Government Business 33.3

FACILITIES MANAGEMENT

GREEN SPACES

www.governmentbusiness.co.uk

PROCUREMENT

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ISSUE 33.3

Business Information for Local and Central Government

FIRE SAFETY

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Comment

Editor’s Comment Government Business 33.3

Welcome to E Business Information for Local and Central Government

with us on Linkedin: LINKEDIN Connect @government-business

P ONLINE P MOBILE P FACE-TO-FACE

Business Information for Local and Central Government

www.governmentbusiness.co.uk

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226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Web: www.psi-media.co.uk EDITOR Polly Jones PRODUCTION MANAGER & DESIGNER Dan Kanolik PRODUCTION CONTROL Deimante Gecionyte ADMINISTRATION Enkelejda Lleshaj WEB PRODUCTION Freya Courtney SALES MANAGER Simon Connor ADVERTISEMENT SALES Shanelle Alfred, Simon Connor, Steve Day, Benneth Jeyifous, Bernie Miller PUBLISHER Kylie Glover GROUP PUBLISHER Karen Hopps

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3

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Contents

Contents Government Business 33.3 07

17

NEWS

26

21

PRIDE IN PLACE

GREEN SPACES

33

RESET CONNECT LONDON

47

41

FACILITIES MANAGEMENT

55

FIRE SAFETY

65

59

FIRE SAFETY

THE BLUE LIGHT SHOW

75

CLEANING

85

78

FRAMEWORK

CONFERENCES & EVENTS

89

CCW

100 MOVE 2026

93

PROCUREMENT

105 FRAMEWORK

Government Business magazine

INSTALLERSHOW 2026

LVPS

111 ROAD TRANSPORT EXPO

www.governmentbusiness.co.uk Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

Business Information for Local and Central Government

5

Atholl Palace Hotel, Pitlochry, Perthshire, PH16 5LX

Unique Spaces. Seamless Events.

Discover inspiring conference and event spaces across the Castle Collection, where no two venues are the same, but every detail is taken care of, and every guest is warmly welcomed.

From the characterful surroundings of Lake District Castle Inn Hotel to the coastal setting of The Beaches Hotel, and the striking grandeur of Atholl Palace Hotel, each property offers a distinctive backdrop for meetings, conferences and events.

Lake District Castle Inn Hotel Bassenthwaite Atholl Palace Hotel and Spa, Pitlochry

As your one-stop shop, we manage everything from planning and room setup to catering and onthe-day delivery so you can focus on your business, not the logistics.

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The Beaches Hotel, Prestatyn

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castlecollection.com/conferencing-and-events

News

ELECTIONS

Final results for local English, national Scottish and Welsh elections declared The final results for the English local elections, Scottish Parliament and Welsh Senedd elections are in.

In England, Reform UK has made big gains at the expense of Labour and the Conservatives.

Reform UK has won 1,454 councillors (up 1,452), while Labour won 1,068 (down 1,498).

The Lib Dems won 844 councillors (up 155) and the Greens won 587 (up 441). Meanwhile, the Conservatives won 801 (down 563).

Reform made gains in Sunderland and Barnsley, which had been Labour for 50 years, and won Suffolk and Essex councils, which have traditionally been Conservative.

Reform also won control of Havering Council, their first London borough.

The Green Party won its first ever elected mayors in Hackney and Lewisham and also won control of Waltham Forest council. It also took control of Norwich council.

However, as is usual with local elections, only a third of seats were up for grabs and Labour still remain in control of more councils than any other party. Currently, more councils are under no overall control than under the control of a majority party.

Several councillors have already resigned or been suspended or put under investigation by their party, less than a week since the result...

CONTINUE READING

GOVERNMENT

Streeting resigns Wes Streeting has resigned as health secretary, reporting a lack of confidence in the Prime Minister.

Streeting’s resignation letter begins highlighting his achievements in government, including hitting targets for waiting times and waiting lists, ambulance times, GP recruitment and NHS satisfaction.

In his resignation letter, Streeting said: “These are all good reasons for me to remain in post, but as you know from our conversation earlier this week, having lost confidence in your leadership, I have concluded that it would be dishonourable and unprincipled to do so”.

Streeting called the election results “unprecedented - both in terms of the scale of the defeat and the consequences of that failure” and warned of the “existential threat to the future integrity of the United Kingdom” posed by Nigel Farage and Reform UK. Streeting praised Starmer for his 2024 election campaign and for keeping the UK out of the war in Iran, but concluded by saying “It is now clear that you will not lead the Labour Party into the next general election”.

In response, Starmer thanked Streeting for his hard work in government and for what he had achieved as health secretary.

James Murray has since been appointed secretary of state for health and social care.

Murray has been MP for Ealing North since 2019 and previously served as chief secretary to the Treasury. From 2016 to 2019 he was Deputy Mayor of London for Housing and Residential Development, having served as a councillor for a decade...

CONTINUE READING

Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

Business Information for Local and Central Government

7

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News

WALES

New Welsh first minister appoints cabinet Newly appointed Welsh first minister Rhun ap Iorwerth has named his ministerial team.

Following last week’s Senedd elections where Plaid Cymru emerged the biggest party, Rhun ap Iorwerth was nominated as FM. He was sworn in by the Hon Mrs Justice Mary Stacey DBE in a formal ceremony.

Ap Iorweth is the the first FM to represent a North Wales constituency, after being elected to represent Bangor Conwy Môn. Upon his election, ap Iorwerth said: “It is the greatest privilege of my life to be elected First Minister in a nation that means so much to me.

“I’m eager to repay the trust that the people in Wales have placed in us and to achieve the change that people have stated so clearly they wish to see.

“Something has stirred in the soul of Wales.

A new confidence, a new hope. A new broader horizon, never to be narrowed again.

“From this historic moment onwards every person in every part of our nation can know that the government of Wales is their government.

“My promise to everyone is that I will lead without prejudice or presumption. I will never take this privilege for granted.”

The first minister has now appointed his cabinet, with Sioned Williams taking the role of deputy first minister and cabinet minister for social justice and equality. Elin Jones is cabinet minister for finance; Heledd Fychan is Trefnydd, chief whip, and cabinet minister for culture and sport; and Dafydd Trystan Davies is cabinet minister for government effectiveness and the Constitution...

CONTINUE READING

SCOTLAND

Swinney re-elected first minister John Swinney has been appointed as first minister of Scotland by the Scottish Parliament, following the 2026 election.

Swinney has outlined his ambitions for the parliamentary term, including action to tackle the cost of living, improve the NHS and grow the economy to create opportunity across Scotland.

Swinney said: “I have ambitious goals for this Parliamentary session. I want to ease the cost of living crisis, ensure the NHS is protected and easy to access, ensure cohesion in our communities and protect the environment, and grow the economy and create opportunity across our country.

“I believe I can achieve a majority for every ambition I have for this Parliament and I look forward to working with many here to do so. That, of course, includes the question of Scotland’s constitutional future on which I recognise there are profound differences of opinion. Indeed the people have now elected the largest pro-independence majority in the history of devolution.

“I will be a First Minister for all of Scotland.

A First Minister that works to bring people together with a strong sense of national purpose. The country I seek to build is a country where everyone feels accepted and able to contribute to our national story.

“I gratefully accept this opportunity to serve as First Minister. It is the greatest privilege and the greatest responsibility of my life. I promise to work every day to repay the trust that the people of Scotland have placed in me.”

CONTINUE READING

Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

Business Information for Local and Central Government

9

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News

GOVERNMENT

37 bills included in King’s Speech The King’s Speech has highlighted 37 bills the government is planning to pass in the next parliamentary session, including on economy, housing, transport and policing.

Previously announced this week, the Steel Industry (Nationalisation) Bill will give ministers new powers to fully nationalise British Steel.

In housing, the Commonhold and Leasehold Reform Bill will ban the use of leasehold for new flats in England and Wales, and cap ground rents at £250 per year, while the Social Housing Renewal Bill would exempt newly built social homes in England from Right to Buy for 35 years. The Remediation Bill will include powers to make construction product manufacturers pay towards removing unsafe building cladding.

In transport, The Northern Powerhouse Rail Bill (a revamped old HS2 bill) will outline a new rail route from Manchester to Millington, via Manchester Airport and the Taxi and Private Hire Vehicle Bill will introduce a national database of all licensed taxis and hire vehicles. The Railways and Passenger Benefits Bill will give the passenger rights watchdog more powers, while also consolidating 14 existing operator websites.

In technology, the Regulating for Growth Bill will allow for pilot schemes to boost innovation in areas like defence technology and AI-controlled ships. The Digital Access to Services Bill includes powers to deliver the digital ID scheme. The Cyber Security and Resilience Bill will bring data centres into scope of the UK’s cyber security reporting regime...

CONTINUE READING

TRANSPORT

12 active travel projects win a share of £1 million Active Travel England has awarded grants through its £1 million Innovation Fund to 12 projects.

The projects include e-cargo bike share schemes, community behaviour change programmes, ‘gamified’ walking campaigns and accessible wheeling apps.

Following a competitive bid process, each project will receive a grant of up to £100,000.

The Active Travel Innovation Fund was launched in October last year to enable small and medium‑sized enterprises (SMEs) and non‑governmental organisations (NGOs) to develop new ideas or expand successful initiatives.

Local transport minister, Lilian Greenwood, said: “We’re backing bold, community‑led ideas that get more people walking, wheeling and cycling.

“These projects show how innovation and entrepreneurship can deliver healthier journeys, safer streets and real benefits for communities across the country.

“On top of this, the government is investing £626 million for local authorities up to 2030 to deliver vital walking and cycling schemes, which is enough for 500 miles of new walking and cycling routes and 170,000 more active trips per day. This will also help boost local businesses, grow local economies and ease pressure on the NHS.” Walk Ride Greater Manchester has been awarded funding to support the set‑up, coordination and scaling of walking and bike buses, helping hundreds of primary school children travel to school in a fun and active way...

CONTINUE READING

Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

Business Information for Local and Central Government

11

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News

GOVERNMENT

Gordon Brown and Harriet Harman appointed as PM’s advisers The Prime Minister has appointed two new advisers. Former PM Gordon Brown has been appointed as the Prime Minister’s Special Reviewer on Global Finance and Cooperation and Harriet Harman takes on the role of the Prime Minister’s Adviser on Women and Girls.

Gordon Brown will advise on how global finance cooperation can build a stronger Britain, boosting the country’s security and resilience. In the role he will be tasked with developing new international finance partnerships that can support defence and security-related investment, including measures that underpin the UK’s relationship with Europe. He will also engage with international leaders and finance institutions as well as private finance partners to establish multilateral finance mechanisms.

Brown was Britain’s longest-serving modern Chancellor of the Exchequer and his appointment comes as the UK prepares to hold the Presidency of the G20 next year.

In her new role as the Prime Minister’s Adviser on Women and Girls, Baroness Harman will advise the PM on how to galvanise government to deliver for women and girls. She will work with ministers across government to drive an impactful agenda focusing on tackling violence against women and girls, unlocking economic opportunity, and improving representation...

CONTINUE READING

WASTE MANAGEMENT

New laws to cut waste loopholes New laws will be laid in parliament this week in a bid to stop waste criminals from exploiting loopholes.

There will be tougher sentences for those illegally dumping waste and advanced background checks to help put rogue operators out of business.

The new and tougher permit-based system will be brought into force in 2027, and require waste handlers to undergo identity, criminal record and technical checks before receiving a permit. They will also need to display their permit number in advertising, including on their vans, making it easier for the public to report unlicensed operators.

Those mishandling waste will now face up to five years in prison.

The Environment Agency will also get stronger powers to revoke permits and issue enforcement notices.

Waste Minister Mary Creagh said: “Waste cowboys have abused the system for too long, blighting our countryside and cities alike.

“Through our Waste Crime Action Plan, we’re introducing rigorous background checks for waste traders, shutting down corrupt operators and kicking them out of the industry for good.

“This is just one measure we’re introducing to stamp out waste crime, with law breakers now facing up to five years behind bars thanks to tougher penalties.”

Philip Duffy, chief executive at the Environment Agency, said: “Waste crime is evolving, but so are we. These reforms give us the tools we need to fight back...

CONTINUE READING

Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

Business Information for Local and Central Government

13

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English Devolution Bill becomes law

Government to bring forward Right to Buy reforms: READ MORE

The English Devolution and Community Empowerment Bill has received Royal Assent.

The Act will introduce new measures to expand devolution and empower mayors and local people.

A new Community Right to Buy will give local people the first right of refusal for valued community assets such as shops and community centres when they are put up for sale.

Gambling Impact Assessments will be introduced to address the proliferation of gambling shops on the high street, so councils can prevent new gambling shops opening.

Upwards Only Rent Review clauses in new and renewal commercial leases will also be banned.

These previously prevented businesses’ rents from decreasing – even if the market rate decreased – for new commercial rental agreements.

The Act will also introduce new national standards for taxi drivers, allowing enforcement officers to suspend licences issued by other local authorities where a driver is operating outside their licensed area.

More local transport authorities will be given new powers to enforce against dangerous pavement parking including through fixed penalty notices, and there will be new licencing powers for rental e-bikes which will allow local authorities to set specific requirements on parking, safety, and accessibility standards.

Mayoral Strategic Authorities will be mandated to develop local growth plans and a new bespoke duty will be introduce for Mayors and Strategic Authorities to ensure they...

University of Cambridge launches Local Government AI Accelerator: READ MORE

CONTINUE READING

News

DEVOLUTION

More top news stories from www.governmentbusiness.co.uk

Mayor of London announces new Weekend Hopper fare for busses: READ MORE GOV.UK Chat now available on GOV.UK app: READ MORE £4.6 million to boost London’s green and blue spaces: READ MORE Homes England backs Homes for Nature initiative: READ MORE HOUSING

New renters’ rights come into force A new package of rights for private renters has come into force.

11 million tenants are set to get new rights and protections.

The measures include a ban on Section 21 ‘no-fault’ evictions – ending the practice of evicting tenants without justification which will give renters greater security and help prevent homelessness.

Rent increases will be limited to once a year and upfront rent demands will be just one month’s payment. Bidding wars are also banned and tenants can challenge unrealisable rent hikes.

Renters will now also have the flexibility to end any tenancy with no more than two months’ notice.

It is now illegal to discriminate against prospective tenants for being on benefits or having children and pet requests must be reasonably considered.

Prime Minister Keir Starmer said: “For too long, families have lived with the constant fear of eviction, while young people have been outbid for the homes they need to start their lives.

“Today we are putting that right. We promised to fix a broken rental system and we’re delivering.

“This historic action will make renting fairer, safer and more secure for millions, so people...

CONTINUE READING

Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

Business Information for Local and Central Government

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Advertisement Feature

Lighting as a catalyst for smarter, more sustainable cities As towns and cities evolve, lighting is no longer just a functional necessity – it is a critical tool in shaping safer, more economically resilient places. For local authorities, the challenge is balancing performance, cost efficiency, and environmental responsibility, while delivering public spaces that support long-term regeneration and Net-Zero commitments

Maximising energy savings, minimising costs Energy-efficient lighting is now the foundation of modern urban infrastructure. Advances in LED technology, smart controls, and solar solutions enable authorities to significantly cut energy consumption and carbon emissions.

Taking a long-term approach is key. Upgrading legacy systems not only reduces energy bills but also lowers maintenance demands and whole-life costs – helping councils protect stretched budgets while making measurable progress towards net-zero targets.

Smarter control, better performance Modern public spaces demand lighting that can adapt. Intelligent control systems, such as Schréder EXEDRA, allow operators to monitor and manage lighting networks in real time.

By delivering the right light at the right time, authorities can respond to footfall and traffic patterns, reduce unnecessary energy use, and optimise operational spend. This targeted approach improves efficiency while maintaining safety and visual comfort, supporting netzero strategies through reduced emissions.

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Placemaking in practice: Sloane Street Delivering successful regeneration requires more than technology – it demands a collaborative, context-led approach.

The transformation of Sloane Street in the Royal Borough of Kensington and Chelsea highlights this. Working alongside LAPD and key stakeholders, Urbis Schréder delivered a bespoke lighting scheme that enhances both the street’s global prestige and its role as a community space.

Heritage-inspired CARLTON lanterns complement the surrounding architecture, while a dual-level design improves visibility for both vehicles and pedestrians. Warm, low-glare LED lighting creates a welcoming night-time environment, supporting safety, accessibility, and increased footfall.

Carefully controlled light levels reduce energy use, minimise light spill, and limit impact on nearby homes and green spaces - balancing efficiency, environmental responsibility, and the borough’s wider sustainability goals.

A trusted partner for regeneration Urbis Schréder works in partnership with local authorities, engineers, and design teams to deliver tailored lighting solutions. By combining technical expertise, design sensitivity, and a long-term perspective, lighting becomes more than infrastructure – it becomes a strategic asset that reduces costs, supports budget management, advances net-zero targets, and helps create future-ready places. M FURTHER INFORMATION

sales@urbis-schreder.com

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Pride in Place

Pride in Place reaches 380 neighbourhoods across the UK Forty new neighbourhoods have joined the government’s Pride in Place programme, giving local residents a direct role in deciding how up to £20 million is invested in their area over the next decade In February, 40 new neighbourhoods joined the government’s Pride in Place programme.

This brings the total number of areas awarded funding up to 380 Local people in these areas will get the power to decide how up to £20 million is invested in their local area.

Neighbourhood Boards, made up of local residents will oversee the funding allocated to their communities.

In Ramsgate, £500,00 was used to secure the freehold of the town’s last remaining youth centre and in Elgin, Scotland, £1 million has been set aside to build a brand-new regional athletics hub.

