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Editor Sara Bean sara.bean@kpmmedia.co.uk
Assistant Editor & Social Media Development
Sarah O’Beirne sarah.obeirne@kpmmedia.co.uk Tel:
Director & Designer Warren Knight warren.knight@kpmmedia.co.uk Mob:
Sales Director Danny Grange danny.grange@kpmmedia.co.uk Mob:
Business Administrator Sami Smith sami@kpmmedia.co.uk
Accounts Trish Boakes accounts@kpmmedia.co.uk
Group CEO Nigel Copp nigel.copp@kpmgroup.co.uk
Alan Hutchinson, Facilities Director, Howard Kennedy LLP
Charles Siddons, Head of Operations, NHS Property Services
Darren Miller, NBCUniversal, VP for International Workplace, Facilities & Real Estate
Ian Wade, Head of UK Estates, British Medical Association
Lucy Hind, Senior FM Lecturer, Leeds Beckett University
Marie Johnson, Head of Workplace & Wellbeing, Nominet
Russell Wood, Facilities Manager at Dentsu Aegis Network
Russell Burnaby, Head of FM, Regeneration and Environment, Brent Council
Simon Francis, Director of Estates and Facilities, The Institute of Cancer Research
Simone Fenton-Jarvis, Workplace Consultancy Director at Relogix
Stephen Bursi, Facilities Lead, BAE Systems
Stephen Vagg, Head of Estates and Strategy, National Express Group PLC
Vicky Thorp, Head of Facilities Management, CLSH Management
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At the annual Workplace Trends Autumn conference (reviewed on page 10) it was interesting to hear the HR perspective on the future of the workplace from CIPD CEO Peter Cheese. One of his most challenging questions was why do we need o ces? They’re not there for people to sit and stare all day at their computer he argued. Instead we’ve got to create workplaces which are good for you.
The role of FMs in improving employee productivity, wellbeing, inclusion and belonging amongst a hybrid workforce are discussed in the FM Clinic (page 20), where we hear the views of a FM provider, FM Client, digital guru and consultant. The advice is to combine the provision of a welcoming workplace environment with the digital technology required to maintain a human connection.
Making the commute worth it is an important factor in enticing people into the workplace, and in the interview with Ronan Harte Chief Executive O icer BaxterStorey (page 38) we heard how caterers are working with FM clients to provide food and co ee as a tool to attract people back. Given the cost of living crisis, organisations that include a food o er which can either be delivered free of charge or supported financially means employers not only help support sta welfare but improve sta retention levels in the war for talent.
Cheese also reflected on the current ‘perfect storm of crisis’. A human health crisis with the pandemic, a war in Europe and an environmental crisis which may have been pushed o the front page during the pandemic but is coming back loud and strong.
This is why we’re pleased to publish the latest insights from the environmental experts at Acclaro (page 34), who have some essential guidance on the growing importance of the circular economy and how FM can help its delivery.
As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.
sara.bean@kpmmedia.co.uk
FMJ NEWS
06
This month’s summary of everything that has hit the headlines in the FM sector.
08
The latest news and views from RICS and IWFM.
34 Sunil Shah and Heather Turner, of Acclaro on what the increasing recognition of the importance of the circular economy could mean for the FM sector.
10
Evolving ways of working was the theme of the annual Autumn conference from Workplace Trends, looking at the challenges and opportunities for the post-COVID workplace.
A win-win-win partnership between Zurich, CBRE and Corps Security demonstrates
value of a holistic and integrated facilities management approach.
Investing in energy e iciency can provide real savings, ensure superior process performance and real financial outcomes particularly in industrial sites, says Dave Palmer of ICS Cool Energy.
38 Ronan Harte, Chief Executive O icer, BaxterStorey says that the hospitable delivery of catering and food services is key to bringing employees back into the workplace.
41 Richard Tibenham, Building Performance Specialist at IES on keeping workplaces safe and productive in extreme weather.
42 Professional security requires skilled and motivated personnel says Jason Wakefield of Todd Research and Chris Phillips of 2-sec & International Protect and Prepare Security O ice.
12
Tom Shrive, Founder and CEO of askporter debunks the common misconceptions regarding automation and why it can help FMs take more control.
44 Live-in security solutions can tackle the issues of buildings falling into disrepair, criminal activity and the high costs associated with managing a vacant property says Arthur Duke.
New product and service launches and company news from the FM industry.
14
Conor Logan, Colt’s Technical Director, with a guide to maintaining AOVs, an important element of building life safety systems.
16 Christian Hendriksen, Co-Founder & CEO, Rensair on research that suggests the benefits of balancing mechanical ventilation with in-room air purification systems.
18 Prabhu Ramachandran, CEO & Co-Founder at Facilio Inc on how FMs can reinvent e iciency and sustainability with digital retrofitting.
who’s moving where in the facilities management profession.
Bernard Crouch of IWFM Risings on helping young people into FM & Workplace employment.
Classroom, virtual or blended training?
20
Given the widescale adoption of hybrid working, how FMs manage wellbeing at work can no longer be focused solely on the physical o ice environment. Can the use of digital technology help ensure employee productivity, wellbeing, inclusion and belonging?
Dale Wardill of International Workplace on the results of a survey on the e ects of COVID-19 on training strategy and how L&D has changed in response.
A brief roundup of the latest careers news in the facilities management sector.
As we round o the year and look forward to the next FM Clinic discusses how well the sector adapted to the challenges of 2022 and the issues to watch out for next year. What is the ideal o ice temperature? What may be too warm for some is too cool for others, we take a closer look at the latest research on this divisive area of o ice comfort. In hard services, how data monitoring and onsite intervention allows engineers to fix problems before they become issues. We’ve an update on the current Smart Building solutions across HVAC, lighting, security, and fire systems; all connected and all “talking” to each other. And the ways o ice cleaning is adapting to meet the demands of a changing workplace.
register for your free copy of FMJ visit fmj.co.uk
Zero-hours contracts have been criticised for the lack of security they provide, but many employers and employees prefer the flexibility, especially for businesses that are managing irregular workloads during seasonal peaks, like Christmas. From an employee’s perspective, zero-hours contracts give them the freedom to pick and choose when they work, so why is the practice seen as controversial?
An agreement between two parties through which one is expected to carry out work for the other, but where there isn’t a set number of contractual hours an individual has to work is known as a zero-hours contract.
These contracts must outline the employment status, rights and obligations of those undertaking work, whilst stating what the person will be paid and what they can expect to happen should they turn down any work that is offered to them.
Often the payment arrangements and the benefits they receive will vary from those received by individuals undertaking the same job on a contract with guaranteed hours. But those employed on zero-hours contracts still have many rights under UK law, as was noted during an independent review of Modern Working Practices back in 2017.
What rights do people with zero-hours contracts have?
Individuals working with zero-hours contracts have numerous basic entitlements under UK law, which include:
• Those aged over 23 are entitled to the National Living Wage, whilst those aged under 23 will be eligible for the National Minimum Wage.
• Many of those on a zero-hours contract will still be entitled to Statutory Sick Pay (“SSP”) if they meet particular criteria, including whether they’ve previously worked for the employer, and if they’ve earned at least £120 per week for the past eight weeks.
• They are entitled to the same rest breaks/days as other employees with more traditional contracts.
Furthermore, in 2015, the Small Business, Enterprise and Employment Act announced it was illegal to include exclusivity clauses in zero-hours contracts, meaning that employers can’t stop those with zero-hours contracts from also seeking employment elsewhere. This guarantees that even if staff feel they are not being given sufficient hours on their existing zero-hours contract, they can proactively pursue additional income from another employer.
Most recently, a landmark ruling by the Supreme Court made it clear that any employee or worker in the UK who has a permanent contract but works part of the year, including those on zero-hour contracts, is entitled to 5.6 weeks annual leave. In addition:
• The amount of leave cannot be pro-rated based on the portion of the year when work is actually done;
• Annual leave must be calculated and paid using the method set out in the Employment Rights Act 1996 (ERA);
• The average earnings of those on zero-hours contracts (over the previous 52-week period) must be used to calculate holiday pay.
When calculating pay for these persons, if there are any weeks within the 52-weeks prior to the period of leave in which the individual did not work and therefore did not earn, the employer must discount this and calculate the pay based on a full 52-weeks before leave in which the individual worked.
There are three core types of employment status - employee, worker and self-employed. In terms of their legal rights, those on zero-hours contracts could be considered as either ‘employees’ or ‘workers’, but what they actually are will usually depend upon what it states within their contract or how the working relationship works in practice.
It is likely that most individuals on zero-hours contracts will be classed as workers simply due to there being no mutuality of obligation. Employers need to be certain about which category their zero-hour contractors belong to, and then consider the rights that they will subsequently be entitled to.
A new report, ‘The Future of UK O ice Densities’ commissioned by the British Council for O ices (BCO), says the impact of the pandemic on the o ice sector combined with energy and carbon reduction targets means the traditional o ice space metrics – which were based on space-per-desk – are less relevant.
The BCO now recommends a new method for calculating the amount of space needed per person in the post-pandemic world of work. The research identifies a ‘sweet spot’ of 10-12m2 per person.
This will account for the rise in people working from home and hot-desking when in the o ice, while simultaneously ensuring the workspace meets modern employers’ requirements to promote productivity and wellbeing, as well as targets to minimise carbon emissions.
The BCO members surveyed said that expecting an o ice to support higher densities requires additional mechanical, electrical and plumbing systems, which increases the carbon embodied in the building as well as energy used while in operation.
Neil Pennell, Chair of the BCO’s Technical A airs Committee and Head of Design Innovation and Property Solutions at Landsec, said: “The UK has adopted a legally binding net zero carbon target for 2050 and the built environment has an important role to play in helping the country meet its ambitions. Making sure workplaces are designed and operated in the most e icient way will be key to reducing both embodied and operational carbon. Our latest report finds that updating the allocated space per person, and optimising o ice facilities, is one way to make our workspaces more sustainable, whilst also supporting wellbeing and productivity.”
The BCO report recommends a more generous allocation of space, based on space per person rather than desk, to meet employers’ current requirements to promote sta performance and comfort by providing a variety of settings in the workspace. The report shows that at the new recommended ratio of 10-12m2 per person, most common workplace issues such as over-crowding and noise pollution are alleviated.
The BCO report reflects the shi in o ice use away from single desk use towards a collaborative style of work and an increased demand for amenity and breakout space, trends that it is believed the pandemic has accelerated. To read the report visit https://bit.ly/3gXLIkL
Imtech, a leading UK technical services engineering group jointly owned by EDF and Dalkia, has signed an agreement for the acquisition of SPIE UK.
The group delivers engineering services and decarbonisation solutions for clients in a broad range of sectors including healthcare, defence and technology. Imtech operates across the UK through its four areas of expertise; mechanical and electrical engineering, technical facilities management, energy services and control systems.
The acquisition, which is subject to the fulfilment of customary conditions and regulatory approvals, is aligned with Imtech’s objective to build scale and expand in targeted sectors and will also support Dalkia’s 2026 strategy to increase its UK operations, and EDF’s commitment to helping more UK organisations achieve a sustainable low carbon future.
SPIE UK will complement and enhance Imtech’s current o ering with a range of specialty services in industrial instrumentation, clean rooms, and life safety solutions. It also supports elements of Imtech’s 2026 strategy including increasing turnover with long term revenue streams and expanding the business in targeted sectors such as education, industry and infrastructure.
SPIE UK achieved a turnover of £200 million in 2021 and has a dedicated workforce that will add a further 1,800 experienced and customer orientated employees to Imtech.
Tina Chander, Head of Employment Law at Wright Hassall
National guidance has been published by standards body, BSI, for building designers and planners to consider accessibility for a neurodiverse population.
Building designers and public planners have long been responsible for ensuring that the built environment is accessible to people with physical disabilities but, until now, the needs of neurodivergent people and people with sensory and/or information processing differences have not received the same level of attention.
In recognition of this, and in light of a research study which explored how neurodivergent people experience the built environment, BSI, has launched first-of-its-kindstandard on the design of the built environment for a neurodiverse society.
Neurodivergence includes people with autism, ADHD, dementia, and a range of other sensory and/or information processing differences. It is estimated that around one in seven people in the UK are neurodivergent in some form. The guidance from BSI contained within the new standard, PAS 6463, applies to buildings and external spaces for public and commercial use, as well as residential accommodation for independent or supported living.
To download PAS 6463 visit https://bit.ly/3U9niDc
Young Engineers Awards (YEAs) 2022 recognised the future industry change makers, as they address the big questions around the role of engineering in delivering a safe, healthy, and sustainable built environment for all.
The awards included presentations from those shortlisted for the CIBSE Apprentice of the Year and CIBSE ASHRAE Graduate of the Year. The finalists shared their unique perspective on the role of teamwork in building services, industry priorities for the next five years, and how to inspire engineers to work collaboratively to deliver high performance buildings.
Sana Hafsa was named CIBSE ASHRAE Graduate of the Year 2022. Hafsa prioritised communication from the initial stages of a project, enabling the relevant disciplines to work collaboratively to meet the needs of the occupant, a priority shared by all the finalists presenting. Hafsa asserted that with e ective communication between built environment professionals and stakeholders, there would be no need to distinguish between high-performance buildings, as there would be no alternative.
The Apprentice of the Year Degree (level 5-7) went to Louis Kimber, with Harvey Hudson scooping the corresponding award for Apprentice of the Year Technician (level 3-5). These awards recognise the invaluable contribution made by apprentices in building services engineering and related occupations.
While we gain a better understanding of the challenges faced in delivering a safer, healthier, and more sustainable built environment, it is the next generation of engineers that will lead us in navigating the yet unknown consequences of climate change. In listening to the finalists’ presentations, their dedication, energy, and optimism for the future is reassuring. By providing the tools, guidance, and expert professional and personal support, CIBSE is committed to equipping them to succeed.
The CIBSE Employer of the Year Awards recognise and celebrate the companies that support young engineers and encourage their growth through training, mentoring, and initiatives. FairHeat was named the overall CIBSE Employer of the Year 2022, along with winning the small company category. CPW and AECOM received awards for the medium and large company categories, respectively.
The RICS supports over 134,000 members with the purpose of promoting and enforcing the highest professional standards in the development and management of land, real estate, construction and infrastructure.
In April 2022, RICS signed a Memorandum of Understanding (MoU) to drive forward the creation of a more diverse, equitable and inclusive sector alongside five other built environment organisations; the Chartered Institute of Building (CIOB), Institution of Civil Engineers (ICE), Landscape Institute (LI), Royal Institute of British Architects (RIBA) and the Royal Town Planning Institute (RTPI) – collectively representing around 350,000 members.
The agreement focuses on: Data collection — To create a consistent approach and standard model that will allow meaningful comparison between and across respective memberships and help to formulate a clear picture
of the built environment sector more widely.
Improve understanding of transition from education into employment — To develop a robust, evidence-based understanding of the disparity between the diversity of students that start on institute accredited courses and the talent that makes it into the workforce. To build on existing good practice from individual institutes to improve our collective understanding of retention rates and awarding gaps on accredited courses.
EDI competencies — To develop understanding and guidance for the sector, supporting organisations, individuals, and institutes to improve and maintain professional standards.
October 2022 marked the start of RICS proactively collecting demographic data from members in the United Kingdom and Republic of Ireland that will be aggregated to provide anonymous reports used to help understand the current shape of the profession, better track trends over time, and identify priority areas for improvement, as part of our commitment to the MoU.
Over the upcoming months, RICS will be actively informing its membership of data collection targets and encouraging members in the United Kingdom and Republic of Ireland to share their demographic data.
Alongside this, because every member plays a vital role in shaping the future of RICS, twice a year we carry out our survey of the profession to provide an important opportunity for members to share their insights and thoughts, and for us here at RICS to listen and ensure RICS activity is focused on the correct priority.
At this time of great uncertainty and great challenge, the role of professionals in the built environment has never been more crucial.
The implementation of these findings and the commitment to create a more diverse and inclusive profession will be critical to ensure that we attract the most talented people to become FMs.
FM is at the very heart of many of the challenges facing us at present and ensuring that our critical buildings and infrastructure perform economically, environmentally and socially is a great responsibility. The industry will continue to adapt and evolve to meet this challenge and we will need the brightest and the best people to deliver what is necessary.
We will be sharing the findings from the survey alongside our Q1 report of the new fiscal year.
At the time of publication, we are seeking responses to our third IWFM Sustainability Survey of 2022, which focuses on wellbeing. There are four IWFM Sustainability Surveys this year rather than one because we wanted to gain deeper insights into this broad subject. A er the wellbeing survey, which closes on Friday 18 November (see our website to take part), our fourth and final survey on equity, diversity and inclusion follows in December.
As we look ahead to COP27, it’s unfortunate but perhaps unsurprising that the findings from our first 2022 survey, focusing on carbon and net zero, highlight a troubling continuation of themes from our 2021 research, which revealed a worrying gap between intent and action in tackling climate change. Now we have evidence that insu icient data, skills gaps, and fuzzy targets are hindering the FM sector’s attempts to achieve net zero.
You don’t need me to tell you that it’s critical for the environment, society, and business that our sector gets a firm grip on the agenda; so, how do we make that happen?
First and foremost, this is a collaboration between IWFM, business leaders, and workplace and facilities managers to find holistic, long-term approaches that deliver meaningful outcomes.
To fulfil their role, business leaders must ensure their FM teams are fully supported to upskill and su iciently resourced to work towards clear targets based on comprehensive data. Given the current economic and operational challenges, I appreciate this is easier said than done, but it simply must happen and if leaders make it a top priority, it will.
