when rolled out badly, AI feels like an added burden rather than a useful tool. If teams see it as another problem to solve, they will revert to familiar methods and stop using it. Done well, however, AI should feel intuitive, with automation freeing up valuable time. It is worth working through the initial learning curve to realise those benefits.

A I investment in FM should be justified against measurable operational outcomes such as reduced downtime, lower energy use, fewer repeat visits and less administrative effort, rather than vague efficiency claims.

The biggest challenge is not a lack of data, but poorquality, fragmented and disconnected information. Connected platforms and structured data capture provide more valuable insights than simply collecting more data.

A I is already delivering practical benefits by automating work orders, analysing workplace performance, improving field communications and supporting sustainability initiatives.

S uccessful AI adoption depends as much on employee buy-in, training and ease of use as it does on the technology itself.

Solutions should simplify day-to-day work rather than add complexity.

H uman oversight remains essential. AI should support decision-making rather than replace professional judgement, particularly for safety-critical, compliance and high-risk operational decisions.

H igh-quality asset data, transparency and robust governance are fundamental to trustworthy AI. Organisations should expect clear audit trails, secure data handling and explainable recommendations. he future of FM lies in combining AI, connected platforms and T digital twins to create intelligent, data-driven buildings that improve operational efficiency and workplace performance.

FUTURE POSSIBILITIES Our experts believe that the convergence of connected platforms, digital twins and AI rather than any one of those technologies in isolation will revolutionise FM. “A digital twin provides the structured context: what an asset is, where it is, what it serves and how it relates to the wider building” says Clark. “Operational systems provide its current and historical condition, while AI helps people interrogate that information and translate it into decisions and actions.”

Greibach and Wilcock predict that AI agents will enable companies to retrieve instant answers to help repetitive tasks and troubleshoot issues across departments. They will also help solve ‘pain points’ around asset lifecycles because once an

32 FMJ SEPTEMBER 2026

A DIGITAL TWIN PROVIDES THE STRUCTURED CONTEXT: WHAT AN ASSET IS, WHERE IT IS, WHAT IT SERVES AND HOW IT RELATES TO THE WIDER BUILDING. engineer installs an asset, it’s added straight to the register along with its condition data, operating manuals, replacement costs, planned maintenance requirements and end-of-life expectancy. Rather than cutting people out of the loop, these agents simply take care of the busywork so teams can focus elsewhere, helping to streamline workflows.

According to Eichenauer, natural-language systems could have a huge impact on FM. “For 30 years, the sector has asked people to adapt to its software, through portals, logins, forms and training. That’s why so much of the industry still runs on inboxes and spreadsheets.

“Natural-language systems reverse the direction of travel: an occupant, an operative or a client reports, updates or asks in plain words, on a channel they already use, and structured data comes out the other end. The adoption barrier that has dogged FM software for decades dissolves.”

As Scott concludes: “Ultimately, the future of FM isn’t about adopting more technology; it’s about making existing technologies work together more intelligently. Organisations that can turn connected data into actionable workplace intelligence will be the ones that unlock the greatest value.”

NEW RELEASE CAFM SOFTWARE 3i Studio Ltd are delighted to launch their newest CAFM. It is still easy to use, but with better performance, and more control.

New Look A fresh new look and updated interface, perfect for ease of use and accessibility.

Better Performance Overhauling the system engine has improved performance when dealing with large data sets, delivering reliable information at a much faster pace.

More Control Improved data integration gives you more control over your estate, supporting quicker, better decision making.

Improved Data Optimisation and Workflows Rebuilding the entire backend data structure has enabled better integrations and optimisation of data and workflows.

For more information: info@3istudio.com www.3istudio.com 0345 675 5051

FM takes the stage

NHS Property Services

Facilities & Estates Management Live returns to the Business Design Centre on the 20-21 of October 2026.

F

ollowing the success of its inaugural event, Facilities & Estates Management Live returns for its second edition on 20-21 October, bringing together the facilities and estates community for two days of insight, inspiration and industry-leading content.

The event has expanded significantly for 2026, with a larger show floor, more exhibitors and the introduction of a third seminar theatre, creating greater space for the sector to connect, discover new solutions and engage with a broader programme of content.

BACKED BY INDUSTRY GIANTS AND PROFESSIONAL BODIES Reflecting its status as a vital industry gathering, we are proud to announce global leader CBRE as the event’s headline sponsor. Joining them to drive innovation across the show floor are fellow leading sponsors Eptura, Biffa, and SINGU. The strategic value of the event is further underscored by the formal support of the industry’s most influential professional bodies, including the Institute of Workplace and Facilities Management (IWFM), the Chartered Institution of Building Services Engineers (CIBSE), and the Royal Institution of Chartered Surveyors (RICS).

THREE SPECIALIST CONTENT THEATRES At the heart of the event’s educational offering are three conference-quality seminar theatres. Moving beyond traditional conference formats, The Hub, new for 2026, creates an engaging environment where visitors can

34 FMJ SEPTEMBER 2026

Facilities & Estates Management Live Navigating excellence.

take part in open conversations, share experiences and connect directly with peers and industry experts.

All three theatres will host inspiring keynote sessions alongside highly interactive, expert-led panel discussions.

EXHIBITORS We asked some key exhibitors to outline their plans for the event:

SINGU Group Jon Marsh, Head of UK “SINGU is a leading facilities and building operations

workforce optimisation.

platform, trusted by more than 2,000 organisations

We will be presenting on the operational shifts

across 40+ countries and over 250 million sqm

reshaping facilities and estates management in 2026

of property. SINGU and its connected platforms

- from the growing role of data transparency in giving

deliver a true end-to-end system from a single

owners back control of their portfolios, to workflow

source, covering reactive and planned maintenance,

automation and standardisation across multi-site

asset and compliance management, contractor

operations. On the stand, we’ll be showcasing

management, mobile working and ESG reporting,

how SINGU delivers this in practice: predictive

alongside space and property management and

maintenance and forecasting, real-time operational

specialist Soft FM solutions for catering, cleaning and

visibility, and portfolio-wide standardisation and cost control, alongside our specialist Soft FM tools for

KEY SESSIONS IN EACH THEATRE INCLUDE: KEYNOTE presentation highlights:

catering, cleaning and workforce optimisation.”

MRI Software

C laire Brooker of CBRE presents the events opening keynote Jasper Sanders, of Jasper Sanders & Partners shares a case

James Massey, Managing Director of FM, Energy and

study on Exchange Quay- Manchester’s Canary Wharf

“MRI Software empowers facilities and estates

Footfall Intelligence professionals with the insights and tools they need to

The keynote panels include:

manage increasingly complex buildings and estates.

What is the strategic role of FM? It isn’t all offices- from retail to healthcare and education

By combining connected FM data with energy

FM & Data: We’ve got AI, now what do we do with it?

E nergy Management

capabilities, MRI helps teams reduce manual effort,

Inclusive solutions Climate Adaption

delivery, and make faster, more confident decisions

usage insights, footfall analytics, and practical AI drive down operational costs, improve service that lead to better operational outcomes.

At Facilities & Estates Management Live, we’ll

INNOVATIONS sessions include:

be exploring how AI can help facilities and estates

Ulysse Dormoy of Atrium will discuss light, health span and the future of the ageing workforce

teams address everyday operational challenges,

Phil Davitt from Eptura: From workplace data to business value: what high-performing FM teams do differently

Visitors will have the opportunity to see live demos

Emma Smith of Assurity Consulting with a presentation entitled: From compliance to confidence- safer, smarter and

experience with intelligent automation, and discover

more resilient legionella management

better outcomes across their estates.”

Highlights in THE HUB:

improve decision-making, and work more efficiently. with practical AI use cases in action, gain hands-on how connected data and insights can help drive

Eptura

AI tips & tricks for FMs with Mark Griffiths of WMA Consultancy A panel session titled ‘Workplace 2.0: Gen Z rethinking culture,

Phil Davitt, SVP, Global Professional Services

expectations and leadership

organisations optimise their people, workplaces,

A discussion with Andrew Hulbert & Katherine Bunting of the IWFM on: Future ready FM: The skills, mindsets and

and assets through a connected platform. Trusted

capabilities defining the next decade

enables smarter facilities management, workplace

“Eptura is the global worktech leader, helping

by thousands of organisations worldwide, Eptura

FMJ SEPTEMBER 2026 35

Facilities & Estates Management Live Navigating excellence.

operations, asset management, maintenance, and visitor experiences.

We’ll be showcasing how Eptura’s integrated platform helps facilities and estates teams streamline maintenance management, improve asset visibility, ensure compliance, optimise workplace operations, and make more informed decisions through real-time data and insights. Visitors will also be able to see how AI is helping organisations improve efficiency across their built environment.”

Rock Compliance Andrew Smith, Director of Sales- Environmental Services Division “Rock Compliance is a Water, Air and Asbestos compliance provider with experience across the sectors. With project delivery hubs at 14 strategic locations, more than 475 engineers, and a large team of support staff, we manage and support multiple contracts for large estates encompassing buildings spread across the UK. We are driven by innovation, committed to bringing customers the latest solutions to compliance challenges. As such, several key products from the Rock Compliance Innovations Portfolio will be showcased on the stand: Hevasure remote corrosion monitoring, and closed system filtration. We are also delivering a presentation on Modernising Compliance on 21 October at 12.30pm – something not to be missed for anyone keen to be right up to date with what’s going on in the compliance world.”

Sanaway Patrick Martin, Founder & Director “Sanaway is a leading, privately owned, washroom hygiene and matting service company serving London and the South of England. National coverage is also provided through its partner network. Known for its commitment to customer service, Zero Waste to Landfill (ZWTL) and Energy from Waste (EfW) disposal philosophies, Sanaway works directly with clients, no call centres, to ensure direct contact and fast response times.

