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This Buyers’ Guide has been put together to highlight best practice in key areas across all of PSi’s titles: Counter Terror Business, Education Business, Government Business, Government Technology, GREENFLEET and Health Business.

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Counter Terror Business opens with an update on Martyn’s Law and Christian Schneider shares best practice for Hostile Vehicle Mitigation in 2026. Education Business turns its attention to spend on school buildings and digital standards for schools. For the Government Business section, we have articles from IWFM on facilities management skills and training, the FPA on enforcement, competency and regulation in fire safety and the Water Hygiene Centre on managing water systems. Government Technology features Sam Smith from Socitm highlighting digital trends for 2026 and Vanessa Henneker from the UK Cyber Security Council addresses the cyber skills gap. In GREENFLEET, we look at workplace EV charging and alternative fuels for public sector fleets. Health Business concludes the guide with insights from ABHI’s Luella Trickett on best practice for HealthTech procurement for 2026 and an article on infection control. Everyone at PSi is very proud of our Buyers’ Guide. The idea was dreamt up by Clive Beer, our former Sales Director, who very sadly passed away on the 5th of December 2025. The Buyers Guide was ahead of its time - designed to inform and support public sector professionals, highlight best practice, upcoming policy and regulatory changes, sharing sector-specific developments, and support informed decision-making. We hope you enjoy this issue. Clive would be delighted if you could share your views on this and future issues. If you wish to make a donation in Clive’s memory, please consider supporting a cancer charity of your choice. Polly Jones, editor

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PUBLIC SECTOR BUYERS’ GUIDE 2026

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Contents

Contents Public Sector Buyers’ Guide 2026 COUNTER TERROR BUSINESS

COUNTER TERROR BUSINESS

MARTYN’S LAW

HVM

EDUCATION BUSINESS

GOVERNMENT BUSINESS

EDUCATION BUSINESS

DESIGN & BUILD

FACILITIES MANAGEMENT

EDUCATION TECHNOLOGY

GOVERNMENT BUSINESS

GOVERNMENT TECHNOLOGY

FIRE SAFETY

WATER

TECHNOLOGY

GOVERNMENT TECHNOLOGY

GREENFLEET

CYBER SECURITY

ALTERNATIVE FUELS

EV CHARGING

HEALTH BUSINESS

MEDTECH

INFECTION CONTROL

Business Information for Education Decision Makers

Business Information for Local and Central Government

PUBLIC SECTOR BUYERS’ GUIDE 2026

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Counter Terror Business Martyn’s Law

What Martyn’s Law means for you After receiving Royal Assent in April 2025, Martyn’s Law is now entering its implementation phase, with the Security Industry Authority preparing to regulate thousands of UK venues and events. A new tiered framework will require operators to adopt proportionate security measures, backed by expanded SIA teams, digital systems, and forthcoming Home Office guidance At the beginning of April 2025, after six years of campaigns and almost eight years after the Manchester Arena attack, Martyn’s Law received Royal Assent. Martyn’s Law is named after Martyn Hett, who was killed in the Manchester Arena attack in May 2017. Officially titled the Terrorism (Protection of Premises) Bill, the law will make it a legal requirement for public places to strengthen their security measures. It will improve protective security and organisational preparedness across the UK by requiring that those responsible for certain premises and events consider how they would respond to a terrorist attack. It will take a tiered approach. Venues with a capacity of 200 to 800 people will be required to put in place measures aimed at reducing harm to the public in the event of an attack. This

could include training staff to lock doors, close shutters, and identify safe routes to shelter. Larger venues, with a capacity of over 800 people, will fall under an enhanced tier. These venues will be required to implement more robust security measures, such as employing security staff and installing CCTV systems. Premises within scope Premises fall within the scope of the Act if they meet four key criteria. First, there must be at least one building on the premises, or the premises must be located within a building. Second, the premises must be wholly or mainly used for one or more of the purposes listed in Schedule 1 of the Act, such as a restaurant or a shop. Third, it must be reasonable to expect that at least 200 individuals may be present on the premises at least occasionally. Finally, the E PUBLIC SECTOR BUYERS’ GUIDE 2026

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Who is considered the responsible person for qualifying premises? For premises that fall within the scope of the Act, the responsible person is the individual who has control over the premises in relation to its relevant use as defined in Schedule 1 – for example, operating a venue as a sports ground or a hotel. If the premises are used for more than one Schedule 1 purpose, such as a church that also operates a crèche, the responsible person will be the one in control of the premises in connection with whichever use is considered the primary or principal activity.

An event falls within the scope of the Act if several conditions are met Who is considered the responsible person for qualifying events? For qualifying events, the responsible person is the individual or organisation that has control of the premises where the event is being held, specifically for the purposes of the event. Determining who this is will depend on the specific circumstances of the event. For instance, if a company organises a concert in a public park and takes control of a designated area for the duration of the event, then that company would be considered the responsible person. On the other hand, if a stately home hosts a concert on its own grounds and retains overall control of the site for the event, the stately home itself would be the responsible person, even if it contracts out certain aspects of the event, such as ticketing or security.

Martyn’s Law

Events within scope An event falls within the scope of the Act if several conditions are met. The event must take place at premises covered by section 3(1) (a) of the Act, which may include open land without buildings, provided the premises are not designated as enhanced duty premises or part of such premises. The premises must be accessible to members of the public for the purpose of attending the event. It must also be reasonable to expect that at least 800 individuals will be present at one time during the event. In addition, there must be measures in place to check that entry conditions are met, such as ticket checks. The event must also not fall under any exclusions listed in Schedule 2 of the Act.

Counter Terror Business

F premises must not be excluded under Schedule 2 of the Act. If it is reasonable to expect that 800 or more individuals may be present at the premises at the same time, the premises will be considered enhanced duty premises, unless the Act specifies otherwise.

What are the requirements for standard duty premises? Standard duty premises are typically locations where it is reasonable to expect between 200 and 799 people, including staff, to be present at the same time on at least an occasional basis. For such premises, the responsible person must meet two key requirements: they must notify the Security Industry Authority (SIA) of their premises, and they must have appropriate public protection procedures in place, so far as is reasonably practicable. E

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The full context of Martyns Law is not yet 100% clear, it would appear however that having knowledge of a procedure or a physical enhancement that has not been acted on by the venue could lead to corporate liability being challenged. Not all glazing would benefit from Blast Mitigation Window Film. To establish this Solartek Films Ltd can carry out a Glass Risk Assessment Survey. This will identify all glass that does not meet Home Office recommendations and standards.

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What are the requirements for enhanced duty premises and qualifying events? Enhanced duty premises and qualifying events are those where it is reasonable to expect that 800 or more individuals, including staff, may be present at the same time or attend the event at least occasionally. In addition to the requirements for standard duty premises, the responsible person for enhanced duty premises and qualifying events must meet the following additional obligations. Firstly, they must have, so far as reasonably practicable, appropriate public protection measures in place. These measures should aim to reduce both the vulnerability of the premises or event to terrorism and the risk of physical harm to individuals in the event of an attack, either at the premises or in the surrounding area. For example, enhanced duty premises should implement measures, to the extent

Martyn’s Law

F The obligations for standard duty premises are designed to be simple and low-cost, with the main requirement being time and planning rather than physical security installations. There is no requirement under this duty to implement structural or physical security measures. These procedures are intended to guide staff in the event of a terrorist incident occurring at or near the premises. They should focus on reducing the risk of physical harm and may include steps for evacuating the building, moving people to a safer area within the premises (invacuation), locking down parts of the premises, and communicating effectively with those on site during an emergency.

practicable, for monitoring the premises and their immediate vicinity. Secondly, the responsible person must document the public protection procedures and measures that are in place or planned, and submit this document to the Security Industry Authority (SIA). This document should include an assessment of how the procedures and measures will help reduce vulnerability and/or the risk of harm. Finally, if the responsible person is an organisation rather than an individual, they must designate a senior person to ensure that the responsible person complies with these requirements.

Counter Terror Business

Enhanced duty premises and qualifying events are those where it is reasonable to expect 800 or more individuals

The SIA While, we are still waiting for a few more details, in November, Michelle Russell, chief executive of the SIA published an updated on the SIA’s work on Martyn’s Law. Once Martyn’s Law received Royal Assent, and the Security Industry Authority (SIA) was confirmed as the new regulator, work began immediately to prepare for go-live. Go-live will occur when Parliament, through statutory instruments, commences Martyn’s Law and the SIA’s role as regulator. While the timing of commencement is a decision for Parliament, preparations are being made for Spring 2027. Russell explained the SIA’s role as regulator, which she said is to regulate against Martyn’s Law, and the legal requirements and framework Parliament has set out in the Terrorism (Protection of Premises) Act 2025. These requirements are set to be clarified by the Home Office’s statutory section 27 guidance about the requirements. The SIA has the responsibility of determining whether a premises or event is in compliance with those requirements as well as the responsibility to provide advice and guidance to them. Since April 2025, the SIA has been attending events and conferences across the UK. Once the guidance is published by the Home Office, the SIA will say more. E PUBLIC SECTOR BUYERS’ GUIDE 2026

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There will be over 100 new operational posts created in the SIA’s Martyn’s Law team

Martyn’s Law

internal processes and procedures. A critical focus is the development, implementation, and testing of the digital and caseworking systems required to support future casework. This programme involves extensive planning and design, alongside a robust procurement exercise that will take time to complete. Russell said that the SIA’s role as regulator will be primarily advisory from the start to give venues and events in scope the opportunity to get compliance right first. The SIA expects to find and highlight positive good practice and identify and advise those who are not doing enough. Martyn’s Law, formally the Terrorism (Protection of Premises) Act 2025, establishes a tiered legal framework requiring venues and events to adopt proportionate security measures based on capacity. Standard duty premises must notify the Security Industry Authority (SIA) and maintain basic protective procedures, while enhanced duty premises and qualifying events must implement more robust measures, document their plans, and submit them to the regulator. The SIA has begun building capacity for its new role, with full commencement expected in Spring 2027. While enforcement will evolve over time, the law represents a structured response to the Manchester Arena attack, embedding preparedness and public protection into the operation of UK venues and events. M

Counter Terror Business

F Meanwhile, though, the Agency has been working at pace, building capability and capacity and exploring and testing with depth the things that need to be done in advance of go-live. The SIA has been agreeing new, separate grant funding to be provided direct by the Home Office to the SIA to fund the SIA’s new Martyn’s Law work. This means the work will not be funded by SIA licence holders’ fees. A new director will start in January and a blueprint design has been created for new functions and teams. There will be over 100 new operational posts created in the SIA’s Martyn’s Law team, working on guidance and other educational and outreach work; the formal notifications that premises and events in scope of Martyn’s Law will make; desk-based casework on compliance issues, as well as scrutiny and assessment of compliance documents and plans submitted by enhanced tier premises; and inspections and formal investigations into concerns about noncompliance and follow up enforcement work. Inspectors and inspection teams will be based regionally and locally across the UK. Other office-based roles will be mostly in a new SIA location in Manchester. The SIA is currently working on draft section 12 guidance about how the Agency proposes to exercise its functions particularly the investigatory powers. A consultation will be launched on this, once Home Office guidance is published in 2026. Joint engagements and events are being held with the Home Office to raise awareness of the new law and the SIA’s role. A new risk framework is being developed to ensure the SIA has clear priorities and to apply a consistent approach to decisions. The SIA teams are actively progressing work on a new regulatory model, business plan, and

FURTHER INFORMATION

www.counterterrorbusiness.com

PUBLIC SECTOR BUYERS’ GUIDE 2026

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Charter Global was initially launched to provide a service to architects and building designers enabling them to incorporate security shutters into their architectural designs without compromising the aesthetics of the building or the performance of the security shutter. Since then, Charter Global has grown to become an industry leader in the design, manufacture, and installation of premium security shutter solutions across a wide variety of building types and security risk profiles, all around the globe. Driven by product innovation and the need for higher certification levels in some of the most challenging and sensitive security sites, our achievements include: the first ever LPS 1175; Issue 7 SR5 for security shutters introduced to the UK market and now upgraded to Issue 8 E20; design and manufacture of the world’s first and only security shutters independently certified to LPS 1175 Issue 8 G5, G10 and G15 category; the only UK company to hold security certification for shutters from the US Department of State; and certification from the National Protective Security Authority (NPSA) for our Obexion MD XR shutter. Our brands Obexion The Obexion is our highest performing range and offers ultra-high security protection in a multitude of applications.

