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Editorial steering committee
Alan Hutchinson, Facilities Director, Howard Kennedy LLP
Alex McCann, Senior Facilities Manager – EMEA & APAC Global Support, Informa Group Plc
Darren Miller, Group Head of Real Estate & Workplace, Experian
Ian Wade, Head of UK Estates, British Medical Association
Jenni Gallop, Director of Estates & Facilities and H&S, Provide Community (NHS)
Lucy Hind, Senior FM Lecturer, Leeds Beckett University
Paul Cannock, EFM Consultant. Former Head of the Estates and FM, European Space Agency
Russell Burnaby, Head of Facilities Management, Finance & Resources, Brent Council
Simon Francis, Director of Estates and Facilities, The Institute of Cancer Research
As this year closes and we welcome in a new one, this issue focuses on the future of FM. At the WORKTECH London 2024 (page 10) we heard how AI is where machines and human’s crossover, and it is this co-creation which is influencing the evolution of the sector.
The conference o ered useful insights. Whether it is in using data to inform how workplaces are designed, how facilities are used, the quality of ventilation or the development of apps to help forge a sense of community and socialisation, the third era of computing is truly here.
As one of the speakers noted, this third era is not just about AI but cloud computing, quantum computing, block chain, meta and robotics. All these technologies feed into the way FMs manage everything from building access to the quality of cleaning services.
In our Fast Facts feature on page 16, we report on how So Bank Robotics is utilising smart technology for cleaning and hygiene. Combining IoT sensors with AI helps teams gather comprehensive, targeted data on cleaning activities that deploy people to the right places at the right time and ensure high standards are maintained.
Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions
Wayne Young, Facilities Manager at DB Cargo (UK)
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For those daunted by the introduction of leading-edge tech, in his interview (page 38) David Aird, Director of Strategic Projects, Amey o ers some reassurance. He advises, if we bear in mind the pivotal interaction between technology and people - providing transparent communication about its non-intrusive nature, can only benefit FM providers, clients and sta .
Finally for some useful insights into the outlook for FM in 2025 we’ve a special four-page FM Clinic (page 20) featuring some of the leading names in the sector. Next year will be a special one for the FMJ team as we launch our Facilities & Estates Management Live event. Visit https://facilities-estates.co.uk/ for regular updates.
As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.
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THIS MONTH...
This month’s summary of everything that has hit the headlines in the FM sector.
The latest news and views from membership organisations.
WORKTECH London 2024 special edition focused on the practical applications of the growing use of digital tech.
Cli Jones, Head of Applied at Daikin explains the e iciencies of air-to-water inverter heat pumps for large buildings.
Waste-related legislation will make waste management a key business priority in early 2025 says Martin Dallison, Supply Chain Coordinator at Everflow.
16 Simon Wisdom, VP of Sales EMEA, So Bank Robotics EMEA on the innovations in washroom technology that are revolutionising this most forward-facing area of FM.
18 Katrina Christopoulos, Head of ESG at Cloud, on how technology will drive the next phase of decarbonisation.
20 The election of a new government heralded an historic budget and plans to overhaul employment legislation. What are the main priorities for the sector in 2025?
CASE STUDY
Pernod Ricard and its catering partner Grazing reveal to Piers Zangana how using a central production unit has resulted in a popular and sustainable foodservice.
Kieran Mackie describes how Amulet’s command and control vehicle streamlines and enhances safety procedures in large crowd scenarios.
Rachel Ti en, Director of Public Sector & Learning at fraud prevention service at Cifas lists the four main fraud trends impacting the FM industry and how to combat them.
HARD SERVICES
Derren McCreadie Technical Services
Director Sodexo UK & Ireland on delivering e iciency and consistency in critical hospital assets.
COMMUNICATIONS
36
Carla Sousa, Marketing Director at Chubb Fire and Security provides some practical advice for those who have yet to start the digital switchover process.
INTERVIEW
38
David Aird, Director of Net Zero and Energy Solutions at Amey explains to Sara Bean why smart buildings can help balance energy e iciency, carbon reduction and occupant comfort.
WASHROOMS
42
Mike Smelt, UK Non-Residential Product Manager at Ideal Standard International o ers advice on the key considerations when specifying gender neutral washrooms.
44
Amy Carter, Customer Marketing Manager, Washroom & Sustainability, Kimberly-Clark on the innovations which are driving the washroom towards zero waste.
New product and service launches and company news from the FM industry.
Next Edition
Find out who’s moving where in the facilities management profession.
FMJ reports on the role of apprenticeships in shaping the future of FM, with a focus on Integral’s apprenticeship programme.
57 Matt Bailey, workplace analytics specialist at Matrix Booking explains why flexible working means FM can’t go it alone.
A brief roundup of the latest careers news in the facilities management sector.
In February’s issue we discuss the concerns of the catering industry in meeting a rise in employers’ National Insurance Contributions, and present valuable insights into the catering wants of retirement living residents. We find out why being ‘paper lite’ rather than ‘paperless’ is the best approach to document storage and present the key entrance matting solutions FMs should consider for a variety of environments. In our fire focus, we explain the implications of proposed changes in the testing of fire doors to the European classification. And finally, we’ve a feature based on a recent podcast with Zip Water which discusses why o ering ‘elevated basics’ in the workplace helps put the wellbeing of sta at the forefront.
LEGAL VIEW UK FIRMS PUSH FOR IN-OFFICE PRESENCE TO BOOST ENGAGEMENT
UNDERSTANDING THE PSTI ACT
Ed Wilkes, Head of Connected Solutions for Zumtobel and Thorn Lighting in the UK and Ireland
In today’s connected world, lighting controls play a vital role in smart buildings. These systems use IoT technology to drive energy efficiency, enhance comfort, and provide robust management features. However, as connectivity increases, so do the associated risks. Recognising this, the UK government has included lighting products in its cybersecurity regulations for the first time.
The Product Security and Telecommunications Infrastructure (PSTI) Act (2022) and its Regulations (2023) set mandatory security standards for connected devices, including those controlling critical functions like lighting and security systems. The aim is to address vulnerabilities that hackers could exploit, potentially endangering building infrastructure, data, and occupants.
LIGHTING CONTROLS AND THE PSTI ACT
Lighting controls typically consist of devices such as luminaire drivers, sensors, switches, relays, and scene controllers. These regulate lighting based on factors like occupancy, daylight levels, and user preferences. They also offer features such as geo-location, asset tracking, and data collection on energy usage, temperature, and air quality.
As these systems increasingly connect with cloud platforms and building management systems, their exposure to cybersecurity risks grows. Under the PSTI Act, all IoT-enabled devices must comply with three key requirements:
1. Unique or configurable passwords: Devices must have unique credentials, avoiding default passwords that hackers can exploit.
2. Transparency in security features: Manufacturers must provide clear information on a device’s security features and maintenance guidance.
3. Ongoing security updates: Devices must be capable of receiving updates to address emerging threats.
WHAT FACILITIES MANAGERS NEED TO DO
Facilities managers are at the forefront of ensuring compliance with the PSTI Act, as many IoT-enabled devices fall under their responsibility.
Below are the critical steps to take:
1. Assess current systems: Evaluate your building’s existing infrastructure, particularly legacy systems that may not meet the PSTI Act’s requirements. Older lighting controls, while functional, are often more vulnerable to cyberattacks. Conducting a security review with technical experts will help identify risks and inform upgrade plans.
2. Choose compliant products: When procuring new devices, prioritise suppliers that design products to be “secure by design”. Trusted manufacturers should offer documentation of compliance, including certifications and detailed information on security features. Look for suppliers committed to evolving with cybersecurity standards, ensuring your building remains compliant in the long term.
3. Strengthen collaboration: Facilities managers must work closely with IT teams to integrate lighting systems into a building’s broader cybersecurity strategy. This includes securing network configurations, updating passwords, and ensuring devices can receive software updates. Regular audits are vital to maintain ongoing security.
WHY COMPLIANCE MATTERS
While meeting PSTI Act requirements is a legal obligation, compliance offers broader benefits for facilities managers and their buildings. Building tenant trust: Modern, secure systems reassure tenants and occupants that their data and safety are protected. This commitment to security can improve tenant satisfaction and make properties more attractive to prospective occupants.
Future-proofing systems: PSTI-compliant devices are built with adaptability in mind, reducing the need for costly replacements as security threats evolve. Investing in compliance now ensures stability and longevity for IoT systems.
Operational resilience: Secure systems reduce the risk of cyber incidents, which can cause costly disruptions. Downtime and breaches can damage both operations and a building’s reputation.
THE RISKS OF FALLING SHORT
Failing to meet PSTI Act requirements can have significant repercussions. Manufacturers or importers of non-compliant devices face fines of up to £10 million or four per cent of global revenue—whichever is higher. For FMs, using non-compliant products risks leaving your building exposed to cyberattacks, compromising safety and professional reputation.
The trend of flexible work models is gradually shi ing, as almost two-thirds of UK companies (60 per cent) have implemented a formal policy that requires employees in the o ice for a minimum number of days a week. According to the Flexible Work Models Pulse Survey by WTW.
The drive behind greater in-o ice presence is led by the belief that face-to-face interactions boost employee engagement within teams (84 per cent), strengthen corporate culture (72 per cent) and enhance learning opportunities, particularly for junior sta members (69 per cent). However, this lies in contrast to the leading benefit of remote work, as 86 per cent of organisations say engagement is increased by having better work life balance. Other benefits include promoting attraction and retention of specific roles that could not be filled without remote work options (82 per cent) and greater retention (69 per cent).
Despite employers justifying in o ice presence with better team engagement and productivity, two-thirds (61 per cent) of organisations say that they have no set rules to determine days on site, so employees can choose the days they work remotely without restrictions.
Paul Richards, Europe Rewards Data Intelligence Leader at WTW commented: “While employers navigate balancing both corporate and employee needs by encouraging employees back to the o ice for better engagement and productivity, without a clear structure around designated days spent in the o ice, organisations will be no closer to achieving improved team collaboration. Leaders need to rethink their flexible work models in a structured way that prioritises the employee experience and at the same time achieves corporate goals. Reviewing rewards and benefits and seeking employee feedback ensures alignment with needs and expectations, while taking into account realistic changes that will motivate employees back to the o ice.”
While flexible work models are here to stay, it’s a balancing act between achieving corporate and personal needs.
OVER
HALF OF UK WORKERS NEGLECT ESSENTIAL DESK BREAKS
A new survey highlights UK workers’ desk-break habits amid growing mental health concerns. Conducted by workplace product supplier, AJ Products, the survey sought to dig deeper into the importance of desk breaks and their impact on workers, whether UK workers are adhering to current guidelines and the consequences, and to look at the results by age, region and profession. Workplace health experts have long advocated for hourly breaks during desk work, emphasising the benefits of standing, stretching, or taking a brief walk for better wellbeing and physical and mental health.
A key finding from the new survey, which used a demographically representative sample of 2,015 adults is that over half of UK workers are neglecting essential breaks, despite recent findings from the 2024 ASICS Global State of Mind study which found that two hours of uninterrupted desk time led to a notable decline in employee’s mental health, while four hours of continuous work led to an 18 per cent increase in stress levels.
Pareto strengthens with Sowga acquisition
Pareto has acquired Sowga, a renowned name in the mechanical and electrical engineering sector, with an expertise in maintenance and compliance services.
The acquisition marks a significant step forward in Pareto’s strategy to expand its technical service capabilities and positions both companies for continued growth and strengthened service offerings. This comes as Pareto transitions into the Pareto Group, reinforcing its commitment to delivering comprehensive, clientfocused solutions across diverse sectors.
This partnership brings together the dynamic facilities management approaches and expertise in mechanical and electrical engineering, compliance, and maintenance of both Pareto and Sowga. By combining their strengths, the collaboration creates added value for clients while unlocking new growth opportunities for employees. With a shared commitment to decarbonisation, Sowga’s skills in sustainable projects align with Pareto’s focus on creating future-ready facilities.
James Clarke, CEO of Pareto, said of the acquisition: “We are delighted to welcome Sowga to Pareto. Sowga’s reputation for engineering excellence, client satisfaction, and commitment to sustainability aligns perfectly with Pareto’s core values. Together, we are positioned to offer an even greater range of services while upholding the integrity and quality that define both companies.”
Aaron Guidice, MD of Sowga added: “Our partnership with Pareto is an exciting step forward for Sowga. This acquisition brings together two businesses with a shared commitment to quality and client satisfaction.”
FM LEADERS REACHING THE POINT WHERE SUSTAINABILITY PAYS
01-31 JANUARY 2025
The Sustainable FM Index (SFMI) has released its 2024 audit findings in its latest report ‘FM Leaders Reach the Point Where Sustainability Really Pays’. The results reveal a critical shi in the sector: sustainability initiatives are now delivering tangible internal value and driving significant external revenue opportunities.
As ESG priorities take centre stage, FM providers are witnessing the rewards of their commitments. However, challenges remain, including a shortage of sustainability skills and expertise at senior levels. The SFMI report emphasises the importance of overcoming these hurdles to ensure continued growth and innovation in the sector.
Decarbonisation: From Ambition to Opportunity
FM leaders are spearheading a transformation, turning decarbonisation into a dynamic opportunity rather than a compliance-driven task. The report highlights that SFMI Partners are commercialising new service o erings to meet growing industry demands, particularly in fleet decarbonisation. Transitioning to EV fleets has become a pivotal step forward.
Despite this progress, Scope 3 emissions remain a pressing concern, with FM providers needing to deepen their understanding and data quality to achieve their net zero goals.
Wellbeing: Doing What’s Right Pays O
Wellbeing initiatives are driving measurable results in sta retention, diversity, and customer satisfaction. Senior leadership involvement has increased significantly, underscoring the commercial and cultural imperatives of prioritising wellbeing.
Social Value: Turning Purpose into Profit
Social value initiatives are at the forefront of FM providers’ strategies, with SFMI Partners scoring 14 per cent higher than last year in this area. By integrating social value into profit structures, providers are proving the commercial benefits of these e orts. Partnerships with non-traditional stakeholders and enhanced data integration are further amplifying their impact.
Risk and Opportunities: Turning Risks into Rewards
Strong governance remains a linchpin for progress, with skilled boards driving better ESRS preparation, focused materiality assessments, and enhanced risk management. These actions translate into improved commercial outcomes and a more resilient sector.
To read the report visit https://bit.ly/4ikrtJj
Property Connect Networking Events Various locations across England www.property-connect.org
27-28 JANUARY 2025
FM Forum
Radisson Hotel, London Heathrow https://facilitiesmanagementforum.co.uk
05 FEBRUARY 2025
Occupational Safety & Health Forum Hilton London Canary Wharf https://oshforum.co.uk
Business Design Centre, London https://workspaceshow.co.uk
12-13 MARCH 2025
World Workplace Europe The Hague, Netherlands https://worldworkplaceeurope.ifma.org
18-20 MARCH 2025
The Cleaning Show 2025 ExCeL, London https://cleaningshow.co.uk/london
24 MARCH 2025
Total Security Summit De Vere Grand Connaught Rooms, London https://totalsecuritysummit.co.uk
02-03 APRIL 2025
The National Facility Management and Maintenance Show www.facilityandmaintenanceexpo.com
07-08 OCTOBER 2025
Facilities & Estates Management Live Business Design Centre London https://facilities-estates.co.uk
IWFM SURVEY: FM CALLED TO TAKE LEAD IN CLIMATE TRANSFORMATION
IWFM’s latest Sustainability Survey, created in partnership with Equans UK & Ireland, includes insight from IWFM’s Ireland Region on sustainability approaches and challenges, plus the IWFM Sustainability Special Interest Group (SIG), which aims to support professionals through increased guidance, awareness programmes and tracking of sector-wide progress. This report serves as a crucial roadmap for WFM professionals.
In its findings, the report o ers a mixed assessment of the sector’s progress toward net zero goals. While the report highlights encouraging signs of progress, it also exposes significant gaps in professional engagement. For instance, more organisations now have climate action plans compared to previous years and significant investment is being directed toward carbon reduction solutions. However, WFM professionals remain largely uninvolved in critical sustainability decision-making, a critical downside if plans are intended to be e ective and impactful.
The report is unequivocal in its message: WFM professionals must step up and lead sustainability e orts. WFM professionals have the capacity to leverage partnerships and networks where they are available or can build new ones where they are not. Only collaboration with stakeholders and the broader sector will help organisations achieve net zero goals. “Climate
MONEY, MITIGATION AND MARKETS, KEY DISCUSSION POINTS AT COP29
Institute of Environmental Management & Assessment (IEMA) Deputy CEO, Martin Baxter, who attended the Climate Conference COP29 in Baku, Azerbaijan says many negotiators were clearly frustrated at the slow progress during talks and the lacklustre new deal that emerged.
change impacts everyone,” the report emphasises. “WFM professionals are uniquely positioned to bridge the needs of landlords, end-users and supply chains.”
A critical focus of the report is scope 3 emissions, indirect emissions that occur in an organisation’s value chain. IWFM was proud to collaborate with other sector leaders to create the Framework for Scope 3 Emissions in FM, benchmark setting guidance intended to enhance WFM businesses. The WFM profession can now take a uniform approach to determine what good emissions reduction looks like and avoid relying on incomplete or inaccurate assessments.
Furthermore, WFM can demonstrate its commitment to net zero and play a leading role in discussions and actions around the whole lifecycle of buildings. On this topic, the report reveals a need for mass mobilisation and improved scop 3 measurement strategies to achieve net zero targets.
I encourage professionals at every level to engage with the report and its findings. The time to act on climate change is now, and better outcomes can only be achieved through greater professional, sectoral, organisational and, indeed, global alignment. The full report is available now through IWFM; keep up to date with IWFM’s sustainability agenda as we incorporate new learnings to improve our actions, ultimately seeking to drive sustainability change though unlocking the potential of WFM.
RICS GLOBAL RED BOOK UPDATES MANDATORY STANDARDS
At the previous COP28 summit, the terminology used in the final deal to “phasedown” rather than “phase out” fossil fuels, was seen as a compromise. Says Baxter: “One of the key areas of focus this time around was to accelerate deployment of the climate mitigation measures set out in the Global Stocktake, such as tripling renewables, doubling energy e iciency and phasing-down fossil fuels. Despite e orts from petro-states to row back on the agreement to phase down fossil fuels, this was unsuccessful.”
A er years of wrangling, the rules for international carbon markets were approved at COP29, paving the way for more private sector finance and investment in climate action. These standards against which voluntary carbon markets would function are an important step towards mobilising climate finance. Finally, new Nationally Determined Contributions will be ratified at COP30 in Brazil next year – taking us through to 2035.
“Each country must lodge their new NDCs by the end of February and this will be the acid test for the level of ambition on climate change over the next 10 years,” he concludes.
The Royal Institution of Chartered Surveyors (RICS) has released a new edition of its Global Red Book, making several crucial updates on the use of AI in valuation and the mandatory implementation of ESG principles. First published in 1976, the Red Book is used by valuation professionals across the globe, both within and outside the institution’s membership.
The latest version makes several crucial updates. These include:
• Aligning with other relevant global standards, such as the latest International Valuation Standards (IVS), published by the International Valuation Standards Council (IVSC), of which RICS is a member
• Incorporating new content on modelling, methods and risk assessment
• Practice and process changes regarding rapidly developing technologies such as AI, and, for the first time, a mandatory Environmental, Social and Governance principles (ESG) element
The reform to AI regulation includes a commitment to transparency in its use and consistent professional judgement in its application, as well as confidentiality and data rights protections. Meanwhile, Valuers must now record relevant ESG data and consider any factors related which might impact valuation.
