Facilities Management Journal February 2024 by kpmmedia

VOLUME 32 | 02 FEBRUARY 2024

FACILITIES MANAGEMENT JOURNAL

PUTTING PEOPLE IN THE PICTURE Creating flexible hubs that create positive face-to-face employee experiences

FM Clinic: How prepared are FMs to meet the challenges and opportunities ahead?

The foodservice disruptors

Sean Haley, CEO for Sodexo UK & Ireland

An automatic choice

CATERING

INTERVIEW

CLEANING WITH COBOTS

FMJ.CO.UK

EDITORIAL COMMENT

this month...

kpm media Unit 1 Mill Place, Platt Business Estate, Maidstone Road, Sevenoaks, Kent TN15 8TB Tel: 01322 662289 Editor Sara Bean sara.bean@kpmmedia.co.uk Assistant Editor & Social Media Development Sarah O’Beirne sarah.obeirne@kpmmedia.co.uk Tel: 01322 476815 Director & Designer Warren Knight warren.knight@kpmmedia.co.uk Mob: 0780 1947757 Sales Director Danny Grange danny.grange@kpmmedia.co.uk Mob: 07867 418994 Business Administrator Maxine Howell maxine@kpmmedia.co.uk Accounts Diane Jarvis accounts@kpmmedia.co.uk Group CEO Nigel Copp nigel.copp@kpmgroup.co.uk Editorial steering committee

Alan Hutchinson, Facilities Director, Howard Kennedy LLP Charles Siddons, Head of Operations, NHS Property Services Darren Miller, NBCUniversal, VP for International Workplace, Facilities & Real Estate Ian Wade, Head of UK Estates, British Medical Association Lucy Hind, Senior FM Lecturer, Leeds Beckett University Marie Johnson, Head of Workplace & Wellbeing, Nominet Paul Cannock, Head of the Estates and Facilities Management Department, European Space Agency Russell Wood, Facilities Manager at Dentsu Aegis Network Russell Burnaby, Head of FM, Regeneration and Environment, Brent Council Simon Francis, Director of Estates and Facilities, The Institute of Cancer Research Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions Wayne Young, Facilities Manager at DB Cargo (UK)

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comment

Reflecting the fact that catering and more particularly good nutrition looms large at the start of each year, this month’s issue focuses on workplace catering. During my interview (page 32) with Sean Haley, CEO of Sodexo UK & Ireland, one of the biggest brands in the sector, he made an interesting point about using food to draw people into the workplace. Using quality food provision as a way of recruiting and retaining staff is not just the preserve of commercial offices however. Haley mentioned a convergence of demand, with even the military having many of the same challenges as the private sector in wanting access to good nutritious food which enables staff to perform at their best. In answer to that other major challenge of meeting the huge fluctuations in demand caused by the growth of hybrid working patterns, Sodexo not only employs apps which allow people to pre-order and personalise their food but has acquired a company called Fooditude that delivers into organisations that don’t have space for catering facilities. We wanted to hear from some of the disruptors in the foodservice market. In the Q&A beginning on page 28 with Sam Hurst, Founder and CEO of the delivered-in office and venue catering specialist Grazing he explains how their well-established model of offsite production, onsite delivery is the ideal solution for workplaces with vastly differing occupancy levels. Matt Ephgrave MD of office food delivery firm Just Eat for Business which delivers from a variety of restaurant partners, argues on page 30 there’s space in the foodservice market for both traditional catering facilities supplemented by digital food platforms. The overriding message from these brands is that offering flexibility and choice is now an essential part of foodservice supply to contain costs, reduce waste and enhance sustainability. As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.

sara.bean@kpmmedia.co.uk

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CONTENTS

THIS MONTH... NEWS & ANALYSIS

FEATURES

INTERVIEW

Sean Haley, CEO for Sodexo UK & Ireland tells FMJ the key reasons for the food and services provider’s progress since the pandemic is resilience and retention.

FMJ NEWS

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

CLEANING

ASSOCIATION NEWS

The latest news and views from membership organisations.