The Obexion MD range is certified by the Loss Prevention Certification Board (LPCB) up to LPS 1175 Issue 8 G15 and is used in defence and government sites as well as for projects using toxins, pathogens and radiological materials. The Obexion MD XR shutter has also achieved independent approval by the NPSA for use by the UK Government plus certification from the US Department of State. Intergr8 Integr8 Security Shutters are a specialist range of built-in roller shutters for applications including local government sectors covering community, healthcare and education. By removing the need for an unsightly headbox, built-in roller shutters sit within the load-bearing lintel of an aperture. Engineered to integrate within the very fabric of the building structure, Integr8 Shutters focus on causing minimal disruption through lintel specification. Equilux Equilux is Charter Global’s premium brand dedicated to tailored physical solutions for securing prestigious residential and heritage properties. Often being actively involved with architects from the outset of the project, we are able to ensure premium bespoke solutions and our meticulous attention to detail ensures a stylish, secure finished product that is sympathetic to the design and architecture of the property. All of Charter Global’s products offer the ability to intelligently incorporate shutter control through smart home controls or building management systems (BMS). M FURTHER INFORMATION

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The number of vehicle as weapon (VAW) incidents targeting publicly available locations (PAL), squares and critical infrastructure has been rising steadily for years — and forecasts suggest this trend will continue. Although more vehicle security barriers (VSB) are appearing in our cities and around major events, the question remains: what happens when hostile actors recognise the weaknesses of poorly conceived hostile vehicle mitigation schemes and exploit the minimal stopping capability of unsuitable barriers? And what if attackers increasingly receive guidance from hostile professionals, enabling them to simply overrun the many incorrectly deployed temporary barriers that are all too common around events? This leads us directly to one of the primary causes of ineffective hostile vehicle mitigation (HVM) measures frequently observed at event sites: the unfortunate confusion — or conflation — of hostile vehicle mitigation with event safety

HVM

Severe vehicle borne attacks pose an increasing threat to our public security, while the growing use of unsuitable countermeasures often exacerbates the problem rather than alleviating it. This article from Christian Schneider outlines how a simple misunderstanding can have fatal consequences, which common misconception results in mere placebo security, and how the consistent application of proven standards can protect us far more effectively against hostile vehicle attacks

Counter Terror Business

Is HVM just for Christmas?

management. This confusion often results in serious errors at every stage of qualification, planning and implementation. Such errors are not only costly, but also carry potentially grave consequences for public security. Effective hostile vehicle mitigation is not a matter of placing barriers at random close to an event site; it requires a technically sound, legally robust engineering design, delivered with appropriate, certified protective systems. Recent vehicle attacks have made three essential points abundantly clear: vehicle borne attacks are now a firmly established tactic among politically, ideologically, or religiously motivated extremists; poorly planned or inadequately implemented protective measures can harm the public rather than protect it by creating a dangerously false sense of security; barriers must not only be certified, but also suitable for their specific operational environment. E

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demonstrates competence and professional responsibility, but also ensures that people remain protected in everyday environments — in pedestrian zones, city centres or around arenas — even when no event is taking place. A crucial lesson from recent years is the need to recognise distinct professional competencies, strictly separate HVM from event safety management, and never trivialise specialist expertise. Hostile vehicle mitigation is not a new discipline; it has evolved continuously since the 1980s. Generations of engineers have refined techniques in accordance with JASPAR principles (Justificable, Archievable, Suitable, Practical, Affordable, Reasonable). There is no reason to reinvent established processes; on the contrary, there are compelling reasons to rely on the extensive expertise already available. Qualified specialists work in accordance with the latest HVM norm, ISO 22343 2, supported throughout by the proven project methodology of the RIBA Plan of Work. Effective HVM design also requires professionals trained not only in engineering and construction, but also in policing, threat mitigation and counter terrorism — and who maintain continuous professional development (CPD) in these fields. To ensure this level of competence, the National Protective Security Authority (NPSA) supports Chartered Security Professionals (CSyP) and the Register of Security Engineers and Specialists (RSES), enabling recognised experts to serve as Specialist Security Advisors – Hostile Vehicle Mitigation (SSA HVM). Those tasked with protecting soft or hard targets can draw on the extensive experience of organisations such as NPSA and NaCTSO, adhere to relevant standards including ISO 22343 2, use the RIBA Plan of Work, and engage both independent Counter Terrorism Security Advisers (CTSA) and RSES accredited HVM specialists. The real question, therefore, is no longer how we can better prevent future vehicle as a weapon attacks — but whether decision makers recognise the proven structures already available and are willing to adopt and rigorously apply them. L PUBLIC SECTOR BUYERS’ GUIDE 2026

HVM

HVM v event safety Hostile vehicle mitigation must therefore never be confused with event safety. It requires dedicated engineering expertise provided by qualified HVM specialists. HVM protects sites, not events. Events may take place on those protected sites — indeed they should — but the primary purpose of professional HVM planning is to secure the location itself, regardless of whether an event is in progress. Clear separation of HVM engineering from event safety management not only

A crucial lesson from recent years is the need to recognise distinct professional competencies

Counter Terror Business

F The tragic attacks on the Christmas market in Magdeburg, Germany, on 20 December 2024 — resulting in six fatalities and more than 300 injured — and on the New Year’s celebrations in New Orleans, USA, with 14 deaths and 57 injured, have shown with brutal clarity that hostile vehicle mitigation measures must be designed exclusively by suitably qualified and experienced specialists. Such specialists understand that only crash tested, certified barriers suitable for the specific site may be used. Certification alone is never sufficient; an unsuitable or under specified barrier can itself become a lethal hazard during an attack. Unfortunately, numerous Christmas markets again demonstrated this in 2025. A notable example was the actual Magdeburg Christmas market, which initially failed to obtain official approval because the appointed planner obviously lacked sufficient HVM qualifications and relevant engineering accreditation, and had proposed non certified, unsuitable and severely under specified barriers. The consequences for public safety, the victims and their families, the city’s reputation, political stakeholders and local businesses were profound.

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Embodied in its DNA, the Isuzu D-Max’s 360Nm of torque and 3.5-tonne towing capacity offer exceptional pulling power. For additional peace of mind, trailer sway control, combined with a suite of Advanced Driver Assist Systems (ADAS), underscores the D-Max’s five-star Euro NCAP safety rating. Furthermore, the Isuzu D-Max is ideal for carrying any gear with its 1-tonne payload and ample load bed storage. Essential equipment can easily be organised and stored, without any compromise on passenger comfort for the long haul. Off-roading is another area where the D-Max flourishes, with a shift-on-the-fly 4WD system, rear differential lock, and new Rough Terrain Mode offering class-leading capability when traversing challenging terrain on site. A shrewd investment VAT is fully reclaimable for the entire Isuzu D-Max range (including double cab and extended cab models) for registered businesses and remains unchanged from the April 2025 taxation changes. So is the Vehicle Excise Duty (VED), capped at the £345 light commercial vehicle rate per year, amounting to a cost-effective annual road tax. Additionally, the Isuzu D-Max Utility Single Cab model also qualifies as a commercial vehicle with regards to Benefit-in-Kind (BIK) and Capital Allowance treatment. Therefore, fleets operating a new single cab Utility model enjoy the BIK flat rate of £4,020

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The government has recently unveiled a set of six digital standards that every school and college will be expected to meet by 2030. This initiative is designed to end the postcode lottery of digital provision, ensuring that access to modern technology is no longer determined by geography or funding. Too many children are still learning in classrooms without the digital tools required for today’s education and tomorrow’s careers. Outdated infrastructure and unreliable connectivity have prevented teachers from delivering engaging, modern lessons, and have left students ill-equipped for an increasingly digital world. The government’s new standards aim to change that, by setting

clear expectations around digital infrastructure, online safety, and leadership. These standards cover broadband internet access, wireless networks, and network switches – all essential for ensuring that schools can support a reliable digital learning environment. But the plan goes beyond technology itself. Schools are also expected to demonstrate strong digital leadership and governance, with senior leaders taking responsibility for technology strategy and implementation. Crucially, online safety is central to the framework. With the increasing use of digital tools in the classroom, schools must also implement robust cyber security systems, E

PUBLIC SECTOR BUYERS’ GUIDE 2026

Education Technology

The government has recently set out six digital standards that all schools must meet by 2030, aiming to eliminate disparities in technology access and ensure every pupil can benefit from modern, connected classrooms

Education Business

The six digital standards for schools

Education Business Education Technology F along with filtering and monitoring solutions to protect pupils from harmful online content and threats. Tools to help with planning To support schools on this journey, the Department for Education is expanding its Plan Technology for Your School service. This free tool is designed to help schools assess their current digital setup, understand their unique needs, and develop cost-effective, future-focused strategies. By offering tailored recommendations and expert guidance, the service allows school leaders to make informed decisions that align with national standards and best practices Lara le Court de Billot, senior policy advisor in the Department’s School Technology Services team, explains that the service was created in collaboration with school leaders and technical experts. It supports schools in creating strong digital strategies that not only improve teaching and learning but also reduce staff workload, improve efficiency, and help schools get better value from suppliers. She said: “The ‘Plan Technology for your School’ service supports schools in creating and developing lasting digital strategies that align with best practices and meet the Department for Education’s digital and technology standards.” Funding for digital Infrastructure The government has backed this policy with a £45 million investment this year to improve school infrastructure, particularly in areas where it is needed most. This funding will go towards upgrading broadband and wireless

networks, bringing classrooms online, and helping to ensure a consistent standard of digital provision across the country. It builds on the success of the Connect the Classroom programme, which has already improved digital access for more than 1.3 million pupils across 3,700 schools. Further education colleges are also part of the plan. Jisc – the UK’s national education and research network provider – will continue to support colleges with expert advice and access to the high-speed Janet network. Minister for early education, Stephen Morgan, emphasised the importance of this investment. “Every child deserves access to the digital tools that will prepare them for the modern world, regardless of which school they attend. For too long, we’ve seen a postcode lottery where some pupils thrive with cutting-edge technology whilst others are held back by outdated equipment.” He added that this initiative is a key part of the government’s wider Plan for Change, which aims to ensure every child has the opportunity to succeed, with no pupil left behind in the digital age. The six core standards The first standard focuses on broadband internet, requiring schools to have a full fibre