For IWFM’s part, we are focused on developing the sector’s skills and knowledge so that FMs can utilise that support and resource from management to step up and drive the outcomes.
To set the foundations, we have updated the IWFM Professional Standards to reflect the agenda’s importance, broaden the requirements, and raise competence. Then we have been guided by our research, such as the IWFM Sustainability Survey, to understand the big picture in the sector, where
the challenges and opportunities lie, and where our resources should be directed.
Building o existing research, we are working with expert partners to provide solutions to key challenges. Microso is collaborating with us to fill skills and knowledge gaps in data and technology, which also supports our work with MillerKnoll to inform the considerations and practicalities of designing data-informed, technology-enabled, future-facing workplaces.
We are creating a net zero toolkit with Inenco to empower members to develop holistic strategies which realise organisational objectives and contribute to the agenda, while Bryt Energy is working with us on renewable energy guidance.
And lastly, IWFM is also supporting SFMI and BAM FM in developing a standardised approach to calculating carbon emissions for the sector. These are some of the highlights; there is much more work I could mention.
For FMs, the goal is to develop and take the lead in averting catastrophe.
The profession has our full support; now we need more leaders to o er the same.
Poorly maintained smoke control systems can be deadly. Whilst fire grabs more headlines, smoke is the real killer. More than twice as many people die from smoke inhalation than from burns. Often, smoke incapacitates so rapidly that victims are unable to make it to an otherwise perfectly accessible exit.
There is no substitute for a proper service. If your current servicer is not conducting full motor resistance and load tests, checking battery charge rates and identifying cause and effect of any failures, then your system is not being tested robustly enough to ensure that it will work in the event of a real fire.
Competency and certification are crucial
Colt carries out thorough, notarised testing on each system we maintain and our engineers receive full technical training on all system types when they join. This is refreshed regularly and
supplemented whenever important developments or updates to the legal requirements occur. Colt has 60 fully trained engineers and is the UK’s first company to be awarded certification to both IFC SDI 19 and SDI 05.
Furthermore, nearly a quarter of our engineers have been with us for over 20 years. That’s truly unparalleled experience. Small wonder then that, when looking for reliable servicing for their smoke control systems, more and more people are turning to the most competent. Colt.
To find out more, visit us at: coltinfo.co.uk/service&maintenance call us on 02392 491735 or email service@uk.coltgroup.co.uk
‘The New World of Work Shaping a Future that Helps People, Organizations and Our Societies to Thrive.’ “We’ve got to put people front and centre of our business thinking, which is why ideas such as compassionate management is coming to the fore,” he said, adding that the way we’re evaluated at work should not be about activity, i.e. how many hours we’ve put in rather than the outcomes created. If you can achieve the same outcome with fewer hours all the better he concluded.
Working fewer hours while retaining or even improving productivity is the premise of the four-day week pilot trials of 4 Day Week Global, explained Founder Charlotte Lockhart. She advised that an organisation already requires a good work culture so this is not a culture fix and nor is it “a bottom up process. Leaders need to sit on their hands and let their sta take it on, which this might be di icult for them to adjust to.”
At last year’s Workplace Trends event, much of the discussion revolved around the unique opportunity being presented to workplace designers and managers to reinvent the workplace. This year’s event brought us up-to-date with how it’s all going.
We began with a real-life example, from NatWest’s Paul Urmston on how a new workspace – originally created as part of the renewal of NatWest’s head o ice at 250 Bishopsgate in 2019 now accommodates new ways of working. The o ice, with its emphasis on fluid territories that encourage human interaction, activities and views had been designed to encourage teamwork, collaboration and social activities. All ideally suit the new workplace era, where said Urnston, “people are not commuting to compute”. The space is also underpinned by seamless technology designed around mobile devices, but the human FM element is also important, with occupants supported by house community managers to help map their journey throughout the workspace.
Gary Thornton of lighting designers Nulty+ explained that attracting people back into the workplace is one of the reasons why quality lighting is ‘bleeding across’ from the hospitality sector into the workspace. “Given the amount of
time we all spend of work,” he argued, “great lighting shouldn’t be confined to hospitality. Light has the power to engage employees, improve productivity and of course enhance health and wellbeing – and at the heart of this is o ering people a choice.”
Rather than relying on guesswork to measure engagement a new peerreviewed framework uses Audiem’s workplace-trained analytics engine to provide insights from rich, unstructured employee feedback. Will Easton from Virgin Media O2’s new workplace experience team, was on hand to showcase how his organisation has been putting this theory into practice.
He explained: “It’s no longer about measuring satisfaction rates on a scale of one to 10 and arguing if a six is good enough, instead we can produce accurate feedback and present that to the service provider.” These insights he concluded are helping the property team make better decisions and has enhanced their creditability with the organisation’s senior leadership.
The beauty and power of great design is transforming the user experience said Gillian Stewart of Michael Laird Architects who presented a series of case studies from a variety of client sectors, encompassing workplace, leisure, higher
education and food and drink.
Her case study on law firm Brodies LLP was a valuable insight into how pre-COVID design changes pre-empted the adoption of more flexible ways of working to support hybrid working patterns. This has given occupants a much greater level of choice into how and where they work and transformed the culture to one of shared knowledge and increased wellbeing.
UK o ice densities had gradually increased over the last 20 years or so, but recent utilisation studies show that weekly occupancy levels are at their lowest, leaving many desk and other work-settings unoccupied. Rob Harris, Ramidus Consulting chaired a discussion with Tim Oldman, Leesman; Nigel Oseland, Workplace Unlimited; Gillian Stewart, Michael Laird Architects; and Bridget Workman, The Changing Work Company to discuss the appropriate planning densities for future UK o ices.
Given the changes to the way we work said Oseland requires more than just deciding on a density number, we need a set of guidelines on how we determine that right number. Oldman instead preferred the idea of measuring the quality of the employee experience.
Also pushing the people perspective is Peter Cheese of the CIPD in his book:
Leading people through change was the theme of the final session of the day - with Jennifer Bryan, Author, and Mark Catchlove, MillerKnoll Insight Group discussing Bryan’s new book, Change and Leadership. “I call it leading people as change doesn’t happen without the people and they are the ones that own that change and will decide to what level and degree it’s going to get done.”
Summing up the day, Chair Nigel Oseland reflected on how the world of work has had a great reset over the last two years, with a re-evaluation of the very purpose of the workplace. This has brought great changes to the way we design and manage those spaces. Encouragingly, the examples provided at this year’s conference suggest that we’re going in the right direction and it’ll be interesting to see what has been achieved when the annual event celebrates its 20th anniversary next year.
https://workplacetrends.co
Evolving ways of working was the theme of the Autumn conference from Workplace Trends, which focused on the challenges and opportunities for the post-COVID workplace
Jordan arrived at an elderly customer’s house and found the customer struggling to get into the family car due to a flat battery.
Jordan managed to open the door and pull the handle inside to gain access. He then popped the bonnet and jumpstarted the car from his van. He got the car running again and then went to unblock the drain.
Amid the harsh realities of soaring energy costs, looming recession, and skills and labour shortages, coupled with the task of maintaining the UK’s aging, energy-ine icient building stock, facilities managers are increasingly turning towards automation for a solution to the challenges they face.
A report from Hays titled: ‘What Workers Want’ shows that automation has become widespread within FM in recent years, with 71 per cent of those working in the profession declaring that such technologies are either a primary or secondary focus for their organisation. Moreover, the report highlights that attitudes towards automation are generally positive, with only seven per cent of those working in the industry having a negative view.
Considering how automation has helped to transform the industry, delivering convenience for building users, as well as significant time and cost saving benefits for FMs, it is no surprise that the introduction of such technologies has been so warmly received. Despite this, there are some common misconceptions regarding automation – both from those who welcome its adoption, and from those who oppose it.
If we are to unlock the true potential of what automation can deliver, and if more in the profession are to invest in the technology, it is vital
that these misconceptions are debunked, and the real benefits are explained.
It is easy to get bogged down in complex discussions about how the technology works, rather than the end results. While they need confidence that solutions will make their job easier, more cost-e ective, and e icient, many FMs rush into investing in automation without properly considering how best to implement it, instead seeing it as a ‘silver bullet’ that will fix all their problems. This is o en because they do not have a clear understanding of what the technology is capable of, or the vendor selling them a solution has either overpromised or underestimated what must be done to ensure a successful integration.
It’s important to take a carefully considered approach. For example, you may have legacy IT systems already in place that the new technology must be strategically integrated alongside. It is not enough to simply install solutions and expect everything to slot seamlessly into place. Instead, much thought must be given to how the technology can be e ectively implemented without disrupting existing infrastructure. Given that this can be a highly complex process in itself, consider seeking the advice of a specialist provider who can o er
support and help ensure that the transition goes as smoothly as possible.
Additionally, there are certain automation solutions that may require FMs and their teams to have specific training. While this may be dismissed as an unnecessary, additional expense in time and money, it’s important for them to recognise that if automation can streamline processes and make their jobs easier, their input and engagement is needed if implementation is to be a success. Investing in training can empower them to work in new, more e ective ways with automation solutions, helping them to unlock the full potential of the technology.
Where people are resistant to automation adoption, this is o en due to a mistaken belief that the purpose of such technology is to ultimately replace human workers. The objective is not to relegate responsibilities of, but instead to assist in carrying out jobs as e ectively as possible.
For example, tasks like allocating and managing space between buildings, creating and customising checklists to apply to work orders, or communicating with technicians, managers, dispatchers, and clients about important status or purpose changes. While these are all crucial parts of FM, they can take up a considerable amount of time, distracting from other areas where engagement has more value.
By automating low-value, high-volume tasks, FMs can concentrate on delivering the quality services that only a human professional can, while getting a clear overview of all workflows. In this way, the tech o ers the ability to oversee all tasks being carried out, whether manually or automatically delivering better oversight and control over day-to-day responsibilities and long-term objectives.
However, the reality is that automation is not going to transform things overnight – implementation can be a slow, methodical process, albeit one that will be hugely rewarding in the long run.
Although many in the industry have already recognised the benefits of automation and are now reaping the rewards of their investment in it, there are still those who are reluctant to adopt. The sooner they recognise that automation is a tool to empower them within their role, the sooner they too will begin to understand the benefits that the technology can bring.
In the increasingly fast-paced, high-volume workplace landscape, the relationship between FMs and automation is most certainly symbiotic, given that one cannot hope to thrive and survive without the other. As such, its time the sector recognised the important role that technology is set to play in shaping the future of the industry, or risk falling far behind the curve.
Tom Shrive the Founder and CEO of askporter debunks the common misconceptions regarding automation and how it can help FMs take more control
While the Regulatory Reform (Fire Safety) Order 2005 dictates that smoke control systems must be maintained in good working order, the responsibility of ensuring this is effectively achieved can be daunting. Partnering with Kingspan Light + Air will bring you peace of mind and prove your best choice.
The Regulatory Reform Order lays down strict criteria for fi re safety systems in your building. BS 9999 sets out a best practice framework to satisfy these:
‘All fi re dampers should be tested by a competent person at regular intervals not exceeding one year and should be repaired or replaced immediately if found to be faulty. Spring-operated fi re dampers should be tested annually and fi re dampers situated in dust-laden and similar atmospheres should be tested much more frequently, at periods suited to the degree of pollution.’
One call to Kingspan Light + Air will spare you all this We will look over existing damper maintenance provisions and review all your maintenance processes.
Proper, preventative, pre-emptive service work, undertaken by our qualifi ed specialists, will not only ensure that BS 9999 standards are met in full but can offer considerable savings in time and money. We will conduct the following procedures to ensure that successful and legally compliant damper maintenance is carried out.
Our engineers will survey the site, locating and verifying your dampers, to get a clear picture of the scale of the operation and an idea of the existing maintenance schedule.
We will check each damper individually, ascertaining the current operational status of your systems and all the HVAC controls on-site.
We will consider which dampers to repair and which to replace, creating a cost-effective strategy for moving forward, without obstructing your day-today operations.
On completion of the damper review process, we will assist in the completion of all asset registers, including the location, specifi cation and maintenance history for all dampers covered by the service contract.
Kingspan Light + Air Mellyn Mair Business Centre, Lamby Industrial Park, Wentloog Avenue, Cardiff CF3 2EX T: +44 (0) 29 2077 6160 Email us by visiting: www.kingspan.com/gb/en/contact-us/ www.kingspan.com/gb/en/services/smoke-fi re-damper-maintenance/
www.coltinfo.co.uk
An ‘AOV’ or ‘Automatic Opening Vent’ is a smoke or fire vent that will open and close automatically when triggered by a control system to help vent smoke or heat out of a building in the event of a fire.
As such, they are considered life safety systems and form an extremely important part of a building’s fire safety strategy. They are predominantly installed on the roof or side of the building to clear smoke from corridors or common areas such as lobbies and are also used to protect escape routes (such as stairwells) in residential or commercial buildings. They may also be required in buildings that feature open-plan interiors (such as atria) or in large single-storey buildings such as warehouses or factories where smoke would otherwise just build up indefinitely.
They not only help people escape from a building safely, but also help to improve the conditions in the building for firefighters who are entering it - with better visibility and improved air quality they can reach the fire quickly and safely to get the situation under control.
AOVs are typically activated by a smoke or heat detector, either directly or from a smoke detection system or possibly a fire alarm system.
Under the RRO (The Regulatory Reform (Fire Safety)
Order 2005) it is the role of the ‘Responsible Person’ to ensure that all fire safety systems in the building are maintained properly and in good working order.
Most commonly, the ‘Responsible Person’ will be either an employer, the owner or landlord of the building or anyone else who holds a level of control of the management and/or upkeep of the building. These titles could include a facility manager or building manager.
Typically, there will be more than one ‘Responsible Person’. If this is the case, they must all work together to fulfil their duties.
In order to meet the requirements of the RRO and BS: 7346-8, AOVs need to be serviced by a competent person at least once a year.
Additionally, they should be tested on a weekly, monthly and six-monthly basis. The weekly and monthly checks can be done by a person who is familiar with the system (such as the Responsible Person), but the six-monthly tests need to be carried out by a third-party certified smoke control specialist to ensure compliance.
If any of the vents are found to be non-functioning during routine testing, or have become damaged, immediate action needs to be taken to remedy the faults and/or failures.
If it is not possible to repair or replace the faulty components immediately, the ‘Responsible Person’ should carry out a risk assessment to determine if any additional measures should be put in place until full performance is restored - these might include putting in place a waking watch or relocating the building occupants or employees until repairs can be carried out.
At weekly checks and tests, it
should be determined that all vents are opening and closing correctly when activated and that any fans in the system are running at the required speeds. Any back-up generators also need to be checked and tested accordingly. Any faults on the control panel should be investigated and cleared or reported. Likewise, anything unusual in the system operation should also be reported and dealt with, for example, very slow damper operation or an unusual fan/ motor noise.
For monthly maintenance checks, it should be checked whether the back-up power supply automatically kicks in if the system’s primary power supply is cut o . Depending on a number of factors, the back-up power supply may be required for anything between four hours and 72 hours. The back-up time depends on:
the type of power source the type of system the building use the presence of on-site maintenance or emergency call out contract
More detail is available from EN 12101-10 and engineers should be fully equipped to test battery health.
At the six-monthly checks, your smoke control maintenance provider should be doing a full functionality check which takes into consideration cause and e ect, checking the correct airflows, opening and closing times, battery charge rates, motor resistance levels, water tightness and more.
Your annual maintenance visit will include all the above as well as additional performance tests. To verify that the system is still performing at the level required, a certificate will be issued to you at this time.
Thorough smoke control maintenance by a competent specialist is crucial to keeping your building and its occupants safe. If you have a building with AOVs and need help with checking or maintaining them, ensure you only consult the experts.
Conor Logan, Colt’s Technical Director, with a guide to maintaining aov (automatic opening vent) maintenance
be achieved by dynamically balancing traditional mechanical ventilation with in-room air purification devices. The result of striking the right balance was shown to unlock energy savings upwards of 40 per cent.
With today’s escalating energy prices, such consumption savings translate into substantial financial savings. A er the much-publicised recent hike in energy costs, Ofgem expects further sharp increases from October, with electricity rising by another 20 per cent and gas by 40 per cent. With operations and facilities functions under pressure to cut costs, air purification demands closer inspection.
Worsening air pollution, combined with the global pandemic, is driving new government regulation to substantially improve indoor air quality.
However, while ventilation is key to protecting respiratory health, it also demands more energy. A typical HVAC system can already account for half a building’s total energy consumption, as fresh air intake needs heating in winter and cooling in summer.
Stricter legislative standards will require far higher levels of ventilation, such that spiralling energy costs may pose a real threat to the bottom line.
The Clean Air (Human Rights) Bill, tabled by Green party peer Baroness Jenny Jones, has had its second reading at the House of Lords. If made law, it would tackle all forms of air pollution, both indoor and outdoor, and involve the UK Health Security Agency in setting and reviewing pollutants and their limits.
The initiative goes hand in hand with the latest Indoor Air Quality (IAQ) report from the National Engineering Policy Centre (NEPC). Commissioned by Government Chief Scientific Adviser Sir Patrick Vallance, with a foreword by England Chief Medical O icer Professor
Chris Whitty, the report calls for a radical reform of ventilation and infection resilience across all buildings and public transport, with a heavy emphasis on IAQ standards being set, monitored and regulated.
While many will welcome the tightening of clean air regulations as overdue, businesses may not be so keen. That’s not only because upgrades to integrated Heating, Ventilation and Air Conditioning (HVAC) systems are expensive, but because energy costs have never been higher and are threatening to cripple companies across many di erent sectors.