Prime Minister Keir Starmer said: “It is the same story in towns across the country. Youth

clubs that have been abandoned, shops boarded up and high streets decimated.

“We must reverse the devastating decline in our communities and give power, agency and control to the very people who want to improve their community – those who have skin in the game.

“Through the Pride in Place Programme, communities – backed by the state and fired up by pride – will join the fight for national renewal and a Britain built for all.”

Communities Secretary Steve Reed said: “Pride in Place is about giving power to local people who know best what needs to change in their area.

“The ambitious plans we’re seeing take shape in communities across the country is proof that when you give local people the tools to do the job – things get better.” E

Business Information for Local and Central Government

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Advertisement Feature

Managing water quality risks during extreme flood events Flooding continues to present a growing challenge for UK infrastructure, with climate change driving more frequent and intense extreme weather events

Flood incidents once considered low frequency are now occurring with increasing regularity, while urbanisation and land use change place sustained pressure on river catchments, abstraction points, and water treatment works.

These trends are reflected in national and local Flood Risk Management Plans (FRMPs), which emphasise the need for resilience, preparedness, and evidence-based response.

Alongside physical damage, flooding often leads to rapid deterioration in raw water quality.

Sudden inflows of saline, sediment-laden or contaminated water, particularly in coastal and estuarine areas, can significantly alter conductivity, turbidity, and organic load. These changes place immediate strain on wastewater and effluent treatment processes, disrupting biological treatment systems, reducing nitrification efficiency, and increasing asset corrosion risk due to elevated chloride levels.

For public authorities, maintaining operational performance and regulatory compliance during such events is an increasing priority.

Delivering FRMP objectives requires reliable, continuous water quality data, particularly during extreme conditions when manual sampling may be unsafe or impractical.

Monitoring systems must be capable of operating in rapidly changing, high fouling environments while providing timely insight to inform operational decisions, incident response, and post event reporting.

With over 70 years of expertise in water quality monitoring, HORIBA supports public sector organisations and local flood authorities with resilient, fit for purpose measurement solutions designed to align with flood resilience and emergency planning requirements.

Its portfolio combines on-line analysers, portable instruments, and centralised data

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Business Information for Local and Central Government

management to support early warning, adaptive process control and evidence-led review.

Key monitoring capabilities include detecting sudden conductivity and salinity changes that indicate unexpected water ingress, tracking turbidity and suspended solids during high runoff events, monitoring organic load and nutrient shifts following intense rainfall, and maintaining visibility of pH and dissolved oxygen to protect biological treatment performance.

The UV 500 On-line Water Analyser delivers continuous, multiparameter measurement in turbid and highly variable waters, making it suitable for use at rivers, abstraction points and treatment works where real time data is critical. Complementing this, LAQUA portable water quality instruments provide rapid on site verification of key parameters during investigations and recovery phases.

Supporting long-term asset management, HORIBA’s STARS Enterprise platform enables centralised trend analysis for incident review, and reporting, helping authorities demonstrate performance and inform future FRMP delivery.

As flooding becomes a persistent risk outlined in national and local planning frameworks, investing in resilient, scalable monitoring solutions is key to protecting assets, safeguarding receiving waters and delivering long term flood resilience. M FURTHER INFORMATION

www.horiba.com

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Pride in Place

F What is Pride in Place The Pride in Place Programme will deliver £5 billion to hundreds of areas across the UK. Each area is to receive up to £20 million of funding and support over the next 10 years to make long-term improvements.

The Programme aims to give power to local people and partnerships, bringing together residents, the local MP, the council, businesses and community organisations to decide how they would like to shape their area.

Each area will form a ‘Neighbourhood Board’, bringing together residents, local businesses, grassroots campaigners, workplace representatives, faith leaders, and community

The Programme aims to give power to local people and partnerships organisations. The Board will generate a vision for the future of their area and set out a pathway to deliver that over the course of the 10-year programme.

Communities will be able to spend the funding on what matters most to them, this could include improvements to pavements and high streets and investing in culture and green spaces.

One of the areas to receive funding is Bootle South, in Sefton, in the Liverpool City region.

Deb Blakemore, Living Well Sefton Manager said: “The people know their community incredibly well, and they have a lot of knowledge and a lot of skills that could really be utilised to improve the area.

“There’s a lot of organisations in the community that do really good work helping people with social determinants of health, things like finance, benefits and debt.

“There are organisations that support people with employment and training, with neurodiversity that I think would be really beneficial to the community.

“I think they are the people that I would like to see, really being able to have a say in where that funding is spent and how it’s spent.” M FURTHER INFORMATION

Pride in Place Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

Business Information for Local and Central Government

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Advertisement Feature

Air quality monitoring: supporting evidence-based policy and public health outcomes Improving air quality is central to the UK’s Air Quality Strategy, which sets out a long-term commitment to reducing emissions, protecting public health, and supporting local authorities in delivering effective, evidence-based interventions

For both local and central government, success depends on access to reliable and accurate data that can inform policy, underpin action plans, and demonstrate compliance.

As air quality standards evolve and as scrutiny increases, monitoring infrastructure must deliver reliable, continuous measurements that policy teams and regulators can trust. For more than 50 years, HORIBA has supported governments worldwide with ambient air quality monitoring solutions recognised for accuracy, stability, and regulatory readiness. With a proven heritage in environmental measurement, HORIBA’s solutions are designed to deliver high-quality data which are fundamental for effective air quality management.

A core component of this portfolio is the AP 380 series of Air Quality Monitors, developed for high sensitivity, continuous measurement of atmospheric pollutants in the ppb to ppm range. Designed for demanding ambient monitoring environments, these analysers deliver the data quality needed to support clean air strategies, local action plans and national reporting, combining robust performance, longterm stability, and a low operational burden.

Crucially for public sector buyers, several AP 380 analysers have achieved MCERTS certification, confirming their suitability for regulated monitoring applications: APMA 380

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Business Information for Local and Central Government

CO Analyser, APNA 380 NOx Analyser, APOA 380 O3 Analyser and APSA 380 SO2 Analyser.

Together, these instruments support full pollutant coverage within Ambient Air Quality Monitoring Systems (AQMS), forming part of HORIBA’s broader end-to-end monitoring approach. This whole solution model integrates analysers, monitoring stations, services, and data management to support consistent reporting, regulatory confidence and long-term network reliability.

Public sector operators also benefit from features designed to reduce operational and environmental footprint. The AP 380 series uses a modular design to minimise downtime and improve resilience, while remote operation enables monitoring and diagnostics from multiple devices, reducing site visits and associated emissions. Compact and mobile monitoring stations further allow rapid deployment and flexible measurement across multiple locations.

Beyond local authority and national monitoring networks, the AP 380 series is equally suited to industrial air quality control, gas quality and impurityLmonitoring, EF ozone monitoring in water treatment, and workplace or perimeter air monitoring.

As the demands on air quality monitoring continue to grow, proven solutions are essential.

With longstanding experience and a focus on reliability, compliance and practicality, HORIBA continues to support public sector buyers in building robust, sustainable air quality monitoring programmes. M FURTHER INFORMATION

www.horiba.com

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Green Spaces

Responsible Planting: today’s choices are tomorrow’s problem Daniel Docking of the Property Care Association, explores how many invasive plant problems begin with well‑intentioned planting decisions and why long‑term behaviour, maintenance and legal context must guide species selection When invasive plants are discussed, the conversation often jumps straight to Japanese knotweed. It is the best known example, but it is not the whole story. Many of the planting problems now affecting gardens, housing schemes, commercial landscapes, schools, and public spaces did not begin with obviously reckless decisions. They began with plants that looked attractive, useful, and fast growing.

Some of the future problems we will be dealing with are being planted now, often in good faith, without enough thought being given to long term behaviour, maintenance requirements, or how the plant might move beyond the place it was originally intended to fill. The challenge is not simply to avoid a handful of well known invasive plants. It is to think more carefully

about what a planting choice is likely to become over time.

The principle sounds simple enough. Choose the right plant for the right place. In practice, however, pressure for quick impact, low maintenance and instant screening can lead to vigorous plants being chosen because they perform well in the short term.

This is where the conversation needs to become more nuanced. Not all risky plants are risky for the same reason. Some are legally controlled. Others are not but still creating foreseeable problems if planted in the wrong setting. A responsible approach depends on understanding both legal risk and management risk, rather than treating all problem plants as if they fall into the same category. E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

Business Information for Local and Central Government

21

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The real savings are not in material costs, but in the time saved in having a ready to install product, and not having to dewater the watercourse to place the bagwork.

SoluForm MSE Bagwork is supplied prefilled with a high quality sand rich topsoil, supplied in a form that is ready to use and assemble on site once it arrives.

Simple to Use

Strong & Versatile

It aims to establish and promote vegetation growth on, and inside the bagwork, giving the bagwork structure an improved appearance.

For more information...

T 01629 541066 E sales@soluform.co.uk www.soluform.co.uk

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Promotes Vegetation

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Carbon Neutral

Bamboo is a good example of management risk

Green Spaces

F Legalities The legal position is an important part of that picture. In England and Wales, certain plants listed on Schedule 9 of the Wildlife and Countryside Act 1981 must not be planted or otherwise caused to grow in the “wild” or others on the Alien Invasive Species (Enforcement and Permitting) Order 2019 have a stricter, zero tolerance on presence approach. Other legislation also comes into play where plant propagules and contaminated soils are moved or disposed of improperly. But legislation does not replace judgement. Many problems arise not because a plant is automatically unlawful everywhere, but because it is used carelessly, specified lazily, or maintained badly.

Bamboo is a good example of management risk. No bamboo species is currently listed on any invasive plant legislation within the UK, so bamboo is not regulated in the same way as Japanese knotweed. But that does not make it low risk. Running bamboos spread through long lateral rhizomes and can travel several metres from the original planting point. Even clumping bamboos can still become problematic over time if left unmanaged. Unmanaged bamboos can create serious issues for amenity value, hard landscaping, neighbouring land and property.

Unregulated plants do not mean harmless, but also bamboo is not automatically “the next knotweed”, because that sort of hysteria helps nobody.

That matters because bamboo has often been chosen for exactly the reasons that make it appealing at the start. It is visually strong, provides privacy quickly and can transform a boundary with little patience required. But many older planting decisions were made without enough attention being given to root barriers, mature spread, proximity to boundaries or what happens if maintenance slips. A few years later, what once looked like clever planting has become a long running liability.

Gunnera Gunnera is another useful example because it shows how responsible planting can become complicated when horticultural preference, plant identification and legislation do not stay neatly aligned. Gunnera tinctoria was recognised as the invasive problem plant, E

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Green Spaces F while Gunnera manicata was widely treated as the more acceptable horticultural choice.

The difficulty was that plants were not always being sold accurately, and the later discovery of Gunnera × cryptica as an invasive hybrid made that distinction much harder to rely on in practice.

That is exactly why Gunnera works as a responsible planting example. It is not just a story about a plant spreading in the wrong place. It is a story about how confidence at the point of sale can be misplaced when naming, sourcing and understanding are weak. A plant chosen for visual impact around ponds or large landscaped spaces may seem like a safe horticultural decision, but where identification is unreliable the long term risk changes. The position is now much clearer, with all Gunnera species and hybrids prohibited under the Invasive Alien Species (Enforcement and Permitting) Order 2019. That shift underlines that responsible planting is not only about what looks suitable today, but whether the plant is being correctly understood before it is specified.

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Responsible planting should not stop at plant choice

The wider lesson is that many invasive problems begin as apparently well-behaved ornamentals. A plant can sit in a “lag phase” for years, looking stable and manageable. During that time, confidence grows. It is recommended again, specified elsewhere, and repeated because nothing appears to be going wrong.

Soil movement, disturbance, poor containment, vehicle movement, and simple neglect can all help a species move from isolated planting to a wider ecological problem. Plants do not spread in a vacuum. People often accelerate the process without realising.

Site considerations That is why responsible planting should not stop at plant choice. It also needs to consider how a site will actually function. A species that might remain manageable in a tightly controlled setting can behave very differently on a site with shared contractors, variable budgets, little monitoring and changing maintenance regimes. Too many planting decisions are made on the assumption of perfect upkeep. Real life

Green Spaces

The plants chosen today will shape sites for decades is not straightforward. Staff change. Budgets tighten. Ownership changes. Contractors rotate.

A plant that only remains suitable under ideal maintenance conditions is not a robust choice.

Responsible planting assumes imperfect maintenance, not perfect maintenance.

The government’s Horticulture Pathway Action Plan has brought renewed attention to the need for better plant labelling, clearer supplier responsibility and better information on containment and long-term maintenance.

That matters because availability is often mistaken for suitability. Just because a plant is still on sale does not mean it is right for every site, or that the buyer has been given enough information to manage it responsibly.

Better information at the point of sale would prevent a great deal of avoidable trouble later.

Before specifying or planting, a few basic questions are worth asking. What is the realistic spread over five to ten years? What sits beyond the boundary? Could the plant spread by seed, rhizome, fragments or ordinary maintenance activity? Is containment being designed from day one, or simply hoped for? What happens if maintenance becomes irregular or stops altogether? These are not specialist questions designed to slow everything down. They are practical questions that help avoid foreseeable problems.

None of this is an argument against ambitious planting, bold planting or creative planting. Nor is it an argument for treating every vigorous species as if it were a regulatory emergency.

The point is simpler than that. Responsible planting means matching design ambition with biological reality, legal awareness and a realistic view of long term maintenance.

The plants chosen today will shape sites for decades. The real test is not how quickly a scheme fills out or how tidy it looks in the first few seasons. It is whether that planting remains manageable, proportionate and fit for place once it matures and the maintenance reality sets in.

The cheapest time to manage invasive plants from spreading is before it is even planted. M FURTHER INFORMATION

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Reset Connect London

From recognition to realisation: why the green economy is gathering in London this June Reset Connect London is taking place at Excel London from 23–24 June 2026 The UK’s green economy is currently defined by a unique paradox. On one hand, we are witnessing an unprecedented wave of corporate and public sector commitment. On the other, the “implementation gap” – the distance between setting a 2030 target and actually achieving it – remains the most significant challenge on the leadership table.

For government officials, policy makers, and public sector leaders, this gap represents a fundamental delivery challenge for the nation’s infrastructure and net zero mandate.

The flagship event of London Climate Action Week Taking place at Excel London, Reset Connect has established itself as the flagship event of London Climate Action Week. It functions as a high functioning ecosystem where

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“intentional collisions” between finance, policy, and technology happen in real time.

Moving beyond the “Why” to the “How” The conversation in the boardroom and the council chamber has shifted. We are no longer debating the “why” of climate action. Instead, leaders are grappling with three practical barriers: capital, collaboration, and scalability.

Reset Connect London 2026 is designed specifically to dismantle these hurdles across our six main stages, ensuring every facet of the transition is addressed: Net Zero Business Stage: Practical strategies for corporate decarbonisation; Finance & Investment Stage: Bridging the gap between green projects and capital; Cities & Infrastructure Stage: Building the resilient

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Reset Connect London

urban environments of tomorrow; Energy & Tech Stage: Showcasing the systems and software powering the shift; Nature-Based Solutions Stage: Integrating biodiversity and natural capital into business; and Pitch & Invest Stage: The launchpad for the next generation of climate-tech innovators.

1. Bridging the finance gap Trillions of pounds in capital are waiting to be invested into the net zero transition, yet the connection between institutional investors and viable, projects is often fragile.

This is particularly true for local authorities and government bodies looking to fund large scale retrofitting or energy projects.

This year, we are hosting over 2,500 investors and VIPs. Through our Finance & Investment Stage and the Pitch & Invest Programme, we are moving away from theoretical discussions and towards real deal making.

Whether it is a startup seeking seed funding or a public private partnership looking for large-scale infrastructure investment, this is where the green economy gets funded.

2. Cross-sector collaboration: the public-private nexus Decarbonising a supply chain or retrofitting a city isn’t something an organisation can do alone. It requires genuine cross-sector collaboration and a deep understanding of the evolving regulatory landscape. Our

eight show floor hubs, ranging from Tech & AI to Nature & Food Systems, are where these partnerships are made.

Supported by headline sponsor KPMG, these hubs allow CEOs, CSOs, and government directors to build partnerships with the engineers and innovators driving the next decade of regulation. For government business leaders, this provides a unique opportunity to align procurement strategies with the latest technological breakthroughs, ensuring that public spending drives sustainable growth.

3. Incentivising innovation This year, the stakes for innovation are higher than ever. Through our Pitch & Invest competition, impact-driven E

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Reset Connect London F founders will take to the stage in front of active investors – with the winner going on to represent the UK at the Startup World Cup. With 300+ exhibitors on the floor at Excel London, this is where government teams can find the solutions, technologies and partners they need to meet their net-zero commitments. All under one roof, in two days.

Why showing up is the best risk management strategy In 2026, the “wait and see” approach to sustainability is no longer a neutral stance

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– it is a real and growing risk. From evolving ESG and SDR reporting requirements to the impact of climate change on national infrastructure, the cost of inaction is rising.

Reset Connect London is designed to support this transition. It brings together clarity, connections and solutions needed to stay ahead. Whether you’re navigating new legislation, sourcing green technology or building partnerships that will define your netzero strategy. By joining 7,500 of your peers at Excel, you’re giving your organisation the best chance of getting the transition right.

The role of government in the green transition The relationship between government policy and business action has never been more important. As 2030 targets draw

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

closer, government has a critical role to play – creating the conditions where green innovation can take root and scale. Reset Connect is where policy meets practice.