At F&EM Live 2026, Sanaway will showcase its full ZWTL washroom hygiene and matting services, as well as reporting on the success of ONE, our inclusive hygiene provision. Additionally, our relationship with The Prostate Project is bringing up-to-date PSA testing into the workplace and supporting the battle against prostate cancer. Sanaway’s overall proposition helps organisations to support employee welfare and benefit from a service that complements ESG goals.”

Register for tickets here https://facilities-estates.co.uk/ 36 FMJ SEPTEMBER 2026

EXHIBITOR LIST: Aaron Access B4 Accent Services M5 Accruent D8a Affiliated Utilities F10 Akita E7 Apex Radio A8 ar18 F1 Asckey E5 Ask Porter C10 Assurity Consulting D21 Avalon Parking D13 Beaver Floorcare A11 & A12 Biffa B6 Big Change C1a BIS Consult D11 Brook Green Supply D8c Buckleys M9 Building Transformation C2 CBRE C8 CC Cousins A4 CC Glass & Glazing E2 Clevertronics D3d Clientshare D3a Complii C5 Cooler Aid F8 CreevX D9b Deskbird E1a Dinggly M4 EcoVision D9c Edwards Energy D16 Electrical Mechanical & Cooling D25a Elite M&E E8 Endersham B5 (A) Enterpack / Oklin M2 Eptura D24 Ergotron A15 Expansive D19 Fast Keys M3 Find My Staff C11 FixFlo E3 Flood Control Iternational E6 Ford Mainwaring D3b Geo Shield B10 Glasdon UK A3 GlassPlus F12 Gordian C4 Gurkha Security Services C15 Here We Flo F9 Herman Miller F2 Hubstar M10 Hydrosense F11 Hygiene Contracts A10 ILECS Lift Consultants A14 Infraspeak D24a Intelli Park D5

iSite C1b IWFM D25b Joblogic E10 (B) Keytracker D27 London Drainage Facilities M8 LS Fire D3c Mainteno / Redro C9 Manutan C12 Matrix Booking Systems B1 Mecsia B3 Method Recycling D10 Metro Rod M10 Moneypenny E9 More Than Safety D6 MRI Software D9 National Parking Control D27 Nationwide Fire & Security A2 Nespresso C7 Neutral Carbon Zone E12 NG Bailey E10a Normec Latis Scientific A5 Nu-Phalt Contracting A13 Omega Red A9 Omni Power C3 Orkin UK D18 Power Towers D22 Pro Astra (Appleson Judd) C14 Proceed Solutions E11 Raedam E1 RAM Building Services B7 Rehlko D7 Rock Compliance C6 SafeLine D12 Sanaway Washrooms M6 SimPro B8 SINGU D8 SiteGrid D8b Skyguard D24b Spectrum Specialist Services D17 Sunbelt Rentals C1c Supply Connect A6 SWG B5 (B) Tactical ES B9 Test Inc. E4 Thames Valley Controls A1 The Fire Protection Association (FPA) D15 The Office Management Group D23 Total Gutter Maintenance C13 TSE Power M7 Vergo Pest Management D14 Volta Compliance D20 Waste Solve C1d Whiff Away Group C2

Driven by innovation National coverage

Consistent and reliable Part of andwis Group

Do you offer Water, Air or Asbestos compliance services as part of your FM contracts?

At Rock Compliance, we can support you with all three, uniting compliance detail into a manageable service offering.

If you need additional building management provision, we can bring in fellow andwis Group companies, so you deal with just one point of contact.

You want a compliance partner you can trust.

We have the capacity, skill, people and expertise to deliver. We should talk...

475+ engineers

3,000+ satisfied customers across 70,000+ buildings

8 project delivery hubs

See us at Stand C6

Facilities and Estates Management Live | 20-21 October 2026 Business Design Centre, London 0800 862 0458

info@rockcompliance.co.uk

www.rockcompliance.co.uk

INTERVIEW Simi Gandhi-Whitaker

Independent Move FM stalwart Simi Gandhi-Whitaker discusses her move to Arcus FM as Managing Director for Account Management and her plans to add meaningful value to an already high-performing business.

I

ndependent FM services provider Arcus FM has built a strong record of success in recent years. It has earned awards for its leadership and technology, securing major client contracts, and gaining recognition for its commitment to training and development across the FM sector. In April, Simi Gandhi-Whitaker, Mitie’s MD of Smart Workplaces joined Arcus as Managing Director for Account Management to help drive the company’s growing market presence.

“This is a particularly exciting time to be joining Arcus,” she says. “The business has built real momentum over recent years, expanding its scale and strengthening its reputation in the market. What attracted me was the opportunity to help shape the next stage of that growth, bringing together customer focus, operational excellence and commercial discipline.”

Gandhi-Whitaker has long had an eminent profile in

38 FMJ SEPTEMBER 2026

FM. Prior to her five years at Mitie, she had leadership roles at Carillion, Galliford Try and EMCOR UK. During her career she’s held operational roles as well as salesfocused positions all of which she stresses, required an operational, customer-centred perspective. That experience led naturally to her Arcus Board position as MD of the account management BU, which brings together sales, operations, P&L responsibility, people leadership and an understanding of workplace dynamics; cementing her experience over the years.

“My experience has been shaped by fast-paced, transformational environments and I saw a clear opportunity to build on Arcus’ existing strengths in account management, customer partnerships and operational delivery, while helping to take the function to its next stage of maturity.”

ARCUS FM Arcus began life as a managing agent specialising in building fabric through a joint venture with Sainsbury’s.

After expanding into the direct delivery of mechanical, electrical and refrigeration services, a private equity deal established it as an independent business. Today, Arcus employs almost 400 people and operates a large mobile fleet of multi-skilled engineers serving national retail, logistics, hospitality and commercial real estate clients.

This includes Sainsbury’s, Next, Ikea and financial giant Santander UK with which it announced a major

Interview five-year integrated facilities management (IFM) contract in May 2026.

Alongside this private sector customer base, Arcus also has a growing presence in the public sector through its Projects division, delivering work for organisations including Basingstoke & Deane Borough Council, the NHS and higher education institutions.

This also includes West Midlands Police, where Arcus provides wider FM services alongside project delivery.

The business is notable for its strong customercentric focus and boasts a high retention rate, something which Gandhi-Whitaker intends to build on.

“Long-term customer partnerships are built on mutual understanding, transparency and shared ambition. We want to work with customers who value collaboration and who are equally committed to driving performance, improving service outcomes and creating sustainable value. That means having honest, grown-up conversations about where we are performing well, where we need to improve, and how we work together to deliver lasting success.”

SINCE JOINING THE BUSINESS, I HAVE SEEN FIRST-HAND HOW POWERFUL OUR SELF-DELIVERY MODEL IS FOR CUSTOMERS. IT GIVES US GREATER CONTROL, STRONGER OPERATIONAL RESILIENCE AND THE ABILITY TO RESPOND WITH PACE AND ACCOUNTABILITY.

SELF-DELIVERY Arcus is also notable for its self-delivery model, with single or multiple service lines, supported by helpdesk services and complete CAFM solutions, whether client-owned or provided by the business. Each contract has an account manager or account director, supported by a business unit director with embedded Key Account Management (KAM) plans, creating a

comprehensive end-to-end operational structure to support consistent customer outcomes.

Because Arcus self-delivers over 80 per cent of its services across the country, the firm wisely invested in its own National Training Centre in May 2023, which is engineered to operate like a real-life client environment. The 17,000 sq ft site focuses on upskilling and cross-skilling the field force to ensure the brand can continue its industry-leading levels of self-delivery and first-time fix through its almost 1,000-strong mobile engineering team.

Says Gandhi-Whitaker: “Since joining the business, I have seen first-hand how powerful our self-delivery model is for customers. It gives us greater control, stronger operational resilience and the ability to respond with pace and accountability. Combined with our investment in training and upskilling, it is a model that genuinely differentiates us in the market.”

A real strength of the National Training Centre is that it includes installations designed to mimic customer environments. Technology also plays a significant role at the National Training Centre. Ray-Ban Meta smart glasses are being used to enhance on-the-job training by giving refrigeration engineers real-time access to remote technical support while they are working on live scenarios. Engineers can use the devices to access O&M manuals, share what they are seeing with senior technical experts and receive guided support in the moment. This helps accelerate learning, improve diagnostic capability and increase the likelihood of completing repairs first time, strengthening both engineer confidence and customer service outcomes.

TRAINING AND DEVELOPMENT Arcus recently confirmed its belief in the importance

FMJ SEPTEMBER 2026 39

Interview of training within the sector with the launch of a White Paper ‘Why isn’t it fixed yet?’. This argues that the technical skills gap is adversely impacting on FM operational resilience, service delivery, compliance and long-term estate performance across the built environment.

As an advocate for training and development within the sector Gandhi-Whitaker reflects that the: “White Paper is a call to action for the FM industry.

The technical skills gap is not something any single organisation can solve in isolation; it requires collective focus from employers, government, trade bodies and industry partners. If we are serious about resilience, compliance and long-term estate performance, we need to work together to make technical careers visible, attractive and sustainable.”

True to her dedication in supporting the wider FM community, Gandhi-Whitaker is about to launch a fresh initiative to help support women in FM. Appreciating the diversity of her new team which includes a healthy proportion of female account managers, she’s worked with them to set up a new 12-month mentoring programme, a “business book and podcast club” to support cross functional learning through shared learning, discussion and professional development.

INNOVATION An increasingly important element of the FM services mix is offering a practical technology strategy that reaps real value results. Arcus has been proactive in this department, developing a SMaRT (Smarter Maintenance and Realtime Technology) Hub which uses an in-house developed IoT platform, Helix, to collect and monitor data from customers estates and assets to learn their behaviours and provide early warnings for when systems are running inefficiently.

Aimed at multi-site and food retail sites it monitors multiple asset bases including refrigeration, BMS, HVAC, energy, and weather data along with work order information taken from any CAFM system.