According to the World Economic Forum, buildings are responsible for 40 per cent of global energy consumption. A typical HVAC system can account for half a building’s total space-conditioning energy consumption. That’s because mechanical ventilation introduces outside air into a building, which needs to be conditioned to a constant temperature to ensure a comfortable indoor environment. To achieve the desired temperature, typically around 21C, requires either cooling and
dehumidifying through Air Handling Units (AHUs) or heating in the winter, via radiators or AHUs.
Given current pricing, the impact of a sharp rise in energy consumption is substantial. It also has a negative impact on carbon emissions. Residential and commercial building sectors are responsible for 33 per cent of global greenhouse gas emissions, so they have a big part to play in realising the UK government’s net zero target by 2050.
In July/August 2022, air purification specialist Rensair conducted proprietary research to consider the potential for maintaining good indoor air quality, without incurring extra energy costs.
The premise of the research was that the World Health Organisation’s recommended clean air delivery rate for o ices and other shared public spaces must be maintained at 10 litres per second per person (l/s/p)along with a maximum CO2 level of 1,000ppm, which is lower than the UK HSE’s recommended maximum level of 1,500ppm.
The findings confirmed that the optimum levels of clean air and CO2 can
On 28 July 2022, the UN General Assembly adopted a historic resolution declaring access to a clean, healthy and sustainable environment as a universal human right. It’s also just come to light that exposure to air pollution may be the root cause of lung cancer, with other new research warning of the link between airborne microplastics and cancer. It stands to reason that regulation will soon be put in place to better protect people in shared spaces. While ethics and regulation cannot be ignored, the commercial drivers for businesses to improve indoor air quality are arguably even stronger. A recent new study from Harvard University shows that there is a direct relationship between the amount of fine particulate matter in the air and how people perform in mental tests. The cleaner the air, the better people perform. In short, clean air means better concentration, information retention and productivity, combined with lower absenteeism. Any business would gladly pay good money for such benefits.
Air purification as a solution for indoor air quality adds yet further tangible financial gain, through substantial energy savings that deliver immediate payback. For buildings that don’t have any HVAC, portable air purifiers are a fraction of the capex cost of a modern integrated HVAC system and therefore a practical ‘plug & play’ solution for o ice retrofits.
Today, fresh thinking on clean air should be on every business agenda and should include air purification. A er all, which company wouldn’t want to improve their triple bottom line: people, profit and planet?
Christian Hendriksen, Co-Founder & CEO, Rensair on research that suggests the benefits of balancing mechanical ventilation with in-room air purification systems
CSE Global’s operations in the UK are uniting with CSE Crosscom, Australia’s leading telecommunications integrator which operates both in Australia and New Zealand, creating a global brand and leading supplier of integrated professional communication systems and commercial two-way radio solutions.
In the UK, the move to CSE Crosscom brings together CSE Global’s four specialist two-way radio companies, uniting them under one brand that will offers clients unparalleled industry knowledge and experience across a range of sectors, including facilities management, and a nationwide network of offices to serve both regional, national and international clients.
In all markets, CSE Crosscom offers clients the benefit of its wellestablished relationships with world-class technology partners, including Motorola Solutions, Hytera and Tait, its capacity to harness emerging technologies and the support and expertise of CSE Global. CSE Crosscom attracts some of the most talented specialists in the business who work to design, deliver and support solutions for every client that will meet and often exceed their expectations.
For further information please contact us on 020 7183 4391 or 01883 334 792 www.csecrosscom.co.uk
CSE Chatterbox CSE Zycomm CSE Radiotek W3Z DTS Solutions“Our mission is to provide the ultimate solution for every client, now and for the future”
@BCO_UK BCO’s latest study ‘The Future of UK Office Densities’ aims to help landlords, developers and occupiers achieve the optimal level of density. Download the full report here: http://ow.ly/liAW50LiYwI
@david_kentish We’re always saying we should do more to encourage people into FM - here’s an event doing just that! @IWFM_ PMSIG invite you to ‘Facilities Management as a Career of Choice’ on 10 Nov in Sheffield.
Nick Fox https://bit.ly/3DCkoBc Estates and FM Consultant - “Nobody will notice if the CEO isn’t in the office for the day but you’ll certainly notice if the cleaner hasn’t been in” I can’t tell you how many times I’ve used this phrase in my time in the FM industry but in the last 2 years, cleaners have been at the forefront of protecting us from Covid 19. Please let’s not forget them and let’s respect the impact they have on our workplaces and pay them fairly and treat them equally.
@juliahobsbawm Ominously, the word ‘omniconnected’ is now being bandied about by officespeak types about how the metaverse and physical office life will mean, yes, you are always in and always on, physically or digitally....
Institute of Workplace and Facilities Management - IWFM Awards 2022 celebrated the excellence within workplace and facilities management on 17 October. Watch the highlights video https://bit.ly/3sx6Cd6
@CIBSE Discover more on ventilation, the main technologies available, how they function and how they compare with one another in CIBSE Training’s On Demand Ventilation Design module. Find out more: https://buff.ly/3VJPzSs
@BritishLandPLC We connect our customers with opportunities to create the biggest social impact in our communities. On #NationalMentoringDay, Andrew Halsall @ FinastraFS shares his experience working with our @CareerReadyU mentoring programme at @PaddingtonCen https://bit. ly/3W8Ba23
@CIEHF WHAT IS ERGONOMICS? Do you struggle to know where to start when someone asks you for the answer “what is ergonomics?” start with this video. https://vimeo.com/759416616
In a world that is barreling towards dwindling resources, higher energy costs, unprecedented carbon emissions and global warming, buildings are set to become the largest consumers of power by 2030. Sustainability in building operations is no longer an a erthought or a choice. Older buildings with legacy technologies form a very large percentage of existing building stock. They consume more power, are ine icient and lack many of the technological advancements that make newer buildings more e icient to run.
Traditional thinking within the built environment will not move us towards ideal longterm zero carbon and sustainability goals. Today the built environment is faced with a challenge that grows bigger every day. Do you continue to run unsustainable and increasingly expensive older buildings, or invest in high-cost physical retrofits to bring older buildings up to speed on e iciency and sustainability?
Most real estate owners and FMs fall into the familiar trap of traditional thinking when it comes to e iciency and sustainability. It is a given that various equipment has to be replaced over time. But physical retrofits, which include HVAC and lighting, are a huge resource drain which o en results in trying to avoid the inevitable as long as possible.
The problems with physical retrofits are numerous. Apart from a lack of data, usage visibility and access+control for multiple stakeholders, physical retrofits restrict the facility management ecosystem to clusters of independent systems. These work individually, but don’t communicate well enough with each other or allow owners to build more e icient collective systems with the data they glean from usage. Building owners, tenants and occupants need to have high visibility and get real-time information about all e iciency parameters in order for them to change usage habits to achieve sustainable operations. However, there is a perfectly good solution that will solve the problem of unsustainable older buildings without expensive physical retrofits.
Digital retrofitting involves automation systems that are centrally unified and work in tandem with physical retrofits, using a mix of IoT and machine learning systems to digitise legacy building systems. These optimise building e iciencies and come with the added advantage of advanced automated platforms that o er better operational insights and alerts ahead of time. Digital retrofits o er five very important advantages to real estate owners and facility management companies.
• Much lower costs with comparable returns in e iciency to physical retrofits.
• Less time and e ort in installation than physical retrofits.
• Much quicker realisation of ROI compared to physical retrofits.
• The ability to customise and enhance building operations with modular platforms that o er full control and deeper insights into data generated by individual systems.
• Bringing all individual systems together onto a single platform that can collate disparate data, crunch that data with analytics, and o er exceptional insights into operations.
Digital retrofits are the obvious way ahead for an industry that is struggling to find the right direction towards achieving net zere carbon energy usage and sustainable operations. With their unique ability to turn even legacy systems into smoothly performing and e icient operating platforms, digital retrofits o er a way forward for those on the fence when it comes to upgrading the infrastructure in older buildings.
Technology has evolved to an extent that it can today put us in complete control of the most important philosophy in facilities management; It’s not about monitoring what is right, it’s about knowing what is going wrong, preferably as early as possible. And, this is where advanced analytics and digital operations platforms can help turn available data into useful information that you can act on.
If we are to build a world in which buildings are carbon neutral, we need to begin looking at how invested we are in adopting facility management platforms that harness the best of technologies to automate, enhance and drive sustainable building operations. The need of the hour in our march to a zero-carbon world are tools and platforms that can manage all your existing technology, infrastructure, data, and add the power of datadriven analytics to it. It’s time we harnessed the power of technology and digital retrofitting to build the greener world every one of us deserves.
them to work from home, or indeed anywhere else is the answer? This is where FM has a genuine role to play in supporting the physical and mental health of all team members.
We see this from two di erent perspectives. Firstly, supporting people at home. Many team members are not set up at home to work 40 hours per week. People are working from kitchen tables, beds, sofas and it’s hurting them physically. That is why FMs must work hard to equip people so they can work safely and consistently.
Secondly, we need to support people in the workspace, and we are seeing this being delivered via events. People need a reason to come into the workspace now, and FM is perfectly
ANDREW HULBERT, CEO PARETO FM
The concept of hybrid working isn’t a new one. However, its adoption has been thrust into the fray at maximum velocity as organisations tussle with the concept of whether they still require a physical workspace. At Pareto we’ve seen first-hand how our team members have been impacted, specifically with regards to mental health. The last two years have brought huge uncertainty in many aspects of people lives that, until that point had been reasonably static. That is why we must understand as employers who care for our team members that the situation has changed and we must adapt.
We are fortunate enough to deliver services to some of the highest profile and innovative workspaces in the world. These come with enviable cultures of modern practices, flexible approaches to workspace and always looking for ways to innovate to attract the best talent. The workspace in many of these environments is an extension of people’s personal lives. Whether that be music rooms, amphitheatres, gyms, showers, cinemas, 3D printing rooms, games areas or any other scenarios, the workspace is not just for work. This poses an interesting problem. What if team members don’t need all those things to feel valued in their roles? What if allowing
placed to organise events that entice people in. Whether it is talks from senior leaders, seminars led by celebrities or simply drinks on a Thursday a ernoon, all these things help with people returning to operate in the physical environment.
However, we have to go further than this and this is where supporting people’s mental health becomes critical. We are finding people need to feel connected to the mothership and people need consistency in the support they receive.
At Pareto we’ve used technology to enable this in several ways. The first is our partnership with SHAPE (the System for Health, Attendance, Productivity and Engagement) - the world’s most comprehensive online employee performance survey. It brings together all the factors necessary to get to know our people and help them get the most out of their work by understanding their current needs. Secondly is the adoption of YuLife, an app that provides support in several areas including life assurance, professional mental health support, 24/7 access to a private virtual doctor including prescriptions and several health benefits. Everyone is invited to join, and everyone can see the progress that has been made by Pareto team members. This level of gamification has been instrumental in bringing people together. In addition to this we have revamped our internal communications strategy, opening up opportunities for team members to be involved in wider community initiatives such as skydives, Tough Mudder’s and marathons. We find this connection to the team o ers a deeper level of support than we could ever provide via a physical environment.
As we all continue to adapt to consistent changes in ways of working, it will be critical that mental health is considered just as much as physical to ensure that we provide the highest levels of support to our team members. FM is so well placed to continue its strategic role in supporting organisations to thrive. This is an opportunity the sector must take.
Given the widescale adoption of hybrid working, how FMs manage wellbeing at work can no longer be focused solely on the physical o ice environment. Given this change in workplace work patterns, how can FMs adapt their approach to safeguard employee physical and mental health? Can the use of digital technology help ensure employee productivity, wellbeing, inclusion and belonging?Andrew Hulbert
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
What employees do, why they do it and where they do it will always have an impact on their wellbeing, depending on a whole host of factors. That is not a new thing. But the workplace experiment driven by the pandemic and the resulting pursuit of hybrid working means we are more aware of it. We look through a much sharper lens than before.
Employers, landlords and managers want their people back at work – but they need them to be happy, engaged and productive. People cannot be forced to attend the traditional workplace environment anymore. To make it a better place, an attractive place to be (as opposed to working at home) and a space that supports physical and mental wellbeing, one needs research – decision makers need evidence of its e ectiveness. We need to understand how a space is used.
about when to use an o ice, where to sit, who to sit with and how much or how little they want to connect with colleagues.
Leesman has evidence proving that around 80 per cent of employees are working in a hybrid way, that includes an element of home working. Tim Oldman, Leesman CEO, argues that employees are not returning to an o ice to be productive –the majority can achieve this at home. Nor is it for collaborative working. Leesman says it is about connection.
People come to the o ice to be around others, to socialise and engage. To choose when, where and how to do that, you need space utilisation data. Take it, digest it, and apply it alongside FM core services such as reliable Wi-Fi, clean toilets, tidy meeting rooms and available parking and you will be supporting the health and wellbeing of sta and enabling a creative, e ective work environment
SIMONE FENTONJARVIS, DIRECTOR OF CUSTOMER WORKPLACE
Because FMs need to combine their core skills with that data, we at Flowscape Solutions gather that evidence. Used correctly it will enable managers, leaders and, yes, even chief workplace o icers, to make decisions about how and when their o ices open. The use of sensors, systems and apps can generate information about workflow, space utilisation and the e ectiveness of a space. Collecting accurate, granular real-time data about the precise utilisation of every single resource throughout the day is invaluable for all backo ice teams – FM, HR, and IT, the estates teams – as well as end users.
data, we at Flowscape Solutions gather that
The last few years have really turned things upside down and back to front, and with the ongoing macro conditions at play, organisations
are very
Technology is now a key driver and workplaces fight to keep up. Yet employees head into an office, and are met with slower WIFI than their homes, too many cables, no control over lighting, sound, airflow or temperature, cumbersome apps that simply don’t talk to each other and all being surveyed by tools which are only asking half the right questions and as such getting only half the story.”
much at di erent stages of their evolution. Following the COVID-19 pandemic, the workplace is no longer about the physical o ice, and this means FM needs to evolve in line with the new remit.
The global digital transformation that has taken place over the last few years in relation to collaboration platforms, video conferencing, cyber security and employee experience tools has confirmed to those who always placed faith in it, and convinced those who didn't, that technology is a lifeblood for the functioning of an organisation.
di erent stages of their evolution. Following a for the functioning of an organisation.
This helps reduce time-wasting and tears down the barriers preventing people
This helps reduce time-wasting and tears down the barriers preventing people collaborating, sharing ideas and sparking o each other. Digital systems foster interaction – via an app on your smartphone or your PC – so you can plan your day and where you spend it.
The focus is on the end user experience (UX), and to improve that UX collaboration the data, provides a series of workplace analytics that helps FMs create an o ice space strategy based on accurate events. The data is there to help workplace users have a better experience, with the result that employees feel empowered – with the ability to make an informed choice
The PropTech market, technology specifically for properties, is booming and at an all-time high. Just last week I saw a quote from Trustek (a smart building consultancy based in the UK) which stated if an occupier gave just one hour to each PropTech solution on the market right now, that process itself would take 21 years.
last week I saw a quote from Trustek (a smart building
Technology is now a key driver and workplaces fight to keep up. Yet employees head into an o ice, and are met with slower Wi-Fi than their homes, too many cables, no control over lighting, sound, airflow or temperature, cumbersome apps that simply don’t talk to each other and all being surveyed by tools which are only asking half the right questions and as such getting only half the story.
The workplace now is a destination that people choose to go
SimoneFenton-Jarvis
to; because of the purpose they are working towards together, the people they will be working with and the space(s) used to achieve the output required, all of which is underpinned by technology.
There are a few hurdles for FM in this evolution. Firstly, the data shows FM are an aging population, with that comes the digital immigrant’s vs digital natives challenge regarding the adoption of technology. The market research to-date is highlighting that FM is behind the curve when it comes to knowledge of technology and the consequent data which follows. There is also a trend of workplace technology being le to IT to procure and manage from a technical aspect.
So, Workplace Technology, does it sit with IT or FM? Both. But there’s more. Before IT and FM scope and procure we need to understand the problems, challenges, pain points and opportunities within the employee experience. FM should be playing a crucial part. Note I said ‘part’; siloed thinking and power grapples have no place here which is why HR, IT and FM must be not just aligned, but be ‘BFF’s.’
The technology is not only the bridge between an o ice and the remote or hybrid worker, but also the bridge to the human experience; our productivity, our sense of inclusion and belonging, our wellbeing - how we connect, avoid loneliness, and retain worklife alignment. Technology can also drive why we feel we need to commute, the potential impact that has on our planet and how we collate data to make informed decisions going forward.
Nobody has all the answers right now. We must test, measure, and keep using the data at our fingertips. FM are in the perfect position to be the curators of the space which enables human-centricity and seamless technology which enables connection while ensuring privacy, all achieved through data driven design. But with so much noise, so many choices, so many siloes, where should we start?
There are no one-size-fits-all solution to creating a world class employee experience, but organisations can optimise their chances of thriving by listening to their employees, working in collaboration, collecting data and creating a human-centric culture.
Hybrid working is here to stay, and corporates are still navigating the complexities of what this means for their workforces and workplaces. With a focus on ‘organisationalising’ hybrid into their corporate agenda and real estate strategies, the o ice is gaining a richer purpose. For FMs, the changing role of the o ice has heighted the complexity of managing facilities and from this, advanced technology tools are emerging to track performance and changing metrics.