Attendees will gain insights into: Policy Updates: How new government incentives and regulations will shape decision-making across sectors; Sustainable Procurement: Embedding social value and environmental impact into public sector contracts; and Urban Resilience: How cities are adapting to climate change while maintaining economic growth.

greatest commercial and civic opportunity of our generation. Come and find the partners, technologies and capital to make it happen. M FURTHER INFORMATION

Register for your pass to Reset Connect London 2026 here

Register for Reset Connect London 2026 We invite the government and business community to join us at Excel London on 23-24 June and turn inspiration into action.

The transition to a low-carbon economy is the Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Power Where You Need It, When you Need It

JTM Energy designs and manufactures mobile Battery Energy Storage Systems (BESS) for construction, electric transport, and renewable energy applications.

Built for on-grid and offgrid performance, our solutions reduce energy costs, lower emissions, and deliver reliable clean power where it’s needed when it’s needed!

Construction

EV Charging

Events

Film & TV

visit www.jtmenergy.ie, e-mail sales@jtm.ie or call +353 404 66998

Advertisement Feature

Battery storage cuts fuel use and emissions As the UK and Ireland accelerate towards lower-emission operations and more sustainable construction practices, battery energy storage is rapidly becoming one of the key technologies supporting the transition

Battery Energy Storage – Built with Care One Irish company attracting growing attention across the UK market is JTM Energy, a Wicklowbased manufacturer with more than 30 years’ experience in advanced battery solutions.

Originally recognised for supplying highoutput jump starters for heavy-duty vehicles, buses and rail applications, alongside EV roadside rescue systems and specialist battery products, JTM Energy is now rapidly expanding its Battery Energy Storage System (BESS) offering for both off-grid and on-grid applications.

All systems are designed, assembled, and tested in-house at the company’s facility in Rathnew, County Wicklow, giving customers confidence in quality, technical support, and long-term reliability.

Diesel Savings in Construction For construction companies, transport operators, logistics firms, and infrastructure providers facing increasing pressure to reduce emissions and fuel consumption, the benefits are immediate and measurable.

When integrated with diesel generators, JTM Energy’s BESS solutions can reduce generator running times by up to 80 per cent, significantly lowering fuel costs, maintenance requirements, carbon emissions, and site noise. On construction sites — where generators often operate continuously at inefficient loads — the savings can be substantial. With rising HVO fuel costs, stricter sustainability targets, and growing pressure to reduce noise pollution, battery storage is quickly becoming an essential part of modern site operations.

JTM recently invited a prospective client to a customer site in Dublin where one of its

systems was supplying silent power to a large construction compound. During the visit, the customer explained that fuel consumption had been reduced by approximately 1,000 litres per week. The prospective client immediately recognised the scale of the savings, estimating a reduction of more than €1,500 per week in HVO fuel costs alone.

Examples like this are increasingly raising questions about whether UK public sector and infrastructure projects should begin mandating the use of battery energy storage systems on sites wherever practical — reducing emissions while also delivering major operational savings and quieter working environments.

Flexible Options Alongside its hardware offering, JTM Energy has developed proprietary energy management software that provides real-time monitoring and analytics through on-unit displays and remote dashboards. Combined with 24/7 monitoring support and flexible Energy Storage as a Service (ESaaS) options, the company is now targeting significant growth across the UK and European markets.

For businesses seeking practical, scalable energy storage solutions, JTM Energy is helping reshape the future of sustainable transport, construction, and infrastructure. M FURTHER INFORMATION

jtmenergy.ie

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Advertisement Feature

Re-circulating hot water systems: managing temperature, compliance and risk Maintaining compliant hot water temperatures in healthcare and commercial buildings remains a critical component of water hygiene and Legionella risk management Guidance set out in Health and Safety Executive HSG 274 Part 2 and NHS HTM 04-01 requires hot water to leave the system at 60°C, while outlet temperatures must achieve at least 50°C in domestic settings and 55°C in healthcare environments. In recirculating systems, return temperatures should also remain above 50°C, or 55°C at the start of return lines in healthcare facilities.

Failure to achieve these temperatures represents a compliance issue and increases the risk of bacterial proliferation, including Legionella. While some causes are straightforward – such as inadequate insulation leading to heat loss across flow and return pipework – others can be significantly more complex. Airlocks, for example, can interrupt circulation and reduce supply performance, particularly following remedial works or system modifications.

In larger buildings, hot water systems are often divided into Primary, Secondary and Tertiary loops. The Primary Loop acts as the main circulation route around the building, feeding Secondary Loops that distribute water to smaller areas. In complex facilities such as hospitals, Tertiary Loops may serve only one or two outlets. As pipework becomes smaller and more segmented, maintaining temperature consistency becomes increasingly challenging.

One of the key indicators of an underperforming system is delayed temperature achievement at outlets. Although a sentinel outlet may eventually reach the required 50°C or 55°C threshold, taking a full minute or longer to do so can indicate poor circulation, stagnation or balancing issues within the system. These warning signs are often overlooked where minimum compliance is technically achieved.

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Circulation pumps play a vital role in ensuring hot water reaches the furthest points of the network. Over time, however, pumps may deteriorate or fail, reducing flow rates and system performance. Deadlegs – sections of redundant pipework where water stagnates – also remain a major concern, contributing to heat loss, inefficiency and increased microbiological risk.

To improve circulation and thermal consistency, many systems now incorporate thermal balancing valves. These automatically regulate flow based on temperature demand, redirecting water to areas where temperatures remain below target levels. Additional remedial actions may include pipework redesign, resizing of supply and return loops, or complete system rebalancing.

As water systems become more complex, proactive monitoring, maintenance and specialist intervention are essential to maintain compliance, improve efficiency and reduce operational risk. M FURTHER INFORMATION

www.hclegionella.co.uk

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Facilities Management

Safe public sector buildings – electrical compliance and contractor competence Paul Collins, technical director at NICEIC, explains why electrical compliance and contractor competence are central to keeping public‑sector buildings safe, resilient and properly maintained Our public sector buildings sit at the heart of everyday life, from schools and hospitals to libraries, offices and leisure centres that people use on a daily basis. These are highfootfall, multi-use spaces often housing essential services. For the electrical contractors that help to maintain them, that can add complexity, the need to manage safety risks in real time, and require additional knowledge and understanding of working in those environments.

For public sector estates, choosing a competent contractor is a safety-critical decision, not a simple procurement issue.

Public sector buildings are often used by people who have limited control over their environment. Pupils, patients, residents, visitors

and staff all expect these spaces to be safe. In many cases, building users may not be able to recognise electrical risks or respond quickly if something goes wrong.

This places a significant responsibility on estate managers, facilities teams, and other decision makers. Electrical safety must be embedded into procurement and maintenance strategies. Contractors must also be mindful of these sensitivities and work collaboratively with their public sector clients, in support of their estate management strategy. That should mean proactively helping them to understand the condition of their electrical installations, potential risks, prioritisation of repairs and planning investments and upgrades. E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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www.polyplas.com.tr www.polyplas.com.tr

Your compliance measures need to be based on the specific risks, age, use and condition of each site

Facilities Management

F Compliance is more than a certificate Facilities teams do not need to know every detail of every electrical regulation, but they do need to understand their responsibilities. If you are responsible for a building, you need to be confident that the electrical installation is safe, properly maintained and checked at the right intervals. That starts with using a certified electrical business that can demonstrate its competence and keep you aligned with the latest standards and expectations.

Regular checks, such as Electrical Installation Condition Reports, should not be treated as one-off exercise. They should be part of a longterm approach to managing the building. A good report helps you understand the condition of your electrical installation, what needs attention, what can be planned for later, and where investment may be needed. Acting on the findings becomes just as important as completing the check.

This is especially important across public sector estates, where no two buildings are the same. A modern office will have very different electrical demands from an older school building, and your compliance measures need to be based on the specific risks, age, use and condition of each site.

That is where an electrical contractor can add real value. The right contractor is not just there to carry out testing or complete remedial work; they could help facilities teams make informed

decisions. Their expertise can help identify what is urgent, what can be planned, and what may become a bigger issue if left unresolved.

Electrical contractors should be seen as key partners in maintaining safe, compliant and well-managed buildings over the long term.

Competence – the foundation of safe work Electrical safety depends on the competence of the people carrying out the work. For facilities teams, the simplest and most reliable way to manage this is to use a certified electrical business. That gives you confidence that the contractor’s work is regularly assessed that they can demonstrate their technical knowledge, and that they are keeping up to date with the latest standards and regulations.

Using a certified business also supports accountability. Public sector buildings often have multiple stakeholders, financial considerations and competing priorities.

Facilities teams need contractors they can trust to do the job properly and document it clearly, ensuring that the right records are in place. E

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CAFM SOFTWARE

Easy to use Estates & Facilities Management Modules from CAFM experts 3i Studio Ltd

Asset Management Risk Assessments Compliance Property Terrier Mobile Working

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Email cafm@3istudio.com to request your free guide:

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your Estates & Facilities Management” cafm@3istudio.com www.3istudio.com 0345 675 5051

Facilities Management

F Ageing estates and changing demand Many public sector buildings were not designed for the electrical loads now placed upon them.

The growth of digital technology, electric vehicle charging, heat pumps, solar PV, battery storage, modern security systems and energy monitoring can all add complexity to existing installations.

As public bodies work towards net zero goals, electrical systems will be asked to support new technologies and different patterns of demand.

That creates opportunities to improve efficiency and resilience, but it also reinforces the need for competent design and installation. This is where early engagement with competent electrical contractors can make a significant difference in assessing the existing installation and potential future expansion.

Collaboration is key Safe buildings are delivered through collaboration. Dutyholders, facilities managers, designers, contractors, inspectors and building users all have a role to play.

A strong safety culture is one where concerns are raised early, records are maintained properly and competent advice is valued. It is also one where maintenance is seen as an investment, not a disruption.

Public sector buildings are essential assets, and the people who use them deserve confidence that they are safe. Electrical compliance and contractor competency are central to that confidence.

The message is simple: safety cannot be assumed. It must be demonstrated through competent work, accurate records, regular inspection, effective maintenance and clear accountability.

The message is simple: safety cannot be assumed As public estates modernise and electrical demand increases, the role of competent contractors will become even more important.

By placing electrical compliance at the heart of building management, public sector organisations can protect people, reduce risk and ensure their buildings remain safe, resilient and fit for the future. M FURTHER INFORMATION

niceic.com

Paul Collins, technical director, NICEIC

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RM Now M 634 a s an ag 3 Es upp em ta lier en te ( un t f Pr der ra op m ew erty or ) k

Trusted by the public sector to deliver outstanding asset and estate management Benefit from more than 30 years’ experience delivering exceptional property services for the UK’s public sector.

Sci-Tech Daresbury, in partnership with the Science and Technology Facilities Council and Halton Council

Parkside transformation, in partnership with St Helens Council

The Causeway, Warrington, part of the Wire Regeneration joint venture with Warrington Council

Langtree has a long-track record forming development and property management partnerships with different branches of government. And now that we are a supplier under the RM6343 Estate (Property) Management framework, we are available for selection under Lot 2, which includes estate, asset and property management and associated support services.

You can join the many public bodies that have long-benefited from our expertise, client service, technology and resources. Langtree’s direct award months are October and November of this year.

Our partners include:

01925 255 525

info@langtreepp.co.uk

GCA Framework Supplier: RM6343 Estate (Property) Management

langtreepp.co.uk

Advertisement Feature

Langtree brings its estate and property management expertise to wider government with framework appointment Langtree, the national commercial property management company with long-standing partnerships with government, has expanded its services to the public sector with a key framework appointment.

The company has been named as a supplier on Government Commercial Agency’s RM6343 Estate (Property) Management framework.

The company successfully bid on Lot 2, which includes estate, asset and property management and associated support services.

Langtree’s direct award months are October and November of this year.

This means that public agencies can now utilise its thirty-year track record in efficient building and estate management at a time of cost uncertainty and materials inflation.

The move to broaden Langtree’s work with the public sector is “a natural progression and builds on our understanding of government’s requirements, in its many forms,” says Jayne Furnival, executive director – property at Langtree.

“We have a large estates team operating across the country and an ability to drive efficiencies and service through our trusted supply-chain and our utilisation of technology,” said Jayne.

Langtree’s joint ventures include at Sci-Tech Daresbury with Halton Council and the Science and Technology Facilities Council, with St Helens Council as part of the huge Parkside Regeneration programme and with Oldham Council at Hollinwood Junction.

The move to extend its services and expertise to a wider range of public bodies makes strategic sense, says Jayne, and will give those bodies comfort that it has a supplier that has a long-standing track record of delivering value and service to the public purse.

“We understand implicitly what public agencies demand and have the service ethos, technology, experience and supply chain reach to deliver that,” says Jayne.

Government Commercial Agency (GCA) is the UK’s central commercial and procurement organisation, connecting public and private sectors to achieve the best outcomes for the UK and its citizens. GCA uses its commercial expertise to create a simpler procurement experience that redirects valuable resources into essential public services – creating value for the nation.

Langtree has invested in people and resources to support its wider growth and says that its track record with government offers an alternative resource to the usual roster of property consultancies.

“We’re offering a competitive stimulus just at a time when the client really needs one,” says Jayne. “And we do so from a strong track record of delivery.”

The company’s existing property and asset management contracts include office parks, science parks and industrial estates, with complex servicing needs and a wide range of building ages and types. M FURTHER INFORMATION

www.langtreepp.co.uk

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InstallerSHOW

InstallerSHOW 2026 InstallerSHOW 2026 will bring together installation, building and finishing trades through an expanded format and co‑located events InstallerSHOW 2026: The UK’s biggest installation event gets even bigger Following another record-breaking year, InstallerSHOW returns to the NEC Birmingham from 23-25 June 2026, set to be the biggest edition yet. With over 46,000 visitors, 1,500+ exhibitors, and 11 live CPD-accredited content streams, this isn’t just incremental growth – 2026 marks a transformational moment as InstallerSHOW evolves into a truly comprehensive multi-trade platform.

A multi-trade ecosystem under one roof For 2026, InstallerSHOW expands through strategic co-location with the Professional Woodworking Expo and the Painting & Decorating Show, creating one of the UK’s

most comprehensive platforms for installation and finishing professionals. This reflects how real-world projects are delivered, bringing together the trades that work alongside each other on site every day.

The synergy is powerful. Installers working on kitchens and bathrooms connect directly with woodworking specialists.

Those fitting out commercial spaces access the latest finishing techniques. Plumbers, electricians, carpenters, and decorators – all the disciplines that must coordinate on every project – now converge in one place, creating unprecedented opportunities for networking and knowledge sharing.

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InstallerSHOW

F individual craftspeople to major furniture manufacturers. The Painting & Decorating Show delivers trusted brands and innovations in coatings, wallcoverings, and application techniques. Combined with InstallerSHOW’s strengths in HVAC, plumbing, renewables, electrical, kitchens, and bathrooms, the result is unmatched breadth under one roof.

Four dedicated show themes InstallerSHOW 2026 maintains clear structure through four themes: HVAC Plumbing and Renewables, InstallerBUILD, InstallerELECTRIC, and Installer Kitchens & Bathrooms. Whether you’re exploring heat pump technology, EV charging solutions, or sourcing bathroom products, you’ll find focused zones for your specific interests while remaining connected to the broader event.

Global expertise and industryleading content The 2026 edition brings international perspective through the 14th World Plumbing Conference, hosted for the first time at InstallerSHOW in partnership with the World Plumbing Council and CIPHE. This global gathering connects UK professionals with international best practices and emerging standards.

Eleven content streams deliver practical learning across the show floor. The elemental Arena hosts keynote discussions on net-zero solutions. The Climate Solutions Theatre tackles heat pumps and sustainable technologies. The Solar Pavilion showcases renewable energy as it moves from optional to essential.

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Free seminars, debates, and panel discussions cover regulatory updates, emerging technologies, business development, and installation best practices - all allowing visitors to curate their own learning journey.

Practical, real-world focus InstallerSHOW’s strength lies in its focus on what works on site. Live demonstrations bring products to life. Features like The HAUS explore modern construction methods.

TRADES and INVENT initiatives spotlight innovations and challenger brands.

Skills take centre stage through industry partnerships. FITA’s live flooring demonstrations emphasise training and standards. The NRFC’s roofing competition showcases craftsmanship and emerging talent.

Built with the industry InstallerSHOW is developed hand-in-hand with leading trade bodies and professional organisations including NICEIC and CIPHE, ensuring content remains relevant and delivers genuine value. The Bristan Race for Change initiative concludes at the 2026 show, having raised essential funds for water, sanitation, and hygiene projects delivered by charity partner The Cycle.

Why visit in 2026 With free registration, free parking, and excellent transport links to the NEC Birmingham, visiting has never been easier. The expanded multi-trade

InstallerSHOW

format means a single visit delivers broader value than ever before. Whether you’re an installer, builder, specifier, or part of the supply chain, the 2026 edition offers more products, more connections, more learning, and more opportunities than any previous year.

The sheer scale creates efficiency. Rather than attending multiple separate events throughout the year, professionals can access the entire spectrum of installation and finishing expertise in three focused days. The networking possibilities alone justify the visit – connecting with manufacturers, discovering new suppliers, meeting potential collaborators, and staying current with industry developments.

For exhibitors, the numbers speak volumes. Feedback from previous years highlights strong lead generation, quality conversations, and valuable face-to-face connections that can’t be replicated digitally.

As David Ventris Field, event director of InstallerSHOW, puts it: “InstallerSHOW 2026 is set to be the biggest and best we have ever run. Whether you are an installer, retailer, builder, or part of the supply chain, you will find more than ever to see with record numbers

of exhibitors, speakers, and features. Get it in the diary as you don’t want to miss it.”