At the soft services end of the scale, this year Arcus won the i-FM Technology in FM Award for its Arcus

40 FMJ SEPTEMBER 2026

Connect platform which has transformed cleaning performance across national retail estates.

Innovation is something that the Arcus team will continue to prioritise says Gandhi-Whitaker: “For Arcus, innovation is only valuable if it improves outcomes for customers. Our focus is on using technology, data and AI to support better estate-wide decision making, strengthen operational performance and create more efficient, sustainable environments.

From smart glasses and connected engineering support to CAFM, IWMS, renewables and energy management platforms, we are building practical solutions that solve real customer challenges and gives us a strong platform for future growth.”

ARCUS ALREADY HAS STRONG CAPABILITY WITHIN THE BUSINESS AND A RESPECTED POSITION IN THE WIDER MARKET. MY FOCUS IS BUILDING ON THAT FOUNDATION...

FUTURE A key part of Gandhi-Whitaker’s activities since joining in April has been meeting customers and senior stakeholders to understand their priorities and pain points. These conversations she explains are helping her identify where there is space for improvement and ensure the business’ plans remain closely aligned with customer needs.

Organic growth remains the priority. While selective M&A may support the business’ growth strategy where there is a clear fit, the focus remains on areas where the business is already established, including self-delivery, customer relations and innovation.

Looking forward she discloses: “Over the next six to 12 months, we will be progressing several important technology programmes that will further embed AI into how we operate and how we support our customers. We’ve already launched our AI Academy in partnership with Multiverse, with more than 30 apprentices joining the first cohort. The priority is using technology to improve insight, decision making, efficiency and service outcomes across complex estates.”

Meanwhile she doesn’t aim to stand still, with key priorities being to improve the company’s high employee Net Promoter Score while deepening Arcus’ understanding of customer relationships.

“Arcus already has strong capability within the business and a respected position in the wider market. My focus is building on that foundation by strengthening our account management discipline, investing in professional development and ensuring our people have the tools, confidence and commercial understanding to deliver exceptional customer partnerships.”

*

FEATURE Winter Prep

Early Start Emily Coleman, Product Manager at Kärcher, explains why the key to a safer, more resilient winter should begin before the first frost, helping industrial sites stay prepared for seasonal challenges.

W EMILY COLEMAN

Product Manager Kärcher

inter presents a unique set of challenges for industrial sites, with changing weather conditions placing additional pressure on facilities, cleaning teams and operational processes. Increased rainfall, mud, falling leaves, ice and shorter daylight hours can all effect site safety, accessibility and day-to-day efficiency, particularly across busy manufacturing, warehouse and logistics environments.

One of the biggest challenges industrial sites face during winter is the movement of water, mud and debris from external areas into buildings, creating slip hazards, increasing cleaning demands and accelerating wear on flooring. Research shows that 94 per cent of the dirt found inside a building is brought in by vehicles or foot traffic, daily sweeping of external areas can prevent up to 70 per cent of this dirt from entering in the first place. On sites with high footfall, this can amount to around 16kg of

42 FMJ SEPTEMBER 2026

dirt entering a building every month for every 1,000 people who pass through it. Rather than only tackling the inside dirt, facilities teams can often achieve greater efficiencies by preventing contamination at its source, outside.

Loading bays, service yards, access roads and pedestrian walkways are often the first parts of a site effected by changing weather conditions. Leaves and debris can obstruct drainage, standing water can develop into ice, and contaminated surfaces can reduce vehicle traction.

While adverse weather cannot be prevented, its impact can be significantly reduced through forward planning before temperatures begin to drop. External areas deserve equal attention.

TIME TO PREPARE For many organisations, winter preparation doesn’t begin until the first cold snap arrives. By then, blocked drains, slippery walkways and increased

Winter Prep cleaning demands are already impacting operations.

Early autumn provides the ideal opportunity to take a preventative approach. With favourable weather conditions and greater flexibility for planned maintenance, facilities teams can inspect external areas, service equipment and review cleaning strategies before winter pressures begin to build.

However, winter readiness is not only about servicing existing equipment, but also ensuring the right machines are available to tackle seasonal conditions effectively. For external areas, ride-on sweepers efficiently remove leaves, dirt and debris from service yards, loading bays and access routes before they block drainage systems or create slip hazards. For inside warehouses and production facilities, ride-on scrubber dryers helps maintain clean, dry floors by removing water, mud and contaminants tracked in from outside. For targeted clean-up of spillages and hazardous dust, safety vacuums provide an effective solution that helps maintain both cleanliness and operator safety.

WHILE ADVERSE WEATHER CANNOT BE PREVENTED, ITS IMPACT CAN BE SIGNIFICANTLY REDUCED THROUGH FORWARD PLANNING BEFORE TEMPERATURES BEGIN TO DROP. EXTERNAL AREAS DESERVE EQUAL ATTENTION.

HIRING EQUIPMENT While these machines are ideal for deep-cleaning programmes, purchasing specialist equipment for short-term projects is not always commercially viable. Hiring equipment gives organisations access to the right machines when they are needed most, alongside professionally maintained equipment and technical support. It also allows businesses to trial different machines before making longer-term investment decisions.

Connected cleaning equipment is also enabling a more proactive approach to winter readiness.

By monitoring machine utilisation, scheduling

KEY TAKEAWAYS Winter grounds maintenance should begin in early autumn, not when cold weather arrives.

A proactive winter strategy helps reduce safety risks, minimise disruption and support business continuity.

Regular tree inspections, drainage maintenance and leaf clearance help prevent hazards before severe weather strikes.

Documented winter maintenance plans should define gritting routes, response times, responsibilities and escalation procedures.

Equipment, salt stocks and external lighting should all be inspected, tested and replenished well before winter.

Monitoring weather forecasts enables timely gritting and snow clearance, reducing the risk of slips, falls and restricted access.

Winter grounds maintenance is an essential part of facilities management, protecting people, property and operations throughout the colder months.

preventative maintenance and identifying potential issues before they lead to failures, facilities managers can minimise unplanned downtime during the busiest winter periods.

For larger industrial sites, winter preparation is most effective when it is coordinated across facilities, health and safety, maintenance and operational teams. This joined-up approach helps organisations identify site-wide risks more clearly and ensure consistent plans are in place to manage adverse weather. In many cases, it also leads to improvements in operational processes and maintenance planning that extend beyond the winter months.

Preparing for winter is no longer simply about responding to poor weather once it arrives. By clearing external areas, maintaining equipment and reviewing cleaning strategies, organisations can prevent dirt from entering their facilities in the first place, improving site safety and reducing disruption when conditions deteriorate.

A preventative approach not only helps businesses navigate the winter months more effectively, but also delivers cleaner, safer and more efficient operations throughout the year.

FMJ SEPTEMBER 2026 43

Winter Prep

First Frost

Winter grounds preparation work starts long before the first frost says Karl Cundill, Executive Director at Litmus FM

KARL CUNDILL Executive Director Litmus FM

A

s autumn and winter approach, poorly maintained outdoor areas can quickly become the source of accidents and disruption. Icy pathways, blocked drains, fallen branches, inaccessible car parks and inadequate lighting all increase risk for staff, visitors and building occupants. That’s why winter grounds maintenance shouldn’t be viewed as a reactive task once temperatures drop, but as a carefully planned programme that begins well before winter arrives.

Effective winter preparation starts in early autumn with a thorough assessment of the site risks by identifying vulnerable areas and prioritising key pedestrian and vehicle routes, including main entrances, emergency exits, accessible pathways, service roads and car parks.

ae etusfnal dolenis aut as es ciis m

TREES, LANDSCAPING AND DRAINAGE Winter storms often expose weaknesses in trees and landscaping. Damaged branches, uprooted trees and storm debris can block access routes and create significant safety hazards.

An annual programme of tree inspections can identify deadwood, unstable branches and other potential risks before high winds arrive. Hedges and shrubs should also be cut back to maintain visibility around pathways and roadways. Winter is an ideal time to apply mulch, helping to protect planting so landscapes emerge healthy and resilient in spring.

The performance of a site’s drainage system often determines how well it copes with winter conditions.

Leaves, organic matter and sediment can block gullies, channels and surface water systems, leading to standing water that may later freeze.

Gullies, drainage channels and attenuation systems all need to be checked and cleared, with particular attention paid to areas where water has historically collected.

LEAF CLEARANCE MATTERS Leaf clearance plays an important role in reducing winter risk. Wet leaves create slippery surfaces, obstruct drainage and accelerate the deterioration of external hard surfaces.

A planned clearance programme should prioritise entrances, pedestrian routes, steps, ramps and vehicle circulation areas throughout autumn and early winter, improving both safety and the overall appearance of the site.

44 FMJ SEPTEMBER 2026

SNOW AND ICE FORECAST? HAVE A STRATEGY When preparing for snow and ice, well-prepared organisations will document Winter Maintenance Plans that clearly define responsibilities, trigger temperatures, response times and treatment priorities. These identify gritting routes, critical access areas and ensure sufficient resources are available to keep facilities operating safely.

Weather conditions should be monitored closely so gritting can take place before temperatures fall below freezing, helping to keep roads, pathways and car parks accessible. Where snowfall is forecast, snow clearance arrangements and escalation procedures should already be in place.

IS YOUR KIT WINTER-READY? Winter maintenance equipment, including grit spreaders, tractors, snow-moving equipment and snow shovels, should all be serviced and tested well before they are needed. Staff training and contractor mobilisation arrangements should also be reviewed to ensure a swift response when conditions change.

Grit bins should be inspected, replenished where necessary and positioned in strategic locations, while salt stocks should be monitored to avoid shortages during prolonged cold spells.

With shorter days and poorer weather, well-lit external areas are essential for both safety and security. Inspect external lighting, including entrances, pathways, car parks and security systems, before winter begins. It’s also worth checking pathways, steps, ramps and hardstanding areas for defects, as even minor surface damage can become a significant hazard once frost, ice or snow arrives.