ADVICE AND OPINION

CASE STUDY

Patrick Ames, Design Director and Becky Turner, Workplace Psychologist from Claremont with advice and examples of best practice in designing for workplace flexibility.

CATERING

OPINION

16 28 30

Paul Jones of B.E.G. UK on the practical ways DALI-based systems can help buildings achieve smart optimum lighting control.

COMMENT

The right technology can enable FMs to keep within a budget and unlock new capabilities and efficiencies says Aidan Donnelly, CEO at SmartWorkplus.

Q&A with Sam Hurst Founder and CEO of the delivered-in office and venue catering specialist Grazing. Matt Ephgrave, MD of Just Eat for Business and Dr Audrey Tang, independent workplace psychologist on the benefits of digital food delivery platforms.

FM CAREERS

Cijo Joseph, Mitie Chief Technology and Information Officer explores the technology driving facilities transformation.

BLOG & SOCIAL MEDIA

FMs who seek to optimise their building operations should remain open to the idea of 15-minute cities, says William Poole-Wilson, Founder and Managing Director, Will+Partners.

FM CLINIC

Facilities professionals have a long list of issues to deal with this year; including achieving sustainability and social value objectives, embracing new technologies and ensuring the delivery of high-quality services. How well are they prepared?

Darryl Easton of East On Commercial Interiors outlines the key considerations to help ensure your workplace is safe and comfortable .

EXTERNAL MAINTENANCE

Regular inspections and annual maintenance of a commercial roof form an essential part of asset and facilities management says Dale Thomas, Technical Manager, Garland UK.

FIRE SAFETY

Amid the multifaceted aspects of building safety, don’t overlook the maintenance and repair of smoke control systems advises Conor Logan, Technical Director at Colt.

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

Next Edition

FAST FACTS

ERGONOMICS

MIFM

COMPLIANCE Mike Bluestone of Corps Consult explores the impact Martyn’s law will have on security measures and the critical role of ‘Responsible Persons’.

Mauro Ortelli, MD at 14forty on how Cobots are revolutionising many areas within FM with their ability to work alongside humans to improve efficiency, precision and safety.

53 PEOPLE

Find out who’s moving where in the facilities management profession.

RECRUITMENT

Attracting talent is key to our growth plans says Richard Sykes, SVP and President of ABM UK and Ireland, and ABM’s engagement programme for young people plays a key part.

TRAINING

Support for mental health in the workplace is more important than ever, says Louise Fernand, Product Manager for Mental Health and Wellbeing at the British Red Cross.

CAREERS NEWS

A brief roundup of the latest careers news in the facilities management sector.

We join the Environment Agency’s Estates team on the River Thames to learn how it’s maintaining tenants and staff’s lock keepers’ houses. In our software focus; explain how controlling asset data digitally can help FMs operate their facilities safer and more effectively; present strategic and operational advice on maintaining M&E assets and report from a conference on the application of AI: what it means for people, property and marketing. With Indoor Air Quality such an important element for wellbeing we explore the latest Defra report on IAQ which shows how good ventilation and air conditioning can help improve the indoor environment. And we’ve a look at the role of retrofitting in the drive to achieve net zero and the importance of approaching projects with sustainability firmly in mind.

sara.bean@kpmmedia.co.uk To register for your free copy of FMJ visit fmj.co.uk FEBRUARY 2024