In the hybrid model, the o ice remains critical. Three-quarters of business leaders believe the o ice will remain central to their organisation's ecosystems, serving as a hub for fostering employee wellbeing and productivity. The employee voice mirrors this, with 59 per cent of employees now expecting to be part of a company that supports their health and wellbeing. If wellbeing is important to employees and leaders, it has to rise up the agenda for FMs.
As a first step, simple measures such as providing free meals, drinks and health amenities aim to support wellbeing and tempt workers back into the o ice. At a more transformational level, corporates can also look at reimagining their o ice design, creating good quality, flexible spaces that allow employees to collaborate, do focused work and socialise / collaborate. Importantly there is also a growing emphasis on real estates’ role in aligning corporate agendas and employee expectations around ESG, with sustainability, WELL and
DEI being key areas of focus.
Nearly 80 per cent of companies have or are currently investing in technology to optimise facility management and/or real estate portfolio and data management. From these investments, companies expect to see improved e iciency of facilities operations, increased employee productivity, increased employee satisfaction and/or decreased employee attrition, solution scalability, and improved transparency.
The quality of the working environment has always correlated closely with wellbeing, and FMs will not be new to assessing the ‘health’ of a building. But, the range of technology tools now available to FMs means they are able to measure, adapt and provide a productive space to work, quicker than ever before. Advancements such as sophisticated smart building technology, integrating Internet-ofThings (IoT) sensors, data analytics tools, maintenance scheduling so ware and building management systems (BMS), are all accelerating live intel available to FMs on the buildings they manage.
Indeed, IoT sensors and analytics platforms are already helping manage the employee experience. Connected sensors can monitor and regulate those key building elements such as air quality, light, water, temperature and humidity, providing real-time information for analytics platforms and reporting dashboards. Armed with these insights, engineering teams can make speedy adjustments. For example, lighting and temperature may be turned up or down depending on external conditions.
FMs are now equipped with more data than ever to drive e iciencies in the buildings that they manage. This intel also loops back to corporates who can use this to guide their future strategies. It is no wonder that corporates are investing in FM technologies to create a productive in-o ice work environment for their employees, and will continue to do so over the next year
Email:
HANNAH DWYER, EMEA HEAD OF WORK DYNAMICS RESEARCH AND STRATEGY, JLL
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Founded in Switzerland in 1872, Zurich Insurance Group (Zurich) has established itself as a global insurance industry leader. Today, the firm employs more than 53,000 employees worldwide, providing a wide range of general and life insurance products and services.
In the UK, Zurich was seeking the support of a facilities management services provider capable of delivering an exceptional workplace experience for 18 of its o ices, serving over 4,500 employees across a combined total area of 650,000 square feet. Critically, the insurer demanded that its
selected partners would not only be able to realise its workplace vision, but equally demonstrate commitment and alignment to its ESG targets and extensive engagement with social enterprises.
CBRE was identified as a provider capable of meeting these requirements, kicking o the contract as Zurich’s partner of choice on 1 February 2022. CBRE was dra ed to deliver building
maintenance, technical services, cleaning, waste management, grounds maintenance, security, guest services, reception and concierge services, audio visual support, and helpdesk support.
To deliver on all fronts, CBRE developed a bespoke solution package for its new major client that focused on Zurich’s value drivers:
Continuous improvement and simplification
Innovation with the customer in mind
Being healthy, safe, and environmentally sustainable
Thanks to e ective alignment on service expectations, social consciousness and sustainability principles, Zurich, CBRE and Corps Security are demonstrating the value of a holistic and integrated FM approach, thanks to a win-win-win partnership
A dedicated mobilisation team comprising HR advisors, business system consultants, operational directors, finance advisors and subject matter experts was deployed to conduct the mobilisation within a slated three-month window. This team always made itself available to Zurich.
In addition, CBRE was tasked with reallocating the budget where necessary in order to ‘buy social’. The prerogative is to join forces with service providers that demonstrate a commitment to ESG and a track record in delivering social value, either as a social enterprise or as a business heading in that direction.
To provide Zurich with outstanding workplace facilities services and a first-rate customer experience, CBRE partnered with a series of trusted entities that excel in the delivery of a variety of niche services. These partners were brought on board under an enhanced ‘One Zurich, One Workplace’ umbrella, designed to create a ‘One Team’ ethos across each and every service line, weaving together shared values and cultures to prioritise Zurich’s workplace service vision. Such an approach ensured that Zurich received support from the very best industry experts via a single integrated approach.
As part of this, Corps Security was selected to deliver guarding services across six of Zurich’s o ices and tenanted locations, with 31 security personnel being deployed across the six sites. A major challenge was ensuring the delivery of exceptional security services while also retaining a welcoming ethos.
Corps Security achieved this through several subtle features. The uniforms - for example - were so ened, with black and white suits replaced by Navy corporate suits with white branded shirts.
The company also took the necessary measures to mitigate any issues that could arise from the normalisation of hybrid and flexible working such as di ering working hours and patterns, rolling out its security services on a 24/7 basis to provide roundthe-clock coverage. Equally, bespoke security instructions were developed for each of Zurich’s sites, providing individualised guidelines to enhance any protective measures.
Corps Security’s track record in delivering innovative technology was a major draw to help the company secure the contract, not least because its ethos aligned with the desires of Zurich. While the firm delivers many traditional security solutions such as CCTV cameras, barriers, alarms and intercom systems, Corps has also deployed its mobile applications service across Zurich’s sites to
help its personnel deliver real-time reports around patrolling (where required), general daily reporting and incident escalations which are all categorised based on the severity. All of this is to ensure maximum transparency. Further, escalation pathways can also be triggered with ease, enabling any severe incidents to be quickly and e iciently raised with senior operating teams for further intervention when required.
Mike Bullock is Vice-Chair of the Living Wage Foundation’s Recognised Service Provider Leadership Group, actively driving awareness in the FM marketplace in the UK, alongside CBRE ESG Executive Director, Amy Brogan, who is also a member. Equally, Corps is also a recognised member of the scheme.
raised with senior operating teams for
Alongside the ‘One Zurich’ initiative, CBRE and Corps Security’s shared embrace of Zurich’s social ideals has been vitally important to the success of the project and partnership. Notably, Zurich is one of Social Enterprise UK’s Buy Social Corporate Partners, with targets in place to embrace and actively work with social enterprises. Here, CBRE and Corps Security (itself a Social Enterprise) both align with the insurer’s commitment to environmental, social, and ethical best practices. CBRE itself is not an SEUK but, like Zurich, has signed up to the Buy Social Challenge, currently spending £1.4 million per year with social enterprises and pledging to increase this by over 150 per cent in the next two years.
To provide Zurich with outstanding workplace facilities services and a firstrate customer experience, CBRE partnered with a series of trusted entities that excel in the delivery of a variety of niche services. These partners were brought on board under an enhanced ‘One Zurich, One Workplace’ umbrella, designed to create a ‘One Team’ ethos across each and every service line...”
CBRE’s relationship with Corps Security remains driven by the ‘security with a social mission’ directive that the security specialist prides itself in delivering, the pair’s shared values enabling seamless collaboration on ESG and CSR goals.
Several key initiatives are underway, alignment with the Living Wage Foundation being a prime example. Corps Security CEO
inclusive excellence through Corps Together. safe
Corps actively promotes and practices inclusive excellence through Corps Together. Launched in October 2020, the scheme is designed to make the company a welcoming and inclusive environment, creating brave and safe spaces where colleagues may celebrate their uniqueness.
In terms of environmental commitments, CBRE UK has committed to becoming net-zero by 2035, while Corps is proud to be a carbon-neutral company, funding several carbon o setting projects, including a tree planting scheme in the UK which helps to protect the Amazon rainforest. CBRE also supports Corps’ Cycle-to-Work scheme which has seen significant uptake, with more than 200 Corps colleagues engaged with the project.
company, funding several carbon o setting projects, in the UK which helps to protect the Amazon rainforest. CBRE also supports
Underpinning these initiatives is Corps Security’s trust status – the vital backbone to the success of the firm’s relationship with CBRE. This sees any profits that aren’t reinvested in the business being donated to charities such as Combat Stress, through which Corps has assisted over 1,500 veterans.
These aligned values and the close partnership between CBRE and Corps have enabled both firms to work with Zurich in implementing several shared CSR initiatives.
These include:
Wellbeing Week: CBRE hosted a plant repotting event with Zurich and Flora-tec, its horticulture service provider. Employees were invited to Zurich’s o ice in Swindon to repot 100 plants in order for them to have a ‘health’ check and be brought over to the new o ice opening soon.
Litter picking: CBRE has stationed litter picking equipment onsite, available for Zurich and CBRE employees in Swindon to carry out litter picking sessions. This provides colleagues with the opportunity to get away from their desks and into the fresh air while keeping the local environment clean and giving back to the community.
Waste management education: CBRE visited the Veolia Energy Recovery Facility in Chineham with Zurich and its waste services provider, Encore Environment, to understand more about how Zurich’s general waste is managed. The plant processes non-recyclable household waste and recovers heat energy from the waste to produce steam. This is used to generate up to 8 MWs of electricity – enough to power 10,000 homes.
“We are making significant progress in achieving our ambitions in making a positive social and environmental impact. The drive and enthusiasm to contribute from all our teams is amazing, and I’m extremely proud every day for the di erence we are making. We will continue to put people, communities and our environment at the heart of what we do, and what we deliver.”
Colleague of the Month: A member of the One Workplace Team is awarded with Employee of the Month and a tree is planted in their name. The group has partnered with nine Trees for this initiative. 9 Trees is another social enterprise with the mission to plant 9 trees per UK citizen –the number required to balance the average UK citizen’s annual carbon consumption.
Critically, 34 per cent of CBRE’s total spend on the Zurich contract is tied into social enterprises including Tarem Cleaning Services, Encore Environment, Serious Tissues, Serious Soap, Hey Girls, Nuneaton Signs and Corps Security. Moving forward, the firm has committed to upping this to 50 per cent.
“I’m proud to be working with such a forwardthinking team on initiatives which really make a di erence and I thoroughly enjoy engaging with members of Social Enterprise UK. Each business has a unique focus and o en faces many challenges, however, their innovative approach to tackling pressing social and environmental issues is truly admirable.” CBRE’s Responsibility Manager, Faye Hargreaves.
Alongside a strong emphasis on social investments, Zurich, Corps and CBRE have also demonstrated collective commitment to improving the sustainability of the insurer’s sites. Indeed, Zurich’s approach to proactively address environmental, social and governance (ESG) factors as part of its day-to-day business activity supports several of the United Nations Sustainable
Development Goals (SDGs).
Here, CBRE and Corps’ services are enabling the insurer to further contribute to those SDGs where it can have the greatest impact through business activities, investments, and community programmes.
This focus begins on improving Responsible Consumption and Production (SDG 12), where CBRE and Corps have supported Zurich’s paperless journey by digitalising several processes, including Corps electronic reporting application for its personnel, engaging waste signage and bins, and waste league tables have also been implemented at the company’s sites, while furniture, stationery and unclaimed lost property are being donated to local charities, schools and communities. Meanwhile, eco umbrella dryers, sustainable antibacterial wipe solutions and biodegradable ID badges are also being trialled across the UK portfolio.
Looking at A ordable and Clean Energy (SDG 7), some of the programmes being considered and/ or implemented include: LED lighting proposals, energy audits, low occupancy energy surveys, onsite renewable energy generation proposals and low or no cost initiatives.
SDG 6, focusing on Clean Water and Sanitation, has also been targeted with the introduction of water workshops, while signage geared towards boosting consciousness
on water consumption is being installed.
Proposals under consideration also include the potential implementation of sensor taps, hippo bags and rainwater harvesting procedures. Meanwhile, Zurich takes SDG 6 further by having investigated their water supplier credentials, the water policies in place in the catering, external grounds and cleaning services and are continuously evaluating the water e iciency on new appliances.
These e orts exist alongside several environmental programmes that have been rolled out at Zurich’s sites which focus on boosting the firm’s alignment with SDGs 4 (Quality Education), 17 (Partnership for the Goals) and 15 (Life on Land) that include volunteering with food banks, litter picking opportunities, and bike to work weeks, alongside plans for biodiversity projects. Indeed, through transparent, close-knit collaboration, the three firms are working together in an e ective manner to boost their collective ESG credentials.
Between this enhanced environmental o ering, extensive social and community improvement initiatives and a unique ability to leverage a selection of specialist facilities management services in an integrated manner, Corps Security and CBRE have demonstrated the value of collaboration in ensuring best FM practices, meeting Zurich’s demands for an exceptional workplace experience.
“We are making significant progress in achieving our ambitions in making a positive social and environmental impact. The drive and enthusiasm to contribute from all our teams is amazing, and I’m extremely proud every day for the di erence we are making. We will continue to put people, communities and our environment at the heart of what we do, and what we deliver.” Louise Sheppard Zurich’s UK Head of Workplace Services & Premises Sustainability.
The integrated services and support solutions global specialist celebrates two decades in business in 2022. While its portfolio encompasses a huge range of capabilities, its facilities management services are among those taking an especially prominent role at the dawn of the company’s next era in Europe
Today’s world is very di erent to that of 2002 when Ecolog started operating internationally. Yet, what was then a fledgling firm in the life support services provision business, rapidly became a leading name in the sector. And as it celebrates its 20th birthday, Ecolog’s key business divisions – and its facilities management arm in particular – are set to expand further in the coming months.
Whilst it was incorporated in Germany, Ecolog began by providing services in challenging environments far from the heart of western Europe, including Afghanistan and the Balkans, before branching out into provision of fuel, manpower, materials handling equipment and the supply of support services to the oil, gas and mining sectors. The company rapidly grew its
abilities and o erings, developing the resources, systems, specialist teams, supply chain networks and global partnerships to facilitate large-scale facilities management services. In 2012, catering, facility maintenance and management became part of the suite of services o ered by Ecolog, and just three years later the company had become the leading food supplier for UN
reverse logistics mechanism to ensure units are not single-use.
“Our ability to operate to international standards is also key – we understand markets and their requirements across the globe. And clients can be assured they are in safe hands working with us – we are ISO certified and a Gold Award member of UK safety charity RoSPA. We also pride ourselves on our support for veterans, working actively to recruit the best and harness their invaluable experience which has recently been recognised with a Silver Award from the Defence Employee Recognition Scheme.
peacekeeping missions in Africa. In 2017, Ecolog was awarded the contract to be the worldwide supplier of overseas deployable food for the UK Ministry of Defence.
With a respected reputation earned in some of the world’s most challenging regions, Ecolog is now moving to expand its operations in Europe. Yet, while the environment here may be a little less hostile, the company intends to approach market demands and di iculties with the same successful standards it has set for itself elsewhere in the world.
Ecolog applies an integrated facility management approach to look a er clients’ needs utilising technology and advanced data science analytics to support management capabilities and user experience. In terms of essential services this includes planned and reactive engineering services, so services including cleaning, catering, waste and security, supply chain management and environmental services. Ecolog keeps teams fed and watered with state-of-the-art catering whether required on-site or via a ready meal service – and as with everything the company does, the service is complete, from transportation to customised menus for specific dietary requirements and a freshly-baked goods service from Ecolog bakeries.
“These are services for which we have a proven reputation for providing in the world’s most challenging environments,” notes James Janion, Managing Director of Ecolog International UK.
“Two decades of operating in unforgiving landscapes has given us unique insights into overcoming significant and complex challenges when it comes to meeting the changing needs of our clients. Now we are using that experience to extend our operations in this area into a broader part of western Europe.”
So what particular qualities does Mr Janion think will make Ecolog as successful in facilities management in Europe as it is in those more challenging areas?
“Agility is the key. Our experiences mean we have the resources and process to enable us to respond swi ly to customer needs. Our entrepreneurial spirit means we are confident and capable of meeting and exceeding any client demands, whatever the circumstances. We are experts at putting together complete packages – in so facilities management our extensive supply chain allows us to supply our units to cook, feed and clean in any environment. As an example, we feed 50,000 multinational forces across the world, and hold a contract with the UK Ministry of Defence for its overseas food programmes, introducing features ranging from fully-recyclable packaging to a
Agility is the key. Our experiences mean we have the resources and process to enable us to respond swiftly to customer needs. Our entrepreneurial spirit means we are confident and capable of meeting and exceeding any client demands, whatever the circumstances.”
“Our 20th anniversary is a major milestone for Ecolog. Our global reach means we can serve the needs of businesses and organisations around the world, and with our UK base it marks the next stage of our development, as we forge new relationships and partnerships.”
https://ecolog-international.com T: +44 (0)1279 215 775
Heating and cooling accounts for UK’s and Europe’s biggest energy use, so implementing energy e iciency strategies to temperature control applications o ers a significant potential to reduce that demand. It is also the right thing to do. Decarbonisation of heavy industrial processes is central to reaching the Government’s target to achieve net zero greenhouse gas emissions in the UK by 2050.
With industry being the third-largest carbon contributor a er energy production and transport, energy e iciency measures contribute to the decarbonisation e orts, reduce costs across the system and improve the competitiveness of the UK economy. While facility managers might be intimidated by the task of cutting energy costs, the temperature control industry has been developing the tools, technologies and service o erings needed to meet this demand.
Let’s look at several short and long-term actions that can be easily implemented, to start delivering more e icient systems that will reduce both carbon emissions and energy bills.
Whether you’re considering a new cooling or heating system or planning to upgrade the existing one, working closely with a partner and expert that is capable of designing or redesigning your cooling and heating systems and can remain as your service provider, is much more important than finding and purchasing the right chiller.