A full copy of the Global Red book may be found here:
https://bit.ly/3BtfdVZ
WORKTECH LONDON 2024
PROOF POSITIVE
WORKTECH London 2024 special edition focused on the practical applications of the growing use of digital tech and how it is helping shape how, where and when work takes place
TheFuture is Here, was the opening salvo from Futurist and Author Ajay Chowdhury at WORKTECH London Special Edition held at 22 Bishopsgate in London on November 20th. Judging by the enthusiasm of the speakers and the energy in the room, the age of AI has arrived. The ‘special edition’ was styled as a festival format, with the conference element condensed into one day following a series of external events including sector specific roundtables and tours of some of London’s most inspiring buildings.
For those in FM the big question is how will AI impact physical spaces? In a panel discussion on ‘AI what's coming next’, whether it describes virtual receptionists or automated catering, Jeremy Coleman of Norton Rose Fulbright argued that services are being "done by people for people" and if we value personal interaction, we mustn’t lose the human side.
In his talk on the latest digital trends in real estate, Andy Targell of JLL warned against ‘shoving a load of apps’ at occupiers without changing how we’re working, but instead "just digitising the process". He recommended three priorities for corporate real estate, establish clear and measurable business goals, empower teams to leverage technology and design a technology
blueprint that can adapt to change.
CLOSER TO HOME
How close are di erent types of people to the things they need? Catherine Gall of the IAE Paris Sorbonne School was joined virtually by Carlos Moreno Researcher, Scientist, author of the 15-Minute City to discuss work location and its impact on community and urban planning. Moreno explained a 10, 15 or 20-Minute City is shorthand for places which o er essential services at a reasonable distance from where people live. By ensuring amenities are accessible by foot or bike these neighbourhoods can help prioritise human needs, promote health, social connection and local vitality.
As Jeremy Myerson Director, WORKTECH Academy reflected, case studies demonstrate the delivery and implementation of the best o ice buildings, that pull together place, people and technology. GSK’s new home in central London, explained Chris Higgins, Head Workplace and Max Jennings of ART Health Solutions o ers spaces for people to meet, energise teams and attract the best people. The presentation also emphasised the importance of early change management to gauge user reactions. This is why a mock environment was created to collect real-time feedback
on everything from the quality of the lighting and ventilation to the benefits of curved computer monitors.
The GSK team’s belief in the importance of workplace science in measuring the impact of the environment on occupants was echoed in the talk by Jane Watson of XY Sense on the use of metrics to help reinforce strategic decisions. While the endpoint is in having a frictionless workplace automated through smart building controls she explained, it also improves our understanding of where and how we make the changes. She took for example, using sensor data as "proof" to reframe a conversation with employees about the reasons for closing an o ice floor on a Friday.
NEW ERA
During a wide-ranging panel discussion moderated by Esme Banks-Marr of BVN Architecture, Sol Enenmoh Head of AI at HSBC, pointed out that we’re now in the third era of computing. The first was the Internet, the second Smart Phones and the third era is not just AI but cloud computing, quantum computing, block chain, meta and robotics. However, the panel agreed, these technologies must reach a tipping point where they become ubiquitous to significantly change how we live. They also stressed the importance of evaluating technologies by the problem
they solve for users, rather than their features alone.
Reflecting the new era of hybrid working, Dan Drogman of Smart Spaces explained how the world’s smartest skyscraper 22 Bishopsgate, is using digital technology to help build community. While the adoption of mobile apps to enable users to access the site is convenient, once people are together online the technology is there to help bring people together in person. The result is tech which drives much of the activity in the building, from pre-ordering lunch to joining social events - all helping to create a sense of belonging.
DATA DECISIONS
The final expert panel debate of the day focused on an area of growing importance, the use of data, sensors and benchmarking for workplace innovation. As an example, lighting expert Jess Costanzo revealed that sensors at one site showed users were automatically dimming meeting room lighting – so by reducing the luminance, costs went down by half.
Despite the positives, the panel raised concerns about the sustainability and cost implications of collecting large amounts of data from IoT devices in buildings and how to determine if any valuable data has been collected.
The conclusion is we’re still on a digital learning curve, or as Myerson pointed out in his conference round up, "AI is kind of leading us now, and we need to lead the AI." What is much more positive is that digital innovation is bringing science to the subjectivity of space. Proof positive for FMs making data-led decisions.
https://www.worktechevents.com
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AIR AND WATER
Cli Jones, Head of Applied at Daikin explains the e ciencies of air-to-water inverter heat pumps for large buildings
The recent UN climate summit COP29 held in Azerbaijan ended 33 hours late and with no country getting what they wanted, according to the head of the UN climate body Simon Stiell. There was however agreement on the need to transition away from fossil fuels, though the details won’t be debated until COP30, which takes place next year in Brazil. One of the few positives to come out of COP29 was the fact that agreement was reached on the remaining sections of Article 6 on carbon markets, meaning all elements of the Paris Agreement have been finalised nearly 10 years a er it was signed.
This means that the importance of renewable sustainable solutions for the facilities industry has never been more prominent than it is today. When it comes to reducing HVAC (heating, ventilation and air conditioning) air-to-water inverter heat pumps have gained traction as a viable solution for heating and cooling large buildings, as these systems o er several advantages over traditional fossil fuel heating systems, especially when it comes to energy savings, operational e iciency, and environmental impact.
INVERTER HEAT PUMPS
Air-to-water inverter heat pumps are systems that extract heat energy from the outside air and transfer it to water, which is then circulated to provide space heating, domestic hot water and cooling. Unlike conventional on/o heat pumps, inverter-driven systems use variable-speed compressors, which allow them to adjust their
output according to the exact needs of the building. This results in lower starting currents, reduced energy consumption and enhanced comfort levels. These heat pumps can operate e iciently even in cold climates, making them suitable for large buildings with high heating demands. The inverter technology allows the system to vary its speed, providing only the energy required at any given time, which avoids the constant on-o cycles common in traditional systems. This results in substantial energy savings – o en up to 30 per cent compared to non-inverter systems – leading to lower utility bills, which can be significant in larger buildings with expansive heating needs.
CHANGEABLE TEMPERATURES
In sizeable buildings, the heating or cooling load fluctuates throughout the day and across di erent occupied spaces. Inverter heat pumps adjust the compressor’s speed to match the actual heating or cooling demand in real-time. This load-matching capability reduces energy wastage and maintains a more consistent indoor environment, which is crucial for both occupant comfort and e icient operation. Zoning is another consideration for large buildings, which recognises that di erent areas can have unique temperature needs. Air-towater inverter heat pumps are
ideal for this application, as they can be installed in a modular format, which allows for customised heating and cooling across various zones. This all aligns to make commercial HVAC systems more flexible and energy e icient, as it ensures that only occupied or high-tra ic areas are heated or cooled, avoiding unnecessary energy consumption in unoccupied spaces. The modular approach provides an element of redundancy and improves defrost management.
SUSTAINABLE GOALS
Additionally, the use of inverter-driven air-to-water heat pumps contributes to sustainability goals by reducing carbon emissions and reliance on fossil fuels due to them being highly energy e icient, with many models boasting a coe icient of performance (COP) of 3 or higher. This means they produce three times the thermal energy for every unit of electricity consumed, resulting in lower greenhouse gas emissions.
Modern air-to-water inverter heat pumps are engineered to operate e ectively even in low temperatures, with some units designed to work e iciently at temperatures as low as -20°C. For large buildings in colder climates, this reduces the need for a hybrid approach with supplementary heating sources, further improving overall system e iciency and reducing operational costs.
Air-to-water inverter heat pumps represent a highly e icient and environmentally friendly solution for large buildings. Their ability to dynamically adjust output, support zoning, and operate in lower temperatures makes them wellsuited to the diverse needs of large spaces.
As more property owners and facilities managers look for sustainable ways to cut energy costs, these systems are likely to play a central role in the HVAC landscape for commercial and multi-residential buildings. With the right planning and installation, air-to-water inverter heat pumps can be a longlasting, cost-e ective solution that supports both operational and environmental goals.
A key step to ensuring e ective specification of air-to-water inverter heat pumps in a commercial setting is partnering with an expert supplier. This is crucial. Under or over-specification can nullify the performance and energy e iciency of a system, so having a trusted partner involved in the project will prevent any of these issues.
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COMPLIANCE
WASTE CRIME IN THE UK: ARE YOU COMPLIANT?
WasteWaste-related legislation around recycling and food waste will make waste management a key business priority in early 2025 says Martin Dallison, Supply Chain Coordinator at Everflow
crime has become a growing concern in the UK and has significant environmental, financial, and legal implications. Defined as the illegal disposal, storage, or treatment of waste, waste crime includes fly-tipping (the illegal dumping of waste in public or private spaces), operating without proper waste licenses, misclassification of hazardous waste, and illegal exports.
The Environmental Services Association (ESA) estimates that waste crime costs the UK economy around £1 billion each year. For organisations, the repercussions of engaging in or facilitating waste crime can be severe, ranging from he y fines to imprisonment for directors, not to mention damage to their reputation.
With increasing scrutiny from regulatory bodies, businesses must ensure that they comply with waste management regulations, avoiding both intentional and unintentional involvement in waste crime.
THE SCALE AND IMPACT OF WASTE CRIME
Waste crime in the UK has escalated over the years, driven by unscrupulous operators aiming to avoid the costs associated with legal waste disposal, alongside greater rules and scrutiny on how to dispose of waste products. The illegal handling of waste can lead to serious environmental harm. For example, the improper disposal of hazardous materials like asbestos or industrial chemicals can contaminate land, watercourses and air, posing significant risks to public health and ecosystems. Additionally, fly-tipping has surged, with over One million fly-tipping incidents reported annually across England alone.
Waste crime doesn’t just a ect the environment; it distorts the market for legitimate waste management businesses. Legitimate operators face unfair competition from criminal companies that can undercut prices by flouting regulations, leading to a loss of income for compliant organisations. For many organisations, involvement in waste crime may not be deliberate but the result of poor
practices, lack of awareness or partnering with operators who are not completely transparent about their activity.
WHAT WASTE CRIME CAN LOOK LIKE
Fly-tipping: The unauthorised disposal of waste on land that doesn’t have a waste disposal license.
Illegal waste sites: Facilities operating without the necessary permits to handle, treat, or dispose of waste.
Hazardous waste mismanagement: Mishandling or misclassifying hazardous waste to avoid the stricter controls required for its disposal.
Illegal waste exports: The export of waste to countries without proper licenses, or where the waste is unsuitable to be exported under the guise of recycling.
Mislabelling of waste: Declaring waste as nonhazardous or recyclable when it is not, leading to improper treatment and disposal.
HOW TO AVOID ASSOCIATING WITH WASTE CRIME
Know Your Legal Responsibilities: Understanding the legal obligations around waste management is essential. Businesses must ensure that they have robust waste management policies in place, detailing the classification, storage, transport, and disposal of all types of waste. Keeping up to date with the latest regulations is also crucial, as the legal framework evolves in response to emerging environmental challenges.
Work with Licensed Waste Carriers: It is necessary to ensure that any third-party waste management organisation is properly licensed. Organisations should also request waste transfer notes or consignment notes for every collection, which serves as proof that the waste has been legally transferred.
Classify and Label Waste Correctly: A significant amount of unintentional waste crimes is related to the misclassification of hazardous waste.
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https://everflowutilities.com
Those responsible for waste management should educate themselves in identifying and segregating their waste streams accurately to avoid fines and environmental harm.
Train Employees on Waste Management: O en unintentional waste crimes result from sta members being unaware of correct procedures. Providing training to all employees involved in handling waste can help ensure compliance with regulations. Training should cover how to identify di erent waste types, the correct use of labels and the documentation needed for lawful disposal.
Audit Your Waste Management System: Regular audits of your waste management processes can help identify potential risks or non-compliance issues. These audits should check for correct classification, storage, transportation, and disposal practices, ensuring that every stage of the waste management process adheres to the law.
Report Suspicious Activity: If your business encounters a waste operator who is o ering suspiciously low prices or operating without visible regulatory compliance, you should report them. This will help prevent future waste crimes and protect legitimate waste management operators as well.
Consult with Experts if Unsure: If you are unsure of whether your waste management practices are compliant with the updating regulations, consulting with experts on an updated waste management strategy is a good place to start.
Waste crime in the UK is a serious issue with wide-reaching consequences. For any type of organisation, the risk of becoming unintentionally involved in illegal waste activities are high, but with the right knowledge and practices, these risks can be mitigated and minimised. By adhering to legal obligations, working only with licensed operators, and investing in employee training and regular audits, FMs can ensure they stay compliant and avoid contributing to waste crime, even if it is unintentional.
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WASHROOM REVOLUTION FAST FACTS
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Simon Wisdom, VP of Sales EMEA, SoftBank Robotics EMEA on the innovations in washroom technology that are revolutionising this most forward-facing area of FM
Thewashroom is a litmus test for the workplace or guest experience. It’s a high-tra ic area prone to the build-up of dirt, bacteria and bad odours. Countless surveys show that a dirty washroom will drive customers or guests away. These are small details that make a massive di erence.
The challenge for facilities managers is that washrooms – in places such as corporate o ices, retail destinations and hotels – are o en at the whim of fluctuating foot tra ic and unpredictable user habits, making it tricky to operate them using conventional cleaning methods, schedules and performance tracking. In this new era of hybrid working, for example, the end of the five-day o ice week is forcing facilities managers to dial up or dial down services according to o ice attendance and use – a busy Tuesday will require washrooms to be cleaned more frequently and thoroughly than on the Friday, when o ice attendance plummets.
THE OLD WAYS
Historically, cleaning has been characterised by unsophisticated
specifications and limited metrics. Traditionally, FM companies have relied on limited metrics such as time and attendance, supervision, experience comparison and perception-based standards to gauge their cleaning e ectiveness. This narrow focus has led to a critical oversight: the failure to measure the cleaner’s performance during their work, leading to ine iciencies and time loss but also negating the ability to provide a verifiable proof of clean. Without a detailed understanding of how cleaners perform their tasks, there is no way to identify ine iciencies or areas where time is being wasted.
What’s more, relying on perceptionbased standards – i.e., the manager’s watchful eye –is prone to human bias or error. And the lack of data makes it nearly impossible to implement demonstrable process improvements.
Input-based contracts, the standard model for cleaning services, measure only what goes into the service, such as the volume of labour used to complete tasks, the amount of time spent, and the quantity of the cleaning supplies. A lack of insight into cleaning performance as it happens denies a verifiable proof of
from the data, including changes in cleaner deployment, improving resource management, and optimising cleaning schedules.
Conventional frequency-based cleaning schedules are ine icient, relying on estimations rather than actual needs, and this increases the likelihood of either under or over-cleaning. Typically, this results in a standard specification, normally specified by the client based on their experience and requirement to create a benchmark. For example, a schedule that includes daily washroom cleans, and 5 x daily floor sweeps, is created so that the cleaning is measured in a quantifiable way. As the usage of a building or environment is not static and the estimation is never accurate, this leads to too much cleaning to reduce risk.
BOOSTING QUALITY
clean and a way to identify ine iciencies. This also means very little consideration is given to the needs and outcomes inherent to each site, which leaves no room to understand the e ectiveness of the cleaning service, how it can be improved, and how it could be aligned to a business’s operational or strategic goals.
A DYNAMIC REVOLUTION
That’s changing with the emergence of smart technology, where the combination of IoT sensors and AI can help organisations and their cleaning teams gather comprehensive, targeted data on cleaning activities.
Intentionally placing sensors around the building allows cleaning teams to monitor cleaning activities wherever they take place. These sensors can track various aspects, such as the movement of both cleaners and building occupants, time spent cleaning in di erent areas, and usage of cleaning resources. This data provides specific insights and identifies patterns, focusing on both the e iciency and the quality of the service.
From here, cleaning teams can work with their technology partners to make recommendations insights derived
Monitoring factors such as footfall allows teams to focus their e orts on high-tra ic areas. This not only improves the overall quality of the service but also boosts job satisfaction for cleaning sta as they can see the tangible impact of their work and make more informed decisions. In a busy shopping centre washroom, for example, footfall will change day to day and even hour to hour. Weekends will be busy. Weekends before Christmas will be even busier. Whatever the situation, sensors can help quantify when the washroom is busiest, allowing cleaning teams to go in more frequently during busy periods. It’s a waste of resources if cleaners are cleaning the washroom when nobody has used it.
The facilities management industry is at a pivotal moment. Companies in the space are experiencing a combination of chronic and acute challenges. The inability to measure performance e ectively leaves the service susceptible to budget cuts, while providers are now dealing with an ongoing and significant sta ing shortage. But technology, especially in the form of sensors and data analytics, can help in several crucial ways – by supporting understa ed teams, creating a more dynamic service in which providers can find e iciencies at no expense to the quality of the clean, and demonstrate the incredible work that cleaning companies do to keep modern buildings healthy, safe, and comfortable.
A technological revolution is coming, and it is likely to start at the epicentre of the guest experience: the washroom.
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Facilities Managers and Workplace Professionals juggle multiple requirements every day but this can be a challenge when your building is at the end of its lease and you need to fulfil any dilapidations needs whilst also moving your business to a new location.
With East On Commercial Interiors, our team will deliver your dilapidations project from start to finish so you don’t need to coordinate a range of suppliers and contractors. And we can create an inspirational workplace for your next premises too!
Working as main contractors and project managers, we are trusted by some of the UK’s most high-profile businesses. Whether you have office fit out, dilapidations or remedial works requirements, come to the team that has the solution.
@VertasGroup Last week we hosted our November New Starter Induction Day, marking the eighth session of our revamped program and our final one for the year! It’s great to see new team members engaging and learning about the Vertas Group culture. Welcome to the team! #VertasFamily
@mitie Our @MitieSecurity team were delighted to return to the @ISE_Expo 2024 for our fourth year running. Launching Mitie’s #SecurityRadar2024, highlighting essential security considerations for your organisation > https://hubs.ly/Q02-9ny40
@q3_services The @q3_services team has been working full-on for the launch of the “Twinkle of Christmas” spectacular at @ DesignCentreCH. It’s been worth the effort! #GreatJob Paul, Ferhat and apprentice Ronnie! Why don’t you go and see it?
@ParetoFM We’re so proud to announce that Pareto FM has been awarded the prestigious Industry Choice - FM Service Provider at the FM & Property Awards! This incredible recognition, voted for by our industry peers, highlights our commitment to delivering exceptional, client-focused facilities management solutions. A huge thank you to everyone who supported us and continues to believe in our mission to redefine FM with innovation, flexibility, and sustainability at its core. Here’s to our amazing team and clients who make achievements like this possible. Together, we’re shaping the future of facilities management!
@CHTToday Social-purpose cleaning company gives 50% of its distributed profits to workers - https://bit.ly/3Da1Ydi
@ABM_UK Last week we hosted our One ABM Conference & Awards Dinner. Our leaders shared highlights and delegates enjoyed practical workshops, then we recognised the outstanding achievements of our people with the One ABM Awards - well done to all the 2024 winners.
@AmeyLtd Our Net Zero targets are officially SBTi-validated, aligning with the 1.5°C climate goal!
Highlights:
-52.8% cut in scope 1 & 2 emissions by 2030,-30% cut in scope 3 by 2030 -90% cut across all scopes by 2040
More: https://eu1.hubs.ly/H0f6FRd0
KATRINA CHRISTOPOULOS, HEAD OF ESG AT CLOUD
HOW TECHNOLOGY WILL DRIVE THE NEXT PHASE OF DECARBONISATION
Buildings contribute significantly to carbon emissions from their construction and ongoing operations.
As pressure mounts to reduce the carbon footprint of real estate assets, technology is emerging as a vital solution, with artificial intelligence (AI) playing a transformative role. AI is proving instrumental in optimising energy use, improving decision-making, streamlining retrofits, and enabling predictive maintenance, each crucial for achieving decarbonisation goals.