NEWS & ANALYSIS

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LEGAL VIEW COULD ‘SILENT SACKING’ END UP COSTING EMPLOYERS MORE THAN IT’S WORTH? Jim Moore, Employee Relations Expert at HR consultants Hamilton Nash The topic of ‘silent sacking’ was trending on social media in January, after a former senior developer at Amazon, Justin Garrison, alleged that the company was reducing headcount costs by making employees ‘miserable’ so that they would resign. No employer has ever admitted using such a practice, but some people suspect that some businesses use it to avoid funding mass redundancies and the negative press that goes with layoffs. Alleged signs of silent sacking include denying pay rises or promotions, giving out dull work assignments, or burning out employees with overwork and stress. It can supposedly include treating workers badly, but not to the point of giving people a legitimate grievance. In Mr Garrison’s case, he said Amazon was enforcing a ‘return to office’ policy that was causing staff to quit in droves. Quiet firing, loud backfiring The problem with the idea of ‘silent sacking’ is that it would have significant disadvantages that might outweigh the claimed cost savings of avoiding redundancies. The most obvious problem is that making the work environment miserable for everyone is indiscriminate. You don’t know who will quit. Think about your top talent, the people with the highest performance and strongest capabilities. These are also the people who are the most attractive to your competitors, and therefore will find it easier to get another job. If the work environment is miserable, your top talent will vote with their feet and find more favourable employment elsewhere. However, those at the other end of the spectrum, the mediocre and the underperformers, may not find it so easy to move. You end up losing your best, and retaining your worst. Constructive dismissal While Mr Garrison was describing a broad-brush approach to silent sacking, others would say it is more targeted at specific individuals. That way, you avoid the top talent attrition problem. The suggestion is that by denying someone a promotion or pay rise, sidelining them, or by making their work assignments intolerable (through either overwork or underwork), conflict-averse managers can ‘nudge’ that employee towards the exit without having to take a more direct approach. However, this claim again falters on closer analysis. If the individual is performing well, why would you want to get rid of them? If not, then there is a performance management process that can be applied. Some might argue that managers resist the performance process because it takes time. But ‘silent sacking’ isn’t quick either. If you are obviously making things intolerable for the employee, you are opening yourself up to a constructive unfair dismissal claim. Therefore, the approach needs to be more subtle, and that means it needs more time to take effect. So in reality, there’s no time saving here. Also, think about the impact on team culture and the perception of management. It’s unlikely that only the targeted individual will be affected. Not only are they likely to share their discontent with colleagues and sow wider discord, other employees will observe the misery for themselves. This will do little for your ‘employer brand’ or reputation as a management team. As you can see, the costs of silent sacking in terms of time, reputational collateral damage and money (e.g. defending a tribunal claim), are not insignificant. A performance process, a protected conversation or a severance package would probably cost less overall. Hanlon’s Razor Unfortunately, there are times when work can be less enjoyable, or when the needs of the business outweigh the needs of the individual. It can be tempting to take a cynical view of events, and assume that there is some malign agenda at play. However, this usually isn’t the case. The most likely reason someone didn’t get a pay rise or promotion is because their performance wasn’t good enough, or there was insufficient budget to fund it. It’s also important to remember the adage, “Never attribute to malice that which is adequately explained by stupidity”, otherwise known as Hanlon’s Razor. Managers sometimes make poor decisions, but this is usually down to poor or ill-informed judgement rather than evil intent.

FEBRUARY 2024

RIGHT FM LAUNCHES Right FM, a new specialist facilities management company, with a focus on smart technology and bespoke solutions has officially launched in the UK. The London-based firm, which was founded by Managing Director, Venesa Coodien and Finance & Procurement Director, Stuart Robertson, offers a wide range of services including cleaning, waste management, security and CCTV, catering and vending, M&E, and energy and water monitoring. Working alongside Coodien and Robertson on the company’s senior management team are Operations Director, Karl Wickens, and NonExecutive Director, Clive Horobin, who both bring a wealth of knowledge and expertise to the business, which states it is “poised to transform the way facilities management is approached”, by delivering sustainable solutions and significant cost savings for clients. Commenting on the launch of Right FM, Coodien said: “We are excited to introduce Right FM to the market, offering a fresh and dynamic approach to facilities management. Our team is passionate about delivering exceptional service and leveraging smart technology to provide our clients with sustainable solutions and cost savings. We look forward to partnering with businesses across the UK and beyond to revolutionise facilities management the Right way!”