The first standard focuses on broadband internet

The fourth standard focuses on digital leadership and governance

Education Technology

can oversee their effective and responsible implementation. Safety is also a major priority. The fifth standard mandates the use of filtering and monitoring systems to help protect pupils online. These tools are designed to block access to harmful content and enable schools to monitor internet use, ensuring that students can explore the digital world in a safe, ageappropriate environment. Finally, the sixth standard highlights the importance of cyber security. As schools become more connected, they must also protect themselves from growing digital threats. This means putting robust systems in place to guard against cyberattacks, data breaches, and other risks, safeguarding both staff and pupil information. Together, these six standards form a comprehensive framework for digital readiness, giving schools the foundation they need to deliver high-quality, safe and future-proof education. As the 2030 deadline approaches, the challenge now lies in ensuring that all schools – urban or rural, large or small – are equipped to meet the standards. M

Education Business

connection to their broadband service at the speed needed for effective online learning tools. Primary schools should have a minimum of 100Mbps download speed and a minimum of 30Mbps upload speed. Secondary schools, allthrough schools and further education colleges should have a connection with the capacity to deliver 1Gbps download and upload speed. Building on that, the second standard addresses wireless networks. As schools and colleges will have a high number of users accessing the network at the same time, a high-performance solution will make sure that the speed and management of data transferred around the wireless network is resilient, efficient and secure. Schools should use a wireless solution that uses, at a minimum, the Wi-Fi 6E standard, and it’s important to make sure there is strong signal coverage in all areas of your school or college where mobile devices are to be used. To support this connectivity, the third standard requires schools to install and maintain high-performing network switches. These are the backbone of any school’s digital infrastructure, managing data flow between devices and keeping the system running smoothly even under heavy use. Beyond the technical infrastructure, the fourth standard focuses on digital leadership and governance. Schools must have clear strategies in place for how technology is integrated, maintained and used for learning. This includes leadership teams who understand the role of digital tools in education and

FURTHER INFORMATION

www.educationbusinessuk.net

Nigel Harvey, chief executive of lighting WEEE compliance scheme Recolight, talks us through how lighting can be part of the solution to reducing carbon The Recolight Reuse Hub allows donors of such products to link up with potential recipients; companies that could use the donated products, and so avoid unnecessary recycling or disposal.

Photos and graphics: Recolight

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Closing the lighting loop

Waste hierarchy The waste industry operates a waste hierarchy that is still very applicable to lighting. It is effectively a simple aid to decision making that orders strategies according to their impact on the environment. Reduce At the top of the hierarchy is “Reduce”. That means not buying new lighting if the old lighting does the job – or only replacing lighting which is definitely inefficient and cannot be upgraded. And of course, using daylight wherever possible, both to reduce the number of lights that are installed, and to reduce the amount of time they are in use. Reuse There is a growing number of UK lighting companies that offer reuse or upgrade services to enhance the efficiency of installed lighting, for example by retrofitting LED light sources in fluorescent fittings. Industry estimates indicate that such upgrades typically have half the embodied carbon of a new product. Recolight Reuse Hub To facilitate reuse, Recolight has launched the Recolight Reuse Hub. This is a free to use lighting digital marketplace to facilitate the donation of new and used lighting products and equipment. Currently, there are considerable volumes of new and used lighting products that are needlessly recycled when they could be reused.

Recycle All too often, we assume that if old lighting is replaced with new lighting, we are meeting our environmental obligations if the waste fittings recycled. That thinking needs to change. Recycling is rightly near the bottom of the waste hierarchy. That is because recycling destroys much of the embodied carbon in a product, and simply recovers the raw materials. All the energy involved in the manufacture, supply and distribution of the products is lost. An extreme example is of mobile phones, where 85-95 per cent of their carbon emissions are in the production phase, and the value of the raw materials that can be recovered is typically less than one pound. M FURTHER INFORMATION

www.recolight.co.uk

Education Business Design & Build

A commitment to the school estate The government has pledged £20 billion over the next decade to rebuild and modernise England’s school estate, with the expanded School Rebuilding Programme promising to transform 250 more schools. We examine what’s new for the programme The government has pledged to rebuild 250 additional schools as part of its flagship School Rebuilding Programme (SRP). Backed by a ten-year infrastructure strategy worth £725 billion, nearly £20 billion has been ringfenced specifically for rebuilding projects in education, with a vision of creating safer, greener, and more resilient school buildings across the country. The School Rebuilding Programme was launched in 2020 and originally aimed to refurbish or rebuild 500 schools and sixth-form colleges across England over a decade. While the original programme had a slow start due to the pandemic and wider economic pressures, the pace has since increased, with 518 projects now approved and many under construction. These include schools prioritised for replacement because of structural concerns,

such as those containing reinforced autoclaved aerated concrete (RAAC), or those identified as having the most urgent condition needs. Now, as part of the recently published National Infrastructure Strategy, the government has confirmed that a further 250 schools will be selected for inclusion in the programme within the next two years. And while the £20 billion earmarked for school buildings includes some existing projects under the SRP, the government has also declared that it is investing almost £3 billion per year by 2034-35 into the annual maintenance budget, rising from £2.4 billion in 2025-26. Chancellor Rachel Reeves, who unveiled the plans during the government’s spending review, drew on her own school experience in making the case for change. She told MPs: “People who went to ordinary comprehensives like mine in E PUBLIC SECTOR BUYERS’ GUIDE 2026

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The Department for Education is currently procuring new construction frameworks that will demand even higher standards from contractors – not just in quality and value, but also in terms of social impact. These will include requirements for hiring apprentices, supporting local SMEs, and contributing to community development as part of each project. The SRP’s emphasis on standardisation, sustainability and long-term delivery is aimed at breaking the cycle of decay that has plagued parts of the school estate since the cancellation of the Building Schools for the Future programme over 15 years ago. As for the schools themselves, selection for the programme remains based on clear criteria. Projects are prioritised where buildings are of construction types that require replacement, where condition data points to severe need, or where there are risks to health and safety. Schools granted a provisional place on the E

Design & Build

Stop start investment The programme’s longer-term structure has been welcomed by many in the sector who have called for stability after years of stopstart capital investment. In its own strategy document, the Treasury acknowledged that inconsistent funding in the past had undermined market confidence and hampered the development of skills, technologies and supply chains necessary to support large-scale delivery. By contrast, the new plan promises a “stable pipeline of standardised projects” that will deliver school buildings which are net carbon zero in operation, more climate-resilient and more cost-effective to run. Sustainability remains at the heart of the updated SRP. New schools will be delivered to an updated output specification, designed to build on lessons learned from earlier phases of the programme. Projects will be required to meet stringent environmental standards, helping schools cut emissions and energy use while improving the learning environment for pupils and staff alike.

The Department for Education is currently procuring new construction frameworks that will demand even higher standards from contractors

Education Business

F the 80s and 90s are all too familiar with the experience of being taught in temporary classrooms.” “It wasn’t acceptable when I was at school, and it isn’t acceptable now,” she added.

Education Business Design & Build

The government has recently reported that more than half of RAAC-affected schools and colleges are either fully free of the substance or are in the process of having it removed F programme undergo further due diligence before entering delivery – at a rate of approximately 50 per year. What’s in the pipeline? Coundon Court School in Coventry is undergoing a transformation worth £40 million under the SRP, which aims to create a modern,

net-zero carbon campus while preserving the school’s heritage buildings and respecting nearby green belt areas. It involves demolishing six existing blocks and replacing them with three new state-of-the-art teaching facilities, with four teaching blocks and two locally listed buildings retained. McCoy Contractors is playing a vital role in the major redevelopment. Its site includes earthworks, site drainage, concrete floor slabs, installation of new services, and hard landscaping. A key challenge has been maintaining a safe learning environment while the school remains operational, requiring temporary classrooms, fencing, barriers and access routes. County Durham, meanwhile, opened its doors to Woodham Academy, which benefitted from new buildings funded through the SRP.

The RAAC situation The government has recently reported that more than half of RAAC-affected schools and colleges are either fully free of the substance or are in the process of having it removed. Fifty two of the schools with targeted grant funding have had RAAC removed, and a further

PUBLIC SECTOR BUYERS’ GUIDE 2026

Design & Build

Developed by Galliford Try, the project was designed and constructed to minimise carbon usage and features air source heat pumps, solar panels, electric vehicle (EV) charging stations, a biodiverse green roof, and several other features that will also reduce running costs. In addition to state-of-the-art classrooms, the new buildings include a four-lane swimming pool, sports hall and fitness studio, all of which can be utilised outside of school hours by the local community.

71 schools with RAAC are in the process of being rebuilt under the School Rebuilding Programme. Education secretary, Bridget Phillipson, said: “High-quality classrooms show every child that their education matters – and that their future matters to this government. We are repairing the fabric of our schools and restoring the pride pupils feel in their classrooms.” In another industry move, LocatED – the government’s school building body – will be integrated into the Department for Education by April 2026. The integration will combine LocatED’s commercial property expertise with the Department for Education’s understanding of what schools need, whilst delivering maximum value for taxpayers. LocatED was established in 2017 to support the delivery of education settings across England including buying, developing, and managing sites for schools and colleges as well as strategic property advice to government and education bodies to help build a more efficient education estate. Department for Education Permanent Secretary, Susan Acland-Hood, said: “LocatED will bring commercial property expertise into the heart of the Department for Education to help us manage and transform the education estate, make it sustainable, give great value to the taxpayer, and support excellent outcomes for children and young people. I’m delighted to be welcoming LocatED colleagues even more closely into the Department.” Lara Newman, chief executive at LocatED, added: “Both organisations will work closely together to ensure seamless continuity of all services and projects throughout the transition period.” While rebuilding is not a quick fix, the renewed commitment from the government into the School Rebuilding Programme, as well as moving its school property company LocatED directly into its remit, the Department for Education has signaled a change in the way it approaches school infrastructure. L

Education Business

LocatED – the government’s school building body – will be integrated into the Department for Education by April 2026.

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Facilities Management: why upskilling and continuous learning sit at the core of best practice This article, written by IWFM, examines the transformation of workplace and facilities management into a strategic discipline Facilities management is the invisible backbone of the workplace. It’s the discipline that ensures buildings run smoothly, services are delivered efficiently, and people have the right environment to thrive. But the workplace and facilities profession is changing fast. Sustainability goals, rapid digital transformation and shifting employee expectations are redefining what good looks like. Today’s best practice goes beyond the processes and technology needed to keep up with these moving targets – though those are undeniably crucial – it’s about people.

As the professional body for the workplace and facilities sector, IWFM’s role in the facilities landscape has been growing more and more prominent as the tectonic plates of technology, safety, sustainability, hybrid workplaces, AI, demographics, employee needs and expectations and a growing skills crisis are all shifting beneath our feet. As that professional landscape changes, IWFM carves out new pathways, through our training and development programmes and Academy, and we define the professional standards needed to support our members to become highly E PUBLIC SECTOR BUYERS’ GUIDE 2026

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F skilled, motivated, adaptable and resilient professionals. Because these are the people you’ll need if you’re going to function successfully in this changing world. Both the skills gap and the desire to professionalise are well recognised across the public sector estate with its often complex working environments – and we are one of several professional bodies championing professionalism across the public sector. It’s something we’re putting into practice through our strategic partnership with the Government

Facilities Management

Property Profession, which aims to accredit 90 per cent of senior workplace and facilities professionals by 2030. This may read like something of a pitch for the benefits of IWFM membership – and of course we believe that every facilities professional, and every organisation that employs them, should join the Institute! But ultimately, we align everything we do with professional best practice, firstly because that’s the way our members build the most effective careers, and secondly, that’s how they make the greatest difference to the places we all work.