From individual tradespeople discovering the latest innovations to major manufacturers sourcing solutions at scale, InstallerSHOW 2026 creates an environment where the entire industry comes together to share knowledge, do business, and shape the future of installation.

See you at the NEC, 23-25 June 2026. M FURTHER INFORMATION

Register for InstallerSHOW here.

Register for Painting & Decorating Show here.

Register for Professional Woodworking Expo here.

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Advertisement Feature

Are our buildings healthy?

Why are damp, condensation and mould still an issue and, has Awaab’s Law led to a change in our approach?

David Bly, director of Cornerstone Management Services Limited, an expert surveying company providing independent damp, mould and ventilation related surveys across the UK for typically social and local authority housing, NHBC, care homes and hospitals, explains their findings and how recognised outcomes have served to provide cost-effective solutions across the industries they serve.

“Recognising Awaab’s Law initially specified timelines for responding and addressing these issues, are we ready to do this with a different approach and, are we indeed ready for phase 2?”

So, how do we assess, interpret and manage damp, condensation and mould problems?

In general, these issues take time to develop, for example mould can take a number of days to germinate with penetrating damp also taking time for it to absorb into the structure.

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Therefore, in many cases, the problems are driven in the main by periodic trends that, if left unnoticed, can result in visual evidence on surfaces and personal items.

There is therefore a need to share more knowledge about the fundamental aspects attributed to damp, condensation and mould so that early interventions and a proactive action plan can be determined aimed at a longer solution period and not a quick fix.

Cornerstone recognise that the introduction of IoT electronic sensor devices can provide sought-after early warnings.

However, defined installation locations in a building alongside recognising the cause of an ‘alert’ are key to determining a viable solution.

Are we getting it right?

Cornerstone continue to witness problems of varying levels of impact with a singular

Are we ready for change?

Aimed at sharing our experience-driven findings, Cornerstone have developed a unique SMART Knowledge App for Property Health related issues with a key goal of sharing awareness aimed at delivering timely guidance for the problem alongside why & where it is plus what can be undertaken in a recognisable timely process.

An embedded ‘Did You Know’ platform delivers key understandings in a recognisable manner for all aimed at providing timely reasoning and guidance.

Being able to readily embrace knowledge in a 24/7 manner can aid the intervention of such issues whilst providing SMART guidance for future healthy living, working, learning and personal welfare locations.

What is Ventilation Adequacy?

By definition, a Healthy Building should be one that does not experience any defects contributing to its comfortable environment with elements installed to manage the internal atmosphere being operational and ‘adequate’ in their delivery.

It is recognised certain aspects are either broken, isolated or simply too noisy to operate leading to periods of non-use that, alongside ‘normal’ contributory factors including everyday breathing, cooking, bathing, washing etc., can lead to noticeable issues that are not readily understandable.

Recognising ‘wet’ rooms are key areas of moisture production, in the absence of ventilation adequacy, the vapour pressure differential will and does result in warm moist air circulating a building leading to visual ‘secondary’ issues in other rooms.

There are a number of key elements necessary to ensure ventilation adequacy and, the Property Health App serves to

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For example, why is mould in one area of the ceiling and not in others? In simple terms, if an area of the structure is not at the same temperature as the remaining areas, when warm moist internal air comes into contact with the ceiling, at certain times of the day beads of condensation can occur in the colder area and, being a key nutrient for mould development, it delivers defined mould growth patterns.

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Constructing resilience The construction of a building is the time when fire protection plans become reality, and in this article, Simon Brand of the Fire Protection Association examines the important requirements to consider in this phase With the focus on fire safety within the UK built environment evolving following the passing of the Building Safety Act, the setting up of the Building Safety Regulator, and the recommendations of the Grenfell Tower Inquiry Phase 2 report, the need has become even greater for appropriate materials, products, and active and passive fire protection systems to be installed in the UK’s buildings.

Material resilience The choices made regarding the materials used in constructing a building will be pivotal in ensuring it is a structure that is able to withstand fire. Concrete, steel, and firerated glass are fundamental in allowing for the construction of a fire-resistant building, however the drive for sustainability means that additional alternative materials, such as timber and living walls, must also be taken into account when considering the fire safety approach.

Additional ways to help improve a building’s resilience to fire include measures such as fire-resistant insulation and coatings. By incorporating materials designed to withstand high temperatures and slow down the spread of fire, emergency services will have more time to effectively respond to a blaze, as well as for any building evacuation to be put into effect.

The materials selected will, therefore, clearly impact the fire safety strategy required and the systems that will need to be installed as the building takes shape.

Working alongside the choice of material to mitigate the impact of fire is the installation of robust passive fire protection (PFP) systems.

Measures such as the use of intumescent paint and fire-resistant barriers ensure suitable compartmentalisation throughout the building, preventing fire and smoke from easily spreading throughout the building. Proper compartmentation of different risk areas is a non-negotiable. E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Insufficient detailing, combined with the pressures of time on site, can lead to improper installations

Fire Safety

F Ensuring that such compartmentation is adequate for the risks associated with a building should begin with those designing the building supplying complete and compliant detailing to the installers and subcontractors.

Where this does not happen, those on-site often have to put together ad-hoc details to solve any issues that arise.

Insufficient detailing, combined with the pressures of time on site, can lead to improper installations and problems with the sequencing of construction work, as the installation of the PFP happens out of phase. This, combined with the potential for improper and late installation of PFP can lead to project delays and cost overruns as problems then need to be fixed at a later stage.

The counter to this is for both client and contractors to ensure the project has appropriate designs with sufficient detailing, a process that calls for their early engagement with the design phase. By giving advice to their client on any design being considered, the contractors can help ensure confidence when it comes to what is to be installed.

Too often the culture has been that PFP is not looked at early enough and it is not until later stages that the PFP-related details get fully designed in. Unless the detailing is sorted from the outset, there can be a real gap of information for contractors when it comes to life-safety critical elements.

In addition to passive fire protection measures, active fire safety systems are equally important in ensuring any building is resilient to fire. These systems, such as fire sprinklers, smoke alarms, and strategically placed fire extinguishers, will detect and suppress fires as early as possible to minimise damage and protect lives. Depending on the size and complexity of the building, the installation of systems such as emergency lighting and smoke ventilation may also need to be planned for.

With the performance of the materials and systems at Grenfell brought into serious question, manufacturers, designers, contractors, and installers are increasingly aware that not only must the systems and products being used be effective and appropriate, but that there must be a way to evidence this. Designers and specifiers must look to test data from manufacturers and interrogate this information to be certain the product or system meets their needs. Once they are satisfied, it is imperative that the required systems to be used are made clear and for the installation to be done as per the manufacturer’s instructions. E

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Fire Safety

F Where this can become complicated is when there are bespoke or unique details without a direct application. Given how different each project is, it is not uncommon to find a wide variety of these ad hoc details, and this is likely to be possible with our example tower. The designers, contractors, and installers must be aware of this and engage in open dialogue to ensure a fire safe building.

Competent construction The construction industry is still grappling with an ongoing issue, namely generating enough talent who truly understand how to correctly install passive fire protection and what the implications can be of getting it wrong. A wide variety of fire safety products and components will be used in a building as complex as our example, and finding suitably qualified installers can be a challenge. As a consequence, there is often a need to put in place additional levels of checks and inspections, which can mean time and resources on a project are lost, as well as additional liability sitting with contractors.

One clear way that installers can help overcome this issue is by becoming third-party

There is often a need to put in place additional levels of checks and inspections certified. With the lack of any other level playing field for comparison when judging competency, a third-party accreditor is a way of safeguarding and assuring that the work being done is overseen by someone checked by a recognised body.

An example of this for passive fire contractors and installers is the ASFP Competency Framework, which covers “all activities that are required to successfully install passive fire protection products and systems into buildings”. Whilst some subcontractors and installers will focus on a fire safety specific task, such as firestopping, there will be a number of related trades involved in the installation of fire safety materials as a consequence of their primary role.

The ASFP Competency Framework for installation covers the following areas: firestopping, penetration seals, and cavity barriers; recording information; fire-resisting E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Fire Safety

F ducts and dampers; fire protection to the structural frame; fire-resistant walls, floors, and ceilings; fire-resisting doors, roller shutters, and associated hardware; and fire-resistant glazing.

Ensuring competency in these areas of fire safety in all staff is vital to ensure our example building will be properly protected from fire. Therefore, not only should the installers be competent, but supervisors and project managers must also be suitably competent to be able to oversee and check the work being done.

Keeping a record With the introduction of the requirements to maintain a Golden Thread of information relating to the construction of a building, the focus on correct installation must be even greater. Recording the work done during installation is key to the whole process. Those involved in installing the selected materials, products, and systems need to be able to demonstrate that the completed works meet the requirements of the building regulations.

Recording construction work accurately across all aspects of a project has always been necessary, however, there is now a renewed focus in relation to fire-related elements.

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Recording the work done during installation is key to the whole process

Fire Safety

It is imperative that all the details from construction and installation are correctly recorded. This can be done through photographs and inspection reports to create a complete chain of detailed records. In relation to passive fire protection, it is especially important that the chain is fully complete because much of the installed work will get covered up by later work, for example, behind walls or a false ceiling.

The installation and inspection records of all life safety critical elements, including passive fire protection, will need to be handed over to those responsible for managing and maintaining the building as part of the Golden Thread and, as per Regulation 38. Poor record keeping is simply no longer acceptable.

It is important that the records provided not be viewed as just a static list which captures the work installed. It must also provide a living register that first captures the whole installation and can then be used to help track maintenance. Multiple software applications are available that can assist with this, and can be passed on to the client or building owner, giving them a level of confidence that they know what is happening in their building.

Routine inspections and meticulous maintenance are vital Routine inspections and meticulous maintenance are vital to ensure the ongoing effectiveness of these systems during the use and occupation phase. Neglecting these essential tasks can result in equipment or system failures, rendering the building vulnerable to fire outbreaks.

Conclusion With suitable, accurate, and understandable detailing provided through early engagement in the design phase, the appropriate materials and products for fire safety can be selected, competently installed, and recorded as buildings under construction continue their journey towards completion, occupation, and use. M FURTHER INFORMATION

For more information and advice on all aspects of fire safety, visit www.thefpa.co.uk

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Fire Safety

Protecting those who protect us: why mental health must be a priority in the fire industry The Fire Industry Association and Mates in Mind highlight why mental health must be treated as a core safety issue in the fire sector, where rising pressures, high responsibility and complex working environments place increasing demands on the workforce The fire industry plays a critical role in safeguarding lives, property, and infrastructure across the UK. It is a sector defined by precision, compliance, and accountability – where failure is not an option. Yet, while the industry has made significant strides in managing physical risk, a less visible but equally important challenge remains: protecting the mental health of its workforce.

As expectations on fire safety continue to grow, driven by regulatory change, increased scrutiny, and the complexity of modern buildings, the pressures placed on those working in the sector are intensifying. From engineers and installers to inspectors and consultants, professionals are operating in environments where responsibility is high and

margins for error are minimal. In this context, mental health is not a peripheral issue. It is central to performance, safety, and long-term resilience.

Mental health is something we all have. It exists on a spectrum, fluctuating over time and influenced by both our professional and personal lives. However, the distinction between “work” and “life” has become increasingly blurred, particularly in industries where deadlines are tight, workloads are reactive, and teams are often geographically dispersed. Within the fire sector, where lone working and time-sensitive callouts are common, this blurring can intensify pressure and reduce opportunities for informal support.

It is also important to recognise that mental health is not limited to diagnosed conditions.

Experiences such as stress, low mood, or feeling overwhelmed – often described as mental illhealth are widespread and can significantly affect day-to-day functioning. Left unaddressed, these experiences can escalate, impacting not only individuals but also teams, organisations, and ultimately the quality-of-service delivered.

Cost to business The scale of the challenge is reflected in national data. Across UK workplaces, poor mental health is estimated to cost businesses £56 billion each year through absenteeism, presenteeism, and reduced productivity. Stress, depression, and anxiety account for nearly half of all work-related ill health and over half of all working days lost due to ill health. These figures are not abstract; they translate directly into operational disruption, increased costs, and reduced effectiveness. E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Fire Safety

F Employer action Despite this, there remains a significant gap between intention and action. Many organisations recognise the importance of supporting mental health, yet implementation is inconsistent. Research indicates that while almost half of employers report offering regular workload reviews, only a small proportion of employees say they actually receive them.

Similarly, although a majority of organisations record absences related to stress or mental health conditions, far fewer have comprehensive policies or structured training in place.

This gap is particularly evident at management level. Confidence in identifying and addressing mental health risks remains low, with fewer than one in ten managers reporting that they feel equipped to carry out stress risk assessments. This is a critical issue, not least because employers have a legal duty to assess and manage stress in the workplace in the same way they would any other health and safety risk. The Health and Safety Executive has made it clear that mental health must be treated as a core component of workplace safety, and recent investigations into organisational failures suggest that enforcement in this area is likely to increase.

For Government Business readers, this issue extends beyond individual organisations. Public sector bodies have a significant role to play in shaping expectations across supply chains.

Procurement decisions increasingly take into account not only cost and quality, but also social value and ethical practice. Ensuring that contractors and partners are actively supporting workforce wellbeing is becoming an essential part of responsible procurement.

In the context of the fire industry, this is particularly important. The reliability of fire safety systems depends not only on technical competence, but on the people responsible for designing, installing, and maintaining them. A workforce that is overstretched, unsupported, or struggling with mental health challenges is more likely to experience reduced concentration, increased errors, and lower overall performance. Conversely, organisations that invest in wellbeing tend to see improvements in engagement, productivity, and retention – factors that directly contribute to better service outcomes.

Improving mental health Recognising these challenges, the Fire Industry Association has partnered with Mates in Mind, a charity with extensive experience in improving

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mental health across construction and related sectors. This collaboration reflects a shared understanding that meaningful change requires both industry leadership and specialist expertise.

Mates in Mind’s work is grounded in the principle that mental health should be approached proactively rather than reactively.

“Too often, organisations focus on support only when someone reaches crisis point. What we advocate is a preventative approach – equipping all employees with the skills, clarity, confidence and environment in which it is safe to talk about mental health. Through creating a culture which focuses on identifying and mitigating the risks that cause mental ill-health, and putting continuous, comprehensive and effective interventions in place, organisations can ensure that no one reaches crisis point and mental health awareness becomes everyone’s responsibility,” says Samantha Downie, managing director, Mates in Mind.

A common challenge, support is only provided at the point of crisis, when individuals are already struggling significantly. While access to services such as helplines and Employee Assistance Programmes remains essential, these represent only one part of a broader approach. Preventative measures – those that address underlying risks and build resilience are equally, if not more, important.

In practice, this means creating workplace cultures where mental health is openly discussed, where employees feel empowered to speak up without fear of stigma, and where managers are equipped with the skills and confidence to respond appropriately. It also involves taking a structured approach to understanding current provision, identifying gaps, and implementing targeted interventions.

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Fire Safety

The Mates in Mind Supporter Programme has been developed to guide organisations through this process. Beginning with an assessment of existing practices, it enables organisations to build a clear picture of where they are and where they need to improve. From there, tailored action plans can be developed, supported by training, resources, and ongoing guidance. The aim is not simply to introduce isolated initiatives, but to embed mental health into the fabric of the organisation, ensuring that improvements are sustainable over the long term.

Evidence from organisations that have engaged with this approach is encouraging.

Many report increased confidence among employees in discussing mental health, greater awareness of available support, and a noticeable shift in workplace culture. In some cases, this has translated into earlier interventions, with colleagues stepping in to support one another before issues escalate.

These changes, while sometimes subtle, can have a profound impact on both individual wellbeing and organisational performance.

For the fire industry, the opportunity is clear.

By integrating mental health into existing safety frameworks, organisations can build on their strong foundations in risk management and compliance. This does not require abandoning established processes but rather expanding them to include psychological as well as physical considerations.

Leadership has a crucial role to play in this transition. When senior figures demonstrate a commitment to mental health by prioritising it in strategy, allocating resources, and modelling open behaviour – it sends a powerful message throughout the organisation. Equally important is ensuring that this commitment is translated

into practical action at all levels, from line management to frontline delivery.

“The leadership approach is paramount: recognising we are all fallible, and we all require support and encouragement. As an organisation and community, we have a responsibility to look after each other and help build resilience. That is through collaboration, integration, compassion and kindness, which needs demonstrating daily.

That is the leadership challenge: recognising the essence of resilience and putting it into practice.” says Andrew Ledgerton-Lynch OBE, COO of the Fire Industry Association.

The partnership between the FIA and Mates in Mind represents an important step in this direction. By combining industry insight with specialist knowledge, it provides a platform for raising awareness, sharing best practice, and supporting organisations on their journey towards better mental health.

Ultimately, the goal is not simply to reduce harm, but to create environments in which people can thrive. Work has the potential to be a positive force for mental health, providing structure, purpose, and social connection. Realising this potential requires a deliberate and sustained effort, but the benefits for individuals, organisations, and the wider sector are substantial.

As the fire industry continues to evolve, so too must its approach to safety. Protecting those who protect others is both a moral imperative and a practical necessity. By placing mental health at the heart of this effort, the sector can strengthen its resilience, enhance its performance, and ensure that it remains fit for the challenges ahead. M FURTHER INFORMATION

www.fia.uk.com Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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The Blue Light Show

The Blue Light Show 2026 The Blue Light Show at Olympia London on 1–2 July 2026, brings together police, fire & rescue, ambulance and their partner agencies for two days of conference sessions, live demonstrations and supplier engagement. Free to attend, CPD-accredited, and award-winning After its launch event in June 2025, which won Best Content Programme at the EN Indy Awards and drew more than 4,500 senior decision-makers, The Blue Light Show returns in 2026 as the most authoritative emergency services conference in the United Kingdom.