MORE THAN GROUNDS MAINTENANCE Winter grounds maintenance is more than a landscaping function, but a vital part of business continuity planning.

Winter maintenance is about far more than responding when snow falls, but about planning ahead, managing risk and putting the right measures in place. If your team doesn’t have the time, resource or specialist expertise to develop a comprehensive winter grounds maintenance strategy, seek advice from an experienced grounds maintenance consultant.

The right support can help reduce risk, improve safety and keep sites operating smoothly, whatever the winter weather brings.

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Washroom Hygiene

Healthier learning As we embrace a new academic year, Jamie Woodhall outlines the key hygiene considerations for schools, colleges and universities.

JAMIE WOODHALL UK Technical & Innovations Manager at Initial

E

ducational settings are naturally some of the busiest shared environments. From washrooms and canteens to classrooms, libraries and student accommodation, countless touchpoints are used by hundreds, sometimes thousands, of people every day. With education providers continuing to focus on curbing increasing pupil absences, infection prevention has now become a strategic consideration. However, effective hygiene looks different in every setting, requiring solutions that reflect the age, behaviour and needs of the people using the facility.

GOOD HABITS Creating a hygienic school environment is not simply about having a policy in place. It is about shaping spaces that encourage good habits every day. After all, even the most comprehensive hygiene guidance is only effective people ae etusfnal dolenis aut as esif ciis m can easily put it into practice.

In schools, hygiene is influenced by a range of oftenoverlooked factors, from the condition and accessibility of facilities to the behaviours encouraged within the learning environment. Small changes, such as ensuring hygiene resources are available at key locations, reducing unnecessary touchpoints and creating environments that visibly prioritise cleanliness, can help reinforce positive behaviours and support healthier learning spaces for pupils, staff and visitors.

SUPPORT AT EVERY STAGE Washrooms can have a significant impact on how pupils experience the school day. Washrooms can provide an important sense of privacy and reassurance, particularly for sixth form students and university-aged young people, offering a space to step away briefly from academic pressures or personal challenges.

For education providers, this reinforces the need to look beyond routine maintenance by taking a proactive approach to hygiene, combining effective cleaning, waste management and general facility upkeep to create healthier learning environments. Effective waste management is a key part of this, helping to prevent overflowing bins, maintain

46 FMJ SEPTEMBER 2026

hygiene standards in busy washrooms, and ensure sanitary waste is handled discreetly and appropriately.

Alongside this, providing age-appropriate hygiene solutions helps to create an environment that pupils, students and staff feel comfortable using throughout the day.

For younger children, creating positive habits often starts with simple interventions, such as clear, colourful and accessible dispensers and engaging educational resources like hand hygiene posters.

As pupils get older, priorities shift towards privacy, dignity and wellbeing. For many young people, secondary school is where they first need to manage menstruation, making easy access to hygienic, discreet period waste disposal facilities particularly important.

Ultimately, washrooms should be recognised as an important part of the wider student experience and a space that supports student development and a healthier learning environment.

HYGIENE ROUTINES Hand hygiene is one of the most effective ways to reduce the spread of infection. In educational settings, where there are multiple high-touch areas, proactive hygiene measures can help minimise the transmission of germs, reduce absenteeism, and break the chain of infection for common illnesses such as Norovirus.

Entrances provide an opportunity to encourage hand sanitising as people enter a building, and classrooms, libraries and lab areas often benefit from access to products such as disinfectant surface wipes and spray-and-wipe systems that help staff clean shared equipment and surfaces.

Any space geared towards food and drink, such as canteens, dining halls or snack bars, requires robust hygiene practices to support food safety. Staff rooms and breakout areas should not be overlooked within any hygiene strategy, particularly during periods of seasonal illness.

SUMMARY By taking a holistic approach that encompasses hand hygiene, washroom cleanliness, sanitary waste disposal and high-traffic communal spaces, schools, colleges and universities can create healthier environments that support the wellbeing of both students and staff. Ultimately, when people feel comfortable and confident using their facilities, they are better able to focus on what matters most: learning.

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Energy Management

Hybrid heating Chris Caton explains why hybrid heating systems enable FMs to make meaningful carbon reductions while working within the practical limitations of their buildings.

I

n a perfect world, every commercial building could immediately transition to a low carbon electric heating solution. However, existing buildings present a set of challenges that means decarbonisation is a journey, not a single event. Hybrid systems provide an effective bridge on that journey.

Hybrid heating systems combine heat pumps as the lead source with a complementary heat source supporting peak demand or extreme operating Ideal Commercial conditions. Most commonly high-efficiency gas boilers.

Heating The two most common configurations for hybrid heating systems are bivalent and parallel.

In a bivalent arrangement, one heat source replaces another defined temperature or load threshold. ae etusfnal dolenis autatasa es ciis m This typically sees the heat pump covering the base load - with boilers taking over during peak demand.

In a parallel configuration, the heat pump operates to deliver as much heat as possible within its optimal performance range. Boilers operate alongside the heat pump during peak demand periods or when higher temperatures are required.

CHRIS CATON Product Director,

HEAT PUMPS ALONE Not every building can be served by heat pumps alone.

Many commercial buildings were never designed for low temperature heating (heat pumps operate at a maximum flow temperature of 55°C, whereas commercial gas boilers typically operate at a flow temperature of 70°C to 80°C). Their existing emitters, pipework and controls often rely upon traditional operating temperatures that can be difficult and

Tinsley Meadow School Hybrid heat pumps

expensive to modify.

Electrical infrastructure presents another significant challenge. Many sites simply do not have sufficient incoming electrical capacity to support a full heat pump installation without substantial upgrades. These upgrades can introduce considerable cost, lengthy timescales and disruption to building occupants.

Then there’s the space issue. Traditional plant rooms are internal, but heat pumps require external space, careful consideration of airflow and appropriate acoustic design. Not every site can accommodate these requirements easily.

In these situations, hybrid systems allow us to introduce heat pumps as part of the solution, while recognising on-the-ground constraints.

One of the biggest mistakes is focusing solely on replacing the boiler. Successful low carbon heating design requires us to evaluate the entire heating system to ensure it can operate effectively under lower flow temperatures, including radiators, fan coil units, air handling units, heat interface units, underfloor heating and process loads.

Only by assessing the complete system can we determine whether a fully electric solution is viable or whether a hybrid approach will deliver better longterm value.

FINANCIAL IMPLICATIONS Perhaps the greatest advantage of hybrid systems is that they allow decarbonisation to happen progressively. Hybrid systems allow organisations to install heat pumps alongside existing or replacement condensing boilers, reducing emissions immediately while spreading investment over several years. This phased approach also reduces operational risk.

FMs can evaluate actual heating demand, monitor system performance and develop future investment strategies based on real operational data. It also prevents unnecessary oversizing of heat pumps, helping to optimise both capital expenditure and long-term operating costs.

Most importantly, it enables meaningful progress today rather than delaying projects while waiting for ideal conditions that may still be several years away.

summary There is no question that heat pumps will play a central role in the future of sustainable commercial heating. However, achieving net zero is not simply about replacing every boiler with a heat pump. For many existing commercial buildings, hybrid heating systems represent a practical solution on the road to decarbonisation. They allow us to put the right technology, in the right building, at the right time.

48 FMJ SEPTEMBER 2026

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Summit Hygiene launches Ozoklenz Eco 3 Bedfordshire-based supplier of commercial cleaning and hygiene products, Summit Hygiene, has launched Ozoklenz Eco 3 – a handheld device that produces a chemical-free anti-bacterial solution using just tap water.

The innovative Ozoklenz Eco 3 is the newest addition to Summit Hygiene’s Ozoklenz range and is an evolution of the Enozo Pro. The rechargeable handheld device requires no consumables or filters and features a smaller, lightweight body with an easy to fill water reservoir. It uses patented Diamond Wafer technology to create Aqueous Ozone (AO) – a naturally derived, powerful cleaning agent that’s produced using cold tap water and electricity and is delivered on demand. AO is 30-times stronger than bleach, eliminates bacteria, viruses, and contaminants on multiple surfaces and is non-toxic.

Zach Stedman, Ozoklenz specialist at Summit Hygiene, said: “We pride ourselves on listening to our customers’ needs and providing sustainable cleaning solutions that truly deliver on performance.”

https://ozoklenz.com hello@ozoklenz.com

01494 793 414

Recorra Launches SmartSystems Technology Recorra, a commercial waste and recycling company, has launched SmartSystems, a suite of technology designed to give businesses greater visibility across their waste and recycling operations.

The platform is now available to clients across London and the South East with additional products and capabilities set to be introduced as the SmartSystems suite continues to evolve.

The launch comes as businesses prepare for major regulatory changes, which are placing greater emphasis on material quality, recycling performance, and transparent reporting. Recorra has developed SmartSystems to help organisations navigate these changes while achieving better environmental outcomes for their waste and recycling. The SmartSystems suite includes SmartWeigh, SelfWeigh, SmartAudit, and SmartReturn. Together, these technologies help organisations measure waste more accurately, identify contamination, prepare for the DRS, and gain greater visibility into their operations through accessible reporting. It is designed to help businesses to recycle more, recover high-quality materials, and divert valuable resources from disposal, keeping materials in circulation for longer.

www.recorra.co.uk 020 7407 9100

50 FMJ SEPTEMBER 2026

New certification scheme helps demonstrate competence in smoke control system maintenance Kiwa has launched a new third-party certification scheme for organisations delivering the service, maintenance, and repair of smoke control systems, providing independent verification of competence at a time of increased regulatory scrutiny across the built environment.

The IFC Certification unit of Kiwa has developed the new SMR 01 certification to assess the competence of businesses responsible for maintaining smoke control and smoke ventilation systems in all buildings, particularly high rise and higher risk.

The scheme is designed to support clients, duty holders and Responsible Persons seeking assurance that maintenance work is being carried out to recognised industry standards.