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Upskilling also has a direct impact on retention

A changing landscape Gone are the days when workplace and FM was seen purely as a maintenance function. Today, it’s a strategic enabler, influencing everything from workplace experience to organisational resilience. Workplace and facilities professionals are expected to deliver on sustainability commitments, integrate smart technologies, manage health and safety and support wellbeing initiatives – all while managing costs and compliance. These demands require a broader skill set than ever before. Data literacy, an AI revolution, stakeholder engagement and risk management all now sit alongside traditional technical E

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F knowledge. Without structured learning pathways, organisations risk falling behind. Recognise that WFM is a people-driven profession, and you’ll see that its success depends on equipping those people with the right tools and knowledge.

Best practice isn’t a one-off exercise

Training and continuous professional development Training is often associated with compliance – ticking boxes to meet regulatory requirements. But in WFM, it’s much more. It builds confidence, sharpens decision-making, and fosters innovation. When professionals excel in this way, they can move beyond reactive problem-solving to proactive value creation, whether they work at leadership level or in an operational role. Upskilling also has a direct impact on retention. In a competitive market, employees value organisations that invest in their development. It creates a culture of progression, where teams feel motivated to take on new responsibilities and adapt to emerging trends. View training as an investment in resilience and growth, and you’ll be rewarded with a facilities workforce that has both the capability, and the motivation, to deliver constant improvement for the business. E

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Facilities Management

Embedding learning into everyday practice Best practice isn’t a one-off exercise – it’s a continuous cycle. Organisations should integrate learning into daily operations through structured programmes, accredited courses and qualifications provide formal recognition of skills and set clear benchmarks for progression. On-the-job learning like shadowing, mentoring, and project rotations helps professionals apply theory in real-world settings, reinforcing knowledge through experience. Access to resources like guides, webinars, and communities of practitioners keep teams informed of emerging trends and encourage peer-to-peer learning. Feedback loops such as regular reviews ensure training translates into measurable improvements, creating a culture of accountability and growth. Embedding these approaches makes learning, and continuous professional development part of the job, not an optional extra. Buildings, systems, and technologies matter, but it’s skilled professionals who make them work. As the sector faces unprecedented change, investing in training and upskilling is the most effective way to future-proof both individuals and organisations. Which means that continuous learning isn’t just good practice – it’s the foundation of excellence. M

Government Business

F Core areas for continuous upskilling Five areas stand out. Sustainability and net zero - with organisations under pressure to reduce carbon emissions, WFM plays a pivotal role in achieving sustainability targets. Training in energy management, circular economy principles, and environmental reporting ensures teams can deliver on ESG commitments. Digital and data literacy - smart buildings, IoT sensors, and CAFM systems are transforming how workplaces operate. And information management now sits at the core of FMs role in interpreting the data that can optimise performance, forecast trends, and demonstrate value. Health, safety and wellbeing - FM teams are already on the frontline of compliance, but beyond that, wellbeing initiatives are central to workplace experience. Upskilling in mental health awareness, ergonomic design and inclusive practices supports a fully rounded approach to employee care. Leadership and communication - FM increasingly involves influencing stakeholders across multiple departments. Training in leadership, negotiation, and strategic communication strengthens these relationships and elevates workplace and facilities managers’ roles within the organisation. Risk and resilience - from cyber threats to climate risks, resilience planning is critical. Training provides frameworks for identifying vulnerabilities and implementing robust controls, ensuring continuity in the face of disruption.

FURTHER INFORMATION

www.iwfm.org.uk

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Fire safety checks deliver protection and savings 20A Ltd’s accredited investigations show how transparent oversight and practical remedial plans turn hidden risks into lasting compliance and value When 20A Ltd was appointed to conduct a full, independent FRA, we uncovered widespread missing fire stopping, incorrect fire safety signage and significant gaps in compliance documentation. A structured remedial plan was delivered and proper oversight put in place, giving the client a transparent, accountable maintenance regime.

Across the UK, too many residential buildings still rely on unqualified assessments, unchecked contractor work, and reports that fail to identify serious fire safety risks. At 20A Ltd, recent investigations highlight how routine oversight failures can leave residents vulnerable and cost building owners thousands in unnecessary works. Critical failures in a five-storey residential block A purpose-built block of flats underwent annual Fire Risk Assessments (FRAs) for years, all carried out by an in-house health and safety consultant with no recognised fire risk assessment qualifications. As a result, major issues were repeatedly missed, including the absence of fire stopping in risers and service penetrations — failures that could have allowed rapid spread of fire and smoke. Compounding this, the building relied on a national contractor to service its fire alarm, dry riser and AOV systems, yet no one independently verified the work. Operatives were incentivised through commission on additional repairs, leading to inflated costs and unnecessary quotations. One £1,000 repair quote for an “inoperable” fire door turned out to be a disconnected wire fixed in 30 minutes.

Fire door survey – when poor reporting creates false alarms In a small block of six flats, a survey signed only by “Gary” recommended replacements and upgrades without justification. Our inspection found that the final exit door was fully compliant, while the flat entrance doors simply required essential remedial work. In a larger block, another contractor failed all 42 doors and proposed a £65,000 replacement programme. Our independent review found only six doors needed replacement; the remainder required minor works. Final cost: under £20,000. The message is clear Independent, qualified assessment is the difference between true safety and costly inefficiency. At 20A Ltd, we provide third-party accredited FRAs, fire door inspections and contractor oversight that protect residents, ensure compliance and deliver genuine value. M FURTHER INFORMATION

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For decades the Fire Protection Association has worked to reduce risks and improve fire safety in UK buildings, sharing fire safety guidance and information with government, industry, insurers, our members, and the wider public. In 2024, we launched our first policy manifesto to coincide with both the change in government and the recent major updates in the built environment sector with regards to fire safety. The FPA’s objective is to protect people, property, and the UK environment whilst enabling innovation in the construction and property sectors, without compromising fire safety. The policy positions that we will be actively pursuing throughout 2026 are designed to help us achieve this. The success of this mission relies on collaboration with government, regulators, and industry, and the FPA stands ready to

collaborate with all stakeholders to advance the pragmatic and achievable policies listed. The five initiatives outlined below can be implemented by government using existing powers and we believe would drive the transformative change which we consider to be essential. By prioritising fire safety in the following ways, we can protect lives, enhance the economic value of the built environment, and contribute to the overall wellbeing and prosperity of society. Our manifesto policies for 2026 are: prosecute those who have failed to remediate unsafe buildings; regulate the ongoing competency of fire risk assessors; mandate sprinkler protection in schools; accelerate construction product safety reforms and establish the new regulator; and support the safe transition to net zero. E

Fire Safety

Dr Gavin Dunn, chief executive at the FPA, outlines the association’s priorities for 2026, calling for tougher enforcement, higher competency standards, safer schools, stronger product regulation, and a fire‑safe transition to net zero

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Fire safety focus for 2026

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F 1. Prosecute those who have failed to remediate unsafe buildings We believe it is necessary to take action against those who have put others’ lives at risks by not discharging their duties and enforcement plays a key role in improving standards across the built environment sector. The industry has been warned for several years that the Building Safety Regulator (BSR) is going to ‘prosecute hard and prosecute early’, but while the government has given the regulator those powers, meeting the evidential requirements for criminal prosecution is proving difficult and we are yet to see any enforcement action penalising those not discharging their duties. The collapse of the trial in May 2025 relating to the Beechmere retirement complex fire is one example of the challenges and complexities of effective enforcement. Until stronger action is taken against poor performers across the construction supply chain, those who have been doing the right thing by sincerely investing in competency, systems, and compliance are at risk of being undermined economically. 2. Regulate the ongoing competency of fire risk assessors In addition to all fire risk assessors being appropriately qualified and certified under a suitable UKAS accredited scheme, it is important

We are yet to see any enforcement action penalising those not discharging their duties that their ongoing professional development is properly regulated to maintain competence. The necessary announcement of mandatory UKAS accreditation and the publication of the competence standard BS 8674 marks a significant step in the right direction. Further clarity is still needed to determine how both capacity and competence will be managed in the marketplace, but by establishing minimum standards for fire safety assessments, it ensures that poor practices are identified and rectified efficiently, thereby providing accountability and enhancing the overall safety of buildings. 3. Mandate sprinkler protection in schools Data from the insurers Zurich indicate that school fires disrupt the education of 90,000 pupils per year, and it is widely reported that schools are a target for arson as they are unoccupied for long periods at a time during school holidays. England remains behind Scotland and Wales where the installation of sprinklers in all new build and fully refurbished schools is mandated. E

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4. Accelerate construction product safety reforms and establish the new regulator Whilst the publication of the Green Paper on Construction Products Reform and the continued use of the CE mark are positive indications of the direction of travel, the government’s commitment to overhaul the construction products regulatory regime is a large and complicated undertaking. The Grenfell Inquiry Phase 2 Report provides a clear recommendation that the construction regulator should be responsible for assessing the conformity of construction products with the requirements of legislation, statutory guidance, and industry standards, creating a new independent authority to regulate construction product safety.

5. Support the safe transition to net zero While the journey to net zero is essential and the rapid evolution of technologies and materials used in construction promise greater efficiency and sustainability, they introduce new risks, necessitating a revaluation and adaptation of existing practices and protocols. With many of the go-to technologies for decarbonisation introducing increased flammability, promoting sustainable building practices while addressing inherent fire risks is vital in preventing fire-related building losses. High-performance insulation materials, lightweight construction technologies, timber, and renewable energy systems such as solar panels, thermal or battery storage, heat pumps, and refrigeration technology all introduce different fire risks that need to be understood and addressed. Additionally, any fire in a building will have direct embodied carbon impact through the loss of the original building itself as well as the need to build a replacement. Therefore fire safety is a critical part of sustainability and aligns with the UK’s sustainability goals. We support the development of policies enabling the transition to net zero but would like to see a focus on guidance relating to new energy technologies and low carbon construction techniques that could detrimentally impact fire safety and property resilience.

To address these issues surrounding the compliance of safety-critical construction products and systems we encourage government to accelerate construction product safety reforms and the establishment of the new regulator. The compliance of construction products and systems to relevant, robust standards is essential to ensure fire safety. Clear standards, testing, and certification processes will protect against unsafe product use and enhancing overall building safety.

Fire Safety

We encourage government to accelerate construction product safety reforms and the establishment of the new regulator

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F Faced with this data, we believe that the installation of sprinkler systems in all new and majorly refurbished schools should be mandated to protect young vulnerable people and preserve the social value of educational facilities is paramount. The development of school buildings to less resilient constructions can mean a higher incidence of fire initiation and greater loss should the fire take hold. The loss of these buildings has a profound impact on communities, beyond the economic cost of simply rebuilding. When it comes to protecting the most vulnerable in society, the new requirement for sprinklers in all new care homes is encouraging but the guidance and position on schools remains unclear as whilst Building Bulletin 100 (BB 100) recommends sprinklers in all new schools, it is being circumvented.

Stepping in the right direction A year ago, the FPA published a series of policy statements calling for fire life safety and E PUBLIC SECTOR BUYERS’ GUIDE 2026

Independent fire safety expertise you can rely on Alarm Hub Ltd was created to fill a critical gap in the fire safety sector. As a fully independent consultancy, we put the priorities of councils, facilities managers, national clients, and property investors first. We don’t sell hardware or push products — we deliver impartial advice, clear strategies, and full compliance without conflicts of interest.