What gives it that standing is not any single session or headline speaker, though both are exceptional. It is the fact that the show was built by the sector, for the sector, shaped by a highly influential advisory board, senior figures from across policing, fire, ambulance and emergency planning. Every session has been tested against a single question: does this help someone lead more effectively, respond more safely, or protect their communities more capably?

Leadership at the highest level The 2026 speaker programme reads as a who’s who of UK emergency services leadership.

Gavin Stephens, chair of the National Police

Chiefs’ Council, joins Phil Garrigan, chair of the National Fire Chiefs Council and Jason Killens, xhair, Association of Ambulance Chief Executives and CEO London Ambulance, on a main stage that also features Deputy Commissioner Matt Jukes QPM of the Metropolitan Police Service, who will formally open the show on 1 July. The national leaders actively shaping the services they represent, speaking at a moment of significant national pressure.

For senior leaders across every blue light discipline, from chief constables and chief fire officers to ambulance trust directors and emergency planning leads, the opportunity to hear directly from peers grappling with the same strategic challenges is precisely the kind of peer-level exchange that rarely exists outside of this environment. The programme spans seven streams and seven theatres, with content tailored to command-level decision-making, workforce strategy, legislative change and the operational future of emergency response. E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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The Blue Light Show F The future of interoperability starts here Every major public inquiry into the UK’s emergency services response to catastrophic incidents has reached the same conclusion: when services fail to work seamlessly together, the consequences are measured in lives. The 2026 Blue Light Show addresses this with structural conviction, not conference-programme optimism.

The formal partnership with JESIP, the Joint Emergency Services Interoperability Principles, is one of the most significant announcements shaping the 2026 programme. The five JESIP principles of Co-location, Communication, Coordination, Joint Understanding of Risk and Shared Situational Awareness exist because inquiry after inquiry found that services operating in parallel, rather than together, created the gaps through which harm fell. At The Blue Light Show, those principles do not appear as a wall poster. They form the backbone of JESIP In Action: an interactive, live demonstration of a UK multi-agency response to a mass casualty incident, running across both days of the show.

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For senior leaders whose forces and services train to JESIP but rarely stress-test that training in a genuinely cross-service environment, this is a different order of learning. Police commanders will stand alongside fire officers and ambulance leads and walk through the same incident from different command positions. The gaps in shared situational awareness, the ones that appear before any appliance reaches a scene, become visible. The solutions become discussable. The Critical Response Theatre, delivered in partnership with British APCO, extends this into the communications chain, tracing the full emergency response journey from the first 999 call through mobilisation and multi-agency coordination.

Co-location: forensics, public safety and the new threat landscape In 2026, The Blue Light Show does not stand alone. It is co-located with Forensics Europe Expo, twelve years established, now expanded under new leadership and with the newly launched Public Safety and Threat Mitigation Zone. A single free badge grants access to all three events.

Forensics Europe Expo brings the full ecosystem of criminal investigation, digital forensics, evidential integrity, emerging forensic science and the technology reshaping how cases are built, into direct conversation with operational emergency response. In an environment where a major incident is simultaneously a law enforcement scene, a public safety challenge and a potential mass casualty event, having forensic science and operational command in

The Blue Light Show

the same building is an overdue alignment.

The Public Safety and Threat Mitigation Zone addresses the contemporary threat landscape with the directness it demands. Counterterrorism, hostile state activity, AI-enabled risk vectors, climate-driven emergencies, civil resilience and geopolitical horizon scanning: the programme does not shy away from the scale or the complexity of what emergency services leaders are now required to plan for. The Salisbury debrief, one of the most complex multi-agency peacetime responses in recent British history, is among the anchoring sessions, providing forensic examination of what worked, what failed, and what every CBRNcapable service should know entering 2026.

Martyn’s Law: the most important legislative briefing of the year The Terrorism (Protection of Premises) Act 2025 — Martyn’s Law — is now on the statute books. Its implementation is under way. And The Blue Light Show 2026 hosts the only dedicated Martyn’s Law One-Day Conference in the country this year, bringing together the policymakers shaping the Act’s rollout, legal experts advising on compliance and enforcement, and operational practitioners who have already begun working with venue operators in their areas.

Figen Murray, whose campaign following the death of her son Martyn Hett in the Manchester Arena attack brought the legislation into existence, will speak at the show. Her session — Don’t Look Down — is not a policy briefing.

It is the human account of why legislative change matters and why implementation at pace is not bureaucratic urgency but a moral one. For every senior leader in policing, fire and ambulance whose service carries a Martyn’s Law

compliance or enforcement dimension, which is to say, every senior leader in policing, fire and ambulance, this conference stream is the single most important briefing available in 2026.

The case is straightforward The Blue Light Show 2026 offers senior emergency services leaders something that is genuinely rare: two days in which the operational, legislative, technological and cultural challenges defining the sector right now are addressed honestly, at the level of detail that command-tier professionals require, by the practitioners and policymakers actively working to resolve them.

Every ticket is free. Every session is CPDaccredited. Attendance runs from frontline responder to chief officer, and the programme serves both. Over 100 suppliers will be on the floor showcasing the equipment, technology and systems that will define emergency response capability over the next decade.

Deputy Commissioner Matt Jukes QPM opens the show at Olympia London on 1 July. Registration is open now. M FURTHER INFORMATION

For more information on The Blue Light Show 2026 and to register you can click here or scan the QR code Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Post-quantum security

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Quantum‑safe security for payments and digital ID Carrousel Digital is advancing practical, real‑world applications of quantum‑resilient technology from offline e‑cash transactions to secure, non‑duplicable digital identity on smartphones

Since 2020, Carrousel Digital has been committed to digital security by providing solutions to security flaws that are still overlooked. Carrousel Digital has therefore developed various processes to improve cybersecurity: these processes have been patented, testifying their novelty.

E-cash Application: We’ve developed a proof‑of‑concept app that uses our quantum‑safe signature scheme to enable prepaid cash payments over contactless NFC, even when network connectivity is unavailable. All transactions are secured using our quantum‑safe signature technology and follow the offline payment model described in our patent, ‘Method and system for performing a secure data exchange’. The app has been developed for Android under the name Moneytak and it is well-suited for e-cash i.e. dematerialising currencies.

Moneytak Id-Papers application: Carrousel has developed the Moneytak Id‑Papers POC application, which enables users to hold unique copies of documents within the app, secured with quantum‑safe technology.

The authenticity of the document can be checked online; or offline, using the same application held on a different smartphone.

Online, the application can guarantee to a server that its correspondent holds their unique ID, as this ID is prevented from being duplicated onto another phone. The server can also use AI to verify that the phone user’s face matches the one on the ID. Offline, the same verification can be performed by another app after establishing a connection through an NFC tap. This application is well positioned to enable ID issuance on smartphones. The electronic format allows for remote seamless provisioning of the IDs as well as their dual use in both the physical and the digital worlds.

The quantum safe aspect of the security makes it difficult for another government or entity to issue illegally fake IDs. About Carrousel Digital Carrousel Digital innovates in digital security and quantum technologies, offering a range of solutions in these fields.

The company focuses on patenting its technologies, emphasising their novelty. M FURTHER INFORMATION

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Raising standards through competency: how structured cleaning approaches support compliance and risk reduction in social housing Kelsey Hargreaves, technical manager at BICSc, explains how competency based cleaning, clear standards and evidence led inspection processes help social housing providers meet rising regulatory expectations and reduce operational risk The landscape for social housing and public sector estates is changing rapidly.

With increased regulatory scrutiny, higher expectations from residents, and a clear shift toward accountability and transparency, cleaning should no longer be (nor in my opinion should ever have been) considered background service; it is central to demonstrating safe, compliant, and well-managed environments. In 2024, the Regulator of Social Housing launched its Transparency, Influence and Accountability Standard for consumer standards, which states that any services supplied to social housing and paid for by tenants need to be standardised, and compliance data needs to be accessible

to all stakeholders of the building. At BICSc, we have seen firsthand how training based on competency and implementation of cleaning can support local authorities in meeting these demands. By focusing on standards, structured training and clear methodologies, organisations can reduce operational risk, improve inspection outcomes and deliver consistently high levels of service across their estates.

A changing regulatory environment Recent developments in social housing regulation have placed a renewed emphasis on property conditions, tenant safety and landlord accountability. Aside from key cleaning E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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F standards and compliance with general cleanliness and checking of buildings, councils are now expected to demonstrate that they are proactively managing risks such as damp, mould, and sanitation failures, all of which are closely linked to cleaning and hygiene practices.

Cleaning inspections have therefore become a more critical part of compliance frameworks.

They are no longer simply about visual appearance – they are a means of evidencing that environments are safe, maintained, and fit for purpose. For housing providers, the ability to demonstrate this through robust, auditable processes is essential. This shift requires a move away from informal or inconsistent approaches to cleaning, toward structured systems that can stand up to regulatory scrutiny.

A competency-based model ensures that cleaning operatives are not only trained but also able to consistently apply their knowledge in real-world environments. This distinction is crucial. Too often, training is treated as a oneoff exercise, with little follow-up to confirm whether standards are being maintained in practice. By embedding competency into cleaning operations, organisations can: ensure tasks are carried out correctly and safely; reduce the likelihood of errors or omissions; create a consistent standard of service across multiple sites; and provide clear evidence of workforce capability during inspections.

In social housing settings, where cleaning operatives may encounter a wide range of challenges – from biohazards to vulnerable residents – this level of assurance is particularly important.

Cleaning inspections as a risk management tool Effective cleaning inspections are fundamental to identifying issues early and maintaining control over service quality. However, traditional inspection methods can be subjective, leading to inconsistencies in how standards are applied and measured. A structured approach introduces clarity and objectivity. Inspections are carried out against defined criteria, with clear benchmarks for performance. This not only improves consistency but also enables organisations to track performance over time and respond proactively to emerging risks. Importantly, welldocumented inspections provide an audit trail.

In the context of social housing regulation, this is invaluable. It allows councils to demonstrate due diligence, show how issues have been addressed, and evidence a commitment to continuous improvement.

The role of standards in driving consistency Standards form the foundation of any effective cleaning strategy. They define what is E

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Centralise your legal documentation and automate reminders so you never miss a break option or rent review.

With one solution, you can streamline c reation, execution, and reporting – saving time and ensuring every property area is compliant.

Cleaning

F expected, how it should be delivered and how it will be measured. Without clear standards, it is difficult to achieve consistency or demonstrate compliance. For organisations in the public sector managing diverse estates, this consistency is essential. Housing blocks, communal areas, offices, and community facilities all present different challenges, yet each must meet an appropriate level of cleanliness and hygiene.

By adopting recognised standards, councils can: align expectations across in-house teams and contractors; strengthen procurement processes with clear service specifications; reduce ambiguity in inspections and performance management; and support compliance with regulatory requirements.

Standards also play a key role in supporting training and competency, ensuring that operatives understand not just what to do, but why it matters.

Training remains a critical component of cleaning service delivery

Training that delivers measurable outcomes Training remains a critical component of cleaning service delivery, but its effectiveness depends on how it is implemented. At BICSc, our approach focuses on measurable outcomes rather than attendance, ensuring that learning translates into improved performance on site. E

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Ongoing assessment ensures that these skills are maintained and developed over time

Cleaning

F Structured training programmes provide operatives with the knowledge and skills required to carry out their roles safely and effectively. Ongoing assessment ensures that these skills are maintained and developed over time.

For local authorities, this approach offers several benefits: greater confidence in workforce capability; reduced risk of noncompliance due to human error; improved staff engagement and professionalism; and the ability to identify and address skills gaps.

In a sector where workforce challenges are common, investing in competency-based training also supports retention and helps to build a more resilient service.

Methods that are based on evidence: strengthening accountability One of the most significant developments in recent years has been the increasing use of evidence-based methodologies in cleaning.

These approaches provide objective data on performance, moving beyond subjective assessments to deliver measurable insights.

Techniques such as digital auditing, performance tracking, and scientific testing enable organisations to: monitor cleanliness levels with greater accuracy; identify trends and areas for improvement; allocate resources more effectively; and demonstrate compliance with clear, defensible evidence. E

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Cleaning

F For councils operating under heightened regulatory scrutiny, this level of transparency is essential. It allows them to show not only that cleaning is taking place, but that it is delivering the required outcomes.

Delivering better outcomes for residents Ultimately, the goal of any cleaning strategy in social housing is to support safe, healthy living environments. Poor hygiene standards can have a direct impact on residents’ well-being, particularly for those who may already be vulnerable.

By adopting this approach, councils can ensure that cleaning services contribute positively to resident outcomes. Consistent standards, effective inspections and a skilled workforce all play a role in maintaining environments that are safe, dignified and fit for purpose.

This, in turn, supports broader organisational objectives, from improving tenant satisfaction to reducing complaints and regulatory interventions.

As expectations continue to rise, the role of cleaning in public sector estates will only become more significant. Regulatory frameworks are evolving, and organisations

As expectations continue to rise, the role of cleaning in public sector estates will only become more significant must be prepared to demonstrate that they are meeting these requirements in a structured and transparent way. Competency-based cleaning provides a clear pathway to achieving this. By bringing together standards, training and evidence-based methodologies, councils can create a robust framework that supports compliance, reduces risk and drives continuous improvement.

At BICSc, we believe that raising standards across the industry is essential to meeting the challenges ahead. By focusing on competency and accountability, the sector can move beyond minimum requirements and deliver cleaning services that truly support safe, efficient, and well-managed public environments.

In an increasingly complex landscape, training like that given by BICSc is not just best practice; it is a necessity. M FURTHER INFORMATION

www.bics.org.uk Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Find out more at shell.co.uk/business/shellfleet-solutions

Framework

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Fuel cards for modern fleet management Once viewed primarily as a convenient way to pay for fuel, fuel cards are increasingly becoming a strategic management tool for fleets, particularly as they integrate electric vehicles alongside conventional petrol and diesel models Fuel cards, which were once just a simple payment tool, have become a strategic asset for fleets, particularly as public sector fleets begin to incorporate electric vehicles (EVs) alongside traditional petrol and diesel models.

At their most fundamental level, fuel cards simplify the way businesses pay for fuel, charging and related travel services. Drivers can simply present a card at the point of purchase, removing the need for out-of-pocket spending and expense claims.

Monthly transaction reports provide a detailed breakdown of every purchase, making it far easier to track fuel expenditure, identify inefficiencies and reduce time spent reconciling receipts. Fuel cards can also prevent unauthorised spending with secure PIN and driver-specific controls.

This level of visibility and control is especially important at this time when fuel prices have risen so sharply due to the conflict in Iran.

The accessibility of fuel cards is another factor behind their growing popularity. There is no minimum fleet size requirement, meaning small organisations and even self-employed operators can benefit.

Indeed, according to Right Fuel Card, 40 per cent of fuel card users are self-employed. Over a third (39 per cent) employ under ten members of staff, while just eight per cent belong to companies of more than ten people. This trend highlights the widespread adoption of fuel cards among smaller businesses, where managing fuel expenses efficiently can be crucial for managing cash flow.

At the same time, larger organisations gain tighter control over multi-vehicle operations by assigning cards to either drivers or vehicles.

Fuel cost efficiency Cost efficiency remains a central advantage as fuel cards often provide lower fees than E

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Kent Police and Essex Police, for example, have a fuel and EV payment solution supporting a fleet of more than 1,600 vehicles

F standard market rates, alongside per-litre savings at the pump. Some suppliers also offer route-mapping support, helping fleet managers identify the most cost-effective refuelling or charging locations.

Crucially, fuel cards can be of real benefit when it comes to electrification. With the UK’s planned 2035 phase-out of new petrol and diesel cars and vans approaching, fuel cards are adapting, increasingly offering integrated EV charging capabilities that allow businesses to manage mixed fleets through a single platform.

Fuel cards can centralise payments across public charging networks, eliminate reimbursement processes for drivers, and provide consolidated reporting on both fuel and electricity usage. This unified view is particularly useful for organisations developing carbon reduction strategies, as many providers now include carbon emissions reporting as part of their service.

Kent Police and Essex Police, for example, have a fuel and EV payment solution supporting a fleet of more than 1,600 vehicles, including 85 electric vehicles. The programme enables officers to access a wide network of discounted fuel sites, embed cost-efficient refuelling behaviours, and utilise integrated EV charging payment solutions as the electric fleet expands.

Enhanced management reporting has also delivered improved spend visibility and carbon emissions insight, supporting both operational performance and decarbonisation objectives.

Framework

Sponsored by

A procurement framework for fuel cards The Government Commercial Agency, previously the Crown Commercial Service, has launched a framework to support the public sector in buying fuel cards - known as ‘Fuel Cards and Associated Services VII’.

Purchasing through the framework provides public sector buyers with faster, legally compliant and cost-effective procurement.

Benefits include vetted suppliers, aggregated buying power for better value, simplified tender processes and adherence to Procurement Act 2023 standards.

Available for an initial four-year term, with the option to extend for a further year, the ‘Fuel Cards and Associated Services VII’ agreement offers a range of financial and operational benefits. These include reduced fees and charges compared with standard market rates, fuel savings through discounts on pump prices and charging, and supplier support to identify the most cost-effective refuelling routes.

Fleet managers can also use the framework to improve cost control and, where required, purchase fuel in bulk for storage at designated sites.

A key management tool As fleets adapt to rising fuel costs, tighter budgets and the transition to electric vehicles, fuel cards are evolving into a key management tool rather than simply a payment method.