At September’s Sustainability Live in London, it struck me that most companies now have carbon plans and many good sustainability strategies. Reporting is becoming more standardised and transparent. What was lacking, in my opinion, was the how. There were very few tangible solutions, although there were many good ideas.
For me, the devil is in the detail. The focus should be on solutions that exist today rather than those dependent on future technologies. My expertise lies within the built environment, particularly in optimising existing buildings to reduce energy consumption. Decarbonising our current building stock is a complex challenge, it’s not just about building better but about understanding how each building operates, the assets within it, and how they are managed to reduce energy use and carbon emissions.
The good news is that we have many solutions. I have seen firsthand how Cloud’s Mindsett technology provides granular insights down to the harmonic quality of individual assets. This enables an understanding of not only energy consumption but also if an asset is likely to fail soon or if it needs maintenance.
When planned maintenance becomes demandled, it negates the need for unnecessary site visits, ensures assets are well looked a er to extend their life and protects against downtime. So, carbon is saved not just directly through energy reductions but also through reduced transport by engineers (scope 3) and by extending usable lifetimes of equipment.
It should be a priority to feed AI engines with good-quality data to enable machine power, prioritise action, and get into the details, decarbonising our assets faster. Beyond individual buildings, AI tools have the potential to inform strategic decision-making across entire real estate portfolios. Building owners and property managers can leverage AI to analyse a wealth of data, including leasing information, asset emissions, operational costs, and market conditions. By synthesising this data, AI can make informed recommendations about which
buildings to prioritise for decarbonisation e orts.
For example, AI can suggest which properties are ripe for retrofitting, which might be more e icient to sell, and where acquiring new assets could bolster overall decarbonisation strategies. This data-driven approach ensures that decarbonisation e orts are not limited to individual properties but are extended across entire portfolios.
Retrofitting existing buildings is a major step toward reducing emissions, and AI plays a crucial role in improving the planning and execution of these projects. AI models can analyse a building’s current state and identify the optimal combination of retrofit solutions, such as upgrading insulation, installing energy-e icient windows, or modernising heating, ventilation and air conditioning (HVAC) systems.
Integrating AI with existing building management systems can also be a challenge, particularly in older buildings where infrastructure may not be compatible with modern technology. Furthermore, privacy and security concerns surrounding data collection and usage need to be managed carefully to ensure that AI tools are implemented responsibly.
Finally, training building managers and occupants to use AI-powered systems e ectively is essential. AI tools are most beneficial when users understand how to interpret and act on the recommendations they provide.
AI is already demonstrating its value in helping tackle the complex challenge of decarbonisation. AI technology can significantly reduce a building’s carbon footprint while delivering financial returns on sustainability investments. As these tools become more advanced and accessible, they will continue to play a critical role in creating a more sustainable built environment.
Katrina Christopoulos, Head Of ESG At Cloud
FM CLINIC
2024 was a year of change. The election of a new Government heralded an historic budget and plans to overhaul employment legislation. Alongside this, facilities managers are striving to meet net zero, adopt new technologies and wrestle with the challenges of managing hybrid workplaces. What do you see as the main priorities for the sector in 2025?
technology adoption. Increasingly, facilities managers will also need to consider the full lifecycle of their assets, aiming to reduce waste through circular economy principles and using sustainable materials to prolong the longevity of their facilities.
The rise of digital technology is transforming every sector, and FM is no exception. Digital twins and AI-driven analytics o er FM professionals new tools to monitor, maintain, and optimise building performance in real time. However, technology adoption requires not only investment but also skills development, training, and a robust framework for data
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
CHARTERED INSTITUTION OF BUILDING SERVICES ENGINEERS’ VIEW
DR ANASTASIA MYLONA, CIBSE TECHNICAL DIRECTOR
security.
The facilities management sector has faced remarkable shi s over the past year. With a new Government in place, alongside groundbreaking changes in budget priorities and employment legislation, facilities managers are under increasing pressure to adapt swi ly. With a new regulatory landscape, the FM sector is simultaneously balancing significant pressures to meet net zero commitments, integrate advanced digital technologies, and manage evolving hybrid work environments. These overlapping demands make 2025 a pivotal year for the FM sector to embrace forward-looking strategies and impactful collaborations.
Dr Anastasia Mylona
Achieving net zero is a critical and immediate priority for facilities managers in 2025. As buildings account for a significant portion of global carbon emissions, FM has an indispensable role to play in driving decarbonisation. This year, FM leaders will need to focus on optimising existing building systems, enhancing energy performance, and ensuring e icient use of resources. This involves retrofitting aging infrastructure where possible and committing to renewable energy sources. Collaboration with engineers and energy consultants is essential to identify innovative and cost-e ective solutions, ranging from smart energy management systems to renewable
In 2025, facilities managers will need to prioritise upskilling and training their teams to leverage these tools e ectively. A focus on integrated solutions that align with operational goals will allow FM teams to use data-driven insights to pre-empt issues, reduce downtime, and improve user experience. Moreover, as buildings become “smarter”, facilities managers will play a crucial role in managing the ethical and practical implications of data use, ensuring privacy and security within these increasingly interconnected environments.
The shi to hybrid work has fundamentally changed how people interact with workplaces. As more organisations adopt flexible work models, facilities managers will need to design and maintain spaces that foster productivity, engagement, and wellbeing for employees, whether they are working on-site or remotely.
Prioritising air quality, thermal comfort, lighting, noise control and ergonomic considerations will be key to creating environments that support physical and mental wellbeing. Moreover, this may involve repurposing spaces for collaborative work, creating adaptable environments that can accommodate varying occupancy levels, and enhancing facilities with wellness-focused amenities. By aligning with organisational values on sustainability and inclusivity, FM can lead the way in creating workplaces that prioritise both environmental and employee health.
With the Government’s plans to reform employment legislation, facilities managers must stay agile and informed. New regulations may impact aspects such as health and safety compliance, working conditions, and sta support, especially in a sector heavily reliant on workforce stability. Facilities managers will need to collaborate with HR and legal departments to ensure compliance, minimise disruptions, and maintain a supportive workplace culture.
In conclusion, the FM sector’s main priorities for 2025 will
focus on integrating sustainable practices, embracing digital innovation, adapting to hybrid workplace needs, and ensuring compliance with evolving legislation. Through these strategies, facilities managers can continue to enhance the resilience, e iciency, and sustainability of the built environment. At CIBSE, we’re committed to supporting the FM sector in these e orts, providing guidance and resources to navigate this period of change e ectively. We maintain a dedicated FM Special Interest Group and have also published Guide M: Maintenance Engineering and Management, which is esteemed as the authoritative resource for the facilities management industry.
THE CEO’S VIEW
MATT CHAPMAN, CEO, SBFM
improving the talent pool and the overall health of the industry, while improving morale for existing workers. The FM industry presents myriad long-term career pathways with ample opportunity for personal and professional growth. The industry needs to work on shi ing perceptions, so we can attract younger generations of talent that want to intentionally establish FM as a career of choice, not just a fallback option.
Strategic partnerships and close working relationships between FM providers and clients will be more critical than ever before to understand pain points and deliver true value, as well as achieving shared goals in areas like sustainability, and social value. FM is a resilient, adaptable industry with a willingness to continuously evolve and tackle challenges head on. I am very optimistic about the future of FM.
THE TECHNOLOGY EXPERT’S VIEW
The FM sector is under significant pressure, with financial constraints being a core problem. On the client side, more is being demanded for less, and we have seen a more competitive environment and internal struggles across providers due to overpromises and under-delivery. Many providers are folding because of a failure to navigate shrinking margins and higher expectations, while the talent pool that could potentially add a welcome boost to the e iciency of FM providers is also shrinking. Looking ahead I think we can expect to see more mergers and acquisitions as owner-operated businesses look to 'cash out' in response to these growing pressures.
expect to see more mergers and acquisitions as owner-operated
Finding ways to streamline processes while still maintaining a high quality of service for clients will underpin operations in 2025. Technology has the power to aid this enormously, with AI set to play a vital role in time reduction. Chatbots and general automation of administrative tasks can increase e iciency and provide a smoother client experience, while predictive maintenance allows for a better handle on assets and their potential failings, ahead of time.
PAUL MCCARTHY, CTO, SERVICE WORKS GLOBAL
Two key forces that will define the sector’s priorities in 2025 are the urgency to achieve net zero and the transformative potential of accessible technology, particularly AI. The strategic adoption of tech such as AI and IoT can empower FM professionals to meet these environmental challenges head-on, creating smarter, more sustainable workplaces.
creating smarter,
Finding ways to streamline processes while still maintaining a high quality of service for clients will underpin operations in 2025. Technology has the power to aid this enormously, with AI set to play a vital role in time reduction.”
MattChapman
employment rights. An imbalance exists across the welcome plans to enhance employee protection and promotion
A further challenge for the sector comes in the form of new Government legislation regarding employment rights. An imbalance exists across the sector regarding equality of opportunity, and Labour’s welcome plans to enhance employee protection and promotion of fair treatment will see challenges as providers shi to accommodate this. This will see a new phase of growth and greater accountability for the sector.
FM can be a driving force for positive social change, benefitting both individuals and communities, and we will likely see a further push towards that in 2025. Becoming a fairer, more inclusive industry with more opportunities can result in increases to job creation and apprenticeship investment,
Improved e iciency is central to hitting sustainability targets as organisations must make better decisions about resource use to reduce carbon footprints. But you can’t manage what you can’t measure. Many facilities still rely on disparate, static data sources such as spreadsheets or legacy systems, limiting their ability to optimise energy use or predict maintenance needs. The biggest barrier to a digitised estate is taking that first step and gathering the data. Once you have digitised, it unlocks a whole world of insights and actions that will revolutionise estate management.
have digitised, it unlocks a whole world
Digitising a facility’s footprint and consolidating information from varied sources equips FMs to make informed decisions – whether that’s adjusting HVAC systems based on occupancy data or scheduling cleaning only in used spaces. AI-powered analytics can deliver real-time insights into building performance, and these e iciencies reduce operational costs as well as drive meaningful environmental gains.
One misconception about AI and IoT solutions is that they are complex and costly to implement. There are plenty of scalable
Matt Chapman
Paul McCarthy
FM CLINIC
options that enable organisations to start small, such as installing occupancy sensors in key areas, see the benefits and expand over time. This makes advanced technologies accessible even to those with limited budgets, which should accelerate adoption across the sector.
AI can analyse data and generate actionable insights. For instance, so ware that can leverage predictive maintenance models to anticipate when equipment, such as escalators or heating systems, will require attention. This approach minimises unnecessary maintenance, reduces downtime, and lowers energy consumption – all while extending asset lifespans. AI-driven tools can also analyse patterns, such as energy use during di erent times of day, to refine operational strategies. For FMs, this level of granularity represents a game-changer in resource e iciency.
IWFM’s new report finds real progress in net zero planning, with more respondent organisations having plans implemented compared to 2023. This connects to investment. In IWFM’s Market Outlook survey this spring, respondents said carbon reduction solutions were winning, as 60 per cent indicated their organisations had increased investment there in the prior year. Encouragingly, IWFM’s new sustainability report shows that FM is having an impact on the type of investments. Despite the profession’s ‘value add’ to sustainability outcomes, however, their direct involvement in plans has progressed slowly.
The FM industry must embrace interconnected tech ecosystems. While many facilities already use some form of smart technology, these systems o en operate in silos. Utilising so ware that integrates seamlessly with other platforms is a must. By creating a single view of real-time data, FMs can optimise everything from space utilisation to carbon reporting, helping them align with broader ESG goals.
The FM industry must embrace interconnected tech ecosystems. While many facilities already use some form of smart technology, these systems often operate in silos. Utilising software that integrates seamlessly with other platforms is a must.”
The push for net zero isn’t just an operational imperative; it’s a societal one. FMs play a pivotal role in shaping how we interact with our built environment. By embracing digitalisation and making use of AI, the sector can unlock new e iciencies, reduce emissions, and contribute to a more sustainable future. As tech and AI solutions become more widely adopted, I expect FMs to move beyond incremental gains and achieve systemic change. In 2025, the FM sector has the tools, and the opportunity, to lead the way towards a smarter, greener world.
PaulMcCarthy
CHAIR OF INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT’S VIEW
MARK WHITTAKER, GENERAL MANAGER OF THOMSON FM CONSULTANCY
From the sustainability journey to hybrid ways of working, as reflected by the recent COP29 and COVID’s fallout, many of the trends we’ve witnessed will remain at the top of 2025’s agenda. According to IWFM research, priorities include plans for net zero, continued focus on equity, diversity and inclusion (EDI) and the ongoing need to empower workplace and facilities management (WFM) professionals to drive organisational change. Anecdotally, I am hearing a great deal about the need for a renewed focus on compliance, underpinned by the required skills.
Mark Whittaker
In a period that has seen significant consolidation in the sector from M&A activity, IWFM’s Market Outlook report found that more organisations had increased the area of space managed in the last 12 months than has decreased. Furthermore, workspace investment is more likely to have risen than fallen.
organisations
Alongside sustainability and carbon reduction, the sector is investing in other key areas to drive productivity: technology and skills. One proof point was the innovation and talent among the IWFM Impact Award winners this year. While uncertainty and challenge remain, the research highlights the opportunities that lie ahead for those seeking to optimise workplace strategy and invest in their people and spaces.
other key areas to drive productivity: this remain,
EDI remains high on UK agendas. Poor EDI has an impact on everything from recruitment and retention to sta wellbeing and career progression. Earlier this year IWFM publicised “Beyond Buzzwords”, a report resulting from a cross-sector collaboration of professional membership and regulatory bodies including FM, about EDI’s state. It identified EDI as a professional, organisational and societal imperative but highlighted barriers to progress from the professionals who provided insight.
IWFM is working to address the facilities management diversity challenge and talent gap, knowing that tackling one will help the other. As the profession’s standard setter, the Institute seeks to understand how we can make the biggest impact, which we cannot do alone. This work is pursued in close collaboration IWFM’s EDI Focus Group to ensure we’re succeeding in our commitment. In summary, as these major trends continue – sustainability, hybrid ways of working and EDI, the priorities should be to continue to encourage investment and empower the facilities management sector to fulfil its immense potential. IWFM will continue to follow them and through insight-based guidance, training and qualifications, organisational support and much more, to help our members fulfil their full potential.
THE LEADING FM PROVIDER’S VIEW
MARK CASKEY, MANAGING DIRECTOR OF PROJECTS, MITIE
Working patterns continue to evolve and so do our customers’ expectations of the value they can get out of their property estates. By harnessing the potential of intelligent data and the advancement in technology and AI, we’ve been able to create far more flexible and e icient workplaces, building digital platforms that can manage everything from aligning the performance of building systems and services within buildings to occupancy levels to room booking or
ordering a co ee from your desk. Improving the workplace experience for visitors.
Continuing to innovate and embracing new building technologies will be key as we all rise to the challenge of modernising workplaces, transforming lived experiences, meeting customers’ drive to reach net zero, and creating smarter buildings.
One priority topping the agenda for customers with net zero targets fast approaching, is the challenge of decarbonising their real estate portfolios, reducing harmful emissions, reducing energy and switching to cleaner energy sources.
I expect to see increased demand for green energy solutions which produce onsite power, such as solar panels and heat pumps, in the coming years – businesses are ambitious. But the next step to help customers advance their net zero ambitions and reduce reliance on the Grid is equipping them with the infrastructure to secure their energy supply. This means prioritising larger scale engineering projects including storage solutions that will enable customers to store excess energy that can be used at times when energy isn’t being produced. Similarly, connecting customers’ estates to the Grid with high-voltage grid connections will mean they can benefit from feeding energy back to the National Grid.
CHANGE MANAGEMENT EXPERT’S VIEW
RACHEL HOUGHTON, MANAGING DIRECTOR, BUSINESS MOVES GROUP
The Autumn budget announcement will have a significant impact on the FM industry, specifically the adjustments to National Insurance contributions.
This year, Mitie worked in partnership with Salesforce to bring customers an ‘Emissions Intelligence’ solution allowing them to combine environmental data in one place, and connect this with other data sets, such as occupancy. The digital technology is now there, but in 2025 customers will increasingly turn to methods to collate and analyse di erent data sets to balance energy supply and demand and gain a greater depth of insight across their estates.
Energy independence relies on more joined-up data insights to understand where and when customers can feed energy back to the Grid, and when there is excess energy that can be stored. This means enhancing the insights customers have from across their estates, including from occupancy data from sensors and energy use data, to understand fluctuations in demand. When it comes to building transformation, people will continue to be a key driver. The talent must be there across our industry to support changing demands. Upskilling our industry to meet growing demand for skills such as expertise in energy data analysis is therefore a challenge to meet in 2025. With the new government set to overhaul the Apprenticeship Levy, making funding available for shorter courses, there is an opportunity to fill the necessary skills gaps and speed up the delivery of innovative building and energy solutions.
With the right infrastructure, the right data and the right talent facilities management professionals can best support customers on their paths to net zero.
The increase from 13.8 per cent to 15 per cent in April could lead to cost pressures that mean some organisations, especially small to medium-sized enterprises, hesitate to acquire new talent or expand their workforce. That, in turn, could a ect their demand and require reallocation of existing resources that impact the quality of their services.
This reallocation will need to leverage new technology to further improve employee engagement in o ice spaces. That could also feed into sustainability goals – an ever-growing priority that requires new technology investments and targets against regulatory targets. FM will need to remain adaptable in its resource reallocation to help clients innovate amid budget constraints.
Adaptability is especially important due to recent mandates enforcing a return to the o ice. That could reshape work dynamics and create another wave of talent availability fluctuations, as some employees seek out flexible work options elsewhere. The shi could open opportunities for new hires in the FM space, but fluctuating occupancy of o ice workers could pose challenges for FMs to meet changing demands.
Creating valuable experiences in o ice spaces should be the focus of new investments, especially in areas such as noise suppression, lighting, heating and air quality. These can be controlled through technology such as sensors, smart building systems, IoT and AI-driven predictive maintenance. Investments in space management tools and real-time data analytics will also help FM teams meet evolving needs. These spaces also need to be adaptable to individual preferences, allowing for personal autonomy via new technology.
Speaking of personal autonomy, new employment legislation, including the new duty under the 2010 Equality Act to enhance protections for employees against sexual harassment, will change how employers support their employees. Employers need to update their policies to meet new regulations and create safe, inclusive environments. This is especially important in the FM industry, where lone workers o en operate and may be vulnerable, for example, when travelling home at night. Further overhauls in employment legislation will also require close attention over the next year.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
Rachel Houghton
Mark Caskey
CONVIVIAL CATERING
A move to new o ces required a rethink on how to ensure the site was able to deliver a full food o er. Pernod Ricard and catering partner Grazing reveal to Piers Zangana how using a central production unit has resulted in a popular and sustainable foodservice
When the UK-based businesses of wine and premium spirits company Pernod Ricard moved into new o ices in London’s Chiswick four years ago, the group saw an opportunity to bring a caterer on board that could help it further support employee wellbeing and promote a culture of ‘conviviality’ – one of the company’s core values.
With around 600 colleagues in total based at the site, Pernod Ricard’s London o ice will o en see more than 50 per cent occupancy in its building, with teams spanning functions including marketing, HR and sales teams working across Pernod Ricard’s UK domestic and Global Travel Retail a iliates, as well as brand companies Chivas Brothers and The Absolut Group.
However, the brief for catering was far from straightforward when its caterers first took on the contract. “When we were first approached to tender, we were made aware of the restrictions with spacing in the new building,” says Sam Hurst, Chief Grazer and Chief Executive at Grazing, the company’s longterm catering partner.