COMPASS TO ACQUIRE CH&CO

Compass Group UK & Ireland has agreed to acquire independent caterer and Royal Warrant Holder, CH&CO, for an initial enterprise value of £475 million, subject to regulatory approval. The proposed acquisition will bring together two well-known names in the industry and aims to capitalise on the great strengths of both businesses, including their passion for food, client-centred approach, strong people focused culture, and commitment to sustainability. CH&CO currently generates annual revenues of c. £450 million. The business has 10,000 employees, supporting over 900 clients across 1,000 locations including workplace catering, events, venues, visitor attractions, stadia, education, healthcare and hospitality. Following completion, the intention is that CH&CO’s portfolio of companies, which include Gather & Gather, Vacherin and Company of Cooks, will join Compass Group’s family of brands. Robin Mills, CEO, Compass Group UK & Ireland said: “I have always admired CH&CO and its real passion for food. I believe that by combining our strengths the proposed acquisition will bring a multitude of benefits to clients, customers and employees. Together we have the potential to create even more compelling and innovative solutions for our clients and customers, as well as a wider range of career opportunities for our talented people in both organisations.” Bill Toner, CEO, CH&CO, added: “We’re delighted that Compass wants to acquire CH&CO. The prospect of joining a leading global provider of food services offers huge potential for us and our clients. “Both businesses have strong and complementary brands, and subject to regulatory approval, there is a great opportunity for us to learn from each other and to build an even more exciting future together.”

FMJ.CO.UK

Significant opportunities are being missed in commercial retrofits According to the UK Green Building Council (UKGBC) significant opportunities are being missed by office investors, owners, and occupiers who do not have clear retrofit strategies in place. Firstly, through missing the “easy wins” – low cost, low disruption measures that reduce energy consumption, And secondly, through missing key “trigger points” in lease and maintenance cycles that facilitate easier, more efficient retrofit. To support industry in closing the gap towards net zero through commercial retrofits of office buildings, UKGBC has launched new guidance on retrofitting large office buildings, which sets out the most cost- and carbon-effective retrofit measures in the immediate and longer term, the guidance reframes retrofit

as an iterative process rather than a standalone project. For the UK to meet the carbon trajectory set out in UKGBC’s Whole Life Carbon Roadmap, an overall 59 per cent reduction in energy consumption in the office sector is required by 2050. However, commercial buildings are not currently being retrofitted at the pace or scale necessary, to meet critical net zero milestones. UKGBC’s report shows that deep retrofit is generally required to achieve deep cuts in operational energy use (60-65 per cent), transition building systems away from fossil fuels, and meet best practice 2030-2035 energy performance targets for offices. To read the report visit https://bit.ly/42jHwPZ

NEWS & ANALYSIS

DECARBONISATION OF REAL DATES FOR THE ESTATE HINDERED BY “LACK FM DIARY

OF ALIGNMENT” BETWEEN 13 OWNERS AND OCCUPIERS

FEBRUARY 2024

Building Heroes Conference RAF Museum Midlands, RAF Cosford www.buildingheroes.org.uk