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Government Business Fire Safety

F property protection to be placed at the heart of the government’s built environment strategy. Since then, we have seen the release of the final Grenfell Tower Inquiry Phase 2 report, listing 58 key recommendations, followed by the government’s welcome response to accept all of them in principle. Over the course of the following twelve months, actions were taken on some of the key challenges our sector is facing and that were highlighted by the 2024 policy manifesto. One of them was the new, albeit long overdue, requirement for sprinklers in all new care homes, which the FPA strongly welcomed. The guidance and position regarding schools, however, remains disappointingly unclear, with current safety recommendations being circumvented, hence the focus on sprinklers in schools remains a manifesto policy moving into 2026. On the other hand, the government’s actions regarding fire risk assessors and construction product regulation reform mark two significant steps in the right direction. For the former we have seen the necessary announcement of mandatory UKAS accreditation and updated standards on fire risk assessor competency in the form of BS 8674. In the case of the latter, the government have shown their commitment to overhaul the construction products regulatory regime by the release of the Construction Products Reform Green Paper and the associated consultation in the first half of 2025.

The focus on sprinklers in schools remains a manifesto policy moving into 2026 We await the government’s next steps in the process of implementing these reforms and the FPA remains committed to supporting these become actionable and impactful changes in the built environment sector. Conclusion The FPA’s 2026 policy manifesto follows on from the previous year’s policies and outlines a clear and actionable path towards delivering fire safety across the UK. By adopting these policies, the government can significantly improve the safety of people and resilience of buildings, fostering a safer and more prosperous future for all. The FPA stands ready to support the government in achieving these initiatives and will provide research insights and expert knowledge. Through robust testing, risk surveying, auditing services, and the delivery of fire safety qualifications and training we can support the sector to do the right thing whilst helping them thrive in the new and changing market. M FURTHER INFORMATION

www.thefpa.co.uk PUBLIC SECTOR BUYERS’ GUIDE 2026

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Legionella Risk Assessments – is yours suitable and sufficient? It is a legal requirement to assess the risk posed by Legionella bacteria in all commercial properties, which should inspire confidence that compliance is essential for safety and peace of mind. The Risk Assessment must be “suitable” and “sufficient”. As the complexity of water systems increases, along with the number of outlets and components, the need for expert external help tends to increase There is clear guidance on what a good LRA should contain, provided by the British Standard (BS8580-1) and the Legionella Control Association (LCA). These documents make it clear that your risk assessment needs to identify any risks present – both Inherent and Residual – and determine what is low as reasonably practicable (ALARP). HC Legionella’s assessments thoroughly identify these risks, emphasising our expertise in delivering comprehensive evaluations for your water systems. The legal responsibility for commissioning an LRA lies with the Duty Holder; this is usually the business holder or head of the organisation, although often delegated to the Responsible Person (RP), who takes responsibility for specific day-to-day Legionella control tasks on behalf of the DH. One of the outcomes of a good LRA is the identification of the tasks required to manage the risk posed by Legionella moving forward; this ensures that every task is considered. Both HSG 274 Part 2 Table 2.1 and HTM0401 Table 1 list the main tasks that need to be allocated to a Hot & Cold-water system in domestic and Healthcare environments, respectively. An Executive Summary should provide a brief overview of the report, highlight key risks identified, and outline the mitigation measures to reduce them. The Executive Summary is the part of the document that gives the assessor free rein to comment on your specific system, risks and challenges, and to state their thoughts and concerns clearly, suggesting remediation.

If a significant issue has been identified, the Risk Assessor should debrief the site and ensure they understand the risk and its implications before leaving on the day of assessment and not leave this until the final written report is issued. HC Legionella has the knowledge, skills and competence to undertake a bespoke Legionella Risk Assessment for your site. We work in line with the LCA Service Standards, BS 8580-1 and BS 8680 guidance, ensuring your assessment aligns with trusted standards and giving you confidence in the process and results. For clients working within the Healthcare sector, our experience goes even further, as HC Legionella is a Company Affiliate Member of the Institute of Healthcare Engineering and Estate Management (IHEEM). We have a wealth of experience and knowledge, meaning no system is beyond our combined expertise. M FURTHER INFORMATION

www.hclegionella.co.uk

Government Business Water

Management of dead legs and blind ends in water systems Dead legs and blind ends in water systems create ideal conditions for stagnation, biofilm growth and the proliferation of Legionella and other waterborne pathogens. Roy Sullivan, senior consultant at the Water Hygiene Centre explains why these overlooked sections of pipework pose a significant compliance and safety risk There is a requirement for all building managers to ensure the safety of the public and employees so far as reasonably practicable. This requirement is set out in the Health and Safety at Work Act 1974, The Management of Health and Safety Regulations 1999, Control of Substances Hazardous to Health (COSHH) 2002, the HSE’s ACoP L8: “Legionnaires’ disease, the control of legionella bacteria in water systems”, the associated HSG274 Technical Guidance Part 2: “The control of legionella bacteria in hot and cold water systems” 2014 and the Department of Health’s HTM 04-01 “Safe Water in Healthcare Premises” Parts A, B and C, 2016.

What are Dead Legs and Blind Ends? The Health Technical Memorandum 04-01 Part B defines a dead leg as a length of pipework leading to a fitting through which water only passes infrequently when there is a draw-off from a fitting, creating potential stagnation. HTM 04-01 Part A Section 12.5 sets out guidance that pipe branches should be designed to avoid stagnation. As far as practical, the maximum length of any pipework between a terminal device and a recirculating system or a coldwater distribution mains should be kept to a minimum; generally, the complete length of the spur should not exceed three metres. The length is measured from the centre line of the E

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How can they be managed? Where water is allowed to stagnate, there is a risk of contamination. The key elements of managing the pipework distribution system are to keep the system clean, keep the water flowing, and keep the hot water hot and cold water cold. In addition, the following points should also be considered. Ensure the Legionella risk assessment, schematic drawings, and as-fitted drawings are up to date and reviewed. BS8580-1: 2019 Section 10.1 gives guidance as to when a risk assessment needs to be reviewed. The original risk assessment should be formally reassessed when there are significant changes to ensure that it remains valid, for example, when there are: changes to the water system or its use; changes to the use of the building or part of the building in which the system is installed; changes to the availability of information about risks or control measures; indications that control measures are no longer effective; any of the factors in Clause 4; new construction works or system E

Government Business

F circulation pipework to the point of discharge along the centre line of the pipework. These pipes should be insulated. A blind end is defined in HSG274 Part 2 as a length of pipework that is closed at one end through which no water passes. For example, where a wash hand basin in a room has been removed, allowing the room to be used as a store or office, the basin supply pipework may be capped off, leaving lengths of pipework containing stagnant water and creating blind ends on the hot and cold water services. Both blind ends and dead legs increase the risk of biofilm formation and create the right conditions for Legionella, Pseudomonas aeruginosa, and other waterborne pathogens to proliferate. These waterborne pathogens may then leach back into the parent supply and contaminate the system, thereby increasing the health risk to anyone using the water system. Biofilm is defined as a complex layer of microorganisms that have attached and grown on a surface. This form of growth provides a niche environment for a wide range of microorganisms to interact, where the secretion of exopolysaccharides by bacteria forms an extracellular matrix that protects both bacteria and other unicellular organisms, such as amoebae and flagellates. The internal surfaces of pipework, water tanks, water outlets, shower heads and hoses are a few examples where biofilm can form.

Government Business Water

Typically, the FM service provider or Estates team is the incumbent interim party responsible for ensuring that the flushing regime is carried out F modifications planned; or changes to the key personnel, contractors and service providers. Where a reassessment has not been triggered by the above, a policy of planned reassessment should be implemented. In existing buildings where the use of a room containing a water outlet is changed, requiring no water outlet, a reporting system must be in place to alert the relevant department, e.g. estates department to ensure all pipework to the outlet is removed, ensuring that any “T”s are removed, back to the distribution loop. In Healthcare facilities, the Water Safety Group (WSG) should monitor this regularly. If the outlet is to be retained and is low use, then an appropriate Legionella flushing regime should be put in place. HSG 274 Part 2, table 2.1 sets out guidance on the management of littleused outlets with a weekly flushing regime or as indicated by the Legionella risk assessment. In healthcare premises, HTM0401 describes an even more frequent flushing frequency, depending on the circumstances. It is essential to note that once a flushing regime has been implemented, it is sustained and accurate water safety records of flushing are maintained. Where new buildings, extensions, or refurbishments are planned, there is a risk the new building, extension, or refurbished area may be left empty between the time the contractors have moved out and the users of the building have moved in. During this period, the area could become one large dead end. It is essential to have a robust flushing regime and microbiological sampling regime in place until the building is returned to normal occupancy and use. Typically, the FM service provider or Estates team is the incumbent interim party responsible for ensuring that the flushing regime is carried out. This period, where the building space may be unoccupied after project completion, should be managed in line with the protocol agreed upon by the Project Water Safety Group.

Government Business Water

Where new builds or extensions are planned, it is essential to involve the Water Safety Group and the estate’s operational teams at the earliest stage of design to ensure the proposed water distribution system and any associated primary heating sources are going to be fit for purpose including the minimisation of the risk of dead legs and blind ends. The creation and implementation of a Project Water Safety Group (which feeds into the main WSG) is vital to ensure that all aspects of water safety are considered, risk assessed, reviewed, ratified and agreed upon before any project works are undertaken. Project governance is key. In design, there needs to be certainty that on completion of the pipework, the water outlets, particularly stand-alone water coolers, dishwashers, washing machines and specialised equipment requiring a water supply, are going to be fitted and used. If there is doubt regarding the equipment, consideration should be given to excluding the water service supply from the main contract and, if required, installing the water supply post-contract.

It is essential that the water commissioning records for any new building, extension or refurbishment are comprehensive It is essential that the water commissioning records for any new building, extension or refurbishment are comprehensive and show the flow rates and temperature profiles for all outlets, water storage tanks and hot water generators. As fitted drawings, water system schematics, flushing records for when the building was unoccupied, commissioning data (including disinfection certificates), and Legionella risk assessments must all be available at the building handover from the main contractor. M FURTHER INFORMATION

www.waterhygienecentre.com

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Government Technology Technology

2026: are you ready? Sam Smith, institute director at Socitm, sets out the five priorities members say will define 2026: from cyber resilience and new ways of working to AI governance, data maturity and digital inclusion In June 2025, we asked President’s Conference delegates what they most needed from Socitm’s annual Digital Trends report. We know what we think. But do we really know what members think? Their answers formed 5 key trends: cyber security; ways of working; data; Artificial Intelligence (AI); and digital inclusion With this and post-conference surveys, members created our research focus for 2026. 1. Cyber security The delegates’ focus was on ensuring we’re safe from unauthorised data access and system compromise. The stakes are high. There have been several high-profile cyber incidents in 2025 resulting in the complete loss of IT systems and data, alongside severe service disruption.

Cyber resilience hinges on your preparedness and agility. Security is defined by speed, intelligence, and resilience. Organisations combining technology with governance and human expertise will be best placed to withstand the evolving threat landscape. What’s changing rapidly is the role of AI. It’s a critical player on both sides of the battle: defence and attack. In 2026, you should connect with external experts, your local Warning, Advice and Reporting Point (WARP) and the NCSC. Make sure you have a well-defined, up to date (and tested) incident response plan. Engaging your executive leaders is vital for achieving true cyber resilience, proactive defence, and managing cyber risks across your organisation and networks. E

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Delegates’ focus was on using AI for better-targeted resources and services

3. AI Delegates’ focus was on using AI for bettertargeted resources and services. AI will continue to reshape public services. It can reinvent citizen experiences, boost productivity, and optimise operations. Using it to augment, not replace, human activity, can enable smarter decisions and better outcomes. With this comes risk. AI introduces challenges such as bias, privacy breaches, security vulnerabilities, and ethical dilemmas. Public trust in connected technologies remains fragile. Maintaining trust will be critical as services become more personalised and data driven. In 2026, you should establish robust governance, skills, and understanding; improve relationships with residents, share how their data is handled, involve them in shaping policymaking: and undertake risk analysis for AI (including new external cyber risks). 4. Data Delegates’ focus was on using data for improvement and transformation. The effectiveness of your digital projects depends on data quality. We still struggle with gaps in standards, governance, and skills. All of which must be tackled to really unlock the full potential of our technologies.