Pernod Ricard’s previous o ice, Chivas House in Hammersmith, had a full catering and kitchen o er. “Whilst we knew the new building had limited space, food has always played a huge role in what we do for our teams at the business,” says Jamie Fallon, Pernod Ricard Assistant Facilities and O ice Manager.
“Our team knew that, in order to live by our ‘conviviality’ ethos, we couldn’t a ord to lose the togetherness a dining space brings. It’s a massive incentive for our sta .”
FLEXIBLE MODE
That is where Grazing was able to step in. Grazing’s business model is centred around flexibility –allowing businesses to dial volume up or down – and preparing food o site to deliver into client o ices, requiring minimal kitchen facilities. Food is prepared and cooked at Grazing’s central production unit (CPU) in Bermondsey’s Old Jamaica Business Estate and delivered, usually by zero emission cargo bikes.
Pernod Ricard didn’t require a full kitchen, but it did require a full food o er. In addition, the food o er needed to align with the type of guests the team welcome every day into the building. With people coming from all over the world, a ‘safe’ menu cycle wouldn’t cut it.
Hurst says: “The brands in the building were all quite di erent so we didn’t want to o er a safe curry on a Tuesday, or fish and chips on a Friday. We wanted to match the energy of the people entering the space so we are always trying to up the game and o er new and interesting dishes wherever possible.
“Prior to the move, we actually worked with the designers to see what spaces they could make available and we tailored our o er accordingly. For example, we created a ‘grab and go’ concept for quick service, a served counter for hot food, and a high-level hospitality o er for bigger events.”
“We have two kitchens – one for hospitality, one for lunch – but if we were cooking everything onsite, we’d need to reallocate space,” explains Fallon. “It
minimises the cost and risk associated with having a fully operational commercial kitchen on site.”
A er a considered procurement process, delivered-in catering specialist Grazing was identified as the business model best able to meet these shi ing numbers.
CONVIVIAL & SUSTAINABLE
Grazing provides a subsidised breakfast and lunch o er every day, with a variety of options including salad and hot foods, as well as catering for ad hoc hospitality events, such as Pernod Ricard’s ‘convivial evenings’ for sta . Every Thursday, for example, a team or brand from the business takes over the bar and Grazing will theme the food around the brand. This recently included a Mexican themed menu to pair with Olmeca Altos, Pernod Ricard’s tequila brand.
‘Conviviality’ is a key tenet for Pernod Ricard, which it sees as the antidote to loneliness, by stimulating meaningful connections with people, including among colleagues.
Pernod Ricard supplies Grazing with its daily head count and the caterer’s CPU and flexible business model allow for increasing or decreasing the catering volume daily, meeting the needs of the modern workplace and critically, keeping food waste to a minimum, which was another priority for the client. Any food ‘le over’ is redistributed through a partnership with Olio, supporting Pernod Ricard’s
environmental targets to reduce the overall intensity of carbon emissions by 50 per cent by 2030, and achieve net zero by 2050.
“The priority for us was food quality and sustainability. We wanted to have as much organic and locally sourced food as possible, to promote health and wellbeing for our employees,” says Fallon. “The quality and freshness of the food is very good. They also o er a brilliant variety.”
The brands in the building were all quite di erent so we didn’t want to o er a safe curry on a Tuesday, or fish and chips on a Friday. We wanted to match the energy of the people entering the space so we are always trying to up the game and o er new and interesting dishes wherever possible.”
This includes seasonal variety and embracing holidays and annual events, which contributes to the o ice’s ‘convivial’ and celebratory environment. With multiple brands and teams based onsite, having a central dining space and food o ering that bring people together has been key.
Hurst says: “It’s the one time of day that everybody gets together. What we need to do is ensure the food is amazing, so they stay in the building and enjoy each other’s company. There are plenty of other options around, so we need to make sure our food is
attractive and people want to eat it.”
“Food really helps to bind our brands,” says Fallon, “it’s a good environment, and the food really plays an important role.”
SUCCESS RATE
Hurst adds: “We now see a 90 per cent penetration rate at lunchtime. This is insanely high but that’s because we’ve all collectively worked hard at making it right.”
Fallon adds: “The quality of food and cost that Grazing o ers our employees helps bring people together in the o ice. The small, tight knit team Grazing has onsite work very hard and are very customer focused, which adds a huge amount of value to our workplace.”
hospitality to a specialist in this space.
“It really works smoothly. It takes away the hassle,” says Fallon. “It helps to have one company doing everything. They don’t require a lot of management from our perspective.”
He adds: “Grazing are self-su icient, they get it done. They don’t need too much management. It really helps and we can focus on developing other areas.
The quality of food and cost that Grazing o ers our employees helps bring people together in the o ce. The small, tight knit team Grazing has onsite work very hard and are very customer focused, which adds a huge amount of value to our workplace.”
There are a multitude of benefits to outsourcing o ice catering, not only the food o ering itself but also in allowing the team to focus on its core priorities while outsourcing the nutritional wellbeing of its sta and
“From my perspective, facilities management supports the business, allowing employees to focus on their core roles.
There are a variety of areas that facilities management covers, such as Health & Safety, maintenance, cleaning (housekeeping), front of house services, parking, security, etc. People don’t always see these what takes place in the background, but they enable the wider business to function.”
By establishing a catering o er that has employee wellbeing and satisfaction at its heart, Pernod Ricard has retained its threestar Fitwel accreditation, which recognises workplaces with a wide range of strategies aimed at improving employees’ physical, mental and social wellbeing.
COMMAND AND CONTROL
Historically in the security industry, monitoring services have been used to pull information on incidents a er they have happened, so that o icers and police can use them in ongoing disputes. But in recent years, technology has developed to connect live feeds with analytics so ware, providing feedback to o icers in real time.
When it comes to remote monitoring and o cer deployment on the ground, there are places the cameras just can’t reach. Kieran Mackie describes how Amulet’s command and control vehicle streamlines and enhances safety procedures in large crowd scenarios network.
The vehicle can detect incidents and rapidly respond by travelling to prime locations and deploying o icers on the ground. Its services combine the best of what remote monitoring and o icers have to o er, making it a vital element of large crowd supervision.
Amulet’s command and control vehicle is an example of how technology and o icers can work together to enhance safety procedures, especially in largecrowd scenarios. The van can attend client sites and integrate with its systems, along with any of its CCTV towers within a closed
INSIDE THE VEHICLE
Every command and control vehicle mobilises multiple mechanisms, providing more eyes and ears on the ground than in traditional security models. Within the van, two o icers can review live feeds across its monitors. For example, one monitor
can show live CCTV camera feeds (which can be integrated regardless of the clients’ make, brand or model of CCTV) either placed on-site by van operators or attuned to the CCTV towers in a nearby closed network.
Other monitors can review incoming intelligence and manage the deployment of o icers. Its multi-network router can also access 12 di erent cellular networks – from 2G to 5G.
Simultaneously, the van receives and feeds information to remote control monitoring systems, for any o site teams to stay informed. Other monitors can track relevant assets, like transported
goods, identify people on the move or instance management – for example if a fight has broken out.
Though it can be interconnected with a client’s systems, it is not reliant on them – it does not require a power feed or network. In the scenario of network failure or remote monitoring control room failure, the van can still operate, making it indispensable in emergency scenarios.
FAST REACTIONS
Of course, the transportable nature of the van comes into play too. If an incident is near or far, it can always move to the prime location.
In large estates like depots, where transport vehicles are stored, the vehicle can act as its own line of defence, vetting coming and going vehicles or preventing their movement. It is also equipped with automatic number plate recognition (ANPR), which instantly reads registration numbers to check them against a database of flagged vehicles. ANPR technology can detect travelling criminals and organised crime groups and the van can be proactively stationed in any flagged high-risk areas.
ENHANCING SAFETY
On the railways, patrolling o icers and a monitoring control room are usually su icient to proactively prevent and review any incidents. However, in large crowd scenarios, the van’s monitoring systems further improve safety measures.
For example, its thermal imaging cameras are a great solution for large crowds travelling at night. People for instance, travelling a er a football game may include rowdy and uncooperative individuals who o icers need to respond to, making it di icult to monitor all areas of stations. If there are trespassers attempting to cross rail tracks or hide from security, thermal cameras can detect them hiding in outside spaces like bushes. Detecting them and deploying o icers as soon as possible is vital in these areas, as any contact with the electrified running lines could prove fatal.
The cameras’ clear imaging is also instrumental in bringing people to justice. When the van was stationed outside one train operating company’s (TOC) stations a er a major event, the cameras detected two trespassers, and the team notified the British Transport Police (BTP). That led to two apprehensions and evidence requests, with clear images that could support the BTP’s pursuit to convict.
ANALYTICS BENEFITS
In emergency scenarios, all stakeholders need to be informed – from transport clients and event organisers to the police. The van’s
real-time data is also helpful outside of threat analysis – it can be used for people-counting to understand the ebb and flow of large crowds, and fed back to clients so they can reallocate their sta and resources.
For example, a er the London marathon, a TOC client needed to monitor the flow of people going underground to prevent overcrowding on the platforms. Phone services were majorly disrupted, so the van was used for o icer and remote team communication.
the public safe and help all stakeholders understand what transport was needed, when, and in what areas.
LEVERAGING MULTIPLE SYSTEMS
It was stationed in a hotspot area of people on the move. Using its monitoring services to understand the volume of people entering the station, the team monitored thousands of commuters and raised concerns about any crowd-crushing possibilities. It allowed the TOC workers to stagger entry into the stations and prevent emergencies
Command and control vehicles can be integrated with other crowd-monitoring technologies such as situational awareness programmes. These use tools predominately operated by public sector emergency and security agencies. Interactive geographical mapping visually represents the ‘ground truth’ to all involved stakeholders, which includes the client, security organisation, and emergency response services.
Another example was a er a festival, where the event organisers, tram lines, bus services and the BTP all needed to stay informed. The van monitored crowd movement and used its communication network, providing realtime crowd analytics including live people counting reports and hourly automated reports. This allowed the TOC to add additional transport to the line, to keep
In emergency scenarios, all stakeholders need to be informed – from transport clients and event organisers to the police. The van’s real-time data is also helpful outside of threat analysis – it can be used for people-counting to understand the ebb and flow of large crowds, and fed back to clients so they can reallocate their sta and resources.”
Integrating this technology with a van enhances its ability to swi ly respond to incidents, as it helps o icers define the situation and enables informed, timely decision-making, ensuring incident response is more e ective than ever before.
THE FUTURE
As camera-based monitoring technology becomes the norm in the security industry, tools like command and control vehicles and Project Blueprint are changing the incident response landscape.
No longer are cameras only valued in a erthe-fact evidence gathering and prosecution. Now, they help o icers keep people safe, and sites protected, in real-time.
JLA: streamlining equipment support and compliance across your estate
For organisations all over the country, maintaining smooth operations across multiple sites poses a daily challenge. Equipment reliability, ever-shi ing regulations and sustainability targets are just a few pieces of the puzzle, with running costs and employee safety also topping priority lists.
All of this is why JLA – the UK’s leading commercial equipment specialist – has applied its 50 years of industry experience to create a one-stop solution.. Across laundry, catering, HVAC, fire safety and infection control, JLA’s tailored support helps organisations to not only simplify their operations, but drive sustainability, save money, and meet ongoing compliance obligations.Here’s why, with JLA as your single point of contact, managing your sites is simpler.
DEDICATED COMPLIANCE AND MAINTENANCE SUPPORT
Beyond installing and servicing commercial equipment, JLA takes a proactive approach to inspection and testing to make sure FM customers avoid costly fines and the risk of prosecution. This assurance is enabled by JLA’s 450 nationwide engineers, a 24/7 helpline, and a dedicated FM team that understands the unique challenges you face.
A MORE SUSTAINABLE APPROACH
Thanks to ultra-e icient equipment, a local engineer servicing model, and an ongoing investment in
Why you need a single trusted supplier to take care of your critical assets
future-focused technologies, JLA reduces carbon footprints and empowers organisations to meet their energy-saving goals and be assured that they’re working with a firm that’s serious about sustainability.
Last year, for example, we reported a 24% reduction in the average distance travelled to customer sites by our engineers. And with more than 87% of our company fleet now fully electric or hybrid, we’ve also been able to achieve a 6% reduction in emissions for every engineer journey.
EFFICIENT COMMERCIAL LAUNDRY SYSTEMS
JLA’s laundry equipment is designed with e iciency and performance at its core. WRAS 5-accredited washing machines reduce water and detergent use, delivering measurable savings as well as quality wash results. Alongside this sits a range of domesticsized dryers which save space without sacrificing power, and o er load capacities up to 8kg.
Meanwhile, OTEX – JLA’s revolutionary laundry disinfection system – uses the natural power of ozone to kill 99.999% of harmful moulds, yeasts, viruses and bacteria, including coronavirus. Better still, it does all this at room temperature, using less water, electricity and detergent than traditional thermal processing. In fact, OTEX could save up to 40% on laundry running costs across your sites.
ENERGY-SAVING CATERING EQUIPMENT
JLA’s catering equipment is engineered to reduce energy consumption and bring multi-functional versatility to the modern commercial kitchen.
The firm’s Energy Star-rated combi-ovens feature preprogrammed settings and easy-to-use controls, allowing teams to prepare multiple meals in large quantities, at speed.
Cleaning down a er busy mealtimes is also simple thanks to a range of powerful warewashers with rapid throughput. And to make sure all your facilities enjoy fresh, hygienic food, JLA’s compact refrigerators and freezers keep everything cool, even when the heat is on.
RELIABLE FIRE SAFETY AND SECURITY
Safety is non-negotiable, so JLA’s portfolio of fire safety solutions has been created to give peace of mind. Accredited by all leading fire safety bodies, JLA’s team handles fire risk assessments and inspections as well as providing fully compliant
fire doors, fire alarms, extinguishers, AOVs and emergency lighting.
To protect people and property, JLA also delivers a full suite of integrated security solutions including CCTV systems, access controls, and intruder alarms.
HVAC SYSTEMS FOR COMFORT AND EFFICIENCY
Facilities management is all about creating a safe and comfortable environment for people to work in. Accordingly, JLA’s HVAC solutions – including hydrogen-ready boilers and advanced wall- and ceiling-mounted air conditioning units – provide year-round heating, cooling and hot water with genuine flexibility.
All of these systems are planned and designed from scratch for every site, ensuring a bespoke solution that’s right for the local environment.
FACILITIES MANAGEMENT WITH TOTAL CARE
Partnering with a single supplier like JLA gives you a better way to plan, budget and make decisions for the longer term. JLA o ers a range of contracts, including service and response plans that have emergency cover included.
Then there’s Total Care – JLA’s all-inclusive equipment and servicing package. This unique and unrivalled solution gives FM customers a way to invest in state-of-the-art technology with nothing to pay upfront, free installation and 24/7 support, for a simple monthly fee – allowing for upgrades with minimal outlay and maximum peace of mind.
CAN JLA CAN TAKE CARE OF IT FOR YOU?
No matter the size or complexity of your estate, JLA removes the headaches of working with multiple suppliers, and could see you benefit from more competitive pricing, much less admin, and a more streamlined process.
FRAUD PREVENTION
Rachel Ti en, Director of Public Sector & Learning at fraud prevention service Cifas, lists the four main fraud trends impacting the FM industry and how to combat them
Thedaily life of a facilities manager comes with huge responsibilities. Whether implementing security controls to keep a space and sta protected, being trusted to handle large contracts or ensuring the smooth-running of a project, building these solid, professional foundations requires a multitude of skills and attention to detail.
As was recently noted in FMJ, a strong FM is “innovative, trustworthy and understands and mirrors the client’s values and priorities. Ensuring the build, technology, people, and processes are at their strongest, is critical.”
But when the pressure is on and so many plates need to be kept spinning, what happens when an incident of fraud threatens to derail a project or impact the workforce?
No organisation is completely immune to fraud. When FMs prioritise risk prevention, they put themselves, their colleagues, and suppliers in a stronger position to not only protect finances and reputations but add a critical layer of security to any site. With fraud accounting for around 40 per cent of all reported crime in England and Wales and costing the economy around £219bn annually, it’s important not to ignore the very real threat that fraud poses.
Here are four frauds every FM should be aware of and tips on how to manage and mitigate the risks.
INSIDER THREAT
An insider threat is someone who intentionally harms their own organisation. In 2023, Cifas data revealed cases of insider threat were 14 per cent higher than in
2022. The types of dishonest action are wide-ranging. FMs keen to strengthen their internal defences should consider these three key questions:
Could a member of staff have the opportunity to become an insider threat?
What is the motivation for a member of the team to turn against their employer?
How would an employee rationalise their dishonest behaviour?
Some red flags for FMs to spot involve changes in sta behaviour. For example, are they showing signs they are living beyond their means? Are they uncharacteristically disgruntled at work? Have they tried to access systems that aren’t part of their role?
It’s important to ensure there are robust measures in place to deter dishonest conduct. Providing su icient financial and wellbeing support services can bolster internal defences too. Specialist training can also help sta understand how to identify incidents of dishonest conduct and confidentially report concerns.
EMPLOYEES BEING TARGETED
Sta are incredibly attractive targets for fraudsters because they’re a direct route into an organisation. Promising money to employees in exchange for sensitive company information is a tactic favoured by many criminals.
But what about when sta don’t even know they
have been targeted? Emails from fraudsters posing as a trusted source – such as a boss or supplier – are an increasingly common way of infiltrating businesses. These communications are intended to create urgency so the recipient is not able to stop and think before clicking on a link that might download malicious so ware onto their systems.
It’s vital that facilities have systems in place to detect and deter viruses. Educating sta about the dangers of criminal approaches and how to spot rogue messages can add a further layer of safety. Plus, ensuring company processes and policies are updated – and sta are made aware – to manage security and the ever-evolving threat of fraud is always important.
SUPPLIER FRAUD
Fraudsters exploit trust. That’s why they typically pretend to be a supplier, contractor or third-party vendor when targeting organisations. They might send fake invoices or use techniques to deceive sta and redirect payments. Even genuine suppliers might inflate costs and exaggerate time spent on projects to charge more, so, it’s critical to carry out the necessary due diligence.
The key is to be consistent. Regularly conducting fraud risk assessments and audits mean gaps can be identified and tackled early. Third parties must also be properly vetted throughout the relationship, not only during onboarding.
Verifying information is imperative. Investment in counter-fraud data and intelligence solutions that track patterns, augment checks, and enable managers to identify and record incidents of fraud and risk can help to stop criminals at the source.
CYBER-ATTACKS
Cyber-crime remains a high priority for many leaders to tackle. Recent research from Cifas shows 83 per cent of large UK organisations are concerned about cyber-attacks. The rise in hybrid and remote working has added further challenges. It’s therefore critical to invest in security measures that protect sta irrespective of where they’re working. For example, keeping so ware updated and implementing multifactor authentication as part of the sta log-in process. Equipping employees with counter-fraud knowledge and providing them with the tools to detect and report risks are vital too.
Fraud is everyone’s business. FMs that prioritise preventative solutions and rollout ways to provide an additional layer of crucial protection are better placed to create a robust defence system that mitigates risk and keeps people and sites safe.
Better compliance
Better accountability
Better task allocation
Better contractor management
fmfirst can help you and your team to deliver an efficient, effective, and compliant service that people can trust.
CRITICAL CARE
Derren McCreadie, Technical Services Director Sodexo UK & Ireland on delivering e ciency and consistency in critical hospital assets
With healthcare environments being increasingly complex and diverse, operational e ectiveness is not just a goal; it is a necessity. From acute primary care to major trauma services, the daily functioning of thousands of clinical and microbiological assets underpins patient care and safety. Yet, a challenge remains: performance data for these critical assets is o en fragmented, creating a siloed, incomplete view of performance and reliability.
As healthcare systems need to be increasingly e icient and sustainable, gaining a comprehensive, integrated and clear picture of asset performance has become essential.