To get a true picture of all areas that need to be addressed, the most comprehensive
solution is for the temperature control partner to undertake an energy analysis audit.
An energy audit records the existing energy use as well as usage patterns. It identifies opportunities for energy saving strategies, including technology replacements. Finding opportunities for energy, sustainability and e iciency gains in the case of chillers and temperature control equipment in operation isn’t easy, and decisions on what and how to improve need to be based on hard data. Audits will show the overall measurement results, analysis of these measurements and a proposition of enhancements to the chiller plant.
This is the cheapest and greenest way to provide cooling. It allows businesses to reduce mechanical energy consumption, lower the carbon footprint, reduce load on mechanical parts, reduce maintenance costs and extend life. In the case of a chiller, smaller load demands can also lessen the depreciation value of the unit over its lifetime. It is a solution that is easy to retrofit (space permitting) and can deliver a quick payback for the new equipment.
Practically any organisation using an externally sited chiller to cool their process can benefit from free cooling. Whenever the outside temperature is low enough to cool down the process fluid without the intervention of a chiller (mechanical cooling), you can implement a free cooling solution. This can be in the form of partial free cooling (where the chiller’s compressors are still doing some of the work to cool) to full free cooling (where the full load on the
chiller is o set). In contrast, an externally sited chiller’s compressors with no free cooling capabilities will be working flat out to achieve the same result.
Depending on the time of the year, as the ambient air temperature continues to fall, the amount of process heat taken out of the process fluid by the air increases, progressively reducing the load on the chiller. At five degrees Celsius below the process supply fluid temperature, all the process heat is removed by the ambient air in the free cooler – providing full free cooling. This makes free cooling the cheapest and greenest way to provide cooling.
In the UK, Ireland and much of Western Europe, the relatively cool climate and ambient temperatures allow for partial or full free cooling for much of the year. This means that substantial energy savings can be achieved particularly between the months of October and April, in some cases reaching up to 80 per cent electricity savings.
Something less obvious than Free Cooling,
With rising energy prices, investing in energy e ciency can provide real savings, ensure superior process performance and real financial outcomes particularly in industrial sites, says Dave Palmer, General Manager for the UK and Ireland at ICS Cool Energy
but equally e ective, can be applied to the heating load. For analogy, we can call it ‘Free Heating’ and a heat pump is the technology that enables it. Heat pumps rely on one of the most energy-e icient methods of heating: the transfer of free thermal energy from outside to inside based on the di erence in temperature between the two. What not everybody in the industry does though is look at cooling and heating at once. There are new opportunities ahead if we start looking at heating from the cooling perspective and the opposite.
While pure heating heat pump solutions require external (sustainable) heat sources such as air or (ground) water, combined heating and cooling applications provide the unique opportunity to reclaim or harvest energy, available within the same plant or building. Chillers and cooling plant used to cool manufacturing processes and facilities generate waste heat that typically gets lost to the atmosphere. This heat does not have to be wasted and can be harnessed e ectively by Industrial Free Heating (i-FH) units.
Over the last few years, innovations in process cooling and heating systems have led to innovative designs that can o er
significant benefits compared to the systems that they are designed to replace. With new generation, low global warming potential HFO refrigerants, it’s possible to achieve temperatures of even 120 degrees Celsius with water-sourced heat pump systems.
Controlling the flow of air and water in process temperature control systems is an e ective, permanent way to meet the ever-changing demands put on a system and enhance its e iciency. By installing a Variable Speed Drive or VSD (an electrical/ electronic system that provides infinitely variable speed control of AC induction motors) you can meet varying system flow rate requirements or just increase energy e iciency. Payback on an installed system can be as little as six months.
Variable speed components meet the actual load required during any given time over a wide operational range, meaning their speed and output varies to reflect the conditions and demands. By precisely matching output to the cooling demands, compressors and fans operate at their fastest
levels when demand is high, and modulate to slower levels when demand is less. The result is lower annual energy use and typically smaller annual energy bills. This is especially true when compared to constant volume units, where the load is either on or o .
Innovation and new technologies usually bring increased e iciencies, but organisations are focused on doing more with less, which also means counting every penny in their capital budgets to ensure the expenditure will provide the best return on investment.
When capex is an issue, the traditional alternative to capital investment in purchasing and installing new equipment, has been hire. But now there are more flexible options, with rental schemes. A membership or subscription type of a long-term rental agreement o ers access to the latest process temperature control technology, maintenance, and equipment upgrades – all with the flexibility of an operating expense. This new subscription model allows organisations to transform their process temperature control system from a fixed asset into a dynamic solution that will be up-to-date with their changing business and process needs.
A complete HVAC and process temperature control packaged solution should comprise the new equipment, preventive and 24/7 emergency maintenance, replacements and upgrades. All the elements of an all-inclusive, monthly rate contract are tailored to the process’ needs and based on a detailed assessment by the service provider’s engineers.
The traditional approach to maintenance relies on a calendar or hour metre to determine when equipment is serviced. But
technology o ers actionable information that means carrying out maintenance when it is needed and not just because the schedule says it is time.
Preventative, predictive or reliabilitycentred maintenance uses testing, diagnostics and computer modelling to identify actual maintenance needs. This approach hinges on establishing a performance baseline for the temperature control systems based on the performance of similar systems. Systems are continuously monitored, and their actual performance is compared to benchmark data. As a result, it is possible to identify potential problems and schedule maintenance before they can cause systems to fail.
With budgets under pressure, predictive maintenance is a good mean of controlling costs and reducing the likelihood of a temperature control system failure that could shut down your operations.
Alongside a preventive and predictive maintenance approach, there are technologies and services available that allow you to have 24/7 access to live condition updates and the history of your assets, allowing you not only to oversee performance, energy consumption, but also remotely change set--points for better uptime, productivity, and e iciency. With these capabilities, you can combine data analytics, connectivity and expert support to maximise productivity and the operational and energy e iciency of the heating and cooling systems.
We calculate that Remote Monitoring Service customers can reduce maintenance visits at their site by 50 per cent, resolve 75 per cent of the issues on a first visit and by up to 55 per cent can reduce the operational
expenses related with temperature control equipment.
Remote monitoring technology can monitor the reliability of temperature equipment like chillers, boilers, pumps, air handling units and fan coils. It is also compatible with new and legacy equipment, rented or owned and works with customer’s building management systems. By putting the data to work, you can not only have full visibility of the units and expert support to optimise and maximise the equipment’s productivity, but can leverage this intelligence to better plan investments and resources to improve your business’ profitability and growth.
Water treatment is the most forgotten service element in the chilled water industry but is also one of the most important ones for a system’s reliability and its e icient operation. Most maintenance engineers know that if a chiller’s water and glycol mix is incorrect, the e ects can be rapid and disastrous, leading to corrosion, system deterioration, and leaks, as well as the buildup of rust, scale, algae and debris. Chilled water needs to meet several criteria to be used and the PH needs to allow the chemical makeup to remain stable and not create a
chemical reaction.
From an energy usage perspective, chillers e ectively comprise two halves – high pressure and low pressure, and the closer those two sides are, the more e icient the chiller. One of the key components within a chiller that will impact performance and energy consumption are the EC (Electronically Commutated) fans.
EC fans operate using a DC motor rather than an AC motor, which in turn not only o ers a much more e icient fan performance, but also lower noise levels. Engineers are o en put-o by the investment in EC fans, however, with a payback period of just six-12 months, can start to make permanent energy savings from just the second year. If we add variable fan speed control, a further 12-14 per cent energy savings can be made compared to standard on/o fan speed control.
The addition of adiabatic cooling o ers a cost-e ective alternative to a cooling tower by improving the carbon footprint and providing significant savings on water usage. These evaporative coolers are designed to operate at optimal e iciency in high ambient temperatures. The units use fans to operate the cooling for most of the year with a spray system that only activates during periods of high ambient temperatures. The spray activity is tightly monitored using a pulsing mechanism to ensure minimum adiabatic cooling is provided for any given load and ambient condition. This control reduces water consumption and running costs for a long, fault free lifespan.
Adiabatic enhancements can be fitted to both new and existing air-cooled equipment. Without requiring energy to provide the cooling e ect, the adiabatic enhancement can reduce the temperature of the ambient air by as much as 20°C. A reduction of 10°C alone can generate a 13 per cent reduction in energy consumption – delivering immediate cost savings and environmental benefits.
From upgrading the internal elements of a chiller to factoring free cooling or free heating technologies, this variety of tips and techniques will allow you to start taking back control of your site’s energy consumption and improving profitability. Start by calling your temperature control partner and undertake an energy analysis audit to get a true picture of all areas that need to be addressed to improve your energy e iciency and reduce your overall costs.
With rising material costs, carbon reporting and increasing recognition by customers and organisations, the circular economy is gaining credence. Sunil Shah, Director and Heather Turner, Sustainability Analyst at Acclaro on what this could mean for the FM sector
Theconcept of the circular economy, one where materials are neither generated from virgin materials or disposed, has been around for many years, but has recently been identified as one of the biggest economic growth opportunities.
In September 2015, McKinsey & Company identified in ‘Europe’s Circular-economy opportunity’ report that its net economic benefit in Europe alone will be €1.8 trillion by 2030.
Circular economy is a systematic approach focusing on minimising resource inputs and maximising the value at which materials are retained in the economy throughout an extended lifecycle. It aims for a global economic system that can thrive in the long-term by decoupling economic growth from resource use and environmental impacts. If achieved, it has the potential to make economies more resilient with more abundant resources and a healthier
environment.
Policies such as the Resources and Waste Strategy (RWS) in England and the UK Government’s 25 Year Environment Plan, will likely dictate targets for private and public sectors to change their business models to incorporate the circular economy, with the aim of reducing waste, maintaining value and keeping goods in the loop. Repair, reuse and recycling are essential components, but are o en an a erthought in our conventional economic model. The circular economy approach begins by considering the need that is to be fulfilled and seeks the most resource-e icient way of doing so, beginning with the product design or business model development. In this way, procurement has a significant role to specify materials and services with a view to achieving a circular approach.
FM has a role in the management of workplace waste streams, its interaction with sta and their behaviours, the lifecycle of projects, procuring and managing goods and services.
To support the circular economy the FM sector will have to start looking at how goods and services are procured (one-o purchase vs. lease model), how they manage waste and assets in contracts, how they deal with end-oflife goods and what types of goods they are purchasing.”
To support the circular economy the FM sector will have to start looking at how goods and services are procured (one-o purchase vs. lease model), how they manage waste and assets in contracts, how they deal with end-of-life goods and what types of goods they are purchasing. Partnerships and collaboration with suppliers will spur new innovations that can renew and refurbish old materials.
Pinch points are already evident – for example there is a current crisis with the purchase of minerals and precious metals and how this relates to electronics. If FM companies can adopt the circular economy, supply chain squeezes such as this will be alleviated. There is a strong revenue stream available as well – waste o ice paper can be recycled for a rebate up to £300/t, and drinks cans for £1000/t.
The benefits of the circular economy for FM need to be incorporated into business models from purchasing through to use and renewal. Here are some examples: Reduction in waste for FM which reduces their Scope 3 emissions and makes
it easier to transition towards zero-carbon. Assets are no longer purchased for a contract and disposed of when the contract comes to an end.
Reduced headline costs if goods required for a contract are leased rather than purchased.
End of a contract will not mean the sale (or disposal) of assets at a loss (if leased or kept within the usage loop).
Refurbishment of assets for use in other contracts brings down headline costs, extends the lifespan of said assets and increases the quality of service.
Stronger supply chains for FM providers as they are no longer reliant on the high volume of purchases of key assets.
Better relationships with suppliers as key sustainability metrics such as leasing models are integrated into purchasing contracts.
Procurement teams will be upskilled and business models will become more sustainable, giving FM providers the edge during contract tendering phases.
BS 8001 has been developed for organisations seeking practical guidance that want to start capitalising on the circular opportunity. It is the first practical framework and guidance of its kind for organisations to implement the principles of the circular economy.
Six basics to the circular economy: Systems thinking – understanding the system-wide impacts of your activity
Innovation – rethinking resource management as a lens for value creation
Stewardship – taking responsibility for the ripple-e ect impacts resulting from your decisions and activities
Examples of where circular economy principles have become commonplace are within the furniture, IT and flooring sectors while developing models for lighting are also gaining traction. These approaches can also connect to a social value model, whereby social enterprises work to support the reuse programmes described in the examples below.
Interface has been developing a circular approach since 1994, with an ability to reclaim and reuse carpet tiles in new flooring designs; take nylon from old fishing nets and other waste sources to turn into carpet tiles, and has developed a model to take cellulose from wheat to make carpets, which are used for animal bedding at end of life. At the facility in Netherlands, it has achieved:
Reducing material waste by 80 per cent each year thanks to an ultrasonic cutting machine;
Reducing gas consumption by up to 45 per cent per sq-m of
Collaboration – securing system-wide benefits by cooperating with others
Value optimisation – keeping materials at their highest value and function
Transparency – being open and honest about circular barriers and benefits
Underpinning principles that contribute to a circular economy: Dematerialisation - fulfilling demand without the need for a physical artefact, e.g., digital streaming in place of CDs and DVDs
Designing for resource e iciency –improving the durability of products, designing for disassembly, improved repairability, remanufacturing, modularity and upgradability
Rethinking business models – “X as a service” and leasing/rental solutions can all help reduce the need for people to own more stu . IT as a service is a good example
Technology-led solutions – o en labelled the sharing economy, this includes things like peer-to-peer car clubs and exchange platforms like Olio and Too Good To Go
Prioritising the use of recycled materials in manufacturing, and using the waste products of one industrial process to fuel another – for example beer brewed from surplus bread
carpet produced by using a new, more sustainable precoat; Recycling up to 600,000 sq m of material each year.
An Evergreen Services Agreement (ESA) has been proposed - a lease agreement that provides would-be carpet purchasers with comprehensive floor-covering services (colour, texture, warmth, beauty, acoustics, and safety). Under ESA, Interface retains ownership of all carpet material, thereby ensuring proper recycling.
FaaS (Furniture as a Service) is a commonplace model that allows for leasing of most items, with the potential to upgrade or change products during the course of the lease. Supporting this change, providers are able to o er demountable tables allowing for changes to table sizes and legs to suit changes in the workplace environment. Post-COVID, the ability to modify layouts has been hugely beneficial.
Hardware items, particularly laptops, computers, screens, tablets and other handheld devices are now available through a leased service model. Companies such as Dell and HP are able to extend the life of these units quite significantly (sometimes to eight years) by upgrading the hardware items at each refresh, whilst keeping 99 per cent of the materials in the chain.
Increasing battery reuse and recycling is increasingly more critical to ensure climate goals are met sustainably and e iciently. Keeping batteries and their metals in circulation for as long as possible reduces our dependency on harmful mining, but provides battery mineral-scarce countries with a steady, low-carbon stream of metals, reducing the reliance on volatile supply chains.
More than a fi h of battery metals used for cell production in UK by 2040 could be from recycling end-of-life batteries. British car companies are now aiming for the UK’s ‘first’ commercial-scale recycling facility for EV battery packs. If a battery passes a certain test, it will be able to be recertified to go back out for energy storage. If not, it will be processed, shredded and the liquid out of it made circular, with plastic split o and will end up with black mass that has four critical minerals – lithium, manganese, cobalt and nickel.
These processes can help to bring down the embedded carbon in the manufacturing
process (closer to net zero), and we won’t be reliant on other places for raw materials and components.
Establishing a circular economy accelerates the process of meeting Paris Agreement climate targets. By its nature, circular economy goods and services will have lower carbon emissions than a linear economy. An estimate from the 2021 Circularity Gap Report claims that a circular economy could reduce global GHG emissions by 39 per cent.
This is primarily driven since producing new materials results in emissions, circular economies minimise the need for producing new materials by maximising the reuse of resources, thus eliminating the carbon costs of producing new materials.
For organisations, these carbon impacts will form part of their wider value chain – Scope 3 – emissions, as part of the Purchased Goods and Services. Since these
can be up to 70 per cent of FMs impacts, working with suppliers is a critical piece to achieving the stated carbon targets.
The requirement here is to incorporate clauses within procurement specifications that will promote the circular economy approach, and to engage with existing key suppliers on the services they can support in. From an organisational and wider customer perspective, discussions around the potential significant reduction in carbon emissions will allow for a di erent dialogue to the delivery of FM.
The SFMI Scope 3 Research Project is looking at understanding Scope 3 emissions from FM services in more detail.
For more information, please visit: www.acclaro-advisory.com/sfmi/scope-3emissions-fm/
In the September 2022 issue of FMJ
we featured a case study on the reimagining of PwC’s ‘deal’ with its 22,000 employees and the role of catering and FM in delivering a revised employee value proposition. The contribution made by BaxterStorey, PwC’s catering provider in delivering the new deal illustrates how a strong catering partnership can support workplace managers in their e orts to engage and enthuse the workforce.
We wanted to delve deeper into how corporate foodservice has reimagined itself over the past few years, so we sat down with Ronan Harte, BaxterStorey’s Chief Executive O icer. He’s been CEO at the firm since 2021, but has worked within the wider WSH Group for over 10 years.
Harte joined the industry as a chef when he was 16, working in various restaurants in Dublin until joining the Cunard line where a er several years of building his career
he moved into management with P&O cruises, now Carnival. He later set up his own business in food sales to restaurants in Ireland before relocating back to the UK to enter the contract catering market - leading to a variety of roles at parent group WSH before taking up the BaxterStorey CEO role in August 2021.
He describes BaxterStorey, which provides workplace dining across the UK and Ireland, employing more than 5,500 people at over 600 locations, as a fascinating company.