Its launch follows significant changes to the building safety landscape, including the Building Safety Act and Fire Safety Act, which have strengthened responsibilities for the management of fire safety systems in higher-risk buildings. These reforms place greater emphasis on demonstrating competence and verifying that those carrying out safety-critical work are appropriately qualified. Third-party audits can support this.

SMR 01 provides ongoing independent assessments of certified organisations, combining a business management audit with site inspections of service engineers carrying out service, repair and maintenance work. The number of engineer assessments is proportionate to the size of the workforce, enabling ongoing verification of competence in live working environments.

The certification scheme has been developed in line with guidance from the Smoke Control Association and relevant British Standards. It covers four key categories of smoke control systems: Single-zone ventilation - Multi-zone natural ventilation Multi-zone mechanical ventilation - Pressure differential systems, including stairwell pressurisation systems.

Olly Lucas, Scheme Manager for SMR 01 Certification at Kiwa, said: “SMR 01 allows organisations to demonstrate that both their management systems and on-site maintenance activities have been independently assessed against recognised industry standards. It also provides building owners and property managers with greater confidence that smoke control systems are being maintained by competent providers.” For more information about the SMR 01 certification scheme, visit: https://bit.ly/46leZMr

www.kiwa.com

MONTH IN FM

FMJ.CO.UK

Digitising Water Management – groundbreaking software driving smarter, safer, more streamlined systems

Emma Smith, Director of Commercial Development, Assurity Consulting Water safety compliance has always been a critical responsibility for facilities and property managers but as portfolios grow, regulatory expectations tighten and operational complexity increases, the systems used to manage water risk are coming under greater scrutiny.

Across the UK, many organisations still rely on manual, paper-based logbooks and folder systems to manage Legionella control and wider water safety obligations.

These systems are often well-structured and site-specific, but they are also static, time-consuming to manage and limited in their ability to provide real-time insight. For FM professionals, that presents a growing challenge.

Assurity Consulting has been working with property managers for decades to develop robust, paper-based water management systems. But as client needs have evolved, so too has the requirement for a more dynamic, data-driven approach.

The result is Assurity Plus 2.0 water management software, a digital platform designed to transform how water safety compliance is managed across property portfolios.

Assurity Plus 2.0 water management software builds on the proven methodology of traditional water management monitoring regimes by converting folder-based systems into a fully digital environment. However, this is more than a simple digitisation of paperwork. The platform introduces a range of capabilities that fundamentally change how facilities

teams interact with water safety data.

One of the biggest limitations of paperbased systems is the lack of visibility. With the new online platform, that dynamic shifts completely.

A defining feature of the system is its ability to flag and communicate developing risks in real time. Automated alerts and email notifications are triggered when out-of-parameter readings or compliance issues arise, making sure that Property and Facilities Managers are immediately aware and able to respond. For organisations managing multiple sites, this provides a level of oversight that is difficult, if not impossible, to achieve with traditional systems.

Data quality is another area where digital systems offer a clear advantage.

In paper-based environments, verifying who completed a task, when it was done and whether the data is accurate can be challenging.

Assurity Plus 2.0 water management software addresses this by embedding accountability into every stage of the process. Entries are digitally recorded with time stamps and user credentials, creating a clear audit trail. The system can also prompt users in real time if data appears out of range, encouraging immediate review and correction.

Beyond compliance, Assurity Plus 2.0 water management software enables organisations to make far better use of their water management data.

Because information is captured and stored digitally, it can be analysed in ways that simply aren’t possible with paper systems. FMs can visualise trends, compare performance across sites and interrogate data by asset, user or location. This level of insight supports more informed decisionmaking. Recurring issues can be identified earlier, maintenance strategies can be refined, and resources can be targeted more effectively.

The ability to export data for further analysis, share it across departments or provide access to stakeholders also enhances collaboration and transparency.

The way facilities teams operate is also

www.assurityconsulting.co.uk

changing. With increasing pressure to do more with fewer resources, the ability to manage compliance remotely is becoming a significant advantage.

Assurity Plus 2.0 water management software is designed with this in mind. The platform provides secure, remote access to data, enabling FMs to oversee performance across entire portfolios without needing to be on site. At the same time, engineers can complete tasks via mobile devices, even in offline environments. Information is captured on site and automatically synchronised once connectivity is restored, ensuring that records remain up to date.

For property management organisations, particularly those operating at scale, the efficiency gains associated with digitisation are substantial and are achieved without compromising compliance.

Water management does not exist in a static environment. Regulations evolve, assets change and operational requirements shift over time.

Digital systems such as Assurity Plus 2.0 water management software provide the flexibility to adapt quickly. Whether updating site structures, incorporating new assets or aligning with revised guidance, changes can be implemented consistently across an entire portfolio.

Digitisation is no longer a “nice to have” in water management, it is becoming essential. As expectations on facilities teams continue to rise, tools like this are set to play a central role in helping organisations deliver safer, smarter and more resilient operations.

info@assurityconsulting.co.uk

FMJ SEPTEMBER 2026 51

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Juniper celebrates at inaugural Awards for Excellence Juniper Ventures marked its first ever Awards for Excellence in July, bringing together 200 colleagues, guests and sponsors at The Old Town Hall to recognise the people behind its catering, cleaning and health and safety services across schools and public buildings.

The evening celebrated achievement across eleven categories. Among those celebrated was Jackie Patterson, Acting Chef Manager at Calverton School, who took home the Unsung Hero award for the quiet reliability and care she brings to her role every day. Anna Iluta, Chef Manager at Central Park Primary School, was named winner of Outstanding Contribution to Juniper, recognised for the lasting impact of her work across the organisation. And the Results Rockstar award went to Rachel Hamilton and Kerry Powell of the Training and Development Chef team, whose work has helped drive measurable improvements in catering standards.

Michael Hales, CEO at Juniper Ventures, said: “Our first Awards for Excellence was a chance to properly celebrate the people who make Juniper what it is, and it was fantastic to bring 200 of them together to say thank you.”

www.juniperventures.co.uk admin@juniperventures.co.uk

020 3373 3921

Makita XGT tools helping to maintain historic campus Keele University has invested in a wide range of Makita 40Vmax XGT cordless grounds maintenance tools to help its team to efficiently maintain the extensive site. In addition, the range is improving user safety and comfort, reducing noise and minimising environmental impact while Makita’s dedicated service and support is also making a significant difference for the overall team.

The team is relatively small with 10 operatives who work year-round on the upkeep of the impressive campus.

In 2016, the decision was made to begin replacing its petrol powered and corded electric tools with cordless alternatives.

The Makita tools operated by the university team includes hedge trimmers, handheld blowers, backpack blowers, brush cutters and mowers. The team has also invested in the versatile UX01G Multi-Function Power Head, which has a range of interchangeable attachments from hedge trimmers to powered roller brushes. All the tools are part of Makita’s powerful 40Vmax XGT range. Keele University took advantage of the Makita redemption schemes through which customers can claim additional batteries for free when they purchase selected tools.

www.makitauk.com 01908 211678

52 FMJ SEPTEMBER 2026

Surrey firm marks 20 years in business with double finalist place at national prop tech awards Smarter Services, a facilities management company founded in Surrey in 2006, has been named a finalist in two categories at this year’s Property Week Tech Innovation Awards. This recognition comes as the company marks 20 years in business, growing from a small local team to a 500+ strong workforce, working with some of the largest operators across commercial and residential sites throughout the UK. Smarter Services delivers cleaning, property services and grounds maintenance for clients including landlords, developers and property managers. The company has been shortlisted for the Best Property Solution (Residential) and Sustainability Tech categories because of its innovations in using sensor technology and robots to assist its cleaning teams in residential buildings across London.

The winners will be announced on 16th October at the Kia Oval.

“Twenty years ago we started with a handful of people and a belief that this industry could be delivered in a better way,” said Jason Southwell, CEO. “Getting to this point, and being recognised nationally for the work we’re doing, comes down to the teams who’ve turned up and taken pride in the job every single day. That’s what this milestone is really about.”

Being shortlisted in two categories at this year’s awards reflects two decades spent exceeding industry standards.

Please visit Smarter Services at https://smarterservices.co.uk

Jason Southwell

https://smarterservices.co.uk hello@smarterservices.co.uk

0207 112 8857

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New UK Directory Helps Facilities Managers Find Fire Door Specialists Following Inspections A Wirral-based fire door specialist has launched a free UK Fire Door Companies Directory to help facilities managers, building owners, housing associations and Responsible Persons find competent fire door contractors after inspections identify remedial work.

With increased emphasis on routine fire door inspections under the Fire Safety (England) Regulations 2026, organisations are carrying out more frequent inspections to assess the condition of fire doors. While inspection reports identify defects, many duty holders face a second challenge: deciding which repairs are most urgent, obtaining realistic budgets and finding experienced contractors to complete the work.

To help address this problem, Trifecta Fire Door Solutions has created an online directory of specialist fire door companies covering inspections, repairs, maintenance and installations throughout the UK. The directory has been developed as a practical resource to help organisations begin sourcing competent contractors within their region. Inclusion in the directory does not constitute an endorsement, and users are encouraged to verify certification, insurance, competence and references before appointing any contractor.

Alongside the directory, Trifecta has introduced a service that converts fire door inspection reports into fully priced schedules of works. Rather than leaving organisations to interpret lengthy inspection reports, the service reviews every identified defect, prioritises remedial actions and produces a structured programme of repairs. This enables building owners to prepare accurate budgets, obtain competitive quotations and plan remedial works more efficiently.