This challenge reflects a broader issue across large healthcare facilities. Assets ranging from air handling units to energyintensive equipment in clinical labs need to work in harmony. However, without a unified view, managing these systems holistically can be an uphill battle.
Sodexo, in collaboration with its client Manchester University NHS Foundation Trust (MFT), identified the need to improve the visibility and reliability of critical assets, to ensure they are fit for purpose in supporting clinical operations, are cost-e icient and address both Sodexo’s and MFT’s sustainability goals.
A HOLISTIC VIEW OF ASSET PERFORMANCE
Due to the complexity of the asset management within MFT, Sodexo knew a solution needed to be both robust and adaptable. Drawing from its experience across various global sectors, multiple market solutions were assessed. Each o ered potential benefits, but Xempla was selected as its partner.
This decision automation system specialises in asset performance management, and the so ware provides Sodexo with a comprehensive suite of tools designed to enhance decision-making for Operations & Maintenance (O&M) teams.
Xempla stands out for its advanced capabilities, including functional design data, anomaly detection, energy optimisation, predictive analytics, and maintenance optimisation. The technology’s ability to integrate seamlessly with mechanical assets that emit performance data enables Sodexo teams to monitor asset health in real-time and to act proactively.
The system has been integrated into MFT’s ecosystem with a clear goal to streamline operations, anticipate potential failures, and optimise energy usage through real-time insights. Since its deployment the so ware has enabled a smarter, more responsive approach to managing critical infrastructure
at MFT, bolstering clinical reliability and one that aligns with the Trust’s sustainability goals.
REAL-TIME INSIGHTS
Sodexo’s partnership with Xempla went live in 2022 with a pilot phase that sought to bring real-time data analysis into MFT’s asset management process. Starting with essential air handling units, the solution has since expanded to cover 2,000 assets and 12,000 data points, each streaming data every 15 minutes. From the outset, its realtime monitoring provides early insights into asset deviations, which is helping engineers investigate and correct minor issues before they escalate into critical failures.
Integration with IBM Maximo used by Sodexo has further enhanced the system, allowing technicians to receive work orders directly to their tablets. Each order comes with specific recommendations based on real-time data, enabling immediate corrective actions without delay. This e iciency in communication has transformed maintenance from a reactive to a proactive approach, as technicians are empowered to address issues before they impact clinical operations.
BUILDING CONFIDENCE
With the implementation of Xempla’s decision automation system, MFT has achieved more than just operational e iciency; it has instilled a new level of confidence in asset reliability. Facility managers have greater assurance that essential equipment will perform consistently without disrupting clinical processes. The performance measurements from these critical assets have significantly contributed to the MFT’s Green Plan and net zero targets.
In just nine months, the MFT site team had fully operationalised a data-led O&M approach, allowing them to leverage actionable insights from Xempla and amplify the impact of each proactive maintenance measure.
Xempla’s framework, known as the DIIV Framework (Discover, Investigate, Implement, and Verify), facilitates an intuitive human-technology collaboration model. Engineers and technicians can quickly identify issues, investigate causes, implement solutions, and verify outcomes— all within a streamlined digital workspace. The tool’s core modules include ‘no-code fault detection and diagnostics’, ‘a workflow module’, and a ‘workbench’ for engineers to pinpoint key opportunities. Additional modules such as energy monitoring, maintenance optimisation and an asset health index o er even deeper insights. Together, these features deliver a holistic
approach to asset management, allowing MFT not only to improve operational resilience but also to make meaningful strides toward environmental sustainability.
TANGIBLE RESULTS
While technological improvements o en require substantial investment, the return on investment for MFT has been remarkable. Within the first nine months of utilising Xempla’s system, MFT has observed substantial benefits:
Avoided 102 early asset lifecycle events: Proactive maintenance and realtime monitoring prevented issues that would have required costly repairs or replacements, extending the lifespan of critical assets.
Prevented 83 critical asset outages: This reduction in downtime translates to uninterrupted service delivery, a crucial factor in a major trauma and acute care hospital.
responsibility. This also contributes to a reduction in Sodexo’s Scope 3 greenhouse gas emissions – those which sit outside of the organisation’s direct control, delivering progress towards Sodexo’s target to achieve net zero by 2040.
ROI of £2.25 million over 10 years: The financial benefits of the system are clear, with long-term savings that far exceed the initial investment.
REDEFINING ASSET MANAGEMENT IN HEALTHCARE
The integration of Xempla at MFT is a testament to the transformative power of advanced asset management in healthcare.
With the implementation of Xempla’s decision automation system, MFT has achieved more than just operational e ciency; it has instilled a new level of confidence in asset reliability. Facility managers have greater assurance that essential equipment will perform consistently without disrupting clinical processes...”
£349,000 reduction in energy costs: Improved energy monitoring and optimisation enabled MFT to decrease energy use, leading to significant financial savings.
1.2 million kWh reduction in electricity consumption: By optimising energy consumption, MFT has reduced its environmental impact substantially.
Over 2,500 tonnes less carbon emitted into the atmosphere: As MFT works toward its net zero goals, the reduction in carbon emissions represents a crucial step in aligning healthcare with environmental
This partnership between Sodexo and MFT has not only improved the reliability and e iciency of essential hospital assets but has also shown how strategic technological investments can lead to substantial environmental and financial gains. In a sector where every decision impacts patient care and safety, having a unified, data-driven view of asset performance is invaluable.
This highlights a shi in asset management, moving from fragmented oversight to a connected, proactive model. Through partnerships like this, hospitals can achieve greater resilience, optimise costs, and contribute positively to environmental goals, setting a new benchmark for what healthcare facilities can accomplish in the digital age.
THE DIGITAL SWITCHOVER
The UK’s telecommunications landscape is undergoing its biggest change in decades, the digital switchover. Carla Sousa, Marketing Director at Chubb Fire and Security provides some practical advice for those who have yet to start the switchover process
ThePublic Switched Telephone Network (PSTN) has been a cornerstone of UK communications for generations, enabling businesses and households to make phone calls, receive emails, and browse the web. However, this analogue system is becoming obsolete, and a new digital infrastructure is required to meet our modern communication needs.
The UK’s upcoming 2027 PSTN switch-o , or the digital switchover, signals a new era for telecommunications. This transition involves moving to Next Generation Networks (NGNs), and while it will fundamentally reshape the landscape for communication, it will also impact many crucial building systems that you and your clients rely on for operations, safety, and compliance.
Switching o the PSTN will a ect a wide array of systems, from (Voice over Internet Protocol) VoIPdriven telephony to digital network-compatible fire alarms. This means those who haven’t initiated the switch over yet need to act sooner rather than later to ensure a smooth transition.
WHY IT’S IMPORTANT TO ACT NOW
The PSTN shutdown means that analogue phone lines and devices connected to traditional phone networks will stop working. This change will also a ect any critical analogue system, including fire alarms, CCTV, access control points, and building management systems (BMS) connected to a PSTN. For many, these are indispensable assets for safety and communication, and a failure to plan could lead to disruptions and rising costs as the switch-o approaches.
The urgency to prepare and act must be balanced. In some parts of the country, the transition to digital networks has already begun, and we are already advising customers on how to navigate the changes to ensure their systems remain operational and connected.
Doing nothing and waiting until the deadline in January 2027 could create bottlenecks, risking
equipment shortages, service delays, and escalated expenses. Proactive steps will ensure you are wellequipped to avoid these last-minute challenges.
CONDUCTING A COMPREHENSIVE AUDIT
So, how can you prepare for the PSTN switchover? The first step is to thoroughly audit your facility’s current systems. Identifying every device and system that relies on PSTN connectivity is essential to understanding the full scope of impact.
You should focus on your key systems, such as phones, fire safety and security systems, and building management systems.
You should also consider the number of buildings you manage, their age, layout, and connectivity needs. Older buildings, for instance, may face unique challenges with wireless networks and might require additional upgrades.
EVALUATING CONNECTIVITY REQUIREMENTS
A er identifying which systems need upgrading, you need to assess their connectivity requirements. Critical infrastructure and buildings housing vulnerable individuals may benefit from extra robust or specialised network setups to keep everything running smoothly and minimise interruptions and downtime.
Given the complexity of the digital switchover, you may benefit from working with a specialist. Experts in integrated IT infrastructure or fire safety and security service providers can simplify the process by providing a thorough assessment, making tailored technology recommendations, and implementing systems.
This partnership can help you avoid unnecessary costs, reduce delays, and ensure that all PSTNdependent systems switch over seamlessly. Additionally, an experienced partner can o er ongoing support as the transition progresses, which is useful for any unforeseen challenges.
Acting now allows you to create a phased approach to switching any PSTN-reliant equipment and systems. It’s a good idea to prioritise critical technology and gradually work through less essential
ones. For instance, start with essential safety systems like fire alarms and security, followed by BMS and telephony upgrades. This considered approach can help minimise disruption, maintain full coverage and monitoring capabilities, and address issues as they arise.
BUDGETING FOR EQUIPMENT UPGRADES
A phased approach also allows you to budget for the upgrades. Beyond the initial costs of equipment replacement and installation, these digital solutions can o er long-term savings in terms of costs and sustainability thanks to enhanced energy e iciency and the option of remote service and maintenance. Your fire safety and security systems may already be open protocol, but if they’re not, you could consider installing them, as they can provide additional benefits. For instance, product-agnostic organisations like Chubb can easily take over, manage, and monitor these systems if you change suppliers later.
COMMUNICATION, TESTING AND TRAINING
Informing your sta and clients that the switchover is taking place can minimise concerns about potential impacts. Once new equipment is in place, specialists can test devices to ensure they are properly connected to the new network. They can also assist with training on how the new digital systems operate and can prevent confusion or disruption.
EMBRACING THE OPPORTUNITIES
While the digital switchover presents challenges, it also o ers many benefits and advantages. Firstly, the switchover gives you the chance to modernise your building infrastructure. You can benefit from improved flexibility, scalability, and operational e iciency by replacing outdated systems with advanced digital solutions. Replacing plastic ID cards with mobile credentials is just one example. Connecting systems and extracting data enables better control over energy consumption, security, and safety, o ering smarter building management and aligning with wider business goals, such as your commitment to the environment.
TRUST IN THE FUTURE
David Aird, Director of Net Zero and Energy Solutions at Amey explains to Sara Bean why smart buildings can help balance energy e ciency, carbon reduction and occupant comfort
There has been a huge uptake in the use of digital data within the built environment as a way of building a picture of the performance of estates and assets, be it energy consumption, occupancy trends or meeting ESG goals. But for the FM sector, the huge influx of solutions – particularly AI – has been treated with trepidation.
David Aird, Director of Net Zero & Energy Solutions at Amey o ers some reassurance. He has been with Amey for over 18 years and has held a variety of posts, including Account Director and Regional Operations Director and now heads up Amey’s Net Zero capability, o ering clients data-driven and connected solutions on how to transition to a more sustainable and e icient estate.
He maintains that the use of data, when combined with facilities and building management expertise, results in a deeper understanding of how buildings can be better utilised to enhance building performance.
Says Aird: “The technology piece is of course
important, but while I like to understand how things work it’s really all around the outputs and ensuring that the tech does what it says on the tin. For some it is scary, particularly with AI, but ultimately, if you set the right parameters, digital data can help reduce the day-to-day approvals that were previously required to optimise many of the assets in the buildings that we look a er.
“The analogy I would draw is that it’s when you recommend a person for a role, it’s an extension of yourself, and the same goes for deploying a piece of so ware. That’s a reflection of me and the organisation, which means that there’s an element of trust.”
ENERGY MANAGEMENT SOLUTIONS
This was the case with the introduction of Amey’s new energy solution E60+ which is designed to make real-time changes to building assets in response to how a property is used. The platform, which was developed by Grid Edge, was first deployed in Amey’s own sites.
Says Aird: “We’ve done some very intensive trials on kit as we only deploy something that we believe in, so by testing it on ourselves first we could gauge the results. Because it delivers an element of AI capability and learning it can identify issues that you wouldn’t know about unless you were constantly walking around a building at two o’clock in the morning and asking, ‘why is that
on?’
“These insights mean being able to challenge how a BMS is set up versus the actual requirement of the facilities, as they may di er considerably.”
E60+ was able to provide dynamic, data-driven evidence at a site where all the heating and ventilation zones had been set up to run at the same time, irrespective of demand. By deconstructing and splitting those zones out – which cost around £700huge reductions were made in energy costs, leading to £30,000 savings in utilities.
The strategic projects teams work across a range of sectors, including defence, the public estate, local authorities and the private sector. This means says Aird: “No one glove fits all. In each project we’ll take a bespoke approach, and our account teams don’t just ‘sell’ to the customer. What we do is ask the right questions to find out what their frustrations are. It’s about understanding what the client’s needs are, and then providing a solution.”
Some clients are provided with a ‘decarbonisation roadmap’ that charts a route to understanding their objectives, for instance if they want to achieve net zero before 2030, the roadmap will help to deliver that within the timeframe.
Explains Aird: “With our decarbonisation roadmaps we can deploy a range of solutions across a vastly di erent set of clients, locations and building types, from listed buildings to depots to o ice blocks. It’s about understanding the estate, what its capabilities are, utilising the best output for the money that’s available and then providing a plan going forward.
“There are also varying degrees of maintenance spends available to our clients so we can identify the ‘best return on spend’ that is, a solution which is right for them.”
HUMAN FACTORS
Overlaid on top of the technology, however, is the need to analyse human behaviours and according to Aird an important advantage of using smart technology is that it enables site managers to challenge how a building is set up to run versus its actual requirements – which o en di er. O en some of the elements that are measured show a system that was originally set up some 5-10 years ago when in the interim the use of the building has changed considerably, particularly with the widespread adoption of hybrid working patterns.
“If a site is supposed to be operational 24/7,” says Aird, “by overlaying other elements of data, such as sensors, we can say, ‘that’s your perception, but you’ve only got five people in on a Saturday between
5pm and 2am. If you’re able to get them to work in one area of the building, you can just concentrate utility costs in that area.’”
One of the concerns surrounding AI, is that the technology will, in some kind of dystopian scenario, take over from FMs in managing estates.
Says Aird: “People hear AI and have preconceptions of what is it going to do. But this is not what happens in practice.”
With
could, for instance, detect some anomalies that show a spike in energy use at two o’clock in the morning and we can then flag it up to our clients.
“This enables us to deal with the root cause and focus on an issue, as opposed to waiting for a bill coming in 90 days. It’s allowing FMs to operate ‘real time’ as it is self-learning within set parameters.”
our decarbonisation roadmaps we can deploy a range of solutions across a vastly di erent set of clients, locations and building types, from listed buildings to depots to o ce blocks. It’s about understanding the estate, what its capabilities are, utilising the best output for the money that’s available and then providing a plan going forward.”
As an example, E60+ continuously learns and adapts. A BMS may usually bring the boilers on at three o’clock in the morning, hitting optimum temperature at 4am even when the first occupants aren’t in until seven o’clock.
The so ware can factor that in and delay the boilers for two hours, resulting in huge energy savings.
Explains Aird: “The system can also monitor areas such as the electricity draw and gas usage. This means the so ware
He also believes that when using technology of this nature, it is crucial to bear in mind the pivotal interaction between technology and people – and advises that any changes must be made carefully to ensure against it being to the detriment of occupants.
“It’s very important when deploying tech that we’re not dictating to clients or occupants and saying we know best, but we can help drive behaviours. I’ve been talking to a lot of local authorities which find encouraging green behaviours is where that they o en struggle.
“Signs may say, ‘please turn o light switches’. But ultimately, there is a disparity between how you treat your workplace
By using this kind of solution we can better understand how facilities are utilised, which helps clients make more informed decisions and even provide training to sta in order to get the most out of the technology.”
versus your home, so for us it’s important to support the customer with those behavioral traits and use the data for learning and awareness.”
EVIDENCE BASE
Aird o ers some useful examples of how technology can work in practice. So ware that can carry out a range of audits of properties across an estate will not only help FMs prioritise backlogs in maintenance but drive improved estate management. For instance, it may suggest solutions such as remodeling o ice layouts that improve building performance and enhance the workplace experience for building users via user-friendly customer interfaces.
Says Aird: “By using this kind of solution we can better understand how facilities are utilised, which helps clients make more informed decisions and even provide training to sta in order to get the most out of the technology.”
The impact of hybrid working hasn’t just a ected the way buildings are used but has spelt huge changes for the daily commute.
In 2023 the purchase of technology company Citi Logik has given the Amey team the capability to harness insights on travel patterns. This uses AI processed anonymous mobile phone and GPS data to help clients make better informed, evidence-based decisions.
It works by using anonymised sim data and GPS data to identify how many people are coming to and from one fixed point, that is into a particular site throughout the day, including which routes they take – which indicates if they’ve used a car, some form of active travel (walking, bike) or public transport.
This provides broader infrastructure data on whether for example, there may be a need to lobby or support the local authority to extend a cycle path and it also delivers vital insights into the usage of buildings across an estate. For example, the so ware may find that despite needing
to spend £10 million on one building and £8m on another, the first site is much more practicable for most of the commuters.
Says Aird: “We’ve used this mobile data within Amey to look at locations and divestments within our own estate. It’s a powerful tool that we’ve shared with some local authorities to help them determine where best to concentrate their building resources.”
It is clear from our conversation that digital innovations are helping create a comprehensive view of estates which helps customers make clearer decisions. It’s also apparent that leveraging AI alongside human expertise is helping organisations implement changes more e iciently.
But with so many solutions coming into the market, what does Aird see as the next big thing?
“We’re keeping an open mind,” he says, “because we don’t want to just collect data for the sake of collecting data, but rather understand what our customers want and how we’re going to help them achieve that. We are however keeping a close eye on the market for potential acquisitions and we’re also keen to form an R&D partnership with innovators such as Grid Edge.
“But our principal role is in proving that any digital innovation works before we put it in front of the client. Because it is, as I said, an extension of ourselves.”
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ONE FOR ALL
Gender
Mike Smelt, UK Non-Residential Product Manager at Ideal Standard International o ers advice on the key considerations when specifying gender neutral washrooms
neutral washrooms have arguably had more mainstream attention than any other part of a commercial construction project. This is due to their role as a frequent battleground in political culture wars, as the drive for more inclusive spaces comes up against concerns around safety. The debate is putting unprecedented pressure on those responsible for specifying and managing washrooms. They now face increasing scrutiny for what is already a familiar part of the specification process given that gender neutral washrooms have been a fixture of many public and commercial spaces, such as co ee shops,
restaurants, and workplaces for years (and known as just washrooms).
Whatever the outcome of political and social discussions, there are still particular specification decisions to be made regarding gender neutral washrooms, with a variety of options for architects, specifiers and facilities managers to consider.
THE RULES
The most recent pronouncement from UK policymakers concerning gender neutral washrooms came in May 2024 from the previous government, when ministers proposed plans to mandate that new non-domestic buildings in England must
have single-sex toilets, where space allows. The new guidance, covering standard and ambulant cubicles, which came into force from October 1st 2024 for new specifications, could result in a few extra considerations for planned projects, particularly where the previous thinking was for all gender neutral washrooms. However, following the election, the focus turned to Labour’s plans, which are less clear. The new government has yet to indicate whether the new guidance will continue or not in its current form, although pressure to ensure there are safe spaces for women will not be going away. Despite this, gender neutral bathrooms aren’t going
anywhere – many developers are opting to include them in their projects, where space allows, and fully enclosed self-contained cubicles are attractive to either sex from a privacy and comfort perspective.
THE SOLUTIONS
Specifying for gender neutral bathrooms doesn’t require a significantly di erent approach compared to designing single-sex spaces. Facilities managers and their design teams should put themselves in the minds of users, exploring all the possible reasons that people visit commercial washrooms. Gender neutral washrooms can be the spectacular spaces worthy of the social media selfie, while still being inclusive of everyone.