“It’s a very adaptable brand, operating in such di erent markets, from bluecollar manufacturing to the highest level of white collar in Pall Mall and around the country. I think the private ownership that we have and the tight management within the business without lots of layers is an advantage.
“My philosophy is to keep it simple,
move fast on decisions made and because we operate in that way we tend to be very nimble around our customers. The pace is fast, engaging and energetic, so we’re less of an executive brand which to me describes something slower and almost tired, but rather a diverse business that operates across many di erent markets.”
The last few years have been incredibly challenging for contract catering, assailed by the e ects of the lockdown and adjusting to hybrid working patterns - all while facing a recruitment crisis that has hit the sector hard.
“At the beginning of COVID we had that shock everyone went through,” says Harte. “The o ice environment disappeared and that had an e ect on
Ronan Harte, Chief Executive O cer, BaxterStorey tells FMJ that the hospitable delivery of catering and food services is key to bringing employees back into the workplace
the workforce, which in some cases was decimated. In others though, it was retained very strongly, so by the end of COVID we were in a di erent place, but the pace of build back over the last 12 months has been thankfully relentless.”
A key advantage he adds is that BaxterStorey’s own Chef Academy, which was set up in 2005 was retained during COVID. It o ers the skills, qualifications and recruits to compete in a sector which according to figures from consultancy CGA suggest that one in six (16 per cent) hospitality jobs remain vacant.
Explains Harte: “We’re well known for our training academies and they’ve been hugely beneficial as although we’ve amended some of the curriculum, they were already in place pre-COVID. Our award-winning Chef Academy just clicked back into place so upskilling and developing chefs and apprentice chefs is no problem as we can deliver all of that in-house ourselves.
“The same goes with service. We’ve a brilliant Service Academy that’s been going since 2018, an established Barista Academy and we’ve welcomed 15 new degree apprentices, who have joined us fresh out of school as part of their business degree programme, for the next three years.
“I’m pleased to say that over time we are creating a pipeline of future managers, regional managers and future regional directors. So, with the last of our academies back up and running we’re in good shape and building at all levels, the chefs, front of house managers and senior management of the future.”
Harte agrees that along with the battle for talent, another big concern for contract caterers is in delivering into a hybrid workforce. While some sectors, such as manufacturing or retail remain much the same the o ice market has changed, some say irrevocably.
“Maybe it’s a challenge because we were so used to a model that worked, we hadn’t thought about it too much and now we’re in a di erent place” he argues. “We’ve found though that clients are taking very di ering approaches. Some are encouraging their employees to come back three, four or even five days a week.”
In terms of demand, Harte reports that some clients are back to where they were in 2019 and others are trading at the worse end of 20 per cent of 2019 figures. The shape of the week tends to be the Tuesday, Wednesday, Thursday model, with Friday (as with pre-COVID) the least busy. Interestingly he says: “The battle is for Mondays and the question is will it come back over time? We
measure footfall every week and found that sales most recently for Monday were the strongest since 2019.
“Food and co ee are being used as a tool to attract people back in, and with the cost of living crisis being as it is, particularly for younger employees we’ve a food o er which can either be delivered free of charge or supported financially. It’s a great incentive, and for employers it’s a central part of trying to attract their employees back in at a time of high inflation, high cost and of course high wage costs.
“From an employer viewpoint, giving food and co ee away free of charge or at least discounted as a subsidy is a very low-cost way of delivering benefits to your employees, compared to what you might have to do on wage movement in the terms of pay scales. You’ve also got the reassurance that you know your employees are eating well in the workplace.”
Harte argues that from supplying decent co ee to ensuring that the menu o ers variety and value for money, it’s ultimately about delivering a personal touch.
“All of our locations regardless of where they are, will be very aware of the make-up of the employee on site; the age group, the a ordable spend, and we make sure there is something for everybody in terms of
value for money.
“It’s about the feeling the customer has when they come into the dining room or the co ee shop that makes all the di erence. The co ee can be great but we want the extra 20 per cent which is the personal touch, and that extra in my opinion is what we do really well. That extra is the di erence between buying co ee from a high street retailer who doesn’t know you, to someone who recognises you, knows your name and maybe knows you like a Danish pastry on a Thursday as a treat.”
Sustainability, from reducing waste to saving energy remains a key driver, but with food and drink price inflation in hospitality hitting 15 per cent for the first time in the history of the CGA Foodservice Price Index it is more essential than ever.
“Food waste is something we always monitor closely, as it’s a cost to the business,” says Harte. “As an industry we’re now much more tech savvy and new tech that came in during COVID, like ordering using apps, brings benefits in monitoring the flow of the day to manage waste and better understand the customer.”
He explains that with changed hybrid work patterns: “Many sites now o er a di erent type of service with a continual service of breakfast, lunch and a ernoon, with di erent elements of the o ering changing, rather than everything being cleaned down,
Sustainability, from reducing waste to saving energy remains a key driver, but with food and drink price inflation in hospitality hitting 15 per cent for the first time in the history of the CGA Foodservice Price Index it is more essential than ever.”
which creates wastage.
“The energy crisis of course also e ects our business, so the correct use of energy in the building, from the dining room to the kitchen must be reassessed. Encouraging chefs to be more sensible on how they use equipment is in itself an education and a training process. The first thing a chef used to do was turn everything on first thing in the morning which must be no longer the case, as old habits of having everything running constantly are so immense, from the costs to us, to the customer and to the environment.”
He reports that the move away from meat to more plant-based diets, means chefs have adapted their menus to include more vegetarian and vegan options, from salad bars to sandwiches going full circle back to the Chef Academy who run training to change the reliance on meat and fish as being the stars of the plate, instead introducing alternatives which appeal to all dietary preferences.
He adds: “With a decentralised supply chain,
a better cost option. And our customers like that we’ve got fresh produce with a positive farm to fork story.”
A recent partnership with Waste Knot, which works to provide a new market for its growers by getting surplus veg out of farmers field and into chef’s kitchens, challenged BaxterStorey chefs to create innovative dishes from scratch using fresh, locally grown, seasonal ingredients. “Partnering with Waste Knot encourages our chefs to get creative and be inspired to explore new ways of cooking with all parts of the plant as well as completely new ingredients, reducing food waste and creating a more sustainable industry”.
As a trained chef Harte has the love of food which underpins any successful catering business and this he says was reflected in the company’s ‘Obsessed’ event which celebrated exceptional food experiences held at the Gherkin earlier this year.
“We love food and we love this sector so when the Obsessed event came up that name came out in a minute, as we’re obsessed by all those things that give us that energy. The event was to establish that we’re all still behind that philosophy of the business and to celebrate the young chefs and young baristas coming into the industry.
It was a really lovely event to reinforce that what we do in the morning is get up and serve the customer. That is what this industry is about. It’s a simple thing, and about people feeling welcome, valued and can have a really nice experience.”
we source where possible locally, including fruit and veg and baked goods, seafood from the most local point and grocery coming in from a national provider.
“It’s the fresher items that tend to be local. That’s important for a number of reasons. We want to recruit the best chefs to come and work for us, and chefs like quality ingredients, fresh, not frozen. They want to be at the back door with the veg delivery, so to get the best chefs we give them that option and the story gets better if the supplier is local and someone the chef can talk to.
“If you put supply into a national structure and through a central ordering structure, the chef won’t stay and we support the local community so by going to the farmer there is
With so many organisations and their FMs still adjusting to a hybrid workforce Harte remains optimistic for the future, that while automated solutions such as vending or ‘unattended retail’ have gained credence in certain areas the value of the hospitality experience will endure.
“If you take away fresh food with people to serve it and replace it with automation I guarantee that is not a solution. I’d advise that you work with your catering suppliers, make sure the costs match the vision of what you want to spend and that will result in a quality service which engages and attracts your team members. Catering and food service are in a new world where it’s an added benefit more than it was before, especially in bringing employees back into the building.”
If you put supply into a national structure and through a central ordering structure, the chef won’t stay and we support the local community so by going to the farmer there is a better cost option. And our customers like that we’ve got fresh produce with a positive farm to fork story”
When using energy modelling, di erent weather files can be selected to examine how the building will perform under varying circumstances to future-proof building performance, particularly where passive ventilation and cooling solutions are being tested.
Building orientation: with the long axis of the building in an east-towest orientation, a building can gain the greatest exposure to solar heat gains from the south, for direct solar heat gain and energy yield. Glazing an o ice building to the north, with high internal heat gains and high overheating risk, will reduce solar heat gains.
Windows should ideally be specified to permit maximum passive solar heat gain and be no larger than is necessary to permit su icient daylight. Doing so maximises daylight availability and solar heat gains, whilst limiting conductive heat transfer.
It has recently become clear that the UK is somewhat unequipped for maintaining ideal working conditions under extreme hot weather events. There is no maximum working temperature, and until the government makes moves to legislate it is an employer’s responsibility to ensure facilities are safe, comfortable and fit for purpose. This applies both in the warm summer months and colder winter months.
The answer here is not simply to install more air conditioning or space heaters as these active climate control measures are incredibly carbon-intensive and only serve to exacerbate the root issue.
One solution is the implementation of passive strategies, assessed and implemented using data and technology-informed decisions. Every building is di erent and there is not a one-size-fits-all list of techniques, which is why the use of performance modelling technology is vital in the planning process. While passive measures are most e ective when considered from the earliest stage of planning, some measures can be added to existing buildings to help create comfortable conditions while using minimum energy. Form, orientation, glazing ratios,
shading strategy, and the inclination and orientation of roofs can all o er very significant energy e iciency and thermal comfort opportunities at negligible additional capital cost.
Commissioned as part of the Scottish Net Zero Public Buildings Standard, consultants at IES have developed a guide to Dynamic Simulation Modelling in the application of dynamic modelling within a NZC design brief. These models are theoretical, but employ far more detailed data inputs than ‘compliance models’, allowing far greater accuracy and insight.
Upon project completion, using a process known as calibration, these theoretical models can be developed from a static representation of a building or portfolio into a fullyfledged ‘digital twin’ which mirrors the behaviour and dynamics of its real-world counterpart.
By capturing and feeding real-world operational data from buildings back into the digital twin and combining this with the unique power of physics-enabled simulation, machine learning and AI, a highly accurate digital asset can be created which evolves with the building itself.
Floor layout planning: should consider the availability of sunlight and solar heat gain on di erent aspects of the building. Consideration of the unique requirements of di erent activity types and their relationship to the sun can be helpful. For instance, it could be beneficial to locate o ice areas, for instance, on the north elevation, where large windows will provide ample daylight without incurring an overheating risk. Likewise, hotel rooms, which typically incur low internal heat gains will benefit from a south facing exposure, for winter time solar heat gain.
Self-shading and external shading features: especially on southern facades, help to reduce overheating in the summer months, but these need to be tested so they are correctly sized and shaped to work in balance with daylighting strategies. This can be done with modelling technology that calculates the size and angles necessary to block and allow the sun, based on the exact positioning of the building and time of year.
Window-to-wall ratio: depends on the floor area, latitude and climate.
Whole building ventilation strategies: that are modelled through the whole building allow for heat to be recovered for warmth, and natural ventilation used to cool. For cooling, this would involve ensuring windows are positioned on the side of the prevailing wind and that the air can then circulate once in the building. Mechanical ventilation can be used to limit heat loss during the winter months but can also be used to limit heat gain via ventilation during the summer. Mixed-mode strategies, which allow natural ventilation to operate under suitable conditions, help to reduce the energy demand of operating ventilation system fans.
Thermal mass: allows buildings to absorb, store and later release heat. This can be beneficial to help stabilise internal temperatures, but is not always essential. A wellinsulated building with a good solar shading strategy should not become excessively hot, unless high internal heat gains are present. Buildings with high internal heat gains, such as o ices, tend to benefit more from high thermal mass structures.
Passive design features to keep buildings comfortable in extreme heat are extensive and no two buildings will be best suited to the same measures. Technology and energy modelling allows access to accurate predicted operational performance information. Otherwise, there is the risk of misallocating capital on solutions which do not deliver, creating uncomfortable conditions for building occupants and impacting poorly on their health and productivity.
Terrorist attacks targeting crowds, high-value properties or computing infrastructure are still regrettably common, and safeguarding measures tend to be reactive, rather than proactive. With events, travel networks and workplaces now back to capacity a er the COVID19-induced lull, governments worldwide are realising that they must take steps to safeguard their citizens sooner rather than later. Upcoming legislation – such as the UK’s proposed ‘Martyn’s Law’
Protect Duty – aims to make these actions compulsory, requiring all businesses and venue operators to take reasonable and proportionate measures to protect the public from attack.
Unfortunately, whatever measures or state-of-the-art solutions are put in place, they will be rendered largely ine ective without highly skilled individuals to operate them. Security services must therefore
invest in both cutting-edge technologies and workforce development. This will help to ensure that security personnel consider their employment as a profession, rather than a career stopgap. This article looks at the challenges facing businesses in light of the Protect Duty, and assesses the technologies and resources needed to not only catch terrorists before they can act, but to deter them from even trying.
It’s an unfortunate reality that the UK faces an array of emerging threats, including terrorism, cyber-attacks, organised serious crime, and the growing prevalence of people carrying weapons. The current political situation in Europe adds fuel to the fire, heightening tensions between countries, nurturing extremism, and promoting desensitisation towards violence. The recent
Jason Wakefield,COVID-19 pandemic further exacerbated this precarious situation by causing the widespread isolation of vulnerable and easily influenced people.
Terrorist attacks of all motivations are becoming more di use, complicated and unpredictable, making them harder to foresee and prevent. Events and crowded places are common targets of large-scale terrorist activities, and require extra protection and security measures to be put in place. However, even in the midst of the health crisis, crime was still going on in the background. Cyber-attacks, in particular, became far more frequent and sophisticated – o en with businesses targeting other businesses – although this was largely undisclosed to the public.
Security experts are therefore constantly developing new ways of detecting risks to society from multiple sources, with the aim of preventing both digital and physical
crimes, and even deterring perpetrators altogether in the future. There are three main aspects to security:
Physical – including fences, locks, guns, scanners, cameras, etc.
Personal – such as running background checks and performing regular sta training.
Cybersecurity – covering all aspects of digital, electronic and online safety.
These factors are applied in multiple layers to surround the valuable assets you need to protect – whether people, resources or locations – working together to provide a complete safety system so that, if a company falls short in one aspect, its security may still be largely e ective.
Government and o icial buildings in the UK typically have some form of security equipment installed at the entry points. More o en than not though, even state-of-the art security equipment installed on business premises is merely a show piece or, at best, a mild deterrent. A shortage of sta training or buy-in o en means these systems are not used e ectively to prevent criminal acts, or it is simply too time consuming and inconvenient to thoroughly check every person passing through the building. As well as this, since the job is repetitive by nature, security employees may lose concentration or interest, meaning that contraband items or suspicious people could pass them by without detection.
Security measures in the aviation sector have advanced far ahead of many other areas as a result of tragic past events, and sta training is taken very seriously in this industry, due to the potential repercussions of a security breach. Unfortunately though, the types of o icial security measures seen in aviation are not currently the standard in the wider commercial world, with many business areas only being regulated by a loose set of guidelines. For example, PAS 97 is an advisory document written by the Centre for the Protection of National Infrastructure, and applies specifically to mailroom screening. But even this guidance has not been widely adopted, nor is it enforced by any authorities. With the mushrooming prevalence of serious crime under our noses, this situation has to change, and businesses of all types must quickly adopt stricter security protocol going forward.
Unfortunately, most companies are simply not fully aware of the measures they
of the Protect Duty is to
should take to protect themselves and their customers from potential criminal attacks. The Protect Duty will likely impose an obligation on companies in both the public and private sectors to assess and mitigate the risk of terror attacks in any indoor or outdoor space where over 100 people may congregate, whether that be sports arenas, concert halls, hospitality settings, schools or places of worship. The legislation requires businesses to actively engage with freely available counterterrorism advice and training, conduct vulnerability assessments of their operating places and spaces, have a mitigation plan for the risks created by the vulnerabilities, and have a counterterrorism plan. A central part of the Protect Duty is to put sta through specific courses – for example, the free, hour-long Action Counter Terrorism training – to increase their alertness to terrors threats, and to instruct them in how to act in the event of an attack. This law will e ectively make counterterrorism measures an extension of existing corporate health and safety systems. Businesses will not be granted a trade license without having a set anti terrorism protocol in place, and to operate without one will be an imprisonable o ence.
A central part of the Protect Duty is to put sta through specific courses – for example, the free, hour-long Action Counter Terrorism training – to increase their alertness to terrors threats, and to instruct them in how to act in the event of an attack.”
the risk of attacks. In the security sector as a whole, there is a huge paucity of experts with extensive real-world experience, due to high sta turnovers and little long-term job retention. New employees tend to use the security industry as a temporary stopgap until they can get a better paid job, rather than considering it as a permanent career option. This means that individuals may not be committed to their role, and do not feel like they are an integral part of the security infrastructure. This attitude has knock-on e ects on the proficiency and quality of their work, which increases the likelihood that dangerous items or people will slip under the radar and pose a threat to the public. Consequently, there is a desperate need for this mindset to change and for greater professionalisation in the security sector, perhaps with recruitment campaigns and incentives – such as higher wages – to encourage and retain new employees.
campaigns and incentives employees.