Collaboration remains essential. Tightening budgets (and for many LGR) will drive shared services and support models. External partnerships strengthen data capability and capacity, while open data sharing where appropriate fosters innovation. Data governance and ethics will become increasingly vital as data usage expands. In 2026, you should prioritise clear outcomes; further develop your data skills; assign seniorlevel responsibility; fully understand your organisation’s data assets. Data interoperability: databases linking to provide a full picture for safeguarding vulnerable people.

Technology

F 2. Ways of working Delegates’ focus was on creating the space for innovation amidst daily operational pressures. Digital transformation is no longer optional. It’s how we all operate. In 2026, you’ll need to move beyond incremental change and reimagine services without traditional boundaries. This means thinking about digital as a value driver and not a cost centre. Embrace the critical role of DDaT to take advantage of innovation, without being led by suppliers. In 2026, you should establish a risk model which tolerates mistakes within accountability boundaries; create space for less structured digital projects and testing new ideas (perhaps through small budgets for experimentation); and promote a culture that encourages experimentation and appropriate risk-taking.

5. Digital Inclusion Delegates’ focus was on the risk of an increasing digital divide and exclusion. Variations in technical proficiency, access, and a lack of fundamental data skills is leaving some communities and individuals behind. Digital inclusion also extends to resilience. Service disruptions can prevent citizens from making online payments. While specific technologies are still evolving, the imperative is clear: digital services must be reliable, accessible, and inclusive. In 2026, you should plan how to use new technologies and data to create value and inclusion for your communities; prioritise digital skills development for staff and citizens; build accessibility in from the start of your service design, include offline alternatives for those who cannot or will not use digital channels; and maintain transparency and trust by communicating how you’re using data and technology and involve communities in shaping digital strategies. M FURTHER INFORMATION

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Engaging appropriately experienced team members and suppliers, allocating time, clarifying specs, managing costs and creating contracts that align with any relevent KPI’s.

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While some employers push for a return to the office, research shows remote and hybrid models deliver clear benefits for wellbeing, productivity and work–life balance

Hybrid working with mixed 2/3 days in the office, through to full-time remote, continues to be a contentious issue. However, it’s now mainstream, with a third of UK employees moving to some remote working due to Covid 19 in 2020, expanding a practice used effectively by some for many years. Some organisations are looking for the pendulum to swing back to more time in the office, but are the benefits of remote working being missed? And do the reasons for Return to Office mandates stack up? Will employees stick with an organisation that doesn’t prioritise their wellbeing. House of Lords Select Committee Research on Home-Based Working highlights tangible positives for individuals (flexibility) and organisations (productivity). 96 per cent of survey respondents saw improvement in their Work-Life balance, 80 per cent that their mental health improved; and participants were more productive (89 per cent) and physically healthier (78 per cent). But there are some disbenefits. These include: a lack of unstructured collaboration; missing in-person communications to discuss complex issues; blurring of personal and working boundaries; presenteeism such as working when unwell slowing recovery; and missing out on career progression opportunities.

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Is hybrid working?

We see a major issue for effective remote working as a lack of training for managers, who don’t necessarily feel confident in managing remote teams. It is key to ensuring that remote/hybrid working is effective, but is sometimes missed. Simple things such as ‘anchor days’ where all members of a given team are in the office, scheduling shared meetings with a purpose for in-person attendance, not just for a manager whim. Consideration for ‘have nots’ frustration is important – those in clinical, building maintenance, food preparation etc. roles do not have the opportunity to work remotely. Empowered and well-trained managers can identify means to show appreciation and flexibility for those type of roles, appropriate for their organisation. Hybrid working can’t be ignored, academic research and surveys for our clients show that the expectation shift to a minimum hybrid approach is permanent, and forced RTO will lead to staff leaving, usually those who are the highest performers. So let’s help our managers and train them accordingly, ensuring they build trusted relationships with workers who are remote, or hybrid, and recognise those who can’t access this benefit, to ensure an engaged, productive and effective workforce. If you’d like to discuss this, or any other topic related to employee engagement and satisfaction, please feel free to get in touch. M FURTHER INFORMATION

Colin Wheeler Managing Director, Survey Solutions 020 8943 1445 enquires@surveysolutions.co.uk www.surveysolutions.co.uk

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Cyber Security

Tackling the Cyber Skills Gap Vanessa Henneker, chief operating officer at the UK Cyber Security Council, explores why the UK’s cyber‑skills gap persists — and how clearer professional standards, accessible career pathways and a coordinated national approach can help build the capable, confident workforce needed We live in the Cyber Age. So much of our lives – our phones, laptops, tablets, cars, even household appliances – are connected to the internet and constantly sharing data online. That data is some of the most valuable currency in the world and cyber criminals go to great length to access it; something that affects us all on an individual and a societal level. Any breach, whether it’s in the private or public sector, can have a huge knock-on effect. Cyber security professionals work to protect our information systems and networks from cyber-attacks. It’s a profession that plays a crucial role in keeping us all safe; the need for a well-trained and capable cyber security workforce has never been more important. However, a lack of understanding and consistency around the cyber security

profession can make building a career or finding the right practitioners challenging. This, plus ever-increasing demand, has created a cyberskills gap. Research from the Department for Science, Innovation and Technology, estimates that 50 per cent of all businesses in the UK have a basic cyber skills gap, and 33 per cent have a more advanced skills gap – that’s the difference between the skills they need, and the skills they have. Why is there a skills gap? Cyber security threats, and the defences against them, are constantly evolving. This leads to a fast-moving sector, regularly adapting to changing needs and requirements, all whilst looking to the future at what might come next. E

Government Technology Cyber Security

F But, with these constantly changing threats, many organisations still lack clarity about what ‘good’ looks like in a cyber role. What skills, experience and expertise do practitioners need to tackle the threats they face? Without clear answers, employers can struggle to set expectations for recruitment and, as a result, it can be difficult to find the right people. Similarly, there is also a lack of understanding around accessible entry routes into the profession. To those without prior experience or knowledge, a career in cyber security can seem either vague or overly complex, discouraging people from pursuing it. Even those starting out on traditionally cyberadjacent courses such as computer science, can find the range of professional pathways daunting. And for those studying different subjects, or looking to change careers, it’s not often understood that are many other routes into the sector, and a wide variety of transferable skills. Where do the UK Cyber Security Council come in? The UK Cyber Security Council was established by Royal Charter in 2022 to connect, champion and charter the UK’s cyber security profession. Through setting government backed standards for competence and ethics, awarding professional titles, and supporting more people to get into a career in cyber, we’re on a mission to grow and empower the UK’s cyber security workforce. Professionalising the Sector At the Council, one of our central aims is to create greater transparency and consistency around the skills and experience required for different cyber security roles. In collaboration with partners across industry and government, we developed the UK Cyber Security Standard for Professional Competence and Commitment. The Standard is a government backed, common framework that sets out the competencies, knowledge, skills, and ethical expectations for cyber security professionals across a range of specialisms and career stages. We also established and maintain the first live national register of cyber security professionals. As the only body chartered to award professional titles in cyber security, the Council confer four: Associate Cyber Security Professional, Practitioner Cyber

Security Professional, Principal Cyber Security Professional and Chartered Cyber Security Professional. The titles reflect a progression in knowledge, expertise and professional development, from starting a career in cyber security to achieving professional mastery and recognition. As with professions like engineering, law or accounting, professional cyber security titles set a unified standard of excellence. They can give employers confidence that that a practitioner has the skills, experience and ethical standards to succeed in a specific role. Currently, individuals can achieve professional registration in eight cyber security specialisms. Each is contextualised to the UK Cyber Security Standard for Professional Competence and Commitment, providing clear evidence that the holder can bring the skills an employer is looking for. By the end of 2025, the UK’s Cyber Security Professional Register reached 1000 registrants – an important milestone, but only the beginning. We’re excited to continue working with partners across industry as well as national and devolved

We’re on a mission to grow and empower the UK’s cyber security workforce

government to grow and professionalise the UK’s cyber security workforce.

progressing through it, aligning themselves with our unified Standard of competence and ethics as they advance. Connecting the Sector The UK Cyber Security Council was created not only to set standards and award professional titles, but also to connect the cyber security sector. We’re here to amplify the voices of those across the industry who are looking to make the UK the safest place to live and work online. Closing the cyber skills gap depends on collaboration across the public and private sectors – sharing expertise, promoting best practice and supporting career development. A coordinated, collaborative approach is essential. As we enter a new year, there is so much exciting work to be done to support this vital profession and to continue building a cyber workforce that is skilled, understood and empowered. M

Cyber Security

Championing Cyber Careers But what about paths into the sector? For those starting their working life, or considering a career change, how can we make cyber security inviting, accessible and easy to navigate?Last year, we launched our Cyber Access Network (CAN), designed to empower and support the next generation of cyber security professionals. Free to join, and open to anyone over 16 interested in exploring a career in cyber, it offers networking opportunities, interactions with employers, webinars, newsletters and a range of curated career guidance. It’s a platform to showcase both the benefits and the practical steps involved in starting a career in cyber security. Those exploring the sector can access a wide range of resources, including guidance on entry routes into the sector, interactive tools to help identify career interests, and detailed information on different cyber security specialisms, including examples roles, average salaries and suggested career steps. Additionally, our new Associate level professional title was created for those at the start of their career as a first step on the professionalisation ladder. It helps individuals transition from entering the sector to

How can we make cyber security inviting, accessible and easy to navigate?

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Find out more about the UK Cyber Security Council at www.ukcybersecuritycouncil.org.uk

GREENFLEET EV Charging

Advice for installing workplace charging Power availability, charging speeds, back office systems - there are several factors to take into account when planning a workplace electric vehicle charging installation. Here are some important points to consider When starting a fleet electrification journey, it’s crucial to determine where your future electric vehicles will be charged – whether at home, at the workplace, or through the public charging network. This requires evaluating the vehicles’ range and understanding how they will be used. If it’s decided that you need to install charging infrastructure on site, there are a number of important points to consider. Firstly, you’ll need to understand your power availability. This involves finding out the size of your agreed supply capacity (ASC) from your DNO, how much of that power you use, and what spare capacity remains for EV chargers. This process is

vital so you do not exceed your supply and risk a power outage. If your site does have power limitations, there are ways to get grid connection upgrades via your district network operator, although this is an expensive, and often lengthy, move. But there are often instances where load balancing systems/software can work around this. This technology uses real time energy monitoring to change the maximum amount of energy that chargers can use based on availability and requirement of the site. Having the ability to generate your own power, such as through solar, alongside an energy

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An important part of the an EV charging infrastructure project is getting a site survey

GREENFLEET

storage system, is another way around power constraints. Nottingham City Council is a good example of this. The council installed 40 vehicle-to-grid bidirectional chargers with three solar arrays and two 300kW energy storage systems as a way of working around energy challenges. An energy management software solution communicates across all the technologies, giving the site the flexibility to make the best use of its own energy and provide services to the grid. An important part of the an EV charging infrastructure project is getting a site survey. This will assess how EV charging can be installed and engineers will typically visit the site to assess power requirements and if any groundworks would need to be done. If you don’t own the property, you will need to obtain consent from the landlord for chargepoints to be installed. This can be time consuming and may involve legal work, so it’s worth beginning these conversations as early as you can. If the workplace charging will be open to the public outside of fleet usage, it must comply with the Public Charge Point Regulations 2023. Understanding charging speeds It is useful to have an understanding of charging speeds when embarking on a workplace charging project. Fast charging has speeds of between 7kWh – 25kWh and is suited to instances where E

GREENFLEET EV Charging F vehicles are parked up for the day or overnight. Rapid charging has speeds of 50kWh – 100kWh and can be used for quick turnaround charging. Ultra-Rapid has speeds of 150kWh – 400kWh and is suited for public charging hubs, car parks, short-stay destinations and for electric HGVs.