That doesn’t mean there aren’t specific design choices that will make all users feel safer. Entry and exit points are a good starting point. Where possible, two points of ingress and egress with looping circulation should be included – this always makes for a safer space, but is not always workable, and in these situations, it is worth considering widening the single point of access.
Privacy should be another priority. Toilet compartments should reach from the floor to the ceiling, eliminating any sight lines between compartments and providing those moments of privacy that users look for in washrooms. Occupancy notification hardware is a must-have, and it should be clear and easily operated. Acoustic privacy is an important if trickier ask, however, sound transmission class ratings are a good guide to use for partition materials, especially when combined with sound masking via music or white noise.
RISE OF THE SUPERLOO
With all these areas to consider, it’s no surprise that self-contained superloos are becoming an increasingly common fixture in new commercial spaces. Architects and specifiers will have likely been creating superloos for years on smaller projects, even if they haven’t been calling them that. These larger cubicles pack all the ingredients of a washroom into each fully enclosed stall, giving users complete privacy while having the ability to operate as a gender-neutral space.
The expansion of superloos from co ee shop-size venues to larger hospitality spaces and workplaces came as an elegant solution for those looking to ensure they were creating washrooms for everyone. However, the new proposed rules mandating single sex washrooms in non-domestic buildings could put a spanner in the works, necessitating at least three superloos if a third inclusive loo was included.
From a specification standpoint, a third
superloo adds to the list of considerations. As well as capacity, accessibility, functionality and privacy, architects and FMs would need to factor in the additional space within the building, water use and maintenance, and product costs for each project. With the sector facing increasing pressure to meet environmental standards such as LEED and BREEAM, the extra operating costs, water use, and embodied carbon footprint of these washrooms shouldn’t go under the radar.
It’s therefore key that the specification for any additional spaces is approached carefully, and that architects and designers take the appropriate steps to create both socially and environmentally sustainable washrooms.
ACCESSIBLE FOR ALL
compliant otherwise.
It’s unlikely that guidance with this level of specific certainty will be passed regarding gender neutral washrooms any time soon, but that doesn’t mean architects and designers and their FM clients should ignore them. Single sex and gender neutral washrooms should be inclusive for everyone and designed with safety and privacy in mind. Superloos are a useful option, but not the only option.
Throughout the design and build process for a commercial washroom, it’s crucial that accessibility is considered alongside inclusivity. Legislation governing accessibility requirements – Document M of the UK Building Regulations – is crystal clear in its requirements for washrooms, and it sets out strict design requirements.”
Like any design challenge, gender neutral washrooms present FMs and their design teams with a valuable opportunity to create spaces that are both functional and aesthetically pleasing. By focusing on the essentials, there is plenty of room for creativity in this process.
Throughout the design and build process for a commercial washroom, it’s crucial that accessibility is considered alongside inclusivity. Legislation governing accessibility requirements – Document M of the UK Building Regulations – is crystal clear in its requirements for washrooms, and it sets out strict design requirements. These rules on provision, layout, and specification of facilities should be a fundamental starting point for any commercial washroom design, because the space won’t be
the Kimberly-Clark ICON™ dispenser o ers 150,000 dispenses per battery, reducing energy usage and waste related to frequent battery replacements. Direct drive technology brings 99.9 per cent reliability significantly reducing paper jams, which can lead to wasted paper and increased maintenance.
Dual sensors allow facilities to control towel length, so businesses can cut waste by dispensing only as much as necessary. This level of control not only reduces paper waste but also helps FMs manage costs and improve user experience, as the solution is 85 per cent quieter than other units.
WATER CONSERVATION
ZERO WASTE
Amy Carter, Customer Marketing Manager, Washroom & Sustainability, Kimberly-Clark on the innovations which are driving the washroom towards zero waste
Reducing waste and promoting sustainability is increasingly vital for organisations, particularly in high-use areas like washrooms. This means facilities managers, who are typically tasked with overseeing washrooms need to adopt sustainable practices that limit the environmental burden of waste ending up in landfills or incinerated.
Waste from industrial washrooms includes paper towels, soap dispensers, plastic and metal components, and more. This waste contributes significantly to landfill mass if not properly managed, posing both environmental and logistical challenges. For FMs, balancing hygiene standards and sustainability in washrooms requires innovative solutions that tackle waste from production through disposal, integrating recycling and reusability into everyday operations.
Recycling is one solution, but beyond that, manufacturers are increasingly shi ing toward a circular economy mode – a concept whereby products are designed from the outset to be reused, refurbished, and recycled.
CIRCULARITY IN WASHROOMS
The circular economy model is reshaping how manufacturers approach product design. Rather than products reaching end-of-life a er a single use, circular economy principles emphasise designing products for durability, repairability, and recyclability. This model aims to keep materials in circulation for as long as possible, reducing the demand for virgin resources and minimising waste.
In the context of washrooms, this involves designing dispensers, paper products, and other supplies with reuse and recycling in mind. KimberlyClark has embraced this model, incorporating
sustainability into every phase of the product lifecycle. The company conducts life cycle assessments (LCAs) to choose the most sustainable materials and evaluate the environmental impact of products – from raw material extraction through to disposal. Using recycled or renewable materials and avoiding hazardous substances are central to this approach, ensuring that products contribute to waste reduction without compromising quality.
TAKING CARE OF HARD-TO-RECYCLE ITEMS
Addressing washroom waste is the RightCycle™ Programme. It enables companies to recycle previously hard-to-recycle items, such as used paper towels and dispensers, which could otherwise end up in landfill.
Used dispensers and paper towels are collected at a customer’s site and are then the materials are sorted and processed by recycling partners. Plastic components are cleaned, shredded, and reformed into new products, while metal parts are repurposed. Even paper towels are recycled back into new paperbased products, creating a closed-loop system.
The programme allows facilities to reduce waste by up to 25 per cent and increase recycling rates by up to five per cent This not only helps companies meet their sustainability goals but also provides FMs with a practical way to manage washroom waste responsibly. By turning waste products into valuable raw materials, schemes like these are helping businesses contribute to a circular economy while reducing their environmental footprint.
INNOVATION BENEFITS
Innovation that optimises both product use and energy e iciency, supports FMs in reducing their washroom waste and operating costs. For example,
A critical aspect and opportunity for the washroom is water conservation. FMs must consider watersaving devices and fixtures to ensure washrooms are environmentally responsible. There are many products and fittings that can help to save water. For example, low-flow faucets, automatic shut-o systems, and touchless dispensers can all contribute to reducing water usage in washroom environments. By saving water an FM can also minimise both operational costs, relieve maintenance issues and the environmental impact of water waste. More and more washroom solutions providers are integrating water-saving principles into product design and systems by ensuring dispensers are compatible with touchless operations, reducing unnecessary water flow and enhancing hygiene for users.
THE BUSINESS CASE FOR SUSTAINABLE WASHROOMS
Businesses and organisations aren’t just embracing the circular economy because it is good for the environment. It also makes good business sense. Circular economy practices o er both environmental and economic benefits. Reducing waste and maximising the use of recycled materials decrease the energy required for production and help companies save on disposal costs. For businesses, sustainable washroom solutions contribute to their wider net zero or ESG (environmental, social and governance) goals and improve brand image among increasingly eco-conscious consumers.
The path to zero waste in washrooms is evolving with each innovation. As companies adopt circular economy principles, they’re not only reducing their environmental impact but also setting new industry standards.
EVOTECH UNVEILS ITS MYBEMS REMOTE HVAC OPTIMISATION SOLUTION AT CIBSE BUILD2PERFORM 2024
National HVAC and building performance specialists, Evotech, has unveiled its myBEMS Remote HVAC Optimisation solution at the CIBSE Build2Perform 2024 exhibition, at Excel, London. This advanced technology and data-led solution enhances HVAC system performance, reduces energy consumption, and significantly lowers carbon emissions.
Building upon the success of its myBEMS platform, launched at Build2Perform in 2022, Evotech
introduced new AI-based solutions last year and has now further expanded its o ering to include its Remote HVAC Optimisation solution to remotely monitor, analyse and optimise commercial HVAC systems in real-time.
"HVAC systems typically account for around 40 per cent of energy usage in commercial buildings," says John Lumb, Building Performance Director at Evotech. "By having a comprehensive, real-time view of a building or estate's HVAC performance and optimising it accordingly, we can significantly reduce energy consumption, boost occupant comfort, cut carbon emissions, and positively enhance a building’s overall environmental impact."
Developed, deployed and managed by a team of specialist HVAC engineers, myBEMS connects e ortlessly to existing building management systems (BMS) or HVAC controls through a wireless 4G-enabled gateway. Once connected, the solution continuously harvests data including weather, occupancy, energy consumption, and air quality, and adapts to the dynamic heating, ventilation, and cooling needs of a building, processing the data in real time to make automatic adjustments.
With energy prices still rising and the growing urgency to meet net-zero commitments, myBEMS o ers a cost-e ective and scalable solution. Early adopters of myBEMS have reported substantial monthly energy savings, highlighting its e ectiveness in achieving sustainability goals without the need for expensive refurbishments or disrupting day-to-day operations.
For more information on the myBEMS Remote HVAC Optimisation solution, please visit www. mybems.co.uk.
FUTURE DESIGNS ANNOUNCES SUCCESSION PLAN
FUTURE Designs, the leading UK lighting manufacturer, remains as ambitious as ever, as it announces the plan for continued success of the business.
David Clements will take on role of Chairman, moving away from the day-to-day running of the business, to focus on strategic growth in key global markets across Europe and the Middle East, whilst pushing forward with the expansion of the carbon careful™ initiative into other market sectors. Oliver
Clements will become Managing Director with responsibility for the overall business operations.
Succession planning for FUTURE Designs began five years ago with the creation of the Employee Ownership Trust. This was initiated for the long-term benefit of all employees and the continued legacy of the organisation. Since then, there has been a focused strategy to develop and strengthen the senior management team, alongside a significant investment to increase the expertise and skill sets within the business.
A er nine years in Farringdon the business has relocated the design and technology centre to Soho. This represents a major investment to increase its presence and visibility, creating an industry hub for networking and knowledge sharing.
Oliver Clements, Managing Director of FUTURE Designs says: “The foundations for business growth have been set for many years. My role is to maintain our strong legacy and ensure even greater success for the future. Continuity of business is paramount and I look forward to increasing and developing FUTURE Designs with my co-directors, Leon Ellis, Technical Director and Paul Noad, Operations Director, alongside our senior management team.”
David Clements Chairman of FUTURE Designs,
comments: “FUTURE Designs was created in 1991 and has organically grown to become one of the top five privately owned lighting manufacturer in the UK. It is a business built on our enduring ability to meet the exacting needs of our clients. I am excited for the management team, led by Oliver, to create their own path for future success, building on the strong foundations of FUTURE Designs. We have always remained at the forefront of innovation in this sector and there is still much to be excited about as we strive to always deliver the best product and outcomes for our valued customers.”
David Clements
Oliver Clements
CENTRAL POWER SERVICES HIRES FD TO SUPPORT GROWTH
Central Power Services – a North West-headquartered business which installs, maintains and repairs diesel-powered generators for sale or hire – has appointed a new financial director to support its ambitious growth plans.
The business has named Liesl Potgieter as its financial director. She joins the company having qualified at Deloitte and brings two decades of experience gained in private equity-backed permanent and interim FD roles.
NORTHWOOD EXPANDS GREEN LOOP PROGRAMME WITH PAPER TOWEL RECYCLING AND MORE
Liesl is a highly commercial finance leader and brings an outstanding track record of delivery in transforming entrepreneurial businesses.
Central Power Services received a significant investment from Foresight Group in September 2023 from its Foresight Regional Investment Fund III. The funding will allow Central Power Services to continue its growth trajectory with an enhanced focus on nationwide expansion and strategic M&A.
Stuart Brakewell, MD at Central Power Services, said: "We’ve created strong foundations to accelerate our expansion over the next few years. To deliver against our ambitions, we need to bring onboard talented people who understand the nuances of our growth plans and also have a passion and expertise for the sectors and markets in which we operate. Liesl perfectly fulfils that brief."
ALTRO DISTILS STYLE AND PERFORMANCE AT ENGLISH SPIRIT
English Spirit Distillery has used an extensive package of Altro products in their new visitor centre café, shop and viewing area for the working distillery.
Stuart Dawes, MD of flooring contractor First for Floors said: “Being a barn with a lot of echoes, we knew we needed something to dampen that as much as possible without using carpet. That is where Altro Ensemble came into play, with the sound reduction, aesthetics, comfort underfoot, and its all-round durability.”
Altro Ensemble is an award-winning modular flooring system, with luxury vinyl tiles in four modular sizes that can be mixed and matched to create unique designs. It delivers noise reduction to 15dB and comfort underfoot and is great in public-facing areas where first impressions count.
Elsewhere, Altro Wood, an attractive, general purpose 2mm wood-e ect vinyl safety floor, was installed on the mezzanine walkway area and stairs. In the bar and sta room, Altro Wood adhesive-free safety flooring was selected, delivering maximum impact with minimum downtime in 18 shade choices.
For the toilets, Altro XpressLay adhesive-free was specified bringing safety and speed of installation, used together with Altro Whiterock wall designs, providing elegance and durability on an Altro Whiterock wall sheet.
Altro Stronghold 30, designed to keep sta safe from slips, was installed in the kitchen together with hygienic, impermeable Altro Whiterock White. www.altro.com
Northwood Hygiene Products Ltd is taking washroom recycling to a new level with the expansion of its Green Loop recycling package, which now includes paper hand towel recycling and stub roll recycling.
Under its newly extended full-circle service, which is designed to help customers lower their waste footprint, Northwood will take these o en unrecycled items from washrooms, turn them into raw materials and create future sustainable washroom hygiene products.
Customers who sign up for the scheme are provided with dedicated recycling bins, which collect the paper waste in the washroom. The paper is then collected and sorted before recycling through one of Northwood’s UK paper mills and then made into one of Northwood’s recycled paper hygiene products.
Joel Quick, Sustainability Manager at Northwood, comments: “We are committed to the circular economy, which is all about minimising waste, increasing recycling and preserving the earth’s resources. It’s important for us as a business to prioritise the re-use of materials, prevent the over extraction of natural resources and reduce the number of useable materials that end up in landfill.
We’re really proud that our customers think the same and we’re confident that this latest initiative will prove really popular.”
DURABLE FLOOR COATING TRANSFORMS FC UNITED'S SMRE BAR
The latest stage of the partnership between HMG Paints and FC United has been completed with the successful refurbishment of the St. Mary’s Road End (SMRE) Bar floor at Broadhurst Park. The bar, known for its unique display of club memorabilia and its vibrant community atmosphere, has been refreshed by sta and volunteers with a new grey finish using HMG’s Polyurethane Floor Paint.
The project is the latest phase of the club's commitment to creating a welcoming and versatile space for fans, players, students and community groups alike.
Paul Haworth, FC United’s Commercial Manager, said: “Thanks to the help of HMG Paints the floor looks great. The fresh flooring and updated paintwork across the bar adds a professional touch to the space, making it more inviting for fans, sta , students and community groups.”
HMG’s Polyurethane Floor Paint, which was used in the project is a single-pack, versatile, and durable floor coating. Suitable for internal and external use, the floor paint is designed for areas subject to light to medium foot tra ic. The paint is easy to apply, touch-dry within 2 hours, and can be recoated a er 16 hours. For added safety, the paint can also be formulated to be low-slip, with the addition of HMG’s Low Slip Additive.
THE SECRETS OF SUCCESSFUL BUSINESS
Creating exceptional spaces from kitchen table to 25th birthday
However good the business proposition and however willing the entrepreneur - it is a sad fact that 60 per cent of all UK SMEs fail. It takes something special for UK businesses to thrive and survive, particularly given the economic turmoil of the last few decades. A shining example of a company bucking this trend is Active Workplace Group – an end-to-end o ice solutions company.
Active was started in 1999, a er founder Colin Tarsey, had a chat with his father about a business idea over a cup of tea at the kitchen table.
Don’t underestimate your support network
“You can’t underestimate the impact that having supportive family and friends can make when you start out,” states Colin. “Launching a business takes a leap of faith and my father encouraged me to just go for it. The cautious and comfortable thing would have been the status quo, work for a boss and take the salary; life was okay – but I had a niggling idea that I could do better.”
Initially Colin worked tirelessly managing o ice moves by himself with some contracted in muscle. Steadily, things began to expand, and the business needed to grow to keep pace with its own success. Adrian Powell joined as co-owner with Colin in 2007 to grow the business; not only did this up capacity, but also broadened Active’s market propositions.
Pulling in strategic partnerships
“At the time, some people said I was mad to give away half of the business.” states Colin, “but creating something bigger than yourself requires faith. Active
wasn’t started as a vanity project – it was doing good things, but I recognised my limits.”
Building relationships & delivering the goods
A business goes nowhere without great communication and customer value. Active retains its ability to truly connect with is clients. “In the early days we relied on word of mouth and recommendation,” says Colin, “and I am really pleased to say that this remains the case today. We are nice people to do business with, we don’t cover up issues, or over-promise and under-deliver; our clients are paramount.”
Steady growth
The financial crisis of 2008 and the pandemic dealt a heavy blow to businesses across the UK but Active weathered the storm. In many ways, Covid-19 was as much about opportunity as risk. “We have seen a lot of companies downsizing, rightsizing and supporting hybrid work,” states Adrian Powell. “When you pivot your business, it makes sense to use a provider that is responsive and delivers results. That stood us in good stead. The groundwork in building solid relationships and an impeccable reputation paid o .”
Investment,
sustainability & a rebrand
Active has invested in many areas over the last year. They refocussed the business, committed to an ambitious sustainability strategy, and not least, they brought in a dynamic new Managing Director in Ben Martin - tasked with taking the business to the next level.
“Active has such a great back story,” states Ben, “their results bely their size, and they have true resilience and potential.”
Active are marking their 25-year anniversary with a rebrand. “Many Active clients have had successful builds, great FM contracts, or smooth o ice moves with our team but remained unaware of exactly how broad our range of expertise was. Our goals are to cross-pollinate our client base and shout about all the really good things we can achieve because Active is greater than the sum of its parts – we are a brilliant team, true experts in our field – and most importantly – nice people to work with,” concludes Ben.
Boilerplate
Active knows all about creating amazing, sustainable spaces. We not only design, build, and refurbish, we also move and manage facilities. We are a leading ‘One Stop Shop’ for commercial spaces in the UK. We handle some of the biggest brands and they come back time and again because they love how we do business.
Adrian Powell
Colin Tarsey
TORK FOCUS4 SUSTAINABILITY HELPS CUSTOMERS MEET THEIR GOALS
Customers need clear and comprehensible sustainability data to inform their decisionmaking when choosing suppliers.
New from Essity is Tork Focus4 Sustainability – a programme that promotes transparency and helps customers meet their goals with accessible and reliable sustainability information.
“As sustainability legislation evolves and expectations increase, businesses need a clear view of sustainability product claims and benefits to understand their impact on people and the planet,” said Essity’s Business Development Manager Lydia Brant.
“By sharing the sustainability benefits that matter to customers in a consistent way, Tork aims to educate and empower customers to make informed decisions for their businesses and support their own sustainability goals.”
Tork approaches sustainability through a circular lens and has structured its sustainability focus on four areas: materials and packaging, use and waste, carbon, and hygiene for all. The Tork Focus4 areas are based on a lifecycle approach, key sustainability
needs of customers and the European Green Deal priorities.