Tom Evans, Fire Door Installer and Inspector at Trifecta Fire Door Solutions, said: “Receiving a fire door inspection report is often just the beginning. Many organisations need practical support to understand the findings, prioritise repairs and identify competent contractors. Our aim is to help bridge that gap by providing both a national contractor directory and a service that converts inspection reports into clear, fully priced schedules of work.” The UK Fire Door Companies Directory is available free through the Trifecta Fire Door Solutions website. https://bit.ly/4isFtTx

Tork introduces Inclusive Hygiene category to Loo of the Year Awards Entrants to this year’s Loo of the Year Award will have the chance to compete for a brand-new award from headline sponsor Tork, an Essity brand and a global leader in professional hygiene.

The Tork Inclusive Hygiene Award forms part of the Loo of the Year Awards for the first time in 2026. It recognises those providers of washrooms that are particularly comfortable and welcoming for people with a wide range of needs.

“Our research shows that 54 per cent of people experience some form of difficulty when using a public washroom depending on their individual conditions and circumstances,” said Essity’s Amelia Baker, Brand Activation Manager.

“The design and environment of the toilets can create barriers that limit comfortable use for around half of all washroom users.

Conditions such as anxiety, sensory sensitivities or paruresis – also known as shy bladder syndrome – are often not visible, and washroom design can influence how easy and comfortable the space is to use. When facilities do not meet user needs, businesses risk their reputation and may lose revenue and customer loyalty.”

Everyone who enters this year’s Loo of the Year Awards will be invited to tick a box on the application form confirming that they would also like to be considered for the Tork Inclusive Hygiene Award.

“Hygiene for all” is a core pillar of the Tork sustainability policy, says Amelia. “We want to celebrate those organisations that go beyond compliance to create washrooms that are comfortable, welcoming and considerate for the majority of users,” she said.

“This includes thoughtful design, availability of essential supplies, privacy, sensory-friendly features and support for cleaning teams.

By recognising these efforts we aim to inspire best practice and raise the bar for washroom experiences everywhere.”

The Loo of the Year Awards is open to all away-from-home facilities in the UK, Republic of Ireland, Isle of Man and the Channel Islands. The awards event will take place on January 13, 2027, at the National Motorcycle Museum in Solihull. Entries can be made via the Loo of the Year website at www.loo.co.uk.

https://trifectafiredoorsolutions.co.uk

www.torkglobal.com/gb/en

07921 256568

torkcs.uk@essity.com

FMJ SEPTEMBER 2026 53

MONTH IN FM Humdinger Foods Expands Storage Capacity with Innovative Solution from FBS Hörmann Humdinger Foods, a leading natural snack manufacturer, needed to enhance their operational efficiency and improve technical standards by protecting pallets from weather exposure and potential pest contamination during transfers between their storage facilities.

Working in partnership with FBS Hörmann, the company has installed a bespoke external enclosure featuring an interlocking door system, creating a controlled transfer environment that provides an additional dry drop zone for inbound pallets.

The new enclosure at the company’s Sleaford site enables the safe unloading of trailers and provides a secure, weatherprotected marshalling area where pallets can be staged before being transferred into warehouse stock.

Working closely with Humdinger, FBS Hörmann also collaborated with group manufacturing partner Hörmann Transdek to design and deliver the robust, free-standing structure tailored to the site’s specific operational needs. The installation comprises a steel-framed enclosure constructed from substantial structural sections and securely fixed to a prepared concrete base. The single-skin wall system is complemented by an insulated roof designed to withstand environmental conditions, including snow loading. The structure also incorporates a manual escape door for safe personnel access, along with integrated guttering and downpipes to ensure effective water management.

A key feature of the solution is the integration of highperformance door systems, installed by FBS Hörmann to create a fully weatherproof environment. The enclosure is fitted with a pair of bright red Maviflex high-speed doors, with an internal Maviroll rapid roll door, offering opening speeds exceeding one metre per second, and an external Mavipass folding door, rated to Class 4 for wind resistance.

Both doors are equipped with an electrical interlocking system, ensuring that only one door can operate at a time, thereby maintaining environmental control within the enclosure. The entire structure was installed within just three days, minimising disruption to site operations while delivering immediate functional benefits.

www.fen-bayservices.co.uk 01529 413374

54 FMJ SEPTEMBER 2026

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The real cost of workplace technology The lowest purchase price doesn’t always mean the lowest cost.

Facilities teams have a lot to consider when choosing technology for the workplace. It needs to support the people using it, perform reliably and, increasingly, contribute to wider sustainability goals.

At EIZO, we look at these challenges through Wellbeing, Productivity and Sustainability. Our monitors include features designed to help reduce digital eye strain, while our experience in demanding areas such as security and surveillance has taught us the importance of reliability.

Longevity matters too. Our seven-year warranty on selected FlexScan monitors reflects our commitment to keeping products in use for longer. Over time, fewer replacements can mean lower procurement and deployment costs, less disruption and less electronic waste.

For facilities teams, looking beyond the initial purchase price to total cost of ownership can therefore tell a very different story about value – for the organisation, its people and the environment.

www.eizoglobal.com

TGB Sets Sights on Major Expansion The Green Block (TGB) is targeting expansion of its globally patented Mobile Segregation Unit (MSU) network following the success of its pioneering waste management solution across some of the UK’s busiest transport hubs.

Having already deployed 10 MSU units at major locations including London Victoria, London Bridge, St Pancras, London Waterloo, Stansted Airport and Birmingham Airport, TGB plans to increase the number of units by between 80-100% by the end of 2026 as demand grows for smarter, data-led waste solutions.

Across current deployments, TGB’s MSUs are processing approximately 30,000 tonnes of material. Unlike conventional waste management systems, which rely heavily on off-site processing and public participation in waste segregation, the MSU operates as a mobile on-site mini material recovery facility.

Mixed waste is segregated, processed and consolidated directly within the operational environment. Supporting the technology is TGB’s proprietary Plaza platform, a real-time digital reporting system that captures, tracks and analyses waste data. With up to 20 MSUs to be operational by year-end, TGB believes its approach is well positioned to redefine waste management across the UK’s transport and public infrastructure sectors.

www.thegreenblock.co.uk

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FMJ.CO.UK

Navigating the UK PFAS ban PFAS chemicals, widely used in firefighting foams, are currently under scrutiny due to their environmental impact and health risks. These ‘forever’ chemicals do not degrade easily in the environment and can lead to a range of health issues.

Britannia Fire has put together some top tips to help Facilities Managers prepare for a potential ban:  Don’t panic! There will be a staggered

approach to phasing out PFAS and businesses will be given time to make the change.  Start by reviewing your stock to estab-

lish what will need replacing.  Put in place an action plan as part of

your usual fire risk and in accordance with health and safety asset management plan.  If existing stock is at the end of life and

due for replacement, make the switch and get ahead of the ban to prevent premature replacement down the line.  If existing units are discharged and

need replacing, or have failed an inspection, make the switch.  If new extinguisher requirements

become apparent after routine fire risk assessments, opt for PFAS free units to avoid the need for premature replacements in the future.

Across the European Union, PFAS is already being phased out of firefighting foam and will be banned in most scenarios by 2030.

After a six-month consultation in the UK, the Health and Safety Executive (HSE) is also investigating a ban and expected to publish its final opinion later this year, with a Government decision on UK-wide restrictions to follow soon after.

Many fire extinguishers in use across the UK contain PFAS, but there are good alternative options now available that are PFAS-free and significantly better for the environment. Britannia Fire is the UK’s leading fire extinguisher manufacturer. It’s entire composite P50 range is PFAS-free, only needs servicing once per decade and lasts for 20 years.

Britannia Fire has been at the forefront of shaping future fire safety regulation in the UK. In June 2025, Managing Director Andy Spence addressed the Environmental Audit

Committee in the House of Commons, sharing his experience of phasing out PFAS to help policymakers understand the environmental urgency and the practical realities of a transition. One important issue he raised is disposal bottlenecks.

With only two UK-approved facilities able to incinerate PFAS foam waste, backlogs are already growing. Units contaminated with PFAS cannot be reused or recycled, further compounding the issue.

Andy Spence comments: “We recognised the detrimental effects of PFAS some time ago and removed them from all our products in 2024. One of the benefits of the P50, our service-free, composite fire extinguishers, is that they last for 20 years.

If customers are using an older version of the P50 that does contain PFAS, they may need to replace them before the 20 years is up. Britannia offers a scrappage scheme and discounts on new units if this is the case.”

www.britannia-fire.co.uk

 When making the switch find a repu-

table UK supplier that will support you through the whole process and provide comprehensive aftercare.  Consider disposal options and be aware

that disposal costs are likely to rise.

Andy Spence continues: “The proposed PFAS ban does not need to be disruptive or costly for UK businesses, provided action is taken early and thoughtfully. By integrating PFAS considerations into existing fire risk assessments, replacing units at natural end-of-life points and working with a trusted UK manufacturer, organisations can spread costs, avoid future disposal challenges and remain compliant without unnecessary upheaval. The key message is simple: don’t panic, but don’t delay. Sensible planning now will ensure a smooth, future-proof transition.”

sales@britannia-fire.co.uk

FMJ SEPTEMBER 2026 55

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How One of UK’s Largest Residential Portfolio Saved £280,000 in Energy Costs Facilities teams responsible for large residential portfolios face a familiar challenge. Every building differs in age, electrical infrastructure and occupancy pattern, yet budgets and reporting deadlines rarely allow for a bespoke solution at every site. Getting a clear, verified picture of wasted energy across dozens of buildings, and proving any improvement is real, is rarely straightforward.

This was the position facing one of the UK’s largest residential property portfolios, with developments spread across the country and consistent performance expected regardless of a building’s age or location. Some sites carried ageing electrical infrastructure, while others had only recently been commissioned. No single approach to energy reduction would suit every site equally, and the client needed a partner able to deliver at scale without disrupting residents.

Powerhub Solutions was brought in to deliver Voltage Optimisation, one of its 4 energy saving solutions, across the portfolio, with the first sites going live in 2023 and further sites added in stages as results were confirmed. Because voltage optimisation is delivered entirely by Powerhub’s own engineers, with no subcontracted installation, every site received the same standard of commissioning. Savings were measured and verified through Pulse, Powerhub’s own energy management system, giving the client an independent,

ongoing record of performance rather than a single estimate at the point of installation.