It’s also helpful to understand the difference between AC and DC charging. A chargepoint with alternating current (AC) will get the alternating current from the grid and pass this to the vehicle to convert to direct current. The vehicle dictates the maximum AC charging rate, typically 7kW, 11kW and 22kW (though there are few vehicles capable at the highest rate). DC charge points have the converter within the charger which means that the power is converted to DC before it is passed to the EV. The size of the converters will be much bigger than those inside a vehicle and therefore this results in a faster charge time. When choosing your chargepoint installer, it’s important to find out about their back office portals. A good back office system will allow you to monitor charging times, speeds, payments and conduct CO2 reporting. It’s also important to look at what aftercare the chargepoint operator offers for service and maintenance, including callouts for repair, and whether there are any extra charges for this.

The number of public charge points in the UK has surpassed 75,000

Some payment solutions will also offer data on charging habits, costs and carbon savings

EV Charging

ensuring they know what the installation work involves and also how charging will be reimbursed. Home EV tariffs are a good opportunity to lower charging costs for organisations that rely on a driver charging at home.

GREENFLEET

What about public and home charging? The number of public charge points in the UK has surpassed 75,000, according to Zapmap, and there has been particularly strong growth in the ultra-rapid segment (150kW+). Fleets that need to charge on the public charging network therefore have an increasing amount of choice, as well as the technology to easily locate and find out the status of a charger. That said, public charging is more expensive, especially for ultra rapid charging. Public charging is also subject to a higher VAT rate of 20 per cent compared to five per cent for home charging. There are a number of chargecards that fleet managers could use to make reimbursement and billing easier. Often coming with an app to locate the chargepoints, the charge cards allow drivers to pay with a single tap of the card, with billing going to the fleet manager. Some payment solutions will also offer data on charging habits, costs and carbon savings, and can be linked to the drivers home charging too. Research into the availability of charging in the fleet’s geographical area should be done, as there are still some areas of the UK where provision is patchy. If home charging could work, this option should be talked through with the employee,

Get support The government has recently extended its Workplace Charging Scheme until March 2026, which gives money off the cost of installing chargepoints. When installing workplace charging, it is important to note that there is not a one-size-fits-all solution. Working with a trusted supplier that can assess your charging needs and draw up a plan that works with your available energy and your operational requirements, is therefore recommended. M FURTHER INFORMATION

www.greenfleet.net

GREENFLEET Alternative Fuels

The low‑carbon fuels powering the UK’s net zero fleet transition Transport is the UK’s largest source of greenhouse gas emissions, and public sector fleets – from waste collection to emergency services – are under pressure to lead the way to net zero There are certain renewable fuels that can achieve immediate carbon savings, and act as a short-term solution until viable zero-emission options are mass market. So what are they? For public sector operators, this presents a unique challenge. Heavier vehicles – from refuse trucks to fire appliances – must deliver reliable services across long duty cycles, often on extended routes. Range limitations and charging times risk disrupting essential operations, while the high upfront cost of electric trucks makes them prohibitive for many local authorities and emergency services. There is a handful of zero emission trucks on the market, and a growing number of fleet operators using them. But it is nowhere near the scale that it needs to be. While these challenges are being ironed out, the pressing issue of climate change continues. There are certain renewable fuels that can achieve immediate carbon savings, and act as a short-term solution until viable zero-emission options are mass market. Here we investigate what renewable and alternative fuels there are on the market, as well as the fleets that are using them. Hydrotreated vegetable oil Hydrotreated vegetable oil (HVO) is a drop-in alternative to diesel that is made from renewable raw materials and sustainable waste from verified vegetable fats and oils. It reduces carbon dioxide emissions by 99 per cent compared to traditional diesel and cuts nitrous oxide emissions by 25 per cent, improving air quality. HVO supplier Certas Energy defines HVO as being a “paraffinic fuel, with near-zero sulphur and very low aromatics content”. Compared to

standard diesel, it produces fewer regulated emissions of toxic hydrocarbons, nitrous oxides (NOx) and particulate matter (PM), which are all harmful to human health and the environment. Crucially, fuel-related emissions can be cut by up to 90 per cent compared to standard diesel. What’s more, it can be used with no engine modifications needed. Because of this, HVO is proving popular with fleet operators. In January 2025, Brentwood Borough Council announced that 56 of its vehicles including waste trucks now run on HVO.

GREENFLEET Alternative Fuels

The Leader of Brentwood Borough Council and Chair of the Clean and Green Committee, Councillor Barry Aspinell said, “This is a really exciting initiative. Switching to more environmentally friendly fuels will have a E

Brentwood Borough Council announced that 56 of its vehicles including waste trucks now run on HVO

GREENFLEET Alternative Fuels

F very positive effect on air quality and provide enormous benefits to our residents. The move to HVO demonstrates our commitment to addressing climate change and improving local air quality, all while ensuring that essential waste collection services remain reliable and efficient. While the Council is taking this brilliant step, we hope to encourage the private sector to join us in transforming their petrol or dieselfuelled vehicles to alternative energy sources. This initiative is a key part of the Council’s broader ambition to achieve net-zero carbon emissions by 2030, paving the way for a cleaner, greener future for Brentwood”. Biomethane Renewable biomethane is a compressed natural gas that is a low-carbon alternative to diesel, reducing carbon emissions by up to 90 per cent. CNG Fuels, who operates the UK’s largest CNG refuelling network, sources its biomethane from waste products including food, animal, and waste water, and it is independently verified and approved by the Department for Transport’s Renewable Transport Fuel Obligation (RTFO). The company claims up to a 40 per cent lifetime fuel cost saving when switching from diesel to bio-CNG. Major fleet operators are using bio-CNG, such as John Lewis Partnership, Waitrose, Royal Mail, Warburtons, Aldi, AO, Farm Foods, Hermes and Wessex Water. Nottingham City Transport is running the largest fleet of bio-gas double deck buses in the world. Launched in 2017, these buses reduce CO2 emissions by up to 84 per cent compared to an equivalent brand new diesel double deck bus and have prevented over 26,000 tonnes of CO2 and 180,000Kgs of NOx being emitted. Wessex Water trucks are powered by sewage and food waste. Every truck that makes the switch from diesel to biomethane achieves a carbon saving equivalent to removing more than 100 cars from the roads. All fuel used in the trucks comes from the anaerobic digestion of sewage and food waste at Bristol Bioresources and Renewable Energy Park. Sean Hill, Wessex Water’s director of bioresources, said: “The tankers collecting sewage sludge for treatment and the trucks delivering the output fertiliser are both powered by the gas generated from this treatment, so we’re closing the loop when it comes to our recycling. “This will make a huge difference to our carbon footprint and help improve the air

All fuel used in the trucks comes from the anaerobic digestion of sewage and food waste

The trial van completed more than 2,000km over the four-week trial, travelling up to 189km per day on mostly urban roads and highways. Data collected showed that the vehicle has the potential to fulfil more demanding duties, like carrying heavier payloads, driving over hilly terrain or powering auxiliary equipment. Moreover, there was positive feedback from the WWU team with feedback agreeing that FCEVs could help fulfil operational demands in future. Public sector fleets sit at the frontline of the UK’s net zero journey. From waste trucks in Brentwood running on HVO, to Nottingham’s biomethane buses, and hydrogen trials with Wales & West Utilities, these examples show that renewable fuels are not just theoretical solutions – they are already delivering measurable carbon savings and cleaner air for communities. By embracing these alternatives, public sector operators demonstrate leadership, resilience, and innovation – proving that the path to net zero is achievable, practical, and already underway. M

EV Charging

Hydrogen Hydrogen has long been touted as the answer to zero emission heavy goods vehicles. Refuelling is quick and ranges are comparable to ICE trucks. Hydrogen fuel cell vehicles emit only vapour, meaning they release no harmful emissions. However, as of December 2023, there are only 16 operational hydrogen fuel stations in the UK. Hydrogen fuelled trucks are also expensive, and there are only a small number available. However, there is a project to roll out 30 hydrogen fuel cell HGVs UK roads by 2026 as part of the government’s Hydrogen Aggregated UK Logistics (HyHaul) project. Wales & West Utilities completed a monthlong trial of hydrogen fuel cell vans with First Hydrogen to evaluate the potential of hydrogen for its commercial fleet. Due to the lack of hydrogen vehicle refuelling infrastructure, the project was supported by Protium Green Solutions and Hyppo Hydrogen Solutions to create a hydrogen eco-system. Green hydrogen was produced at Protium’s Pioneer 1 site in Baglan via electrolysis and renewable power, meaning that there are no emissions produced as part of the process.

Hydrogen fuelled trucks are also expensive, and there are only a small number available

GREENFLEET

quality of communities in our region, as well as improving operational efficiency and bringing cost benefits. “Two vehicles have been purchased initially and we hope to eventually roll out the use of Bio-CNG across our entire tankering and biosolids fleet.”

FURTHER INFORMATION

greenfleet.net

Health Business MedTech

Best practice in the procurement of HealthTech for 2026 Luella Trickett, executive director of medical devices, value & access at the Association of British HealthTech Industries (ABHI) outlines how genuine engagement, stronger category management and a shift to value-based procurement can help the system adopt innovation at pace and deliver long-term benefit for patients and the public purse Procurement of HealthTech has never been more strategically important to the future of health and care in the UK. As the NHS continues to navigate pressures around productivity, workforce constraints and rising demand, the role of HealthTech in enabling safe, efficient and effective care is increasingly clear. Yet the system’s ability to adopt these technologies at pace depends heavily on the quality of its procurement processes. With sustainability requirements intensifying, and expectations around social value growing, 2026 offers an opportunity to embed procurement practices that truly unlock value for patients and the public purse. This article outlines what good

looks like, and how the principles of value, partnership and proportionality can support the NHS in making decisions that deliver long-term benefit. Genuine pre-market engagement: the foundation of good procurement If there is one area where improvement would deliver immediate benefit, it is in strengthening pre-market engagement. Too often, suppliers are invited into engagements that feel more like a formality than a genuine attempt to understand what the market can offer. Superficial engagement leads to poorly specified tenders, missed opportunities for

innovation and an environment where suppliers cannot meaningfully contribute to shaping the solution. Effective engagement is fundamentally about intent. It requires procurement teams to be open about their goals, constraints and desired outcomes, and for suppliers to bring forward evidence, insights and new possibilities. When

MedTech

done well, it sharpens specifications, reduces risk, and ensures that the resulting competition is fair, transparent and aligned with clinical need. It also enables buyers to understand what is realistically deliverable. Pre-market engagement is also essential for shaping social value requirements. The NHS frequently sets ambitious social value goals, but without early dialogue, suppliers cannot meaningfully plan or cost their contributions. This not only limits the impact of social value activity but risks excluding SMEs that lack the resource to respond to overly burdensome or unclear criteria. Genuine engagement ensures social value expectations are proportionate, deliverable and aligned with the realities of the market.