“Reducing environmental footprint and improving sustainability is a business imperative,” said Lydia. “However, decoding sustainability claims can be
resources that:
O er an overview of comparable sustainability benefits for each of the Tork brand’s focus areas: materials and packaging, use and waste, carbon, and hygiene for all
challenging. At Essity, we are continually evolving how we deliver even more transparent, easy-to-understand information to our Tork customers so they can compare our products and select those that fit their sustainability ambitions and what matters to their business.”
Tork Focus4 Sustainability materials include
Share a Tork European average for carbon-in-use for napkins, toilet paper and hand towels
Feature a product information tool that makes tender completion easier
Improve sustainability knowledge with free access to interactive training modules
According to the inaugural 2024 Tork Insight Survey, 67 per cent of public washroom users would like FMs to be more considerate about sustainability and the environment when it comes to washroom solutions or management. Focus4 is part of the Tork brand’s holistic e ort to help businesses benefit from sustainable hygiene across their facilities. This includes initiatives such as the world’s first recycling service for paper hand towels, Tork PaperCircle®2, which helps businesses to reduce waste.
A NEW DIRECTION FOR THE BOARD AT ASSURITY CONSULTING
From 1st January 2025, three of the current Directors at Assurity Consulting are stepping back from leading the business, before leaving on 31st March 2025. Paul Foxcro , Managing Director, Paul Phillips, Director of Consultancy Services and Ian Woodland, Director of Business Services are handing over to a new team of Directors, promoted from within the business. Greg Davies, Director of Market Development will be staying on with the new board for the foreseeable future to provide continuity. The business is also restructuring the teams to allow for further growth.
Paul Foxcro , commenting on the change in the board said: “I’m delighted we’ve been able to continue to develop the wealth of talent we have in our business. The future looks bright and secure at Assurity Consulting.”
Keith Vigar, Managing Director Elect commenting on the changes said: “I am extremely excited and honoured to be given the opportunity to take up the position of Managing Director at Assurity Consulting. The current Directors have guided the business to its success to date and now that we are part of the Celnor Group, my colleagues and I are dedicated to drive the business forward, maintaining our values and great customer service.”
Assurity Consulting remains a people-centred workplace compliance consultancy. The company
culture and values will stay the same, and they will continue to work with all customer and suppliers as a trusted partner, with no impact on the services their customers receive.
The new team of Directors from 1st January 2025 will be:
SCOTLAND'S LEADING MODERN UNIVERSITY INTRODUCES STEP-FREE ACCESS IN ITS CYBERQUARTER BUILDING
Abertay University, recently ranked as a top modern university in the National Student Survey, is setting an exemplary standard in terms of accessibility by introducing step-free access across all five floors of the cyberQuarter building, thanks to Stannah li s.
This li retrofit and installation was awarded to Stannah, who secured first place in the APUC framework. This process allows the university to award contracts without the need for a tendering process, streamlining the project and ensuring topquality work from a trusted provider.
Located in Scotland, the university formerly known as the University of Abertay Dundee blends traditional and contemporary design, with the old college dating back to 1888. The university is home to Abertay’s cyberQuarter, a cutting-edge £18m cybersecurity research and development centre.
The works
The existing li in the building had become increasingly unreliable, with frequent breakdowns and maintenance issues that disrupted operations. This highlighted the need for a modernised li system that could ensure consistent performance and compliance with current safety standards.
A er a thorough evaluation by Stannah, it was clear that the best solution was to completely replace the old li with a new, Stannah Machine Room-Less (MRL) traction li . This type of li not only meets all necessary safety standards but also provides enhanced e iciency and reliability, making it an ideal choice for the university.
Stannah was responsible for the entire design process of the new li , ensuring it was tailored to the building specifications and client’s needs. They also managed all on-site works, overseeing the removal of the old li and the installation of the new MRL traction li .
The challenge
This project involved the complex task of removing the existing and installing a new li system while the building remained a live teaching environment. One of the primary challenges was ensuring the safety of all visitors throughout the construction process. This included keeping corridors clear and free from obstructions, implementing rigorous safety protocols, and maintaining minimal noise levels to avoid disrupting classes. To address these concerns, Stannah adhered to CDM (Construction Design and Management) regulations.
Due to the fact that this was a live building site, the project was completed on a strict three-month
schedule. During construction, step-free access was available via the café li .
An additional challenge was the removal of the existing MRL li to make space for the new system. Stannah designed the new li installation to match the dimensions of the existing li sha , thereby eliminating the need for additional structural work. Only cosmetic decoration was needed around the new landing doors.
Balancing construction activities with the daily operations of the building required meticulous planning and coordination, showcasing Stannah's commitment to creating a safe environment despite the challenges.
The solution
With support and guidance from Stannah, an MRL li was selected due to it being one of the fastest and most e icient li systems available, providing a reliable solution for students, teachers, and visitors.
The 8-person li features modern controls with buttons set at heights accessible for wheelchair users.
This 630kg capacity traction MRL li is equipped with a gearless variable voltage drive, meeting EN81-20/50 standards.
Requiring minimal space both inside and outside the sha , this type of li is ideal for most building applications. Its highly flexible design allows it to fit into existing li sha s of any size, making it the perfect choice for this project.
The result
Enhancing accessibility and e icient operation of the li was an important factor at Abertay University’s cyberQuarter building. Now, the new, reliable li supports the needs of the users by providing full step-free access.
The new MRL li meets all open protocol and design requirements set by the client. The design complements the university’s aesthetic, whilst ensuring enhanced performance and reliability. The stainless-steel li showcases a modern car interior, featuring artificial granite and user-friendly elements such as digital displays, enhancing accessibility for all users. The client chose options for the li car interior from Stannah’s brochure, including selections for the walls, ceiling, flooring, and car operating panel. An open protocol li system means that customers are not tied to Stannah for maintenance and repair.
The cyberQuarter building, which can accommodate up to 500 people, will necessitate daily use of the new li . It will provide step-free access for all users, including wheelchair users and those with reduced mobility.
BONA LAUNCHES RESILIENT SOLUTION COLOUR COLLECTION
Bona, a global leader in innovative floor care and maintenance solutions, announces the launch of the new Bona Resilient Solution Colour Collection. Based on the science of colour psychology, the new collection is inspired by nature and designed to transform interior spaces into a welcoming environment that promotes wellbeing and productivity. The collection consists of five colour groups and 15 earthbound hues that work in tandem with the Bona Resilient System – Bona’s innovative system to restore, renew and upgrade resilient floors.
The Bona Resilient Solution Colour Collection was developed in collaboration with Dr. Axel Buether, a pioneer in modern evidence-based colour psychology. Drawing from real-life contexts, Dr. Buether’s research shows that by incorporating natural elements into interior spaces – such as the floor – colour can profoundly enhance wellbeing and
improve physical health.
“Nature has long been associated with healing and wellbeing. The Bona Colour Collection goes beyond pure aesthetics and creates environments that promote health in every way,” said Dr. Buether.
Findings reveal that the careful choice of colour
WATERBLADE HAS NEVER BEEN EASIER TO TRIAL IN YOUR WASHROOMS
That means tangible water and energy savings are achievable in weeks. Typically, you can reduce whole building water consumption by 4%, and whole building energy usage by 1.5%. (RBS Report available on request)
Send us your address and we send you a sample to fit easily and quickly, see https://www.thewaterblade. com/how-to-fit/.
We are happy to do this for free because if it fits, you are 90% certain to roll it out, and we fit most mixer taps.
O ering a range of styles and flow rates, contact us and we shall help you find the best option for your washroom basins.
Waterblade is WRAS/ UK Reg4 approved and UK manufactured in premises with ISO 9001 and 14001. We believe it o ers the best low flow handwashing performance there is. Typically giving a payback period of under 3 months. It can be quickly retro fitted to most mixer taps.
in o ices and interior spaces may have important benefits to an organisation by improving the experience and behaviour of people. Dr. Buether’s research has showed that when using natural colours as a design tool, identification with the workplace grew with more than 50 per cent among the entire sta , while also improving the rating of the working environment by up to 40 per cent.
“Given that the floor is the largest surface in a building (aside from walls) it makes sense to consciously choose colours that embody the expression of a facility,” said Michael Klinge, Product Manager at Bona. “Our collaboration with Dr. Buether has given us another avenue for our customers to revitalise floors that are not only durable, beautiful and long-lasting but also scientifically proven to improve overall wellbeing.”
Bona Resilient Solution Color Collection |(https:// www.bona.com/en/facility-solutions/design/) and Floor Visualizer (https://resilientgermany.floori.io) are now available.
CONTROLLING THE CHAOS: HOW A DELIVERY MANAGEMENT SYSTEM REDUCES DELIVERY-RELATED DOWNTIME AND DISRUPTIONS
Managing inbound deliveries at facilities is a complex challenge. Uncontrolled delivery schedules lead to congestion, ine iciencies, safety risks, and environmental concerns. These disruptions strain resources and make it increasingly di icult for facilities managers to maintain smooth operations.
The Domino E ect of Poor Planning
When delivery schedules are unmanaged, suppliers o en arrive at their convenience, disregarding the site’s capacity. This lack of coordination creates bottlenecks in delivery areas, leading to tra ic jams and delays. Idling vehicles exacerbate these issues, posing health risks to workers and contributing to unnecessary CO2 emissions. Congestion o en spills onto public roads, creating pedestrian safety concerns and damaging the site’s reputation as a “bad neighbour”. Such disruptions may even result in penalties from local authorities.
Overloaded service li s and transfer routes further delay goods reaching their destinations. With little or no storage space in delivery areas, goods o en remain on vehicles, compounding ine iciencies. Peaks in deliveries strain resources, making it di icult to allocate sta and equipment e ectively, increasing costs, and creating operational chaos.
Sites with covered or underground bays face additional risks like vehicle damage or breaches of
height and weight restrictions. Unfamiliarity with sitespecific routes and rules can lead to accidents and safety violations.
The benefits of implementing a DMS
Digital delivery management systems (DMS), such as Zone Manager are purpose-built tools for controlling inbound deliveries. A DMS addresses these challenges head-on, transforming delivery chaos into a well-coordinated process.
By providing a diarised view of delivery bays with predefined slots, these systems ensure schedules align with site capacity, eliminating peaks, reducing congestion, and enabling better resource use.
Configurable rules allow facilities managers to restrict access based on supplier, vehicle size, or time, ensuring compliance with site requirements.
A self-service booking process reduces administrative burden and keeps suppliers informed.
During booking, critical site rules and information are shared, ensuring carriers arrive prepared and minimising compliance or safety risks.
A DMS also streamlines resource allocation. Goods li s and transfer routes can be scheduled
to handle deliveries e iciently, ensuring vehicles are unloaded promptly and bays remain available. This proactive approach prevents bottlenecks and keeps operations running smoothly.
Driving Sustainability with Data Insights
The benefits of a DMS go beyond operational e iciency. Systems like Zone Manager provide real-time tracking of vehicle arrivals, capturing data on demand patterns, no-shows, and early or late arrivals. These insights help facilities managers optimise processes and improve delivery performance.
Critically, a DMS helps meet sustainability goals by tracking CO2 emissions from delivery vehicles. By reducing idling times and optimising schedules, a DMS actively lowers a site’s environmental footprint. Facilities managers can use these insights to report on Scope 3 emissions, supporting compliance with sustainability standards and enhancing environmental credentials.
The Positive Impact of Structured Deliveries
Implementing a DMS like Zone Manager replaces the negative domino e ects of uncontrolled deliveries with positive outcomes. Congestion and bottlenecks are eliminated, resources are allocated e ectively, and operations are streamlined. Facilities managers gain visibility into delivery schedules, enabling smarter decision-making and more e icient workflows.
In facilities with restricted delivery areas, a DMS isn’t just an advantage—it’s an essential tool. By bringing structure to delivery operations, facilities managers can improve safety, reduce costs, and create a better experience for suppliers and sta alike.
A Future-Ready Solution for Modern Facilities
Zone Manager’s DMS is built to address the challenges of modern facilities. Its scalable, customisable design ensures it adapts to the unique requirements of diverse facilities, from retail parks and o ice buildings to industrial estates and event venues. For facilities managers seeking safer, more e icient, and environmentally friendly delivery operations, Zone Manager o ers the tools to succeed. Learn more at zonemanager.co.uk.
CLIVET GROUP UK… THE FASTEST GROWING SUBSIDIARY AWARD!
At the recent global 3rd Edition General Manager's Bootcamp held in Milan on 6th & 7th November, Clivet Group UK were awarded the Fastest Growing Subsidiary Award, a huge recognition amongst all of the Clivet subsidiaries in attendance.
Andy Taylor, General Manager of Clivet Group UK says: “It was really nice yesterday to receive this recognition from our head o ice for the hard work that all of the team in the UK put in every day. We have big ambitions, and with the incredible support from everyone at Clivet UK, they are turning into reality."
Picture L-R Andy Taylor, General Manager, Clivet Group UK, and Andrea Guderzo, Subsidiaries & International Development Manager, Clivet S.p.A.
Clivet have been involved in making heat pumps and solutions for sustainable comfort for over 35 years now, putting people and the environment’s well-being at the core of their product development, and have been established in the UK since 2001; well over 20 years now!
www.clivetgroup.co.uk
KNIGHTSBRIDGE’S TENAX OFFERS UP TO 48 BULKHEAD OPTIONS
The Tenax range of polycarbonate bulkheads from Knightsbridge – one of the UK’s leading manufacturers of wiring accessories and lighting – has just got tougher and more versatile with the introduction of the Tenax Pro Series and two more gear trays. The modular design and wide range of options enable the Tenax Pro to be tailored to any situation without requiring an extensive inventory –there are up to 48 di erent combinations out of the base choices of cases and gear trays.
YORPOWER BOOSTS ITS BACK-UP POWER PROVISION THROUGH NEW UPS RANGE
Over the past few months, YorPower –the complete back-up power provider – has been working tirelessly to deliver an exciting new Uninterruptible Power Supplies (UPS) range under the YorPower brand. There will be 13 di erent models to choose from, ranging from 0.6kVA to 900kVA. Led by the dynamic duo of Stephen Peal (Group Managing Director) and Annmarie Wakefield (UPS Technical Manager), this project is testament to e ective teamwork and innovation.
Working in close collaboration with their manufacturing partners, Stephen and Annmarie conducted rigorous testing of the new units and established the company’s strategy to take them to market in the UK and overseas. YorPower is now poised to launch its new UPS range.
Most organisations are built around 24/7 service. Even a momentary break in power can be disastrous. That’s why having a reliable and trusted provider of back-up power solutions is so important; YorPower is proud to be that trusted name for a growing number of customers in the UK and around the world. This includes both UPS units and diesel generators.
https://yorpower.com/ 01977 688155
NEW COHAB TECHNOLOGY PLATFORM BOOSTS LANDLORD PERFORMANCE BY 30%; DRIVES DOWN PROPERTY MANAGEMENT COSTS BY 50%
The casing can be square or round, black or grey, standard or anti-vandal eyelid design and there is a choice of eight gear trays: standard, emergency, selftest, microwave, emergency microwave, self-test microwave and the two latest additions, which are equipped with daylight sensors.
The standard LED gear tray delivers luminosity ranging from 1,200lm at 10W to 2,100lm at 20W, ensuring adequate illumination while maintaining energy e iciency. The emergency LED gear tray goes further by incorporating a threehour emergency backup powered by a lithium (LiFeP04) battery, ensuring continued operation during power outages.
Also fitted with a photocell to detect natural light, the standard and emergency LED gear trays save energy by cutting out when not needed. Covered by a five-year warranty, the Tenax Pro series is IP66 rated for dust and water and IK10 for impact.
Market disruptor and selfappointed landlord champion Cohab is launching a new technology platform, ‘Cohab 2.0’ that boosts landlord property management performance by 30% and drives down property management costs by 50% according to Cohab.
Feedback from early Cohab 2.0 adopters reveals that the new platform has the power to transform residential letting business practice as build to rent (BTR) takes o following the 2024 Autumn Budget.
Cohab 2.0 provides a full, transparent ledger for all unit actions including appointments, certification, invoicing support days and transactions –automating workflow and predicting landlord income. Flexible system tools allow processes to be changed in line with new legislation, ensuring compliance in advance.
“Cohab plans ahead, anticipating landlord needs” says company CEO Saveli Kotz. “Our technology gives landlords an edge in their market, and has the power to alter the way they do business.”
Going forward, Cohab plans to reach out to builders and developers, embedding the 2.0 system in their BTR O er.
https://cohab.co.uk/ 020 3318 0091
AIRFLOW CONTROLLER AND MONITORS WITH INTEGRATED GAS SENSOR PROMOTE LAB SAFETY
Fume cupboard manufacturers now have access to a new airflow controller and monitors with integrated gas sensor, enabling laboratory managers to e iciently monitor carbon filter saturation status and protect operatives against chemical contaminates.
UK-based specialist electronic airflow control and monitor manufacturer and consultant, TEL, has upgraded its energy-e icient AFA4000/E VAV (variable airflow volume) airflow controller and AFA4000/1 and AFA4000/2 CAV (constant airflow volume) airflow monitors to incorporate an organic vapour type gas sensor.
Carbon filters absorb gaseous chemical contaminates and TEL’s integrated AFA4000/E/ GS VAV, AFA4000/1/GS and AFA4000/2/GS CAV solutions enable laboratory managers using filtrated type recirculating fume cupboards, hoods and cabinets to monitor filter saturation status via a dynamic graph.
When saturation occurs, filtration is compromised and gas escapes. The sensor detects breakthrough, triggering an alarm to highlight the urgent need for filter replacement to ensure the
respiratory protection of users.
The integrated units also count the filter’s time-run, sounding an alarm when it has fulfilled its manufacturer-designated hours and is due for replacement.
In addition to incorporating the units into cupboards, hoods and cabinets at initial construction stage, manufacturers may retrofit them into any existing equipment, allowing laboratory managers to improve the safety and e iciency of their facilities cost-e ectively.
Said TEL’s Director, Richard Eady: “Our AFA4000/E/GS airflow controller and AFA4000/1/ GS and AFA4000/2/GS CAV airflow monitors with integrated gas sensors enable laboratory managers to e iciently ensure the respiratory protection of users against dangerous chemical contaminates.”
TEL was established in 1969 and its energye icient products are available globally via an international network of distributors. For further details, please visit: https://tel-uk.com/products/ airflow-controllers-vav/ or https://tel-uk.com/ products/airflow-monitors/
CCF PASSES CCPI ASSESSMENT FOR MERCHANTS AND DISTRIBUTORS
Nationwide distributor of insulation and interior building products CCF has passed the Code for Construction Product Information (CCPI) Assessment for Merchants and Distributors.
The CCPI was created in response to the Grenfell Tower tragedy and the construction industry’s subsequent need to improve the way product information is managed and communicated. The CCPI aims to raise standards in the management, marketing and advertising of product information and facilitate a culture of transparency, with specific criteria for best practice set out for manufacturers, merchants and distributors.
CCF was assessed and found to have the necessary product information processes and systems in place to uphold the CCPI, and that the company is committed to diligently adhering to the CCPI and to proactively promoting and supporting the adoption of the CCPI with its suppliers. The CCPI Mark for Merchants and Distributors does not indicate that any particular product information conforms with the CCPI or constitutes any statement as to a product's compliance with any standards of quality or safety.
As part of the CCPI Assessment for Merchants and Distributors, CCF also had to demonstrate that its employees are fully supported and aware of what needs to be done to continuously improve product information and to keep the distributor’s product information up-to-date and unambiguous.
CCPI assessment requires a commitment to continuous improvement and looking ahead, CCF will be regularly reviewing its internal processes and how the company works with its manufacturing partners to raise standards in the information the distributor shares with its customers.
Commenting, CCF’s Managing Director Catherine
Gibson said: “Through collaboration within CCF’s di erent internal departments, headed up by our product category, technical and marketing teams, and by providing relevant colleague training, we are now in an even stronger position to support our customers with reliable product information to help them select the right products for their projects.