In the three years since the programme began, sites across the portfolio have delivered financial savings approaching £280,000 and carbon savings of almost 250 tonnes, with an average measured efficiency improvement of over 7%. The earliest sites, now three years into operation, continue to perform in line with or ahead of more recently installed sites. For a portfolio of this scale, that consistency matters as much as the initial result, since it shows performance holding over time rather than tailing off once installation is complete.

For facilities managers overseeing multiple sites, the value extends beyond the financial return. Verified, site by site data supports SECR and ESOS reporting and gives facilities and sustainability teams a defensible position when reporting savings to senior stakeholders or auditors. A solution proven across buildings ranging from older stock with legacy switchgear to newly built developments shows that voltage

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56 FMJ SEPTEMBER 2026

optimisation adapts to whatever a portfolio presents.

Feedback from the client’s facilities team pointed to two things in particular.

Installation caused no disruption to residents or building operations, and ongoing reporting through Pulse removed the need to chase multiple contractors or reconcile inconsistent data across sites.

For a team managing a large and varied portfolio, that combination of measurable results and straightforward oversight proved as valuable as the savings themselves.

Powerhub Solutions remains the only UK company delivering all 4 of its energy saving solutions entirely through its own engineers, with no subcontractors at any stage. For facilities managers weighing up how to approach energy reduction across a growing portfolio, this case demonstrates what a fully accountable, single supplier approach can deliver when applied consistently across many sites over several years.

Get In Touch To find out exactly how much you could save, on the same day and at no cost, send your half hourly data and a recent energy bill through our contact page at https:// powerhub.solutions/contact-us/. Our energy analysts will return a guaranteed savings proposal by the end of the same working day.

To read more about our energy saving solutions and products visit https://powerhub.solutions/ To request the full version of this case study, email enquiries@powerhub.solutions or call 0161 327 4036.

enquiries@powerhub.solutions

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Safety at your fingertips with Skipper’s new C8 Barrier system

Safety barriers play a vital role in modern facilities management, helping to protect people, property and business operations from avoidable risks. From separating pedestrians and vehicles to creating designated areas for equipment and work, the right barrier systems make workplaces safer and more organised.

Debbie Philip of Skipper™, the leading manufacturer of safety management products, introduces the company’s brand new C8 system.

“Created with versatility in mind, the new C8 barrier system provides superior levels of safety and stability across a range of surfaces and environments, thanks to its injection-moulded reflective panels and dual connectors that can articulate 360 degrees.

“Unlike other safety barriers on the market, the Skipper C8 has patented dual locks with magnets in the connectors, joining the panels at the top and the bottom. This offers more security than industry standard single hook and eye connectors, and ensures superior stability over uneven and textured surfaces, which is further supported by anti-trip feet -providing reassurance for all indoor and outdoor safety.

“The C8 is easy to adapt and transport for any size job, as it can be broken down into 1m x 1m sections, meaning each bevelled, smooth-edged panel can be moved easily, even in smaller vehicles (unlike larger chapter 8 barriers), and they can also be

attached to Skipper’s wider existing range of retractable barrier and waste management products, giving them even more versatility.

Direction, signage and guidance are key elements of a good safety barrier system and C8 provides them in a number of ways. The striking bonded chevrons in the panels offer extra reflectivity and the panels can feature a unique road light at each join, which is powered by rechargeable

www.skippertm.com

Li-po batteries providing up to 500 days of power. The batteries and interval PCB are all hidden in the framework of the barrier, keeping this groundbreaking technology secure. The light is controlled by Skipper’s free app, allowing the customer to manage the colour, timing and flash sequence of the light. What’s more, the C8 panels are connected with a continuous top rail, making them seamless for people to run their hands along, thereby offering an area for tailored touch direction for the partially sighted or blind.

“The product can also be tailored to promote any event or company: the reflective chevrons can be delivered in a range of colours, as can the light on top.

In addition, logos and messaging can be added to the horizontal strips on each panel, depending on usage compliance, making C8 ideal for events or industries where consistent messaging and ownership is key.

“We truly are revolutionising safety barriers with C8. Unlike other products on the market, our new system combines a patented, robust system, that is easy to connect and transport, with bespoke branding, lighting and safety features for all kinds of traffic and pedestrian safety scalable across any location.”

sales@skippertm.com

FMJ SEPTEMBER 2026 57

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Empowering FM Teams in Closing Critical Compliance Gaps

Healthcare Bathrooms: Design Meets Compliance

With tightening safety regulations facilities management (FM) teams face mounting pressure to verify workforce competence.

PPL Training addresses this challenge by delivering industry assured City & Guilds and BPEC accredited courses across vital estate disciplines, including Mechanical & Electrical, Fire Safety, Legionella (Water Hygiene), and HVAC/F-Gas. Operating purpose-built practical facilities in York, Slough, and Livingston, PPL delivers applied instruction tailored for high-risk operational environments.

Enabling delegates to master Safe Systems of Work using realistic technical rigs.

As a member of IWFM, PPL equips Authorised and Competent Persons with the verified technical skills needed to eliminate estate vulnerabilities, mitigate operational risk, and satisfy legal mandates with total confidence.

Close your workforce compliance gap today. Explore upcoming 2026 course schedules at www.ppltraining.co.uk or direct enquiries to info@ppltraining.co.uk.

For healthcare specifiers and designers, creating accessible bathrooms and wet rooms that meet compliance requirements while delivering an attractive, welcoming environment can often feel like a balancing act.

Visual contrast is one of the most important considerations when designing healthcare bathrooms and wet rooms. A 30-point LRV difference is also required under Approved Document M of the Building Regulations for adjoining surfaces in new-build and major refurbishment projects. In addition, BS 8300 recommends this level of contrast as best practice to help create more accessible and inclusive environments for everyone. While these requirements are essential, they shouldn’t be viewed as a barrier to good design.

There is often a perception that accessible healthcare design results in stark, institutional spaces. In reality, thoughtful colour selection can achieve the required LRV contrast while creating environments that feel welcoming, premium, and modern.

Download the brochure here https://bit.ly/4gHEOeG

www.ppltraining.co.uk

www.altro.com

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enquiries@altro.com

TORMAX Automation for Historic Entrance As part of a refurbishment of the Grade II listed Pitt Building, TORMAX UK partnered with IQ Glass to deliver advanced automation for the building’s new frameless glass draft lobby.

Supplying an advanced iMotion 2202 operator to power the single internal sliding door, TORMAX helped create an accessible, energy-efficient and reliable entrance solution.

Designed and manufactured to exacting standards, the TORMAX range of iMotion operators offers exceptional whole-life value through reduced wear, low energy consumption and long operational life.

At the main entrance, IQ Glass has introduced a striking glazed internal lobby that sits discreetly behind the original timber doors. Creating a thermal buffer that minimises draughts, the 3-sided enclosure improves comfort for staff and visitors, especially during large events with high levels of pedestrian traffic.

The TORMAX iMotion 2202 operator is concealed within bespoke metal housings finished to complement the interior.

Sensors and push button controls provide intuitive access meeting modern accessibility expectations within a historic context.

www.tormax.co.uk sales@tormax.co.uk

58 FMJ SEPTEMBER 2026

01932 238040

Property Connect Networking The UK’s premier network for authentic professional relationships in facilities management. Property Connect Networking is expanding nationwide, bringing its distinctive approach to FM professionals across the country.

Founded by Keith Glennister and Alex Butterworth nearly two decades ago, Property Connect has remained steadfast in its commitment to face-toface networking. While the industry has embraced digital transformation, it has maintained its belief that relationships build faster and stronger when people meet in person. This philosophy has proven particularly valuable within the facilities management community, where trust and reliability are paramount.

As workplace requirements evolve with sustainability demands and technological advancements, strong professional networks become increasingly critical. Property Connect provides the platform needed to navigate these changes collectively.

www.property-connect.org

FM CAREERS PEOPLE

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ISS completes Country Leadership Team ISS UK & Ireland has completed its Country Leadership Team with the appointment of Charlie McCarthy as Segment Director, Business & Industry (B&I) and Ireland.

McCarthy brings with him a strong

track record of effectively managing complex FM needs and capital projects across a global matrix following a 23-year career in the FM sector. Most recently as MD of JLL EMEA, he has driven revenue growth across 57 countries.

McCarthy and his team will drive growth in B&I, including ISS Ireland, supported by investment aligned to the Company’s broader strategy.

Senior appointment at Peartree Peartree Cleaning Services has appointed Andy Gook as Business Development Manager as the company looks to accelerate its growth across Scotland.

Gook brings more than 20 years’ experience selling soft services. His appointment forms part of Peartree’s wider growth strategy and will see him focus primarily on securing new business while also developing opportunities with existing customers and supporting growth across the north of England. A key priority will be developing Peartree’s presence within Scotland’s commercial property market, with a particular focus on professional workplaces and organisations looking for high-quality cleaning services that support their wider ESG, workplace and budgetary objectives.

Director hire at Bidvest Noonan Marielle Howitt has been appointed to the role of Director of Operations, at FM services business, Bidvest Noonan, where she will lead service delivery across its Education and Public Sector portfolio in the UK. Howitt brings more than 15 years of senior leadership experience gained across complex, highly regulated and technology-enabled organisations. She has held operational leadership roles with responsibility for large teams, major transformation programmes and the design of high-performing operating models.

In her new role, she will work closely with clients and operational teams to strengthen consistency, raise service quality and support the continued growth of the portfolio.

Looking for FM candidates?

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• Includes social media promotion • Advert can run until position filled – no fixed term • Listings from as little as £250

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FMJ SEPTEMBER 2026 59

FM CAREERS RECRUITMENT

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Task mastered Michael Vavakis, argues that admin overload is fuelling Europe’s retention crisis. How should employers respond?