Ultimately though, without high levels of ongoing sta training – such as the professional courses – even the most stringent new laws will do little to reduce
We all bear a responsibility to be alert and vigilant in these troubled times, regardless of our occupation and training, staying abreast of all the free information and advice that is now available online. At the same time though, we must take a balanced approach, and should not become anxious about carrying out our daily activities and attending the events we enjoy. Thankfully, we can be reassured that, going forward, a holistic view of security – combining a larger pool of highly trained professionals with robust pre-emptive counterterrorism measures – will help to prevent and deter future attacks, and keep us all safe while we go about our lives.
Once an owner has authorised the use of Guardians, the first step is to ensure the property has all the required facilities to make it liveable and compliant. The cost of this work may be covered by the Guardianship company and would include transforming the property into a fully compliant living space and ensuring all fire regulations and health and safety measures are in place and being adhered to.
This involves having appropriately accredited maintenance teams check fire alarm systems, PAT test all electrical appliances and change the locks throughout the property to high-security master locks which include anti-pick and anti-the technology. Owners should also be provided with all relevant certifications to ensure that the building is fully compliant with health and safety regulations.
The full onboarding process from taking on the property, through to fit out and filling the space with vetted Guardians is typically 5 -10 days.
With Guardians signing a non-exclusive licence agreement, which can be terminated by giving them 28 days’ notice, owners can also enjoy the flexibility of having their property back in the state they le it (if not better) in under a month and with minimal fuss.
From there, the Guardians will secure the property and will act as eyes and ears for the owner, reporting any issues to the maintenance team and ensuring all plant and equipment within a property is running as e iciently and economically as possible.
We o en find that the cost of shutting all services down, then getting them back up and running can be expensive and time-consuming. Guardians stop this from happening and are attentive to all aspects of the building, reporting any issues directly to the Guardian management team to be resolved.
With an increasing number of commercial building owners facing the impact of downsizing due to an increase in flexible and hybrid working, we’re seeing a growing number looking for vacant property protection.
Property Guardianship o ers an ideal solution for substantially reducing or sometimes even eliminating costs on large, unoccupied o ices while owners explore their options.
Protecting a vacant building is a full-time job, with empty spaces presenting an attractive opportunity for criminals who may intend to burgle, asset strip, vandalise or squat in a vacant property. For most property owners, this is something they only truly realise when the worst happens.
By providing live-in security solutions, owners can tackle the issues of buildings falling into disrepair, criminal activity and the high costs associated with managing a vacant property, while simultaneously supporting the local community and keeping the building alive. This is particularly important when properties are expected to be vacant for a long period of time, either because owners are seeking planning permission or purchasing the property.
Property Guardianship is an initiative where a property Guardian company is appointed by the property owner to place strictly vetted Guardians (typically key workers and young professionals) to live in empty properties. This allows owners to reduce or even completely avoid security costs, while Guardians are able to benefit from massively reduced living costs, o en saving more than 50 per cent compared with private rental.
As well as saving on vacant property protection costs, building owners and managers are able to protect themselves from the increasing issue of squatting, as a building can only legally be squatted if it is vacant and by having Guardians in-situ it is occupied.
Thousands of buildings in the UK get squatted in and subsequently damaged each year and with costs to remove squatters averaging around £20,000 (alongside a lengthy legal process), more and more owners are opting for prevention through protection. With traditional security options being financially out of reach for many owners (average security guard costs are around £130k pa), Guardianship o ers a more flexible and coste ective option.
As a form of security, Guardianship is a relatively modern initiative and since its inception, it has evolved greatly. With utility costs on the rise, a deepening housing crisis, squatting figures on the up and an ever-increasing list of compliance measures for owners to meet, property
Guardianship is fast becoming one of the most powerful tools in a FM’s arsenal.
Guardian properties come in all shapes and sizes and over the years we’ve had the pleasure of protecting:
Police stations, hospitals, schools and churches
Pubs, bars, hospitality venues and hotels
The recording studio of a VERY well-known British rock band
Banks, barbershops
O ices, warehouses and workspaces
Even a former brothel!
Arthur Duke, Managing Director, Live-in Guardians o ers a practical solution to the challenge of protecting a vacant property
The Government’s Energy Bill Relief Scheme, announced this month, is set to reduce the impact of high energy bills on businesses this winter. Even with this welcome support package, the energy costs for running ventilation systems have increased significantly since last year. Energy costs are forecast to remain high for the next couple of winters, but the government relief scheme does o er building owners a chance to rethink energy e iciency to meet this long-term challenge.
While there will no doubt be plenty of focus on new, more e icient heating systems and insultation, one important - and o en overlooked - method of cutting energy costs is to look at how e icient a building’s Heating and Ventilation (H&V) system is. This should not come as a surprise as, according to The Carbon Trust, heating and ventilation have been found to account for almost of half of the running costs of your average commercial building. One crucial factor is the importance of ductwork in saving energy. We are so used to seeing steel ductwork in buildings that we forget that the industry has moved on and there are now nonmetal alternatives that can cut energy costs.
Traditional galvanised steel ductwork is prone to leaks resulting in ine icient airflow, which can undermine energy e iciency savings. If we can remove these leaks and smooth the flow of air around the ventilation system, it can significantly cut down the amount of energy required.
Cryogenic laminate non-metallic ductwork can do this as well as improve insulation. Our tests show that cryogenic ductwork, like our Spiralite system, deliver a friction factor that is one thirteenth that of steel, reducing external static pressure, and contributing again to e iciency. This leads to an impressive reduction in energy consumption by as much as 20 per cent or up to 48 per cent, in some cases where air pressure is high.
Better ductwork is also good for the planet CO2 savings of around 28,000 tons/year in one ten-storey building are possible just by using more energy e icient ductwork. This gives Spiralite a lower carbon footprint than steel ductwork, alongside other environmental attributes including no VOCs, CFC/HCFC/HFCs, Low GWP, Zero ODP and minimal site wastage. This new ductwork is also lighter than steel, and arrives as a flatpack kit; these key features cut transport costs by 85 per cent and, again, reduce emissions.
Ductwork can improve air quality
The COVID pandemic has increased interest in the importance of clean air. The good news here is that cryogenic ductwork delivers important health benefits. Poor air quality from steel ventilation systems occurs when mould builds up over time in the system. The advantage of cryogenic ductwork has is that its inner surface is bacteriostatic, which does not allow bacteria to adhere to the duct lining and multiply, as is the case in traditional systems. Spiralite undertook tests which compared the performance of a 3-year-old traditional steel ductwork system versus a system fitted with Spiralite. The results showed that the older system had a bacterial count per swab of 4,300 compared to 11 per swab for the Spiralite system.
As energy prices are likely to remain high for the foreseeable future, it is worth using the respite the Government has bought the industry through its Energy Bill Relief scheme, to consider whether it’s time to think again about all aspects of H&V systems, including ductwork, to maximise energy e iciency.
If we do see cryogenic ductwork gradually replacing traditional steel ductwork, it will not only help cut energy bills and emissions, but will also lead to healthier air in our buildings.
Hydrajaws Ltd, the world’s largest and most trusted manufacturer of hydraulic pull testers for load testing anchors and fixings, has relocated its global headquarters to Tamworth in Sta ordshire. High demand for its product range has driven continuous growth in the business, now requiring additional capacity which could not be contained in its previous premises. Twenty-nine sta now occupy the new HQ in Tamworth, substantial growth from the original three employees in the 1980s.
The new HQ building covers 20,000 sq. . on a brown field site in Kettlebrook Road, Tamworth, houses Hydrajaws’ manufacturing, distribution, sales and marketing, training and service operations. Exports have grown significantly across the decades, the business now supplying over 70 countries and across all continents around the globe with distributors in the US, Australia and Continental Europe. A network of global service agents and field support teams o ers comprehensive customer support. The company also supplies several large OEMs in the anchors and fixings sector, its comprehensive range of equipment working on several major construction projects, most recently Crossrail and now HS2.
The new building has been designed to incorporate high standards of e iciency using the latest
materials, energy (including solar panels), water conservation measures and a major investment in its IT infrastructure. Anticipating growth in electric car usage, charging points for sta and visitors have also been included in the building specification.
Hydrajaws’ first tester was prototyped in 1985 and has been manufactured and developed since 1986 by this family run business, founded by Chairman Royston Morgan. Significant developments have taken place over the decades and not only to the base design, now with a capacity of 25kN. Added to the range has been a wide range of adapters and accessories for fixing types from proprietary manufacturers plus additional product for specialised testing, delivering up to 500kN. The full range enables
www.hydrajaws.co.uk
Tell us what you like and do not like about the Waterblade. We shall use your feedback to inform an exciting project we have won funding for, to develop the next generation of handwashing taps.
Take the time to email us and we shall happily send you one of our popular new Waterblade 2.4 L/ min’s.
If your suggestion is incorporated into the final design, we shall send you one from the first production run. (T&C’s apply!)
This o er also applies to anyone who would like to trial Waterblade, just get in touch for a sample.
Waterblade is WRAS 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 three months.
the testing of a simple plastic plug through to M36 heavy duty construction anchors. An important facet of the business is the testing of sca olding anchor points where any potential for failure can have catastrophic consequences.
Since 2014, Hydrajaws has taken the lead in the digital world, being first to introduce a sophisticated app where testing can be carried out and the results immediately shared live to a mobile platform or laptop anywhere in the world. Digital reports include date, time, and GPS location, graphs showing the duration of the test and pass or fail result plus notes and photos taken on site. The app is covered by a comprehensive US patent.
The business began manufacture of its tester in 500 sq. . premises in Birmingham in 1986 and has expanded through four separate premises over the ensuing 35 years.
Leafield Environmental, a leading UK manufacturer and designer of recycling and litter bins are proud to have designed the Meridian ‘bagless’ recycling bin, saving thousands of bin bags being used each year reducing carbon emissions.
The unique benefit of Leafield’s ‘bagless’ Meridian recycling bin is its removable liners, preventing the need for bin bags. The Meridian recycling bin has been designed to segregate waste at source reducing contamination by users. The 110-litre version has been used by many customers to collect mixed recycling, general waste and food waste (30/40/30).
The Meridian recycling bins are easy to install, operate and clean. The black base is made from up to 100 per cent recycled material. An integral A3 signage kit is included to feature information on the waste collected using WRAP compliant colours and recycling icons to communicate clearly to the user.
Vince Wright, UK Sales Manager at Leafield Environmental said: “We designed the Meridian recycling bin with internal liners, because we recognised the growing need to remove the use of bin bags. We are passionate to launch products that can play a role in achieving the Government’s target for the UK to be net zero carbon by 2050.”
www.leafieldrecycle.com
Kärcher UK has integrated its product hire service, Clean Sweep, and rebranded as Kärcher Hire, to provide product hire options across its UK industrial cleaning equipment range. This service will allow new and existing business customers to hire a range of Kärcher products to deliver everyday cleaning needs quickly and e iciently. The integration will be underpinned by the opening of multiple new depots to speed up delivery times, with five planned to be operational by the end of the year.
With growing demands on businesses to cut costs and increase productivity, the option to hire equipment on a flexible basis provides high levels of service with the quick reaction times that answer these cleaning needs. Kärcher Hire o ers a range of hire options, both short- and long-term. The shortterm solution enables users to hire equipment for periods from two days up to six months, making it the best option for immediate needs. For those who require ongoing support, the long-term service o ers
equipment hire from six months up to five years.
Both exceptional services include next day delivery, with a standard UK delivery charge. All Kärcher Hire options work on the same service level agreement, which includes: service and training with each delivery, an engineer on site within 24 hours if required, machine replacement within 48 hours if the machine can’t be fixed and hire available on any Kärcher product. The Kärcher Hire service has been designed to keep people cleaning with ease, whereby
www.karcherhire.co.uk
the Kärcher team manages machine upkeep, allowing users to focus on their cleaning needs.
Matt Gellie, Head of Rental at Kärcher commented: “Kärcher is renowned for developing innovative solutions, which have made us the world market leaders in cleaning technology. We are extremely excited to combine these innovative cleaning solutions with the industry leading customer service levels that Cleansweep, now Kärcher Hire, have been providing to our customers for many years – something which we are all extremely proud of. The Kärcher Hire service will provide businesses nationwide with access to top of the range equipment to meet their requirements, on their terms. We are so proud to be able to support businesses in an economical and time-e icient way that ensures their cleaning demands are met.”
This initiative from Kärcher aids business during a time of great focus on cleaning services and workers. The option to hire equipment on a flexible basis helps to reduce business overheads without compromising cleaning needs, making it a truly versatile solution.
At Healthcare Estates 2022, building performance company Evotech Technical Services, launched its state of the art myBEMS system that uses AI technology to harness data from building sensors, to automate commercial building HVAC systems and significantly cut running costs and carbon emissions.
Research shows that buildings account for around 40 per cent of total energy use and 33 per cent of greenhouse gas emissions. A typical HVAC system accounts for around 39 per cent of a building’s total energy consumption and it’s estimated around 75 per cent of buildings in the EU are energy ine icient.
With MEES regulations now in force requiring buildings to be made increasingly energy e icient over the coming years, soaring energy prices and the increasing demand for green buildings, reducing the running costs of commercial buildings has become
significantly reduce energy consumption, lower carbon emissions and improve the working environment, and in addition, the technology can be installed on a pay as you go basis, removing the need for large upfront costs, with Evotech’s myBEMS system paying for itself through monthly energy savings.”
myBEMS uses non-linear control techniques, processing real-time weather data and forecasts, along with sensor inputs from the building, such as occupancy, CO2, temperature, air quality data and humidity from sensors. Constantly analysing the data inputs using advance machine learning algorithms, it notices the subtlest of changes and adjusts the BMS and HVAC settings accordingly.
And the benefits are vast for building occupants and managers, with the system reacting quickly to occupants’ needs whilst making typical annual energy savings of 20 – 40 per cent with a ROI in less than 12 months.
You should consider the life cycle of your metal roof before installing solar panels. Due to the significant costs of the solar panel systems, the condition of the roof is critical so it should be assessed prior to solar installation. The expected life cycle of commercial solar panel systems is around 20 to 25 years, therefore it is crucial that your roof is able to match this.
Failure to bring the roof back to standard can lead to corrosion of the roof sheets setting in beneath
the solar system. Uninstalling and reinstalling solar panels in order to refurbish the roof or undertake a full roof replacement would be a costly and time consuming process.
For these reasons, it is essential that commercial roofs are inspected and refurbished prior to the installation of any solar panel systems. Sharmans have two roof refurbishment systems:
Delcote® - The Full Roof Coating Backed by an industry leading 25 or 10 year product guarantee (Dual/Single Coat).
Seamsil® - The Cut Edge Corrosion System Backed by an industry leading 15 year product guarantee.
Sharmans market leading roof refurbishment systems Delcote® and Seamsil® are proven to extend the life cycle of industrial and commercial roofs, therefore protecting the long term investment made
in solar panel systems. With over 35 years of trusted performance, their products are guaranteed to extend the life of the roof.
The cost of preparing the roof with their roof refurbishment systems is a fraction of the total cost of the solar panel system. This small investment protects your larger investment.
Protect your investment and ensure that your roof is fit for purpose with Delcote® and Seamsil®. Contact Sharmans for more information.
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One of the UK’s best known supermarket chains has chosen Patol Ltd and Securiton Aspirating Smoke Detection (ASD) to protect a significant investment in expanding the retailer’s online o ering. Fulfilment Centres are the latest development designed to help revolutionise online operations as the retailer seeks to meet huge growth in internet-based sales.
Protecting these facilities from the threat of fire is of paramount importance. Alarmtec, a supplier of fire alarm systems for over 40 years, approached Patol, a company that has specialised in the design, manufacture and supply of fire safety products and services for more than 50 years.
Alarmtec and Patol worked together, along with the retailer’s own dedicated engineering department, to design and develop a turnkey solution. Patol’s ASD was chosen to provide early warning of fire, with the pipework installed throughout the ceiling voids and racking areas. The detectors are located to allow easy access for maintenance which would have proved di icult with conventional point detectors. The early warning provided by ASD also proved a significant advantage given the increased fire load represented by the electrical motors which drive the automated conveyors at the heart of the picking area.
The
by Patol’s digital LHDC (Linear Heat
freezers.
2-Litre refill can fill the Delphis Eco, 700ml bottle up to six times, representing a significant saving in cost and carbon emissions.
Refills are now available for Delphis’ Limescale Remover, Washing Up Liquid, Glass and Stainless Steel Cleaner, Bathroom Cleaner, Heavy Duty Degreaser, Multi-Purpose Cleaner, Anti-Bacterial Hand Soap, Shower Cleaner, Anti-Bacterial Sanitiser, Multi-Purpose Descaler and Patio and Stone Cleaner.
According to CEO, Mark Jankovich, the 2-litre refills are a further important step in the Delphis Eco’ journey to revolutionise the professional cleaning sector towards plant-based non-toxic products whilst helping retailers present fresh and e ective solutions to their customers:
“Our new 2-litre refill range is designed to help professional cleaners in several ways. Saving money is critical for businesses right now, and the benefits of using refills go further than the obvious economies of scale.
Delphis Eco, the UK’s leading manufacturer of ecological cleaning products, has enjoyed a highly successful year which included high recognition through winning the prestigious Queen’s Award for Enterprise for Sustainable Development.
Delphis Eco’s Commercial Cleaning Range is the professional brand of choice with over 10 years of commercial experience cleaning within the toughest environments.
The range is the most environmentally friendly, e ective cleaning product range available to the professional cleaning sector. Products are plantbased, vegan, bio-degradable and non-harmful to users and the environment. Not only are Delphis’ products good for the environment, they make no compromise on cleaning ability and are extraordinarily powerful.