“We are proud to have passed the CCPI Assessment for Merchants and Distributors and as an organisation, we are committed to proactively working with the CCPI to raise standards in product information and continuously improve the product information we supply.”
BOSTIK UNVEILS R3BOND® SYSTEM FOR SUSTAINABLE FLOORING RENOVATIONS
Bostik has launched its R3BOND® SYSTEM, providing facilities managers with a sustainable option for the installation, removal, and recycling of vinyl floor coverings.
Comprised of a 75% biobased adhesive and a unique grid, the patented solution enables vinyl floor coverings to be removed without any adhesive residue, meaning they can be recycled at the end of life, instead of being sent to landfill.
At the same time, once removed, the system leaves behind a subfloor that requires very little preparation, meaning renovation times are significantly reduced. Carbon footprint is also lowered as, in most cases, there’s no need for primers and smoothing compounds to be used during subsequent renovations.
The R3BOND® SYSTEM is designed for use with Bostik-approved smoothing compounds and o ers high shear resistance with a short drying time of just 12 hours.
R3BOND® remains e ective up to 50°C and is tested to withstand 150,000 cycles of castor chair movement, ensuring durability and reliability in the most demanding environments.
It is ideal for LVT, PVC, and other resilient tile and sheet floor coverings, including those with acoustic backings.
In addition, the system is compatible with warm water underfloor heating systems, provided the surface temperature does not exceed 27°C.
TORMAX, a leader in innovative automatic door solutions, was contracted by Futuremost Windows to automate the double set of sliding doors that create the main entrance to the newly built, Chichester Grange care home.
Providing reliable automation, TORMAX recommended installing two of their technologically advanced iMotion 2202.A door drives, ensuring the smooth opening and closing of the doors into this well-appointed facility.
In a setting such as this, where some residents have mobility challenges or visual impairment, safety and door leaf responsiveness is a priority. The iMotion 2202.A drive is equipped with advanced, wide-range sensors, ensuring immediate and precise response to obstacle recognition. Intelligent microprocessor controls allow opening and closing speeds and hold-open times to be easily adapted for slower approach speeds. The TORMAX operators are also certified for rescue and escape routes. Creating a warm welcome, the double set of automatic bi-paring sliding doors create a useful entrance lobby that helps to minimise heat loss from the building. The high-torque, AC synchronous iMotion motors allow whisper-quiet door motion that is appropriate for such a high-quality environment. Featuring none of the usual parts that wear out, such as gears and brushes the iMotion motor o ers greatly extended life expectancy of the unit and reduces ongoing maintenance requirements.
WELFARE 4 HIRE UNVEILS A COMPREHENSIVE NEW BROCHURE SHOWCASING ITS EXTENSIVE RANGE
Welfare 4 Hire, a leading provider of towable unit hire throughout the UK, is excited to announce the release of its new brochure, the first this decade. This resource showcases the full range of Welfare 4 Hire products, including new products and turnkey o erings, to procurement and project managers in the construction, event, leisure, healthcare, and infrastructure markets, as well as end users seeking quality and value welfare solutions for their teams.
The brochure features an extensive lineup of towable units, including:
• 6 person welfare units
• 10 person welfare units with o ice
• 12 person welfare units
• 12 person SolarMax units with o ice
• 16 person welfare units with o ice
• 2+2 mobile toilet units
• 1+1 mobile toilet units
• Toilet servicing solutions
• Value Added Products
• Storage units
Additionally, the brochure includes a handy product comparison section, key images of each product, detailed specifications, and floorplans to help customers make informed decisions.
The brochure is also available in a digital flick n’ click format, perfect for sharing and printing wholly or partly https://heyzine.com/flip-book/bbaaf59518.html. www.welfare4hire.co.uk
SODEXO AND PHS GROUP HELP TO SPREAD NHS ENGLAND’S POTENTIALLY LIFE-SAVING MEN’S
HEALTH MESSAGE
Sodexo UK & Ireland and phs Group are supporting the NHS and helping to spread an important men’s health message – “Blood in your pee? Contact your GP practice”.
Since the end of last year, as part of a major earlier cancer diagnosis drive, an NHS partnership with P-Wave has seen this important health message delivered directly to those at risk through a message featured on P-Wave’s Slant6 urinal mats, in washrooms nationwide.
“Sodexo is a long-time customer of phs Group. We supply hygiene services to them at sites across the country. We were aware that Sodexo had been talking to P-Wave about using the NHS England branded urinal mats and are pleased that together we are enabling the mats to be used at their client sites across the UK,” says phs Group Head of Marketing Kelly Greenaway.
“Sodexo is proud to support this crucial NHS England men’s health initiative,” says Kevin Muckle, Head of Cleaning, Sodexo UK&I. “As soon as we saw this urinal mat option, we knew we just had to install them in our washrooms nationwide, to support this important NHS campaign. Our hygiene supplies partner, phs Group, has enabled this initiative, and gone the extra mile by creating support materials to ensure that as many men as possible are prompted into taking early action.”
Wates Residential has appointed Paul Nicholls as its new Regional Managing Director for London.
Joining the business in February 2025, it marks his second time at Wates Residential, returning a er four years of pursuing his own projects in the industry.
Nicholls brings over 30 years of experience in the sector and will oversee Wates Residential’s ambition to be a leading development partner in London. He will report into Phillippa Prongué who starts in January as Executive Managing Director, taking over from Helen Bunch who is retiring early next year.
CEO APPOINTMENT AT SERVO
JEAN RENTON TO LEAD SODEXO UK&I AS SEAN HALEY LEAVES THE BUSINESS AT THE END OF THE YEAR
Sean Haley, CEO of Sodexo UK and Ireland will be leaving the business at the end of the year, having decided to move to his next career opportunity outside of Sodexo. Jean Renton, Chief Finance O icer since 2019, has been promoted to the newly created position of Chief Operating O icer, e ective from 1 January. In this role, she will become the executive lead of the region with an operational focus on business transformation.
National multi-service provider, Servo Group, has promoted Andy Haynes from Divisional Director to Chief Executive O icer, to propel the firm’s growth and expansion especially in the capital.
Haynes joined Servo in 2022, to open up a new o ice in East London, and take ownership of one of the firm’s key accounts for Network Rail. He has more than 10 years of experience within the security sector, starting his career as a frontline security o icer in 2011. Since then, he has held a number of operational management and senior leadership roles at both STM and Churchill.
Part of Hayne’s remit in his new role is to use his extensive sector experience to guide Servo to its next phase of growth, particularly growing its thriving rail division and capitalising on the pipeline of opportunities in London.
Joining Sodexo in 2013, Renton has held a number of senior business and commercial roles in the region as well as previously leading finance operations and change teams at John Lewis, M&S and PWC. Renton is well-known for her commitment to gender diversity and will continue to Chair Sodexo UK and Ireland’s SoTogether gender equality employee network and be a Non-Executive Director of the Audit Committee at the charity, Wellbeing of Women. Over the coming year, she will have a renewed focus on delivering transformation, service excellence and social impact across the region’s 2,000 client sites.
ASPIRATIONS FOR APPRENTICES
FMJ reports on the role of apprenticeships in shaping the future of FM with a focus on
In the 2024 Autumn Statement, Chancellor Rachel Reeves announced changes to apprenticeships in the UK. Key updates included the introduction of shorter apprenticeship programmes to increase the pace of new entrants to high-demand sectors, and an increased focus on foundation apprenticeships, with the aim of providing individuals with essential skills. Both measures are seen to reinforce the government’s commitment to addressing skills shortages and as a step in the right direction for its goal of delivering over 500,000 high-quality apprenticeships annually.
With increased investment in developing skills and a focus on making apprenticeships easier to access, the government is also responding to the economic challenges faced by young people and employers alike. A rise in apprenticeship minimum wages (from £6.40 in 2024 to £7.55 in 2025) highlights an e ort to reduce hardship for apprentices, while sector-specific funding o ers opportunities to industries like FM. However, there are hurdles to overcome. For example, a 1.8 per cent rise in employer National Insurance contributions by 2026 is likely to put strain on training budgets.
APPRENTICESHIPS IN FM
For the FM sector, which has experienced many years of recruitment challenges and an ageing workforce, apprenticeships are a cornerstone of recruitment and skills development. They o er structured pathways for upskilling and career progression. At Integral,
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apprenticeship roles combine theoretical learning with practical application, allowing apprentices to contribute to Integral’s L&D team while honing skills in leadership, project management, and coaching, as they progress.
PROGRAMME STRUCTURE AND SUPPORT
Integral’s apprenticeship programme o ers eight vocational pathways, from traditional engineering and FM roles to business administration and sustainability. This ensures that its apprenticeships appeal to a wide range of candidates and accommodate those who may have either technical or o ice-based ambitions.
The programme includes significant support mechanisms. Apprentices have one-to-one access to L&D team members, who act as intermediaries between apprentices, supervisors, and training providers. Regular check-ins, including bi-monthly engagement sessions and regular reviews with tutors, ensure apprentices stay on track and receive personalised feedback.
A typical week for an Integral apprentice balances work responsibilities with structured learning. Each Monday, apprentices are set their task list for the week and allocated six hours of O -the-Job (OTJ) training. This training includes reading materials, workshops, or online modules aligned with the apprenticeship curriculum. In addition to formal learning, social events encourage networking and integration into the company culture.
SKILLS AND QUALITIES FOR APPRENTICES
Integral aims to recruit apprentices who demonstrate a genuine interest in their chosen field, who have some academic qualifications (such as GCSEs or Level 3 diplomas), and who exhibit perseverance.
The typical duration of an apprenticeship ranges from two to four years, so candidates need to be able to commit and show resilience. Work experience and a proactive attitude are valued highly as well, as they reflect a candidate’s willingness to “get stuck in” and enjoy the rewards of an apprenticeship.
A STRATEGIC SOLUTION FOR FM
With roles requiring both technical expertise and so skills, apprenticeships o er a comprehensive approach to FM skills development. They bridge the gap between education and employment, ensuring new entrants to the sector have the skills to succeed in a changing industry. However, there is room for improvement. Addressing barriers to advanced-level apprenticeships and increasing awareness of FM as a viable career choice could further enhance the sector’s talent pipeline.
From an L&D perspective, Integral’s apprenticeship programme stands out for its personalised support and wide-ranging opportunities. Being able to tailor pathways to individual interests and career goals means that apprentices receive a well-rounded education while contributing to the company’s success.
The FM sector must take the opportunity to address its workforce challenges. Apprenticeships o er a win-win solution: individuals gain valuable skills and career prospects, while employers build a sustainable talent pipeline. Embracing apprenticeships is not just a response to current challenges but a strategic move for future success. As the FM sector navigates a rapidly evolving landscape, apprenticeships are an important solution to the skills challenges it is facing. Whether you’re a young job seeker or an experienced professional, now is the time to explore the opportunities that apprenticeships can o er.
FM CAREERS - RECRUITMENT & RETENTION
BETTER TOGETHER
Matt Bailey, workplace analytics specialist at Matrix Booking explains why flexible working means FM can’t go it alone. Collaboration across multiple departments is key to delivering a successful workplace
Therise of flexible working has reshaped the way businesses operate, with far-reaching implications for facilities management. As hybrid models take hold, the workplace must serve multiple purposes for a workforce that comes and goes. For FM professionals, this means navigating complex challenges that cannot be tackled alone.
Collaboration with HR, IT, and Finance is just the start. Flexible working, and the overhaul of the workplace it demands, involves partnerships across departments, from operations to procurement and beyond. FM professionals must remain adaptable to work with a wide range of stakeholders to navigate the complexities of managing both people and places.
Flexible working presents a daunting mix of challenges, from compressed hours and fourday work week proposals to return-to-o ice mandates and the ongoing struggle with underused o ice spaces or misaligned budgets. But FM professionals are uniquely positioned to lead the charge in solving these problems, using data and expertise to bring teams together and shape a workplace that works for everyone. The goal is clear: to create workplaces that thrive amid change while enabling businesses and employees to do the same.
ALIGNING WORKSPACES WITH EMPLOYEE NEEDS
As the champions of employee satisfaction and wellbeing, HR is a natural partner for FM. Flexible working has shi ed employees’ expectations of their workplace, from how they use spaces to when and why they come into the o ice. FM professionals can support HR by ensuring workplaces are fit for purpose, whether that means creating collaborative spaces or accommodating fluctuating occupancy levels.
This collaboration is also essential for recruitment. Flexible working is a priority, rather than just a perk, for many candidates when deciding where to apply. By working together, HR and FM can transform the workplace into a key selling point, creating dynamic, flexible spaces that not only reflect company policies but proactively attract top talent. In today’s competitive job market, a well-designed, flexible workplace can set a company apart as an employer of choice.
typically oversee its quality and usability, while IT ensures that it is transferred securely and handled in compliance with company policies. This partnership is invaluable, as it allows FM professionals to act on data with confidence, knowing that both technical and operational aspects are covered.
MAKING THE CASE FOR CHANGE
THE BACKBONE OF A SMART WORKPLACE
Technology is the backbone of any flexible working strategy, and FM’s partnership with IT helps integrate workplace solutions seamlessly into the company’s operations. While many organisations turn to external vendors for tools such as desk booking systems and virtual collaboration platforms, IT remains a key partner in ensuring these tools function e ectively within the broader company ecosystem.
No workplace transformation happens without funding, and Finance is a key ally in ensuring FM’s plans make both practical and business sense. Working closely with Finance, FM can build a compelling case for investments in workplace technology or redesigns, showing how these changes support both employee satisfaction and cost savings.
Procurement o en works in tandem with Finance, securing the tools and services FM needs to implement these solutions. Whether sourcing occupancy sensors, check-in kiosks, or workspace management so ware, Procurement ensures that investments align with business priorities. For FM professionals, engaging Finance and Procurement early in the process can help avoid delays and lead to a smoother implementation. One practical example is how occupancy data can highlight underused spaces, enabling Finance and FM to assess whether the o ice footprint can be reduced. By providing insights that speak Finance’s language – e iciency, cost control, and return on investment – FM builds credibility and strengthens the case for change.
LEADING THE CHARGE WITH DATA
Data plays a critical role here. Occupancy sensors and workspace management tools provide insights into how o ice spaces are used, helping FM and HR work together to design layouts that meet employee needs. In companies with return-to-o ice mandates, this data can also support HR in understanding attendance patterns. By tracking trends such as when employees are most likely to be in the o ice and for how long, FM can help HR check that policies are practical and align with real-world behaviour, creating a better experience for everyone.
FM and IT work closely to make booking systems, check-in apps, and other workspace tools accessible, secure, and easy for employees to use. IT’s role o en involves integrating these systems with existing infrastructure, resolving compatibility issues, and providing support to employees who may encounter technical challenges. This collaboration helps employees interact with workplace technology smoothly, driving higher adoption and more reliable data collection.
When it comes to the data, external vendors
As flexible working continues to evolve, FM professionals are uniquely positioned to lead the charge in building workplaces that support both people and business goals. Collaboration with HR, IT, and Finance is essential. And at the heart of these partnerships is data.
By using tools like occupancy sensors and workspace management so ware, FM can provide the insights that drive smarter decision-making. This not only helps navigate the complexities of flexible working but also keeps workplaces adaptable and focused on employee needs.
The future of FM lies in its ability to collaborate e ectively, using data to bridge gaps between departments and deliver workplaces that truly work.
NINE IN 10 EMPLOYEES WANT BOSSES TO PRIORITISE MENTAL HEALTH AT WORK
Around nine in 10 employees (89 per cent) think it is important for bosses to prioritise sta mental health at work, according to a new survey by workplace expert, Acas, who is encouraging employers to talk to their sta to ensure mental wellbeing is supported in the workplace. While not everyone will show obvious signs of poor mental health, Acas says some possible signs include:
• Appearing tired, anxious or withdrawn.
• Increase in sickness absence or being late to work.
• Changes in the standard of their work or focus on tasks.
• Being less interested in tasks they previously enjoyed.
• Changes in usual behaviour, mood or how the person behaves with the people they work with.
Acas Head of Inclusive Workplaces, Julie Dennis, said: “Bosses should treat poor mental health at work in the same way as physical illnesses and regularly ask their sta how they are doing.”
When making reasonable adjustments for mental health, Acas says employers should consider that:
• Every job is di erent, so is every employee, so what works in one situation might not work in another.
• Mental health changes over time, so what works for an employee now might not work in the future.
• Most reasonable adjustments are relatively easy and are of little to low cost but can make all the di erence.
TOTALMOBILE PARTERS WITH CITY FM TO ENHANCE LONE WORKER SAFETY
Field service management so ware provider, Totalmobile, has announced a new partnership with City FM (UK) and City FM Ltd aimed at transforming safety measures for approximately 600 colleagues working on contracts with major retailers, including Asda, M&S and Morrisons.
This collaboration will see Totalmobile’s advanced lone worker protection technology, Protect, implemented across City’s operations, ensuring a safer working environment and allowing colleagues to return home safely every day.
Through Totalmobile’s lone worker protection app, City colleagues will have real-time access to a 24/7 Alarm Response Centre, ensuring a rapid connection to emergency services if needed. This proactive approach is expected to significantly improve emergency response times, providing critical support for workers who may find themselves alone in high-risk situations.
Russell Corlett, Head of Health & Safety for City FM Ltd, said: “The health and safety of our team is our highest priority. Partnering with Totalmobile allows us to integrate advanced mobile technology with our safety protocols, giving every team member the assurance that support is available whenever necessary. This collaboration strengthens our ability to ensure our colleagues go home safely every day.”
Traditional management and reward processes significant barriers to retaining women in the property industry
New research from the Circle Partnership, in collaboration with Cellence Plus and Laing O’Rourke, on a group of mid-level women in a variety of roles, shows that traditional approaches to talent management and recognition are failing women in the built environment, feeding the trend of poor talent retention and exacerbating the skills crisis.
The study revealed:
Women are discouraged by overtly competitive or ambitious behaviour, preferring to earn recognition through consistency, reliability, and quiet competence.
They are more cautious and risk averse when it comes to career and finance, which could be a key contributor to the ongoing gender pay gap.
Women are extremely strong in relationship building, emotional intelligence, empathy, influencing and team building – these ‘relational’ skills are becoming critical as technology and new working practices become more di use.
Women are more driven to contribute to team success and prioritise collaboration over personal advancement.
They tend to avoid the discomfort that can accompany truly high performance, move away from people and businesses when under pressure, and tend to bottle up frustrations.
If the industry is serious about attracting and retaining female talent and easing costly and ine icient employee turnover, businesses should reconsider the ways in which women are managed, developed and rewarded.
HOW WORKPLACE CULTURES CAN NORMALISE UNETHICAL PRACTICES: NEW RESEARCH
New research led by teams from Aston University and University of East Anglia has revealed how organisations may unwittingly foster environments where unethical behaviours become collectively justified and normalised.
Led by Professor Roberta Fida, Dr Irene SkovgaardSmith and an international team, the research involved thousands of employees and multiple organisations across various sectors. The research found that organisational moral disengagement can influence employees' likelihood of participating in or staying silent about unethical practices.
According to the study, organisational moral disengagement is not just a sum of individual attitudes, but rather a shared organisational mindset that encourages, condones or justifies morally questionable behaviours under the guise of organisational benefit.
The findings provide crucial insights for leaders, policymakers and corporate stakeholders seeking to prevent moral disengagement in their organisations. By understanding how moral disengagement can operate collectively, the researchers argue, leaders can begin to counteract these mechanisms, to instead foster an ethical culture that reinforces moral standards and accountability.
The research found that e ective internal reporting channels reduce organisational moral disengagement, while organisations that rely only on codes of conduct may unintentionally foster it if these codes are not authentically integrated into practice.
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