Modern fuel card platforms now help organisations control costs, streamline administration, manage mixed fuel and EV fleets, and track carbon emissions through integrated reporting and charging solutions.

With public sector procurement frameworks also making fuel card services easier and more cost-effective to access, the solution is playing an increasingly important role in supporting both operational efficiency and net-zero ambitions. M FURTHER INFORMATION

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Conferences & Events

Sustainable events Rob Turnbull, chair of the AEV Venue Sustainability working group and sustainability manager, Edinburgh International Conference Centre (EICC) explains how the updated ISO 20121 standard is helping event organisers embed sustainability into planning and delivery, shifting the focus from minimising environmental impact to managing wider social, economic and governance outcomes Events bring people together in a way few other activities can. They create space for conversation, debate and collaboration, allowing individuals and organisations to share ideas, challenge thinking and work towards common goals. Whether conferences, exhibitions, summits or community gatherings,

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events remain one of the most powerful ways to connect people around a shared purpose and enable collective problem solving.

Margaret Mead’s quote often comes to mind when discussing sustainable events: “Never doubt that a small group of

Edinburgh International Conference Centre (EICC) © David Barbour

Importantly, ISO 20121 is not a checklist, nor does it detail exactly how an event should be delivered

Conferences & Events

thoughtful, committed people can change the world. In fact, it’s the only thing that ever has.”

Events are where those people come together.

They enable learning, negotiation and progress in a way that other forms of engagement rarely achieve, and their value extends far beyond what happens in the room on the day. It is therefore imperative that we not only continue to hold these important activities but be able to hold them in a sustainable way, so they don’t cause more problems than they solve.

Initially, sustainability in the events industry focused almost entirely on environmental harm, and on how events could reduce or offset the damage they caused to the planet. Over time, however, the concept of sustainability has grown to encompass a much wider range of considerations. It is no longer viewed purely through the lens of minimising environmental

impact, but increasingly as an opportunity to deliver more good, not just less bad. This shift reflects a broader understanding of how events inevitably impact the local economy, environment and society, commonly known as the triple bottom line.

ISO 20121:2024 One of the clearest outcomes of this change in thinking is the recent update to ISO 20121:2024, the international standard for event sustainability management systems.

ISO 20121 was published in 2012 as a legacy of the London 2012 Olympic and Paralympic Games. Its purpose was to provide a structured way to manage the sustainability challenges and opportunities associated with events of all types and sizes. The 2024 revision reflects the increasing maturity of the events industry, moving beyond relatively narrow environmental concerns to embrace wider topics such as inclusion, governance, stakeholder engagement, impact and legacy.

Importantly, ISO 20121 is not a checklist, nor does it detail exactly how an event should be delivered. Instead, it provides a management framework that helps embed sustainability into every stage of the event lifecycle. It does this by asking organisers to understand an event’s context, identify associated risks and opportunities, engage stakeholders, set meaningful objectives and continually improve performance over time. In fact, the standard is written in the common Annex SL structure, meaning it can be easily integrated with other management systems such as ISO 14001 for environmental management and ISO 9001 for quality management. As a result, sustainability becomes part of decision-making processes, embedded into the fabric of the event, rather than a set of last minute initiatives bolted on during delivery.

For many, however, the prospect of delivering an event in line with ISO 20121 can feel daunting. The standard requires documented processes, evidence of decision making and clear demonstration that actions align with stated objectives. This can initially feel like a significant administrative burden, particularly E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Conferences & Events

The standard requires organisers to step back and consider where their event is likely to have the greatest impact, both positive and negative F for teams new to management systems or formal certification. In reality, much of this documentation exists to demonstrate that organisers are doing what they say they are doing, and to ensure learning is captured rather than lost. While the first event often requires the greatest effort to establish processes and gather baseline data, subsequent events become more manageable. Over time, the system reduces uncertainty, avoids duplication of effort and provides confidence that sustainability commitments are being delivered in practice, not just in principle.

Clarity is one of the key benefits of working to ISO 20121. Events are often complex undertakings, involving multiple suppliers, venues and clients, each with competing priorities and objectives. The standard requires organisers to step back and consider where their event is likely to have the greatest impact, both positive and negative. These impacts may relate to energy use, waste, transport and materials, but can also include accessibility, community engagement, economic benefit or skills development. By understanding which issues are most significant, organisers can focus efforts where they will make the greatest difference.

This approach places particular importance on early decision making, as many of the sustainability outcomes of an event are established long before it opens its doors.

Decisions around venue selection, transport options, suppliers and event design all have a significant influence on impact. Addressing sustainability at this stage is far more effective than attempting to mitigate issues once the event is in operation.

The strength of ISO 20121 lies in the principle of continual improvement and the fact that it does not tell organisers what to do but instead provides a structured way to identify and evaluate risks and opportunities across the triple bottom line, and to prioritise actions accordingly. This leads to well defined activities, clear responsibilities and measurable

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outcomes. Over time, this structured approach improves consistency, reduces risk and builds organisational confidence in hosting sustainable events.

The process also generates a wealth of information, enabling organisers to track progress and identify opportunities for improvement over time.

Impact & legacy As environmental practices within the events industry have become more established, there has been a noticeable shift in focus towards impact and legacy. While waste reduction, energy efficiency and responsible sourcing remain important, many organisers now recognise that one of the greatest benefits of hosting an event is the positive impact it can have on the local community. This legacy may be tangible, such as economic benefit or improved accessibility, but it can also be intangible. Knowledge exchange, new relationships, enhanced skills, increased awareness or changes in organisational culture all represent lasting value created through events, even if they are harder to quantify and report.

This broader understanding of sustainability also brings inclusion and accessibility more clearly into the event planning process. Barriers

BUSINESS INFORMATION FOR LOCAL AND CENTRAL GOVERNMENT | www.governmentbusiness.co.uk

Events rarely succeed through the actions of a single organisation, and sustainability outcomes are often shaped by venues, caterers, production teams and other suppliers

Conferences & Events

to participation not only reduce attendance but also limit the impact an event can achieve.

ISO 20121 encourages organisers to treat inclusion as both a risk and an opportunity, prompting proactive consideration of venue accessibility, communication methods, content delivery and delegate experience. Designing inclusive events from the outset often improves the experience for all attendees, not just those with specific adaption requirements.

Events rarely succeed through the actions of a single organisation, and sustainability outcomes are often shaped by venues, caterers, production teams and other suppliers.

Collaboration is fundamental and ISO 20121 supports a partnership approach, encouraging organisers to work with their supply chain to align values, share objectives and build collective capability, rather than relying on purely transactional relationships.

Ultimately, ISO 20121 reframes sustainability as an enabler rather than a constraint. As expectations of events continue to evolve, so too does the responsibility of those who plan and deliver them. Increasingly, the measure of success is not just attendance

figures or delegate satisfaction, but the wider contribution an event makes and the legacy it leaves behind. Providing structure and clarity, ISO 20121:2024 supports better planning, improved collaboration and more informed decision making. It allows organisers to be creative and ambitious, while maintaining oversight of risk, positioning the events industry well to deliver events that bring people together, inspire change and ensure the benefits of gathering endure long after the event itself has come to an end. M FURTHER INFORMATION

www.aev.org.uk

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How do you ensure your most important asset your employees, are fully engaged?

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New line managers need the training and information to ensure that they succeed, and to grow into this essential role. They can then provide the reassurance and guidance to their teams when needed.

More experienced line managers will also be seeking training and development opportunities, to keep their skills sharp and support the organisation goals and success, with an engaged and high performing team.

Trying times In times of stress or uncertainty, we generally look for areas of stability that we can have confidence in.

Currently many people are sensitive to a range of issues ranging from global conflicts, to the price of groceries at the supermarket.

Those concerns impact performance in the workplace, including how the work of the organisation will be impacted, with rising costs and static or reduced budgets. How AI will affect different types of work, or limited budgets for pay progression are also top of mind for many.

In most situations, staff want clear communication and direction on what they should be doing, and how factors such as those above are managed.

This is typically delivered by the line manager or supervisor. Having line management processes that are strong and well implemented is a sign of a high performing organisation.

One of our recent clients, following a period of significant change, saw this clearly in the results from their survey – line managers being the most trusted source for information. This gives a solid platform for the organisation to move forward following the changes.

Keeping track of the issues Monitoring what’s going on among teams and across the organisation is essential and whether a staff survey is the right tool, a 360 feedback review, or other means will depend on priorities, and what assumptions have been made. Using lessons from teams that are engaged and productive to inform how to bring other teams to a similar standard is a quick win, including what tools and resources work for line managers.

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Supporting line managers What organisations can sometimes get wrong is the support available to line managers.

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Integrated Touchscreen Control

Opses is a UK-based technology company specialising in advanced in-vehicle integration solutions for emergency services, defence and specialist fleet operators. Founded in 2015, Opses develops innovative technology that integrates mission-critical systems – including radios, lights and sirens, ANPR, dispatch and command-andcontrol tools – directly into a vehicle’s OEM touchscreen.

Its flagship product, VERTO, helps reduce dashboard clutter, minimise driver distraction and create a safer, more intuitive operating environment for frontline personnel.

With a strong focus on security, usability and seamless integration, Opses supports organisations across the UK and internationally with smarter, cleaner and more connected vehicle technology solutions.

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CCW

Critical Communications World 2026 - 16-18 June at Excel London, UK Bringing together governments, regulators, manufacturers, operators and end-users, Critical Communications World (CCW) is the premier free-to-attend international gathering where every stakeholder in the sector can connect, collaborate and shape the future of missioncritical technologies CCW is committed to delivering the future of critical communications and selects a new host nation each year. Previously held in Austria, Finland, The United Arab Emirates, Belgium and more, this year the event takes place in the UK on 16th-18th June 2026 at the Excel London with The UK Home Office Emergency Services Network (ESN) supporting as host operator.

They bring their years of experience working with and for emergency services users to the event. Plus, they can share their extensive knowledge of implementing changes to critical communications on a national scale to the international audience, as well as sharing their expertise on the infrastructure and planning needed to enable the transition from TETRA to mobile broadband communications.

The success of ESN and the broader ecosystem depends on seamless collaboration among governments, regulators, network providers, equipment manufacturers, and emergency services end-users. By demonstrating this on the global stage of CCW, the UK sends a powerful message of leadership and inspiration – especially for authorities looking to migrate from legacy narrowband systems to broadband critical communications networks.

A core element of CCW is the 3-day conference programme. Taking place across 3 theatres, this year’s theme is Uniting the Sector – Working Together to Enhance the Ecosystem. Exemplifying this theme, Mr Magnus Brunner, Commissioner for Internal Affairs and Migration, European Union, will deliver the event’s opening E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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CCW F keynote and focus on strengthening security, resilience and cooperation across Europe.

ESN understandably has a strong presence on the agenda and will take part in discussions covering how to keep societies safe now and in the future, broadband in action across blue light and national agencies, and share professional insight and learning opportunities that enable emergency services users to use mission-critical communications technology more effectively.

National resilience and civil defence forms the opening of Day 2 and features Dr Oleksandr Potii, chairman, State Service of Special Communications and Information Protection of Ukraine (SSSCIP), whilst Day 3 opens with Wildfire response and resilience in the age of climate change and advancing technology, featuring Dan Munsey, fire chief, San Bernardino County Fire. Over 200 speakers will take part in presentations and panel discussions within the following core themes: The transition to mission-critical broadband networks, Cybersecurity, Mission-critical communications in commercial and industrial sectors, Government Authorities, Standards and interoperability, Major Events and High-Intensity Operations, Space & NTN Networks, Operating models, Enabling crossorganisational collaboration, Spectrum strategy, Transition to the next generation, Modernising Railway Communications, Delivering mission-critical communications in practice, and Building the capability for tomorrow.

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Complimenting the conference programme are Focus Forums, deep-dive, in-depth sessions that provide knowledge sharing and comprehensive updates in specific topic areas. The focused sessions will comprise multiple presentations, interactive discussions and roundtables, allowing specialists to come together to learn about developments and share their own challenges, experiences and skills. Previous themes have included interworking (IWF) between Narrowband and Broadband, MCX Testing and Certification, Security and Fraud Prevention, network coverage and AI. The 2026 themes will be announced soon, with limited space per session.

At its heart, CCW is a global networking hub.

It brings together partners from across the globe and unites them in a single location.

Over 250 exhibitors, partners and supporting associations will come together in London this year, including platinum sponsor Motorola Solutions, Gold sponsor Ericsson, Silver Sponsor Comarch Communications, and Bronze sponsor Nokia. The exhibition has seen significant growth in recent years.

Between 2021 and 2025 there was a 221% increase in exhibition space, and this year is set to be the biggest ever event.

Guided Tech Tours of the exhibition provide the best opportunity to focus on specific product areas. Visitors are taken to carefully selected exhibitors to watch live product demonstrations, ask questions, and explore

new and innovative technologies. Tour themes include: Hybrid Networks, Transitioning and Operating in Parallel, Cybersecurity and resilience for mission-critical networks, NonTerrestrial Networks and Satellite for Critical Communications, Integrated Communications for Multi-Agency Operations, Emerging Technologies for Critical Communications, Situational Awareness and Frontline Technologies, and Interworking Functions.

A unique feature for CCW is the Global Village, a gathering of carefully selected government authorities and national operators. Representatives of national critical communications projects discuss ideas,

challenges and best practice to facilitate knowledge sharing and benchmarking across international borders. Over 20 nations are slated to take part this year, including the Republic of Korea, Brazil, Norway, Germany and Australia.

Running parallel to CCW, the International Critical Communications Awards (ICCAs) are the most prestigious awards in the sector.

The highly anticipated annual programme recognises the success of products, organisations and most influential individuals that have pushed boundaries and capabilities within the field. Over 50 judges critiqued entries across 10 categories that included Best Use of Critical Communications in Public Safety, Best Hybrid Device and Young Engineer of the Year.

Winners will be announced at the ICCA Awards Presentation Evening, Tuesday 16 June 2026 at the De Vere Grand Connaught, London.

CCW is presented by The Critical Communications Association (TCCA), which leads the global development and promotion of standardized critical communications solutions.

“TCCA is proud to support ESN’s hosting of CCW 2026. We believe this event will not only celebrate a milestone in the UK’s mission-critical communications journey, but will also catalyse global progress in the industry. Together, we stand at a fundamental moment — one where broadband critical communications become operational reality, not just an aspiration.” Mladen Vratonjic, Chairman of the Board, TCCA. M FURTHER INFORMATION

Find out more here and register for free here.

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D ig ita l - e ra p ro c u re m e nt , fo r p e o p l e a n d p l a n et

AI PROCUREMENT: RISKS AND BENEFITS Between January 2025 and March 2026, the UK public sector published over 470 AI-related procurement notices(1).

With £1.45 billion in pre-market engagement and £1.39 billion in contract notices, AI has moved from theoretical potential to systemic implementation across health, local and central government, utilities, and digital programmes.

However, as deployment accelerates, the window to embed accountability and human-centric values is closing. Procurement is your first line of defence.

RECEIVE THE AI PROCUREMENT RISK PAPER Developed as a call to action for commissioners, procurement professionals, contract managers and financial managers, this paper moves beyond siloed decision-making. It provides a multidisciplinary and cross-functional blueprint to: Navitage PPN 017 and the complex web of social, ethical, and technical risks.

Embed accountability at the procurement design and contract management stages.

Learn from past mistakes, and turn these into future opportunities for efficiency and public trust.

Request your copy of the Risk Paper here.

JOIN OUR COMMUNITY OF INTEREST The Posterity Global AI Procurement Community of Interest is the global hub for professionals dedicated to the commercial, procurement, supply, and contractual aspects of AI. Whether you are navigating framework agreements or managing supplier relationships, our community offers: Online and In-Person Networking: Connect with peers and experts across the sector.

Cross-Sector Collaboration: Share insights from AI pilots, theory, and emerging best practices.

Proactive Governance: Access the tools needed to ensure AI is smart, sustainable, and fundamentally justified.

Unconferences: Attend our unconference events to share and learn, and use modern approaches like sandboxing to solve modern procurement problems.

Join our Community of Interest here.

www.posterity.global

(1)

Data Source Disclaimer - the data provided has been sourced from the BiP Business Intelligence Platform

Procurement

Evolving public sector procurement: The Procurement Act 2023, Local Government Reorganisation and beyond This article from Procurement Services looks at how authorities can streamline supply bases, manage procurement activity effectively and maintain clear oversight during periods of organisational change The Procurement Act 2023, which came into force on 24 February 2025, represents the most significant reform to UK public procurement in a decade. The Act is designed with a simpler, more flexible regime, intended to enhance transparency, accessibility and value for money.

Key changes include the introduction of the Competitive Flexible Procedure, providing contracting authorities with greater discretion to design procurement processes; the establishment of a new Procurement Review Unit to improve oversight; and an emphasis on assessing overall value rather than focusing solely on cost. The Act also supports a digitalby-default approach with all procurement opportunities published on the Central Digital Platform, improving consistency and visibility for suppliers.

As Procurement Act 2023 experts, we are always keeping a close eye on how the public sector is navigating this shift, so let’s see what was delivered during the first 12 months.

At six months Six months after implementation, Commercial Services Group conducted research with over 500

senior executives and procurement leaders across local government, health, housing, education and blue light services. Results showed cautious optimism alongside capability gaps.

76 per cent viewed the Act as a transformational opportunity, signalling enthusiasm for change rather than reluctant compliance.

However, only 28 per cent felt fully prepared for the Act’s enhanced transparency requirements.

43 per cent said government-provided training and resources had gaps, indicating that while organisations understood the “what,” many felt under-equipped for the “how.”