MICHAEL VAVAKIS Chief People Officer Ricoh Europe

In 2026, employee retention and turnover remain the second most urgent HR challenge for European organisations, behind only employee wellbeing.

Retention issues are often driven less by talent and more by inefficient processes and low value work that erode motivation over time. Our research shows employees report losing 15 hours a week to admin outside their core job role, the equivalent to two working days.

Overloading roles with repetitive, low value tasks undermines motivation, drags down productivity and erodes long term role sustainability. Real retention gains come from rethinking the work as well as the people doing it.

HOW WORK IS DESIGNED Retention strategies, often focus on pay, benefits and flexibility, but if the day-to-day experience of work is fundamentally flawed, surface-level incentives are unlikely to fix it.

Fewer than half of employees (43 per cent) report spending most of their day on value-adding work.

The rest is seemingly consumed by

LATEST JOBS ON FM ssociate Director of Infrastructure: A PFI & Contracting Salary: c£95k + benefits Location: West Yorkshire Director of Property & Workplace Salary: £110k - 130k per year + Bonus + benefits Location: Greater London

60 FMJ SEPTEMBER 2026

repetitive, low-value tasks, which offer little sense of progress or purpose. While technology has the ability to help address this problem it can just as easily exacerbate the issue.

When access to tools, training or automation is inconsistent, it can reinforce existing disparities, and even introduce additional complexity. Any new tool needs to be implemented in the right way to ensure it doesn’t reinforce or replace existing issues by adding to and creating new forms of friction.

ADMIN OVERLOAD

Admin burden becomes a wider organisational issue when low value work builds up unevenly across teams, driving frustration and perceived unfairness. What may seem like a minor operational issue can soon become a wider cultural problem that affects both collaboration and team morale.

Addressing this requires better visibility and accountability for how work is distributed.

Understanding where OVER 250 admin is accumulating JOBS LIVE and why helps reduce it at source and rebalance ON SITE workloads. By taking a

more holistic view of how work flows across a team, leaders can ensure they’re aware of where time is spent, and when it’s being spent on meaningful, value-adding activities – and ultimately when it’s not.

CLOSING THE GAP In many cases there are gaps between teams and systems, from duplicated data entry across platforms to layers of approvals that have built up over time without being re-evaluated. These shape the day-to-day experience of work and are important to explore.

Taking this as a starting point will help organisations prioritise targeted changes that remove unnecessary steps, reduce duplication and streamline decision-making. Small interventions, applied consistently, can have a disproportionate impact on how roles feel in practice.

Perhaps most importantly, technology should support that effort, not lead it. The emphasis should be on making immediate, tangible improvements to employees’ day-to-day work, and avoiding simply introducing additional layers of tooling.

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FM CAREERS TRAINING

Safety Skills

Mark Winfield offers advice on tackling skills shortages and safety at work Investment in H&S and technical training may be spread across different departments, locations and suppliers. This makes it difficult to answer a simple question: do we know the right people have the right skills to do their jobs safely?

MARK WINFIELD CEO HSS Training

There is increasing pressure on technical skills, as regulatory expectations and the complexity of working environments continues to increase. We need to move the conversation beyond simply asking if someone has attended a course.

Employers need to understand what competence is required for a role, if an individual possesses it and when it needs refreshing.

Organisations need to think about competence management, rather than training provision alone.

CHANGING RISKS The workplace is changing quickly and that changes the skills people require. AI and other technologies can improve access to information, identify patterns in data and help organisations identify risk earlier, but technology doesn’t remove the requirement for competence.

In some circumstances it increases it, because people need to understand what technology can do and its limitations.

The ageing workforce presents a different challenge. When people with enormous amounts of experience and tacit knowledge leave that creates an issue.

Employers should be thinking about how they capture and transfer that knowledge to the next generation, rather than discovering the capability gap after those individuals have left.

The definition of competence is

broadening. Technical knowledge remains essential, but people need to adapt, communicate, use technology effectively and recognise when changing circumstances create new risks.

START WITH RISK The first question should not be: “What courses do we need to buy?” It should be: “Which activities present the greatest risk to our people and the organisation, and what competencies do people require to manage those risks?”

From there, employers can map roles against the competencies required and identify the gaps. Priority should be given to statutory and regulatory requirements and safety-critical competencies, followed by areas where the consequences of failure are greatest. Employers also need to consider emerging capability requirements including where qualifications are expiring, where recurring gaps exist and which locations or teams present the greatest exposure. Training spend can then be directed according to risk and business need, rather than simply repeating last year’s schedule.

CREATING JOINED-UP PATHWAYS Training has traditionally been very transactional. Someone needs a qualification, a course is booked, they attend it and receive the certificate which suggests compliance, but does not necessarily create capability.

A better approach starts with the role rather than the course. What does someone need to know when they start? What competence should they develop after six

months, two years or five years?

What skills would allow them to progress?

Individual courses then become components of a broader development pathway.

BEYOND THE CERTIFICATE The real measure is what happens outside the classroom. Can they apply what they have learned?

Has their behaviour changed?

Are managers seeing greater competence in their teams? Is the organisation becoming less dependent on a small number of experienced individuals?

A certificate is evidence that someone has completed a defined training requirement, but it should never be treated as evidence that every aspect of competence has been achieved. Training needs to connect with workplace assessment, supervision, refresher activity and performance data back on the job.

Good training should not be measured by how many certificates an organisation produces. It should be measured by how much more capable the organisation becomes.

That is the difference between purchasing training and investing in competence.

FMJ SEPTEMBER 2026 61

FM CAREERS NEWS

Zero-hours contracts may create work-life chaos for over a million workers New research claims that unpredictable shifts, last-minute cancellations and fluctuating pay can create “work-life chaos” for many of the 1.24 million people employed on zero-hours contracts.

The report from the Work Foundation at Lancaster University, commissioned by the TUC, draws on in-depth digital diaries kept by zero-hours workers across Britain. It provides a detailed picture of how insecure and unpredictable working hours affect workers’ finances, family lives and wellbeing.

Analysis by the Work Foundation of ONS data indicates that a record number of workers depend on their zero-hours contract for full-time work (32.8 per cent) and are not in full-time education (77 per cent). All of workers who participated in this study were aged 25+, the age cohort which comprises more than 60 per cent of zero-hours contract workers.

Ben Harrison, Director of the Work Foundation at Lancaster University said: “The experiences of zero-hours contract

workers underline how one sided the flexibility that they offer can be. By their very nature, they bake uncertainty and precarity into the working lives of those who rely on them, which has significant consequences for their financial and mental wellbeing.

“In particular, this new evidence shows how zero-hours contracts leave workers highly vulnerable to late changes and cancellations of their shifts. This can make it extremely difficult to plan for day-to-day expenses like childcare, and for long-term financial commitments like renting or buying a home.'

Skills shortages affecting safety at work Skills shortages risk making workplaces less safe and less productive, with an impact on the national economy, according to the Royal Society for the Prevention of Accidents (RoSPA).

Protecting workforce competence for safer, healthier workplaces, summarises the findings of five roundtables chaired

by Commissioners handpicked for their expertise, and attended by a range of professionals with backgrounds in OSH, HR, OH and operations. During these discussions, the following cross-cutting themes emerged: • Job-readiness and early-careers learning • Flexibility, life course fit and workforce stability

62 FMJ SEPTEMBER 2026

• Leadership, management and trust • Honest work design and role clarity • Human capability with technology and AI Based on the experiences and evidence gathered for this report, RoSPA’s OSH Skills Commission makes the case for recognising whole workforce competence as a core organisational asset and a precondition for safer, healthier and more productive work.

Key priorities include the need to create the conditions where workers can gain meaningful early-career experience, hone judgement through exposure and shadowing senior colleagues, and continue learning throughout their working life.

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Survey reveals widespread gaps in workplace mediation skills A new Acas survey, carried out by YouGov, found that 33 per cent of workers thought that their organisation did not have people with the necessary mediation skills to resolve a workplace conflict, with the figure rising to 40 per cent for SMEs. Mediation is a way of mending relationships when there is a disagreement at work and looks at how people can work together. It is held by an impartial mediator who does not take sides, and is a less formal, flexible and voluntary way of resolving disagreements.

The Employment Rights Act 2025 has introduced significant changes to workers’ rights and provides an opportunity for employers and workers to work together to help organisations thrive and improve working lives.

Acas is encouraging employers and workers to work together to raise standards of workplace relations and help prevent and manage potential disputes.

Kevin Rowan, Acas Director of Dispute Resolution, said: “Mediation can be great way of preventing and managing disputes informally without the need for potentially expensive formal action.

“It is not about judging who is wrong or who is right; it is about bringing people in a disagreement together to agree on a way of working together.

“Mediation is a valuable skill, but our survey shows that too few workers are confident their organisation has the skills to use it in a disagreement. We encourage employers to make sure their managers have the confidence and skill to mediate successfully.”

The Tork products you know and trust, now with lower carbon footprint

Tork PeakServe® ContinuousTM Hand Towel Refills now have a 22% lower carbon footprint This is just one great result from our ongoing effort to reduce carbon impact.

We’ve also achieved reductions for popular Tork hand towel, napkin and wiper refills – delivering measurable sustainability benefits while helping you improve your business performance.

The resources and tools you need To make sustainability easier for you, Tork Focus4 Sustainability provides the tools, information and training needed to select the right products, find the right data, and navigate complex sustainability topics.

Take the next step in sustainable hygiene with Tork today torkglobal.com/gb/en/sustainability On average, compared to the average of all Tork PeakServe® (H5) refill carbon footprint before commencing purchase of renewable electricity, verified and matched through Guarantees of Origin, for our paper making operations. The resulting carbon footprint reductions were quantified in a third party reviewed cradle-to-grave Life Cycle Assessment.

Tork, an Essity brand