With over a decade of experience under its belt, the brand is valued as an industry innovator, loved
by professionals for being extraordinarily e ective and approved by the planet for kindness to the environment.
There are many products in this range, all of which are available in 5-litre formats including: Waterless Hand Rub, Washroom Cleaner, Toilet Cleaner, Washing Up Liquid, Bio Urinal Blocks, Limescale Remover, Chewing Gum Remover, Cabinet Glass Washer, Hard Water Dishwasher Liquid, Combi Oven Cleaner.
Alongside the Commercial Cleaning Range, Delphis Eco also o ers the standard 700ml formats for those professional cleaning companies where teams use a cleaning trolley and don’t have space for the larger formats.
Delphis has now mass launched their new 2-litre refill range across 11 of their award-winning cleaning products. The new 2-litre refills work perfectly alongside the standard 700ml bottles used by many professional cleaning companies. Each Delphis Eco
“It includes the number of times cleaning businesses need to travel to buy cleaning products and the energy/fuel elements around doing that. It saves the amount of business waste and it’s certainly far more convenient to top up your teams’ bottles as you run low. There’s also the issue of storage – the 2-litre refills are also easier to store when there is limited storage space.”
Queen’s Award for Enterprise in Sustainable Development Announced earlier this year, Delphis Eco has been lauded for its excellence in sustainable development. It was a recipient of the Queen’s Award for Enterprise: Sustainable Development 2022, for its ground-breaking approach to taking single-use plastic out of the market for its bottles in 2018, ahead of the larger players who were slow to follow.
Incredibly, this is over and above the two Royal Warrants Delphis Eco holds from HM The Queen and HRH The Prince of Wales. Created out of the need to provide a solution to cleaning that wouldn’t harshly impact the environment, Delphis Eco is one of 226 organisations nationwide recognised with a Queen’s Award for Enterprise, and one of only 31 to be awarded for Sustainable Development.
Gutter and roof refurbishment systems expert Sharmans has launched an ultrasonic gutter monitoring technology and drainage management system to help facilities managers prevent the costly damage caused by roof leaks.
RoofCare is a new easy-to-install system which analyses drainage performance and generates alerts to highlight capacity issues. The system also helps the planning of evidence-based gutter and roof fabric maintenance programmes.
A video showing how the system works can be viewed here. https://www.youtube.com/watch?v=aQ 6EjCKtrKk&feature=youtu.be
According to the Association of British Insurers in 2019, around 100,000 commercial buildings in the UK su er roof leaks every year creating an annual cost to businesses of more than £800m.
Sharmans is the UK’s leading supplier of gutter and roof refurbishment systems and has been developing RoofCare for the past four years to deliver a new
approach to gutter monitoring.
RoofCare’s innovative detector system provides early warning of imminent water ingression and alerts facilities managers and maintenance teams to potentially take action.
The so ware predicts the need for gutter cleans and helps to ensure that cleaning takes place at the right time.
Users of the system can view the performance of any of their roofs, utilising RoofCare on mobile devices or desktop computers 24 hours a day.
RoofCare’s Andrea Holbrook said: “Whether facilities managers employ a planned predictive maintenance regime or reactive strategy, our RoofCare system significantly enhances either approach.
“Our revolutionary system follows a four-stage process – analyse, diagnose, alert and plan – which provides protection across an entire roof portfolio and enables quick and easy monitoring.”
RoofCare is available on a flexible subscription basis which is either owner operated or provided by one of Sharmans’ expert contractors.
It can also be integrated into existing computeraided facilities management (CAFM) so ware or can function as a standalone system.
Toe Guard delivers great value for money as well comfort and protection –a ordably.
The timeless designs of Toe Guard safety shoes are complimented by their uncompromising focus on safety and wearerwellbeing.
The new Toe Guard Wild Mid WR is a waterproof, metal free S3 safety boot made of PU coated, rip-stop leather upper. It has a wide fit for optimal comfort plus a reinforced toe area for extra safety.
The boot is designed with minimal seams in critical areas for longer-lasting durability, while the waterproof membrane will keep your feet comfortably dry. It comes with a lightweight anti-slip rubber outsole with so nail protection that’s also heat and oil resistant with a certified ESD function.
Starting at the mid £30 mark and available from Snickers Workwear stockists, the Toe Guard range of safety shoes and boots is probably the best value for money footwear in the UK with
ahead of the competition to boot.
Carpet Recycling UK is an independent not for profit membership association working with the supply chain for textile flooring. We help foster strategic collaborations and networking to develop viable solutions for carpet and other textile flooring waste such as carpet tiles, rugs and underlay.
Our membership includes manufacturers Balsan, Betap, Brintons, Condor Group, Cormar, ege, Furlong Flooring, Gradus, Headlam Group, IVC Commercial, Likewise Floors, Milliken, Modulyss, Rawson Carpet Solutions, Shaw and Tarkett who are taking producer responsibility for the products they place on the market.
Through Carpet Recycling UK, our network is becoming more aware of the Circular Economy and companies are helping their clients with sustainable product ranges, as well as with segregating waste streams into reuse, recycling and treatment processes.
For more details on how you can get involved, please contact
The technology led hard FM service provider, has promoted Paul Goodchild to the role of Managing Director. Goodchild joined Platinum Facilities as Finance and Commercial
Director in 2018. His promotion to MD recognises his hard work to enable exceptional service delivery, develop the company culture and achieve growth.
Goodchild has 23 years of experience in the service industry, 14 of which are in the facilities management sector. He is a qualified Chartered Director with the IOD, has an MBA from Robert Gordon University and is CIMA Professional Qualified.
Independent provider of reception management services, O ice Concierge (OC), has promoted Anthony Laser to Managing Director, where he will lead the company at a pivotal point of growth and digital transformation.
Laser joined the business in 2012 and spearheaded the growth of Privée, OC’s Concierge & Lifestyle division taking revenue to over £2 million per year.
Six years later, he became Head of Commercial following the company’s acquisition by Armonia in 2018. In this role Laser grew OC’s residential division with contracts including Cadogan Estates and Battersea Power Station, as well as securing the company’s first nationwide contract.
In his new role as MD Laser will guide business strategy to enhance client services, support operations, spearhead technical innovation and expand the company’s geographical footprint.
With a vision to further support employee wellbeing and enhance company culture, Laser will also focus on supporting a workforce that is split across multiple client sites with improved employee engagement and communication initiatives.
Bidvest Noonan has appointed Jenny Jones as Director of Operations in its Facilities Solutions business unit.
With more than 20 years of industry experience, Jones is highly accomplished and brings extensive operations leadership experience across multiple sectors to her new role.
Bidvest Noonan’s Facilities Solutions business unit provides cleaning and support services nationwide across the UK. The business unit has an impressive portfolio of customers that includes market leading firms in the Pharmaceutical, Food, Automotive, Leisure, Retail and Corporate sectors.
WhenCOVID-19 struck, students lost the opportunity of real work experience or face-to-face encounters with potential future employers. This put them at a disadvantage when attempting to enter the workplace.
A further issue for the FM and Workplace industry is the image that it has to the outside world and the fact that most people would not be aware of the many opportunities that our industry can o er.
Enabling IWFM members and service providers to be able to speak directly to young students who are about to choose which career to work in, provides an opportunity to explain what we do, what can be done, the career paths that can be taken and that FM is not just about ‘Bogs and Boilers’ and that there are a myriad of di erent roles involved in managing buildings, including cleaning, catering, security, engineering, reception, grounds and many more.
The IWFM Rising FMs SIG (Special Interest Group)
Chair Michelle Brightly became aware that this was a not insignificant problem. As a result, she decided that maybe she could organise online sessions with these students to not only help them with forthcoming job interviews and C.V. writing, but also to inform them about the wealth of opportunities that the FM and Workplace industry can o er.
SITE LOGISTICS SUPERVISOR
Salary: £33,280,
Location: South Kensington,
https://bit.ly/3h05oV8
FACILITIES SITE SUPERVISOR
Salary: £42k
Location: City of London https://bit.ly/3SVZMIy
ENERGY MANAGER
Salary: £50k -
Location: London https://bit.ly/3Uhyg9s
Brightly approached Higham’s Park School in Essex and proposed online interviews to help the students. The next challenge was to assemble a team of volunteers. Over 50 volunteers came forward including IWFM members and significantly, service provider employees who also joined in – which enabled this team to carry out over 240 interviews. The interviews were a challenge for some of the students, who were out of their comfort zone having an online interview with an adult they had never met before. However, patience paid o and the interviews took place. It is hard to estimate the benefit to those students of having the opportunity to speak to an experienced adult and discuss how they might prepare for a live job interview or what they should (and shouldn’t) put in their C.V.
An immediate benefit from the interviews was some students being o ered work placements, this included Smart Managed Solutions and Zurich, both of whom not only assisted students with work placements, but also may be able to subsequently o er apprenticeships to some of these students.
David Dunsmuir of Smart Managed Solutions has commented that helping young and disadvantaged people into the FM & Workplace industry is an integral part of their business. Five per cent of their workforce are apprentices, they also employ some exyoung o enders and having traditionally had more male than female employees they are now steadily increasing the number of females that they employ.
Another benefit derived from these interviews with the students is mentoring. One of the students is now being mentored by Lousia Clarke of Churchill Services who spent 10 years in the Royal Air Force as a movement’s controller, and is now supporting this student whose ambitions is to join the military. Once again, this type of help is invaluable for a young person taking their first steps into the workplace.
Going forward the IWFM Risings team would like to roll this out to more schools across the country, working with IWFM members and service providers to o er tangible assistance to young people about to take that big step from education into a career.
Meanwhile because of these interviews Michelle Brightly has been made a voluntary Strategic Advisor (employment) at Higham’s Park School. In an unexpected turn the Higham Park students some of them perhaps emboldened by the interviews, started to talk to other students about issues at the school, leading to them requesting as a group that tampon machines be installed in the Girls toilets. An issue that had been longstanding and caused the teenagers significant embarrassment. They have begun thinking about improving their facilities and environment.
So, this is a call to action. We need volunteers to carry out online interviews with students and of course we also need to get in contact with some schools that would be interested in this and would be happy to help arrange these online interviews.
There are also lessons that we have learnt from the interviews. We learnt from what happened when things went wrong, with the technology or with a neurodiverse student who might struggle with an online interview. The lessons learnt will be used to assist volunteers and sSchools that participate in the 2023 interviews.
If you would like to volunteer either as an online interviewer or to connect us with a school that would be interested in participating, then please email risingfm@iwfm.org.uk to o er your assistance or find out further information.
Bernard Crouch of IWFM Risings on helping young people into (FM & Workplace) employment
Thepandemic has altered many things in our working lives, not least our working patterns. In the past two years there has been a generational shi towards working from remote locations, meaning business practices have had to change in order to keep up.
This is also true of training. In the last 24 months, International Workplace has seen a huge shi towards online training, both prompted and forced by COVID-19. Clients who had previously eschewed eLearning and distance learning in favour of bums on seats in traditional classrooms were now finding themselves pivoting to virtual classroom training, in which learners gathered on Microso Teams to interact with a tutor before being assigned self-led eLearning at home.
Now, in late 2022, with the worst of the pandemic arguably behind us, people are starting to tentatively speak of returning to ‘business as usual’. But what does that actually mean?
We took a snapshot of some of the organisations we partner with to get their thoughts on how their training strategies have changed, the benefits and disadvantages that have resulted from that change, and how they see the direction of their Learning and Development shi ing in the future.
How has your approach to training your sta shi ed in the past two years?
majority (50 per cent) saying it depended on the type of training, and 42 per cent interested in maintaining a hybrid approach.
Have you seen advantages or disadvantages from shi ing training to virtual/hybrid? Or both?
How do you think your approach to training will change in the next two to three years?
It came as no surprise that the majority of organisations surveyed said their training strategies had changed, even if just a bit. Most people mentioned they had moved towards more online training, and the need to “digitalise to move forward”. One respondent said that a major factor in their decision-making was to balance “delivery formats such that we can be cost e ective, support our net zero emissions initiative and assure that our training delivery / o ering is e ective”. In terms of how this change has been received by sta , only eight per cent of respondents desired a complete revert to classroom training, with the
It was interesting to see that nobody felt there were just disadvantages to a virtual or hybrid approach –whilst very few (eight per cent) only saw advantages. One respondent mentioned there had been “an impact on the social impact of learning events” whilst others focused on the time and cost savings, the fact that training online was o en quicker, and the fact that more people can attend virtual training.
Do you think the e ects of the pandemic have had a beneficial e ect on training? Or has training su ered as a result?
We asked how respondents thought their approach to training would change in the next two to three years and were unsurprised to see the majority are preparing for a further shi . One mentioned “a more dynamic, just in time delivery based on business roles and management” whilst another saw the need to move to “an online LMS platform with more training available online, also looking at the potential introduction of VR to support our training needs”. Another concluded, “we definitely want a blended approach that has a positive impact on sta ”.
As with remote working, it appears that the shi to virtual training has benefited many people, who are more able to fit continuous learning in to their working schedules. But it is certain that one size does not fit all, and now that employees are more able to get back into a classroom environment, there is still a place for traditional learning.
When asked if there had been a beneficial e ect on training, or if training had su ered as a result of the pandemic, the results were much more mixed.
Some respondents mentioned that various training had to be delayed (such as evac chair and first aid training, which is not so easy to carry out online), and that sta are too busy with day-to-day work to be able to spend the time undertaking virtual learning. However, other respondents mentioned the pandemic had “accelerated our need to digitalise training,” but conceded that “face-to-face still has a place to ensure engagement and collaboration”.
Classroom, virtual or blended training? Dale Wardill, Client Manager, International Workplace on the results of a survey on the e ects of COVID-19 on training strategy and how L&D has changed in response
A new survey from Acas has revealed that job security, competitive pay, flexible working and relationships with colleagues are the top reasons given by sta for choosing to remain in their current jobs. Acas commissioned YouGov to ask employees what are the three most important things that are keeping them in their current main job.
The poll found that:
• Two in five (43 per cent) picked job security;
• 39 per cent chose competitive pay;
• 38 per cent picked flexible working; and • 38 per cent chose relationships with colleagues.
Acas Chief Executive, Susan Clews, said: “Businesses are facing significant financial challenges from rising levels of inflation and sta ing shortages, while workers are feeling the impact of cost of living pressures.
“In this economic climate, employees in Britain have picked job security and competitive pay as their top reasons to stay in their jobs. But our poll reveals that flexible working and relationships formed at work are also very important for many sta .
“These findings may be useful to employers when they are considering the types of workplace practices and benefits that can help to retain and attract talented workers.”
Acas’s advice is that building good sta relations and supporting flexible working can help businesses attract and retain sta as well as increase sta productivity. Flexible working can allow employees to balance work e ectively with their personal life and responsibilities.
Independent hospitality company for the workplace sector Green & Fortune, has announced additional payments to support its team through the adverse economic climate. Payments of up to £600 per person will be made to the team (pro-rated where appropriate) with an aggregated cost of more than £100K paid out between November 2022 and February 2023. The payments, part of Green & Fortune Supports initiative, are to be made based on salary with hourly employees and those earning less than £30k benefitting most.
John Nugent, Chief Executive at Green & Fortune, commented:
“We’ve built an incredible team of people who are invested in the business’ success and therefore we want to repay this commitment as we face an extraordinary and untrodden outlook. We’ve ensured that those most in need will benefit most financially and want to add something tangible in to our duty of care around each and every person in our team.”
With hiring likely to remain challenging for the year ahead, a new Glassdoor report suggests increased workplace transparency and authentic employer branding could slow employee churn and attract talent. The research reveals that companies with a clear mission and a strong reputation for being a great workplace find it easier to stand apart from the competition and attract and retain talent.
Employees overwhelmingly expect more flexible work options; mentions of hybrid increased 1,600 per cent in
UK employee reviews on Glassdoor this year, and 39 per cent of job hunters say flexibility is a critical consideration of where to work. In addition, work has also become more personal, with one in five surveyed wanting their own values to align with the mission and culture of their employer.
In the report, nearly seven in 10 UK hiring leaders (68 per cent) agreed that their employer brand gave them the edge over competitors when hiring new talent. Additional Glassdoor research reveals job seekers who see a company brand at
least 10 times are eight times more likely to apply than those who saw the brand once.
Glassdoor Career Trends expert Jill Cotton commented: “Record job vacancies may have given job hunters the upper hand when choosing where to work. But our research shows that successful employers listen to and deliver upon the wants and needs of their workforce.
Cultivating a strong employer brand helps companies stand apart from the competition by answering the ‘why’ someone should want to work for you.”
New research from the CIPD and HiBob shows that more than half of bosses (55 per cent) agree with collecting information on regular home workers, including the amount of time spent on laptops each day and email sending behaviours to identify risk of burnout.
Senior bosses (CEO, partner, owner, etc) are more likely to agree that collecting information on home workers is acceptable, compared to senior managers. HR sta are less comfortable with these measures, than non-HR.
Three in 10 (28 per cent) respondents say they use at least one type of so ware to measure home workers’ productivity, while over half (58 per cent) say their organisations don’t use any. This falls to 53 per cent of bosses in the private sector.
Hayfa Mohdzaini, Senior Research Adviser at the CIPD, commented: “The move to increased hybrid and remote working has fuelled the debate on employee monitoring practices and what is acceptable.
“We recommend that employers be transparent about what they’re monitoring and why, consulting with sta to make sure these measures are necessary and relevant to their role. Employers need to demonstrate how any monitoring so ware used can benefit employees, while also respecting their privacy and encouraging a culture of trust.”