16 per cent were unaware of any support at all, highlighting a breakdown in communication and guidance dissemination.

33 per cent of individuals with procurement responsibilities had limited or no knowledge of the Act, suggesting even key staff were not uniformly prepared.

Leadership confidence also exceeded operational readiness: 49 per cent of senior leaders felt prepared, compared with only 33 per cent of procurement professionals, who E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Procurement

F expressed more concern around capability and implementation.

This pointed to an early disconnect between strategic intent and organisational capability.

Senior leaders viewed the reform through a strategic lens, while procurement professionals were already encountering the realities of new processes and pressures.

At eight months In October 2025, Procurement Services’ managing director, Tarryn Kerr was invited onto the Delta eSourcing podcast to talk about “Procurement Act 2023: How Procurement Teams Are Adapting.”

Take a listen to the full podcast here.

As the public sector shifted from early optimism, eight months on, the practical realities of delivery were concerning some organisations. It was noted, “optimism is being tempered by wider challenges… procurement isn’t operating in a vacuum; it’s sitting inside sectors already under immense pressure,” making the new requirements harder to absorb in practice.

“Collaboration is going to be key… Challenges to collaboration are financial constraints, coordination between parties, and complexity of contractual agreements… at a time when resource is short. We’re not all going to know it on day one… it’s about learning from others and gaining shared experience.”

The Act encourages innovation, negotiation and deeper market engagement, but this requires cultural change as much as procedural change.

How the sector is adapting At Procurement Act Live in October 2025, Procurement Services discussed the practical impact of implementing the Act during the session ‘Living with the Act – How are Procurement Professionals Adapting?’, joined

by Andy Bruen from Softcat and Shaun Lay from London Borough of Newham.

The audience identified the biggest challenges: 9 per cent said financial challenges; 25 per cent voiced time constraints; 50 per cent declared lack of resource; and 16 per cent named regulations.

Leadership confidence also exceeded operational readines 90

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Organisations also highlighted engagement, compliance and investment as key priorities for the next two years.

Nicola Monk, Divisional CEO Energy & Environment/Procurement & Partnerships, Commercial Services Group, also took part in the panel Transparency and Accountability: Has the Act Delivered?

The panel reflected on the shift in contract management, as teams adapted to mandatory performance and termination notices and strengthened reporting processes.

Accountability mechanisms, such as public performance ratings and exclusion powers, were also reinforcing delivery standards.

The next twelve months: keeping councils safe, legal and operating while everything else is changing We’re 15 months on, and one thing is clear: with the right support, the next 12 months can shift from pressure to progress.

With local government reorganisation on the horizon for many authorities, procurement teams are facing significant change. Authorities will need to map legacy supply chains, manage contract novation and align contract portfolios, while ensuring the new authority is safe and legal for vesting day. These challenges will be intensified by limited capacity, requiring careful coordination of procurement resources against key milestones.

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At McIntyre Compliance Services, integrity, trust and openness underpin everything we do. We work in partnership with our clients to deliver reliable compliance safety services that ensure properties are safe and meet all current legislative requirements.

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Procurement

However, reorganisation also presents an opportunity to take a more strategic, placebased approach, maximising value for money and enhancing social value. Councils that plan early and make effective use of contract data will be best placed to maintain service continuity, unlock efficiencies and deliver on local priorities.

Procurement Services can support authorities throughout this process by helping them streamline their supply base and develop resilient, compliant procurement models that are ready for the future. Their Procurement Delivery and Lifecycle Contract Management teams provide the public sector with a full range of services. These include expert guidance for in‑house processes, covering everything from reviewing documentation and advising on scoring methods to shaping presentations, managing evaluations and overseeing contract awards. They also offer end‑to‑end delivery of compliant procurement across PCR2015/ PA23, whether this involves Direct Award, Further Competition, the Open Procedure or the Competitive Flexible Procedure.

In addition, they provide comprehensive management of an organisation’s procurement

Procurement teams are facing significant change function, which includes running compliant processes and delivering ongoing contract management. They offer contract management support to strengthen oversight during transition, covering contract registers and data validation, milestone and risk tracking, supplier performance monitoring and governance that gives authorities clear visibility of key obligations, dependencies and decisions.

They also deliver practical LGR transition support across contract mobilisation and rationalisation, helping authorities review inherited arrangements, align terms and service models where appropriate, plan novations and handovers, and maintain supplier continuity while protecting compliance and service delivery. M FURTHER INFORMATION

To see how we can help you please contact procurementservices@csltd.org.uk or 0808 281 9439. Alternatively, visit www.procurementservices.co.uk to learn more.

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LVPS

Low Value Purchase System The Low Value Purchase System provides public‑sector organisations with a compliant, streamlined way to buy below‑threshold common goods and services, combining regulatory alignment with flexible entry, dynamic filtering and standardised template The Low Value Purchase System (LVPS) gives public sector organisations a way to buy common goods and services that fall below procurement thresholds.

Running from 17 March 2021 to 31 March 2027, the LVPS provides a route to market for below threshold common goods and services.

The Low Value Purchase System (LVPS) is a CCS-run route created under Part 4 of the Public Contracts Regulations 2015. It is designed for suppliers that can deliver non medical goods or

services where the contract value sits below the thresholds that would normally trigger the Part 2 rules.

CCS established the LVPS to give public sector organisations a compliant way to buy below threshold, non medical common goods and services. Buyers can use the system to award a contract instead of posting the opportunity on Contracts Finder, provided the requirement fits within the scope of the LVPS. E

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LVPS

F Benefits The Low Value Purchase System (LVPS) offers a range of practical benefits for public sector organisations that need to buy low cost, low volume or low complexity goods and services.

It is designed to provide a straightforward route to market for requirements that do not justify a lengthy or resource intensive procurement process. By giving buyers a simple mechanism for sourcing common, non medical goods and services, the LVPS helps reduce administrative effort while still ensuring that purchases are made in a compliant and transparent way.

One of the core advantages of the LVPS is its flexibility. Suppliers are able to join the system at any point, rather than waiting for a fixed application window. This creates a more open and responsive marketplace, where new providers can enter as soon as they are ready.

It also supports the government’s wider policy aims around increasing opportunities for small and medium sized enterprises (SMEs). By lowering barriers to entry and making it easier for smaller organisations to participate, the LVPS contributes to a more diverse and resilient supply chain. E

Suppliers are able to join the system at any point

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WHY TRAINING ISN’T THE PROBLEM The real question is whether your organisation is structured to turn development into measurable outcomes.

Public sector organisations are under pressure to improve performance, strengthen leadership, retain staff and deliver more with limited resources.

Many are already investing in training. Fewer have clear visibility of whether that investment is translating into practice, performance and organisational impact.

Pro-Ex Development helps organisations assess capability, alignment and delivery through a practical benchmarking approach that identifies what is working, where gaps exist, and where action will have the greatest impact.

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Our practical benchmarking approach helps your organisation assess whether current development activity is aligned, effective and capable of delivering real outcomes.

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LVPS

F Social Value The system also plays a role in delivering Social Value outcomes. In particular, it helps strengthen supply chain capacity by encouraging participation from a broad mix of suppliers, including new businesses, entrepreneurs, SMEs and voluntary, community and social enterprise organisations (VCSEs).

This diversity supports long term resilience and gives buyers access to a wider range of skills and capabilities.

A further benefit is the dynamic filtering system built into the LVPS. Buyers can refine their search based on the type of goods or services they need, the supplier’s SME status and their location. These filters ensure that only relevant

Buyers can refine their search based on the type of goods or services they need suppliers are notified about opportunities, improving the quality of responses and reducing unnecessary communication for both buyers and suppliers.

Buying The LVPS is fully compliant with the Public Contracts Regulations 2015 and aligns with Procurement Policy Note 11/20 on reserving below threshold procurements. Standard E

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LVPS

It offers a streamlined alternative to more resource intensive procurement processes

F contract templates are provided to make the process easier for buyers. Direct award is permitted within the regulations, although organisations must still ensure they follow their own internal procurement policies.

In summary, the Low Value Purchase System provides a clear, compliant and accessible route for public sector organisations to buy below threshold common goods and services. By combining regulatory alignment with practical tools such as dynamic filtering, standardised templates and an open entry supplier model, it offers a streamlined alternative to more resource intensive procurement processes.

Its design supports wider government aims around SME participation, supply chain diversity and social value, while still giving buyers the assurance that their purchases meet the requirements of the Public Contracts Regulations 2015. Taken together, these features make the LVPS a practical and dependable option for managing low-value, low-complexity procurement needs across the public sector. M FURTHER INFORMATION

For more information, click here.

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MOVE 2026

From robotaxis to regulation: the future of mobility starts at MOVE 2026 British autonomous start-up Wayve is making a splash in the UK capital following the launch of autonomous piloting on the streets of London this spring. The company has positioned itself as the only UK entrant in London’s robotaxi race, competing against Chinese rival Baidu and Alphabet-owned Waymo Founded in 2017, Wayve uses end-to-end AI to deliver Level 3 autonomous capabilities. This approach equips vehicles with “human-like reasoning,” avoiding reliance on high-definition maps or hyper-localised geomapping. This contrasts with competitors such as Waymo, which typically depend on detailed mapping and large quantities of data to operate.

Speaking in an interview with MOVEmnt.net, VP of Commercial and Operations Kaity Fischer said: “What really makes Wayve different from other autonomous technology companies

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is that we take a different approach to the technology. We use what we call end-to-end AI to provide vehicles with intelligence that can drive in any city, anywhere, at any level of autonomy – from driver assistance systems, where you can monitor your own vehicle and it will take you from A to B quite seamlessly and safely, all the way through to full driverless technology, or what we call Level 4, which is robotaxi”.

In traditional autonomy, the hardware and software are tightly coupled. However, Wayve’s

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remain competitive. Rivian CEO RJ Scaringe echoed this sentiment on the Cheeky Pint Podcast, stating: “It’s inconceivable that by the early 2030s, a car company can exist at scale and maintain market share without a software-defined architecture.”

If Scaringe’s prediction proves correct, automakers must embrace a tech-forward approach to survive the inevitable softwaredefined vehicle (SDV) shakeout.

For policymakers and regulators, this convergence of automotive and advanced AI technologies presents both a significant opportunity and a complex governance challenge. The emergence of end-to-end autonomy, as demonstrated by companies like Wayve, raises important questions around safety assurance, liability frameworks, and the certification of systems that learn and evolve over time. Unlike traditional rulebased software, AI-driven models require new approaches to validation and oversight, pushing governments to rethink how they regulate vehicles that are no longer static products but continuously improving systems.

The novelty of this technology only adds to the challenge, pushing policymakers into uncharted regulatory territory.

At the same time, the UK has an opportunity to position itself as a global leader in autonomous mobility by fostering an environment that supports innovation while E

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MOVE 2026

AI approach offers a generalisable strategy that allows the software to be integrated across a number of models and brands.

Fischer added: “The Wayve AI Driver can deploy on a variety of sensor suites, so we work directly with automakers to integrate our technology into the sensor suite that best fits the vehicles they are deploying on the road.”

Wayve’s approach is indicative of a wider industry shift, whereby traditional automotive manufacturers are increasingly reliant on tech providers to remain competitive. As the automotive market leans into autonomy, many OEMs are forging partnerships with technology companies like Wayve, as demonstrated by its recent collaborations with traditional manufacturers Nissan and Mercedes-Benz.

But the synthesis between technology and automotive runs even deeper. Earlier this year, Wayve completed a successful Series D funding round, securing $1.5 billion in additional investment and backing from tech giants Nvidia and SoftBank. Last month, the group received a further $60 million in fresh investment from chipmakers Qualcomm, AMD, and Arm. If Wayve’s funding rounds teach us anything, it’s that success in autonomy is increasingly intertwined with the broader tech ecosystem.

In a world where vehicles are becoming ever more connected, automakers can no longer rely on traditional manufacturing processes or legacy software integration to

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MOVE 2026 F maintaining public trust. Adaptive legislation, and public–private partnerships will be critical in enabling deployment at scale. Collaboration between government bodies, local authorities, and technology providers will also be essential to ensure that infrastructure, data governance, and urban planning evolve in line with these new capabilities. As cities like London become real-world testbeds for autonomous systems, the role of government in shaping standards, enabling trials, and safeguarding citizens will be more influential than ever.

Global-leading auto tech event MOVE 2026 is a catalyst for this synthesis; MOVE is an event aimed at uniting the automotive and technology sectors to push the industry forward and stimulate important discussions around legislation, regulation, and public trust. Returning to London’s ExCeL on 17–18

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June 2026 for its eighth annual edition, MOVE will bring together the visionaries shaping the future of mobility across electric, autonomous, and software-defined vehicles.

As the industry’s leading commercial forum, MOVE unites automotive, fleet, energy, and technology leaders to share knowledge, collaborate, and drive real transformation.

With more than 200 world-class speakers and a truly global audience, MOVE connects decision-makers from OEMs, fleet operators, charge point operators, investors, tech providers, and government. Designed as a high-energy, festival-style experience, the event features 15 stages, workshops, headline speakers, and immersive networking environments that spark ideas and accelerate partnerships.

More than a conference, MOVE is a global meeting place for collaboration, deal-making,

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and industry leadership. Through tailored networking, media exposure via MOVEmnt, and high-impact live experiences, MOVE creates lasting value for attendees, exhibitors, and sponsors alike – making it an essential platform for anyone serious about shaping the future of mobility.

MOVE boasts 2,000+ attendees, 250+ speakers, 75+ sponsors and exhibitors, 75+ start-ups, and premium content across 15 unique stages.

MOVE’s General Manager, Cormac Cronin Martin, described the event as an essential meeting place for stakeholders across the mobility ecosystem. He said: “Move brings together the visionaries shaping the future of mobility. Electric, autonomous, and software-defined vehicles have come such a long way in the last few

years – and they’re here now! If you’re not planning how to integrate these modes and technologies into your city, you need to be there. With industry titans like Rivian CEO RJ Scaringe and Wayve CEO Alex Kendall headlining, this will be the place to do business in mobility tech.”

Register your attendance for MOVE 2026 today! M FURTHER INFORMATION

www.terrapinn.com/exhibition/MOVE2026/

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Framework

Courier, Distribution, Storage and Specialist Solutions Framework The Courier, Distribution, Storage and Specialist Solutions Framework gives organisations a single, compliant route to access UK and international courier, storage, distribution and specialist logistics services The Courier, Distribution, Storage and Specialist Solutions Framework from Government Commercial Agency allows public sector buyers to access a range of courier services along with storage, distribution and kitting solutions.

These include UK and international storage and transportation and specialist collection and delivery services.

The framework will run from 5 February 2026 until 4 February 2030 with no extensions and is available for central government, charities, education, health, local authority, blue light and devolved administrations.

It replaces the RM6171 Courier and Specialist Movements and RM6282 Storage, Distribution, Kitting and Associated Services framework.

Services include, but are not limited to, international air charter and freight services for transporting items by aircraft, international rail freight services for moving goods by rail, and international sea freight services for transporting items by sea.

They also cover storage, fulfilment, transport and distribution within the UK and to international destinations, as well as the collection and delivery of packets, parcels and documents.

Additional capabilities include the collection and delivery of specialist items such as medical samples, specimens and pharmaceuticals; the collection and disposal of firearms, weapons and ammunition; and a range of recycling and disposal services. The offer also extends to asset recovery and the auctioning of items that are no longer required.

These services are spread across 19 lots.

Benefits The framework offers several benefits. The agreement uses the new PA23 Public Sector Contract, a shorter and more straightforward standard template designed for buying common goods and services, which also incorporates industry‑standard terms tailored to specific markets.

Of the appointed suppliers, 23 are small and medium‑sized enterprises, and the framework aligns with the requirements of (PPN006) on Carbon Reduction Plans, and all suppliers must maintain an up‑to‑date carbon reduction plan.

As part of the tender process, social value was assessed in line with (PPN 002), and every supplier holds Cyber Essentials Plus accreditation or an equivalent certification, with additional accreditations in place where relevant to the lot they deliver.

Lots Lot 1a covers International Storage, offering a comprehensive range of secure overseas storage and fulfilment services. This includes inbound warehousing processes, warehouse storage, and fulfilment activities such as order consolidation and merge‑in‑transit. It also provides packaging and goods or materials‑handling equipment, along with stock control and inventory and asset‑management systems that support full asset traceability. The lot further includes customs services and clearance, covering the preparation of documentation required for E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Lot 1a covers International Storage, offering a comprehensive range of secure overseas storage and fulfilment services F importing items into, or exporting items from, the UK. Lot 1a has two suppliers.

Lot 1b covers the movement of goods to and from international destinations using air freight and air charter services. It encompasses charter booking, air freight management, and airport ground‑handling activities such as loading and unloading cargo at overseas airports and within the UK. The lot also includes customs services and clearance, including preparing the documentation required for importing and exporting items. There are six suppliers appointed to this lot.

Lot 1c supports the international movement of goods by rail, offering services such as managing and booking rail freight, customs clearance and documentation, and shipping‑container handling and movement.

It also provides onward transportation where required. This lot has one supplier.

Lot 1d focuses on transporting goods by road between the UK and international destinations. It includes road freight management, access to specialist vehicles such as temperature‑controlled units or those designed for oversized loads, and customs‑related services covering import and export documentation. The lot also provides onward movement of items. There are two suppliers delivering services under this lot.

Lot 1e provides services for transporting goods by sea to and from international locations. This includes managing and booking sea freight, container management and transport, and customs services and clearance to support import and export processes. It also covers onward transportation where needed. A total of five suppliers are appointed to this lot.