Health Business

Strong category management is another hallmark of effective procurement practice

Category management and clinical engagement: aligning procurement with real need Strong category management is another hallmark of effective procurement practice. While some regions demonstrate real excellence in this area, performance is inconsistent nationally. Good category management provides clarity, standardisation and efficiency, E

Health Business MedTech

F ensuring that buyers understand the market, the evidence base, and the clinical context for each category of product. Clinical engagement is central to this. Procurement colleagues cannot determine value without direct insight from those delivering care. Specifications that overlook clinical nuance risk compromising patient outcomes or embedding inefficiencies. Where procurement teams, clinicians and suppliers collaborate, tenders become better targeted, more realistic and more capable of driving quality improvement. Value-based procurement: moving from products to pathways

A central theme of good procurement in 2026 is a shift towards value-based procurement (VBP). Traditional approaches that focus primarily on unit price miss the wider benefits that the right technology can deliver across a patient pathway. True VBP accounts for clinical effectiveness, patient experience, operational efficiency, sustainability and long-term health outcomes. A simple example illustrates the point. Optimising surgical instrument trays (ensuring clinicians have the right tools, in the right configuration) may cost more upfront but delivers significant value through reduced delays, safer procedures and improved theatre productivity. The optimal future state is one where VBP is applied across entire patient pathways, rather

than isolated products or services. This means considering the full journey, for example, the whole surgical experience from pre-operative preparation, through theatre and post-operative care, to recovery at home. Evaluating value at this level supports sustainability by reducing waste, lowering energy use and cutting unnecessary variation across the system. It also aligns procurement decisions with broader NHS priorities around earlier diagnosis, elective recovery and the delivery of more personalised and preventative care. Recognising the true cost of doing business One of the single biggest factors affecting HealthTech business growth in the UK is the rising cost of doing business. Energy costs, labour costs and broader operational pressures are all increasing, alongside ongoing regulatory expenses and global cost pressures linked to materials and logistics. The challenge is that NHS procurement processes are often reluctant to accept inflationary price increases from suppliers, even when these increases reflect genuine, unavoidable cost pressures. Over time, this can threaten the sustainability of supply, discourage

Energy costs, labour costs and broader operational pressures are all increasing

Health Business

HealthTech plays a vital role in supporting the NHS to deliver high-quality, sustainable and efficient care

Social value and sustainability: ambition delivered through proportionate practice Social value is now a core requirement for all public sector procurement, with the UK Government mandating a minimum 10 per cent weighting. Yet interpretation varies widely across the NHS. Some organisations have developed sophisticated frameworks, while others apply generic or overly localised requirements that are not always relevant to HealthTech or proportionate to the scale of the tender. A particular challenge stems from the national nature of NHS procurement. Unlike sectors with strong local footprints, for example, the Ministry of Defence presence in North Bristol, HealthTech suppliers typically support customers across the entire country. Hyper-local social value commitments can therefore be difficult to deliver meaningfully. Many suppliers have strong corporate social responsibility programmes, but translating these into tangible benefits for NHS procurement requires clearer guidance and greater flexibility. The same principle applies to sustainability. HealthTech companies are investing heavily to support NHS Net Zero goals, but the way requirements are framed can either accelerate progress or create unintended barriers. Unrealistic carbon reporting expectations or requests for granular product-level data can disadvantage suppliers, particularly SMEs, without delivering meaningful environmental benefit. A proportionate approach is essential. Early engagement enables buyers to set realistic,

MedTech

investment and limit the UK’s competitiveness as a market for innovation. VBP offers a practical route through this. By evaluating outcomes rather than inputs, VBP enables a more mature conversation about price. It recognises that the lowest cost is not always the most efficient choice, and that sustainable supply chains depend on fair pricing that reflects economic reality. Embedding this principle across the NHS would support both innovation and resilience.

outcome-focused expectations for both social value and sustainability, aligned with the reality of national supply chains. Building best practice for 2026 To support a procurement system that delivers value, fairness and improved outcomes, several principles should guide NHS buyers. This includes conducting genuine pre-market engagement to shape realistic, shared expectations; strengthening category management and ensure robust clinical engagement; and apply value-based procurement across whole care pathways. It also includes recognising that fair pricing supports sustainable supply chains and long-term value and adopting proportionate, outcome-focused social value and sustainability criteria. Conclusion: procurement as a strategic lever for better care HealthTech plays a vital role in supporting the NHS to deliver high-quality, sustainable and efficient care. Getting procurement right is central to enabling the adoption of innovation that benefits patients, clinicians and the wider system. By embedding value, partnership and proportionality into procurement practice, the NHS can create a more consistent and impactful approach nationwide. ABHI remains committed to supporting buyers and suppliers in achieving this vision, ensuring that the UK continues to benefit from a vibrant, innovative and globally competitive HealthTech sector. M FURTHER INFORMATION

www.abhi.org.uk

Health Business Infection Control

Infection control in healthcare settings Healthcare environments are uniquely vulnerable to the spread of viruses and bacteria, making robust infection‑prevention measures essential. From hand hygiene and PPE to patient isolation, enhanced cleaning, visitor management and good ventilation, consistent, layered practices help protect patients, staff and visitors and reduce the risk of cross‑infection Back in October 2025, NHS leaders warned that the flu season could be bad, with flu cases hitting the NHS a month earlier than usual and cases three times higher than the same time last year. By the end of October, more than 12 million flu jabs had been delivered. This included more than 6.7 delivered to the over 65s, 1.8 million to school-aged children and 366,000 to two and three-year-olds. At the time, Duncan Burton, chief nursing officer for England, said: “This early rise of flu in children is particularly concerning – especially given that flu circulation in children normally precedes that in adults – so it’s vitally important those eligible come forward for their vaccine as soon as possible to avoid a long and drawn-out flu season. “The flu virus changes every year, so it’s important to get a vaccination each year to ensure yours and your families protection and to help reduce the spread to others. “Vaccines are one of the safest and most effective ways to help shield against the virus and prepare for what we expect to be a very challenging winter, so I would urge everyone eligible to come forward for their jabs as soon as they can, with easy to book appointments or drop-in sessions now available closer to home.” The following week the NHS issued a flu jab SOS, with England’s top nurse warning people to get protected as soon as possible. The NHS made available 2.4 million vaccination slots in the next week, enough the vaccinate the whole of Greater Manchester. Eligible adults were urged to get their jab as soon as possible, after Australia had its biggest flu season in history.

By 6 November, more than 13 million jabs had been delivered including three in five of all care home residents. However, only a third of eligible toddlers had been vaccinated. The UK Health Security Agency (UKHSA) found that the flu vaccine is estimated to have prevented around 100,000 people from being hospitalised in England last winter. Healthcare environments Healthcare environments are particularly vulnerable to outbreaks of flu and the spread of other viruses and bacteria because of the close contact between patients, staff, and visitors. Preventing transmission is essential to protect

Health Business

Enhanced cleaning protocols are equally important

Infection Control

vulnerable individuals and reduce pressure on services. Strict hand hygiene is another critical defence. Regular handwashing with soap and water, or using alcohol-based hand sanitiser, helps limit the spread of flu viruses from surfaces and equipment. Alongside this, the appropriate use of personal protective equipment (PPE) such as masks, gloves, and gowns is vital, particularly when caring for patients with confirmed cases. Isolation and cohorting of patients can also play a major role. Those with symptoms should be separated where possible, to prevent cross-infection with non-flu patients. Enhanced cleaning protocols are equally important, with frequently touched surfaces such as bed rails, door handles, and medical equipment disinfected regularly to reduce viral contamination. Visitor management is another key consideration. Limiting visits, and encouraging symptomatic visitors to stay away, helps protect patients and staff. Good ventilation in wards and waiting areas further reduces the concentration of airborne particles, lowering the risk of transmission. Effective infection control relies on consistent, layered measures that limit the spread of viruses and bacteria in healthcare settings.

Strong hand hygiene, appropriate use of PPE, and clear isolation or cohorting procedures help reduce cross‑infection between patients and staff. Regular cleaning and disinfection of high‑touch surfaces, careful visitor management, and maintaining good ventilation all play a crucial role in reducing environmental contamination. When these practices are applied together and maintained consistently, they create a safer environment for patients, staff, and visitors alike. M FURTHER INFORMATION

www.healthbusinessuk.net

Product Finders

CLEANING TOTAL CLEAN 020 7935 5088 ronan@totalclean.co.uk

www.totalclean.co.uk

Total Clean tackles strategic facility needs. Our verified nationwide excellence, backed by 30 years of BICSc partnership and ISO certification, is proven by over 14 awards in 2025. Working in conjunction with MySiteOps technology and our own manufactured eco/vegan products (Total Defence) to provide assured, high-quality service.

FACILITIES MANAGEMENT D J HILL ENGINEERING 02920 790784 | 07725 947217 info@djhillengineering.co.uk

www.djhillengineering.co.uk

Welcome to D J Hill Engineering Services Ltd, we offer bespoke metal fabrication services in mild steel, stainless steel and aluminium, we manufacture fire escapes, staircases, hospital bed stackers, automated gates, street furniture, in fact anything that needs to be made out of steel or aluminium, all precision built using laser-cut parts.

FIRE SAFETY EASTERN EXTINGUISHERS +44 (0) 1953 857654 sales@easternextinguishers.co.uk

www.easternextinguishers.co.uk

Stronger, Safer, Sustainable. P50 fire extinguishers are changing the industry. Customers are saving 55 per cent in costs over the lifecycle of the extinguisher. They are benefiting from reduced inventory and a lowered carbon footprint of 70 per cent or more. Our extinguishers are PFASFREE, complying with legislation surrounding the banning of forever chemicals.

Product Finders

HEALTH & SAFETY ECOGRIT 0800 193 6466 gaz@ecogrit.co.uk

ecogrit.co.uk

EcoGrit supplies a granular deicer which is safe to use around plants, children and animals. It is effective to below -20C and isn’t corrosive like rock salt. EcoGrit Concentrate is used by emergency services, wildlife trusts, English Heritage, National Trust, vets, councils and maintenance contractors to name just a few.

INFECTION CONTROL ENDUROCIDE +44 (0) 1561 361515 info@endurocide.com

www.endurocide.com

Endurocide develop and manufacture effective infection control products for the healthcare sector. Our range of antimicrobial hospital curtains, hand sanitisers and antimicrobial hard surface cleaners are developed and manufactured in the UK and backed by outstanding independent test data and published peer-reviewed studies.

SECURITY PRINTING ALSOPRINT LIMITED 07545 974305 Andrew@alsoprint.com

www.alsoprint.com

Here at ALSOprint limited, we are market leaders who specialise in security printing for the NHS, local authorities, theatres and leisure facilities. As an approved supplier to numerous local authorities, ALSOprint are one of the most trusted suppliers of printing, signage & uniforms in the UK. For any new enquiries, please call 07545 974 305.

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20A Limited

Endurocide

7 Steel UK

Ennovus Solutions

Alison Handling Services

eSourcing Data

allpay

Fircroft Technologies

ALSOprint

Glasdon UK

Boss Products UK

HC Legionella

Carrousel Digital

Hydrosense

CEIA

Isuzu UK

20, BC

CFH Docmail

Lista UK

Charter Global

Philips

IFC

Cognitec Systems

Recolight

Solartek Films

Cornerstone Management Services

FC, IFC, IBC, BC

Cygnus

Streamlight

D J Hill Engineering Services

Survey Solutions

Dyno-Rod

TF Installations

Eastern Extinguishers

Total Clean

EcoGrit

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REMEDIATION Building safer homes

Model shown is not of UK specification. Visit Isuzu.co.uk to learn more.