Lot 1f offers a full suite of services for international storage with onward global transportation. It includes inbound warehousing, warehouse storage, and fulfilment activities such as order consolidation and merge‑in‑transit. The lot also provides packaging and handling equipment, stock control, and inventory and asset‑management systems with traceability. Transportation

may be arranged via sea, rail, road or air, and the service includes customs clearance and documentation for import and export. There are two suppliers on this lot.

Lot 2a offers UK‑based storage services, covering everything from inventory and asset‑management systems with tracking, through to inbound warehousing processes and warehouse storage. It also includes fulfilment and order‑consolidation activities, such as picking and packaging items for dispatch, alongside packaging and material‑handling equipment and stock control. There are eight suppliers on this lot.

Lot 2b focuses on UK fulfilment and kitting services. It provides asset tracking, picking and packaging of products, and unpacking bulk deliveries into individual cases. Suppliers also prepare items for dispatch in line with buyer requirements. A total of ten suppliers deliver services under this lot.

Lot 2c covers UK‑wide movement of goods, offering transportation and distribution for a wide range of items including pallets, individual boxes, containers, medical equipment, and large or bulky items. There are eight suppliers appointed to this lot.

Lot 2d provides a managed service that brings together UK storage and distribution.

It includes inbound warehousing, warehouse storage, and fulfilment services such as order consolidation and merge‑in‑transit. The lot also covers packaging and handling equipment, stock control, inventory and asset‑management systems with traceability, and onward transportation. There are five suppliers on this lot.

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F and related medical products. Services include inbound warehousing, warehouse storage, and both temperature‑controlled and refrigerated storage. It also provides fulfilment and order‑consolidation services, packaging and material‑handling equipment, stock control, and inventory and asset‑management systems with traceability. Onward movement is supported through temperature‑controlled or dual‑zone vehicles. This lot has two suppliers.

Lot 3a covers UK‑wide collection and delivery services offered on an overnight, economy or same‑day basis. Items handled through this lot include documents, parcels, pallets and bulk movements. A total of 13 suppliers are appointed.

Lot 3b provides secure same‑day and overnight delivery within the UK, with suppliers offering enhanced protections such as additional insurance and double‑manned vehicles for high‑value or sensitive consignments. Items transported include documents, IT equipment, artwork, museum artefacts, mobile phones, parcels, pallets and bulk movements. There are 12 suppliers on this lot.

Lot 3c specialises in the secure movement of examination materials, providing same‑day and overnight services for distributing exam papers and related items to test centres, awarding bodies and examiners across the UK. This lot has seven suppliers.

Lot 3d delivers a managed service for the collection and delivery of specialist items, including samples, specimens, and biological substances, using same‑day and overnight options. Items may include pathogens, infectious and non‑infectious substances, controlled drugs, pharmaceuticals, medical equipment and documents and compressed gases. There are 12 suppliers appointed.

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Lot 2d provides a managed service that brings together UK storage and distribution Lot 3e provides secure international courier services, covering the collection and delivery of parcels and packages to overseas destinations, including support with customs clearance. This lot has seven suppliers.

Lot 4a provides a fully managed service for the secure collection, delivery and disposal of controlled items. This includes firearms covered under sections 1, 2 and 5, explosives classified as UN Class 1, CS spray, PAVA spray and other weapons. There are four suppliers appointed to this lot.

Lot 4b offers a managed service for the recycling and disposal of a wide range of items.

Depending on the nature of the goods, this may involve incineration, resale, donation or auctioning. Items handled can include medical equipment, packaging, PPE and IT equipment.

This lot has six suppliers.

Lot 4c provides a comprehensive managed service for the transportation, resale or disposal of a wide variety of items and assets.

This includes high‑value goods, electrical equipment, office machinery and vehicles. The service also covers items confiscated or seized under a Proceeds of Crime Act (POCA) forfeiture order. There are five suppliers delivering this lot.

How to buy Buying through this agreement can be done either through an award without competition or by running a competitive procedure. Before using the agreement, relevant documents should be reviewed, including the

Competitive procedure Most requirements will be best served through a competitive procedure to ensure value for money. A further competition must be undertaken where suppliers need the opportunity to develop proposals or solutions for a specific requirement, or where the terms of the call‑off contract need to be refined (in line with procurement regulations). To award a call‑off agreement through a competitive procedure, a clear specification should be defined, the agreement specification reviewed to identify the correct lot, and all suppliers on that lot invited to quote – either by email or through an eSourcing portal. Suppliers should be given the opportunity to ask clarification questions, and an appropriate tender timescale should be set based on the complexity of the requirement. Responses must be evaluated against pre‑defined award criteria, kept confidential during evaluation, and

Before using the agreement, relevant documents should be reviewed

Framework

customer guidance, frequently asked questions and Framework Schedule 7: call‑off award procedure. Organisations should also check their internal processes and controls before engaging with suppliers to ensure compliance with standard operating procedures and to confirm the most appropriate route to market.

Before running either an award without competition or a competitive procedure, the necessary documentation must be completed, including Framework Schedule 6: call‑off order form and call‑off schedules, the relevant call‑off schedules and any required joint schedules.

Pricing information can be accessed by emailing the CCS team, quoting RM6354 in the subject line and specifying the lot or lots required.

Pricing for Lots 3a–3e requires completion of an access agreement, after which the GCA team should be contacted.

followed by written notification of the outcome.

The call‑off agreement is then awarded by signing the Framework Schedule 6 order form and call‑off schedules, and the award must be published on Find a Tender.

Award without competition An award without competition should only be used where it is certain that a single supplier can meet the requirement and where quality and price can be clearly established. Under this route, the maximum commercial agreement rates apply, and no additional terms to the contract. To award a call‑off agreement without competition, requirements must be clearly defined, the framework specification reviewed to confirm the correct lot, and suppliers contacted to confirm capability. Award criteria should be set using Framework Schedule 7, and the contract awarded by signing Framework Schedule 6 and the relevant call‑off schedules.

The award must then be published on Find a Tender.

To maintain value for money throughout the life of the contract, organisations may also use Joint Schedule 11: continuous improvement and Call‑off Schedule 16: benchmarking.

Summary Overall, the framework brings together a wide spectrum of courier, storage, distribution and specialist logistics services under a single, structured commercial agreement. Spanning 19 lots, it supports routine movements, secure and specialist handling, UK and international transport, and end‑to‑end managed services.

The agreement is built on the PA23 Public Sector Contract, incorporates key policy requirements such as carbon reduction planning and social value, and is delivered by a diverse supplier base that includes many SMEs. With clear routes to purchase and defined standards across all service areas, the framework provides a consistent, compliant and flexible way for public sector organisations to meet a broad range of logistics and specialist movement needs. M FURTHER INFORMATION

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THE SPECIALIST ELECTRIC TRAILER MOVER Stand O33 at RTX show

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Road Transport Expo

RTX 2026: the biggest, boldest and most relevant yet for public sector fleets Road Transport Expo (RTX) returns to NAEC Stoneleigh from 30 June to 2 July 2026 As pressures on UK road transport continue to intensify, one event has firmly established itself as the essential annual meeting point for anyone responsible for running, maintaining or modernising a fleet. Road Transport Expo (RTX) returns to NAEC Stoneleigh from 30 June to 2 July 2026, marking its fifth consecutive year and promising its most ambitious edition yet.

For local authorities and public sector organisations, the timing could not be more significant. Fleet teams across the UK are navigating a perfect storm of challenges: tightening budgets, rising operational costs, new regulatory requirements, decarbonisation

targets, and the need to maintain essential frontline services without disruption. RTX has rapidly become the place where these challenges can be explored, solutions compared, and future strategies shaped.

A show built around real-world operation Since its launch in 2022, RTX has grown from a newcomer on the exhibition circuit into a cornerstone of the commercial vehicle calendar.

Its success stems from a simple but powerful principle: focus on real world operation.

Rather than presenting technology in E

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Driving down your fuel costs The Merridale range includes fuel management systems, fuel pumps and dispensers, fuel storage tanks, tank gauges and fuel management software for client and web-based solutions.

Merridale systems are installed at over 4,000 sites throughout the UK, Ireland, Channel Islands and Holland.

Up to 400,000 vehicles fuel every day on a Merridale system.

▍ Highest build quality ▍ Designed to last a minimum of 10 Years ▍ Meets ATEX for diesel standards where applicable ▍ Optional reporting software ▍ Accurate, robust, reliable and up-gradable ▍ UK designed, developed and manufactured

Merridale Ltd Merridale Works ▎Lower Walsall Street ▎Horseley Fields Wolverhampton W V 1 2EU ▎UK Sales

Tel. +44 (0) 1902 350 700 Email. sales@merridale.co.uk

www.merridale.co.uk

Service and Support

Tel. +44 (0) 1902 350 701 Email. support@merridale.co.uk

Road Transport Expo

F isolation, RTX showcases vehicles, equipment and systems as they would be used in day-to-day fleet environments.

This approach resonates strongly with public sector operators, who often need to see equipment working in context before committing to investment. Whether it’s refuse collection vehicles, highways maintenance equipment, minibuses, gritters, or light commercial vehicles used by housing and social care teams, RTX provides a rare opportunity to assess solutions side by side.

Attendance has grown year on year, with more than 14,000 visitors attending last year’s three-day event. Organisers expect RTX 2026 to surpass that figure as fleet managers, workshop supervisors, procurement teams and sustainability leads seek practical guidance during a period of rapid change.

RTX show director Vic Bunby says the event’s growth reflects the industry’s need for clarity and confidence: “Fleet operators are under pressure from every direction, whether that’s increased costs, compliance or technology change. RTX brings the industry together in one place, giving operators hands on access to solutions, straight answers from suppliers and the confidence to invest in what they know will work on the road.”

A venue designed for trucks – and ideal for public sector fleets NAEC Stoneleigh has proven to be the perfect home for RTX. Its combination of

expansive outdoor space and flexible indoor halls allows exhibitors to demonstrate vehicles and equipment in a way that mirrors real operational environments.

For public sector visitors, this means: refuse collection vehicles displayed with full body configuration; electric and hydrogen trucks presented alongside charging and refuelling infrastructure; workshop equipment laid out as it would be in a depot; and safety systems demonstrated in situ, including cameras, sensors and AI-based monitoring tools.

Stoneleigh’s central location, strong road connections and free parking make it a practical destination for councils and public bodies travelling from across the UK. Whether attending for a targeted half day visit or bringing a wider team for a full day of exploration, the venue is easy to navigate and designed for large-scale vehicle movement.

A comprehensive exhibitor line up covering every public sector need RTX 2026 is expected to host more than 350 exhibitors, representing every major corner of the road transport supply chain. For local authorities, this breadth is invaluable.

Visitors can expect to meet: truck, van and specialist vehicle manufacturers; refuse, recycling and municipal vehicle suppliers; bodybuilders and equipment specialists; telematics, safety and compliance technology providers; alternative fuel and charging E Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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WG TANKER SERVICES LTD Supporting critical UK infrastructure - Today and into the future.

Established in 1989, WG Tanker Group is now the UK market leader and an innovator in the supply and installation of pressure discharge and vacuum equipment for the dry bulk industry. We are authorised warranty repairers for Feldbinder and ZVVZ, and have earned Premier Partnership Status from GHH Rand.

Our Specialist Coatings Division offers solutions across the road, rail, defence, commercial, air, and maritime sectors.

Through our Research & Development team, we listen to our customers’ needs and work in partnership to develop and innovate new solutions helping our customers become the leading service providers within their own businesses.

OUR SERVICES FLEXIBLE FLEET SUPPORT

COMPLIANCE ASSURED

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Extensive tanker hire and scalable solutions to meet demand.

Supporting regulatory standards across all tanker operations.

Minimising downtime through expert maintenance and rapid response.

Tanker Maintenance & Repair

Specialist Coatings (Rail, Defence & Industrial)

Tanker Hire & Leasing

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Strategically located on the A50 corridor between the M1 and M6 in Derbyshire.

sales@wgtanker.com www.wgtanker.com

SIGN UP FOR YOUR FREE DIGITAL SUBSCRIPTION

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Sustainability at the forefront One of the most significant developments for RTX 2026 is the expanded focus on sustainability and decarbonisation – a priority that aligns directly with local government commitments to net zero targets.

The show will feature: Live demonstrations of zero emission vehicles Allowing operators to experience the performance, range and operational characteristics of next generation trucks and vans.

Infrastructure guidance for public sector depots Covering grid capacity, smart charging, energy management, and funding opportunities.

Sessions on sustainable procurement Helping councils understand wholelife costs, carbon reporting and the practicalities of transitioning mixed fleets.

For public sector fleet managers balancing environmental goals with service delivery, RTX provides a rare opportunity to see what is genuinely achievable today – and what is coming next.

Technology you can see in action One of RTX’s defining features is its emphasis on live demonstrations and hands on experiences. In 2026, visitors can again expect: ride and drive sessions for electric and alternative fuel vehicles; safety technology walk arounds, including vulnerable road user protection systems; demonstrations of diagnostics, workshop tools and fleet management platforms; and operational showcases of municipal vehicles performing real tasks.

For public sector teams, these demonstrations offer practical insight that goes far beyond brochures or online research. Seeing equipment in action helps operators assess suitability for their own routes, services and depot constraints.

Road Transport Expo

F infrastructure companies; workshop equipment and maintenance partners; and industry associations and regulatory bodies.

For many public sector operators, RTX serves as a vital benchmarking exercise. It allows teams to compare suppliers, explore alternative approaches, and identify innovations that may not yet have reached mainstream adoption.

Seminars that reflect real operational challenges Alongside the exhibition, RTX will host a full programme of seminars, interviews and panel discussions. Topics will be directly relevant to public sector fleets, including: decarbonisation strategies for mixed-use fleets; compliance updates, including safety, emissions and operator licensing; funding E

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SIGN UP FOR YOUR FREE DIGITAL SUBSCRIPTION

VISIT OUR WEBSITE HERE

Road Transport Expo

collaborative opportunities with neighbouring authorities; share experiences with other fleet professionals; and engage with industry bodies and regulators.

In an era where many teams are stretched thin, RTX offers a rare chance to step away from day to day pressures and focus on strategic planning.

F and procurement considerations for local authorities; maintenance best practice and workshop modernisation; operational efficiency and data driven fleet management; and skills shortages and workforce development.

RTX head of content Hayley Tayler says the programme is designed to deliver practical, honest insight: “Operators want honesty and relevance. They want to hear what’s working in real fleets and what still needs solving. That’s the kind of conversation the RTX conference programme is designed to support.”

For councils, this means hearing directly from peers who are already trialling or deploying new technologies – learning from their successes and their challenges.

Looking ahead: a sector balancing continuity and change As RTX reaches its fifth year, it does so at a time when the road transport industry – and particularly the public sector – is balancing continuity with transformation. Diesel fleets will remain essential for many services in the near term, while alternative fuels, electrification and digital systems continue to gain momentum.

RTX 2026 aims to reflect that reality, bringing established solutions and emerging technologies together in one place. For local authorities, it provides the clarity needed to make informed, future proof decisions.

Join RTX this summer Registration for RTX 2026 is free for all industry professionals. Public sector operators are encouraged to secure their place early at what promises to be one of the most important transport events of the year. M FURTHER INFORMATION

Register now at: roadtransportexpo.co.uk

A networking environment that works RTX has earned a reputation as a welcoming and productive networking environment. The relaxed layout and outdoor setting encourage conversation, while the scale of the event ensures that key decision makers are present.

For public sector visitors, this creates opportunities to: meet suppliers face to face; discuss procurement requirements; explore Issue 33.3 | GOVERNMENT BUSINESS MAGAZINE

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Advertisers Index

ADVERTISERS INDEX Business Information for Local and Central Government

The publishers accept no responsibility for errors or omissions in this free service

3iStudio

36

OPSES

84

AAA Training Co

4

Panacea Networking

94

Alison Handling Services

50

Polyplas

34

ANT Maschinen

110

Posterity Global

88

Atholl Palace Hotel

6

Prime Secure Systems

54

Bauder

IFC

Pro-Ex Development

96

Carrousel Digital

62

R&R Property Support Services

66

Cognitec Systems GmbH

58

Ramco

106

Cornerstone Management Services

44

Road Transport Expo 2026

76

DISCsimple

92

Sensational Cleaning

72

Dynamics Cleaners

64

Shell Fleet Solutions

74

EcoGrit

10

Soluform

22

Environmental Products and Services

40

Streamlight

12

G&T Express

104

Survey Solutions

82

GKL Leasing

22

The Furnishing Service

IBC

HC Legionella

32

The Safety Letterbox Company

14

Total Clean

70

HORIBA

18, 20

Isuzu (UK)

BC

Trafalgar UK Theatres Southend

81

JTM Energy

30

Triple A Solutions

48

Langtree

38

Twice2much

8

Mcintyre Compliance Services

91

Urbis Schreder

16

Merridale

112

Valcan

46

Micad

68

Westside London

98

MyMental

54

WG Tanker

114

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Transforming Houses into Welcoming Homes Your Trusted Furnishing Partner for the Social Housing Sector

The Furnishing Service is a leading provider of furniture, white goods, furnishings, flooring and window coverings to the Social Housing Sector across the UK. With 7 strategically located branches and over 150 dedicated staff, we deliver a comprehensive one-stop furnishing solution. With over three decades of dedicated service to the Social Housing Sector, The Furnishing Service Ltd supplies high-quality products that are extensively used by the Social Housing Sector nationwide. Their established infrastructure enables them to deliver efficient, reliable, and comprehensive service across the UK.

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To discuss how The Furnishing Service can support your organisation, please get in touch: Email: info@tfs.direct | Tel: 07843 371 325 | Web: www.tfs.direct

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