20 FEBRUARY 2024

Workplace Futures 1 Great George Street, London www.workplace-futures.co.uk

27-28 FEBRUARY 2024 London PropTech Show ExCeL London https://proptechshow.com

ccording to a new report from the Urban Land Institute C Change programme, progress on the decarbonisation of real estate portfolios is being held back by a lack of understanding and collaboration between property owners and occupiers. It states if “better alignment between the two parties is not prioritised, it has the potential to increase total emissions from the built environment over the medium to long-term as real estate decisions are often medium to long-term commitments”. The report ‘Occupiers and owners: Faster and further on the pathway to decarbonisation together’ indicates that a fundamental questioning of many current working practices and structures is required, as is a deeper understanding from both sides on how decarbonisation is being approached by each party. Lisette van Doorn, CEO, ULI Europe, commented: “At the start of the C Change programme two years ago, the issue of collaboration between occupiers and landlords in decarbonising buildings was identified as one of the key bottlenecks to progress. This report demonstrates the main issues with collaboration, which are often related to historic ‘transactional’ relationships, variations in decarbonisation objectives and perspectives, and longstanding approaches to areas such as lease structures, contracts, and fit outs, which all need careful reconsideration to enable the industry to speed up progress and for owners and occupiers to collaborate more constructively and efficiently. This report provides an important roadmap to improve this situation, outlining many of the critical barriers and hindrances, and contributing important recommendations to improve the situation and accelerate progress.” This new research is based on interviews with heads of real estate for multi-national organisations responsible for large occupational real estate portfolios and represents a wide range of industry sectors. It provides an occupier perspective on leased real estate portfolios and decarbonisation strategies, highlighting the barriers hindering the most effective, sustainable approaches to addressing this shared responsibility, and outlines recommendations to align the interests of both parties and accelerate progress in decarbonising portfolios. Going forward, the report argues for more standardised practices including in the approach to due diligence for occupiers seeking space, and for ESG considerations to be included as standard in heads of terms with minimum requirements considered as “non-negotiable”, recognising that such changes will require education and industry wide commitment. To read the report visit https://bit.ly/47VWqgv

27-28 FEBRUARY 2024 Workspace Design Show Business Design Centre, London https://workspaceshow.co.uk

05-07 MARCH 2024 Futurebuild ExCeL London www.futurebuild.co.uk

13-14 MARCH 2024

The Manchester Cleaning Show 2024 Manchester Central https://cleaningshow.co.uk/manchester

17 APRIL 2024

Property Connect Golf Day Farleigh Golf Club, Warlingham, Surrey www.property-connect.org

17-18 APRIL 2024 MSP Show ExCeL London www.servicedeskshow.com

08-09 MAY 2024 FOOTPRINT+ Old Billingsgate, London www.footprintplus.com

25-27 JUNE 2024 InstallerSHOW NEC Birmingham www.installershow.com

FEBRUARY 2024

NEWS & ANALYSIS

FMJ.CO.UK

ASSOCIATION NEWS

FOUR FM SCHEMES ON CIBSE BUILDING PERFORMANCE AWARDS SHORTLIST F

our facilities management schemes have made the shortlist of this year’s CIBSE Building Performance Awards, the only awards programme to recognise the actual, measured performance of completed buildings. The winner will be announced at the Awards evening, which is taking place on Thursday 29 February at the Park Plaza Westminster Bridge, London. The shortlisted schemes are:

Smart Managed Solutions’ decarbonisation of M&E systems in various properties using datadriven collaboration SMS is a framework maintenance contractor for property advisor Savills. Together the two organisations have committed to reducing the operational carbon intensity across seven properties in Savills’ portfolio. The solution outlined in the entry looks at the technology and systems employed across properties to monitor the performance of HVAC systems and their associated energy consumption. This information enables SMS to proactively manage these assets and to assess the effectiveness of energy-saving measures based on actual data. The resulting learnings are shared in quarterly feedback sessions and case studies are published on the Better Buildings Partnerships website.

British Land’s initiative to improve the energy efficiency of four commercial office buildings at London’s Broadgate

The FM team working on four buildings at London’s Broadgate development has completed a series of net zero audits and worked with occupiers and partners to improve energy efficiency across 1.3 million sq ft of space. Three of the buildings are ahead of the Carbon Risk Real Estate Monitor (CRREM) science-based decarbonisation pathways, with the fourth set to achieve this from 2026. All four buildings are on track to substantially outperform CRREM from 2030 - proving that older buildings constructed in the 80s, 1990s and 2000s can achieve or even exceed modern standards. A series of technical innovations and process initiatives have seen the four buildings’ energy efficiency improve by 33 per cent, including all consumption across common

IWFM PUBLISHES EQUITY, DIVERSITY AND INCLUSION (EDI) 2023 GOVERNANCE AND LEADERSHIP SURVEY FINDINGS IWFM has shared its 2023 leadership and governance survey findings, outlining the state of equity, diversity and inclusion (EDI) in the leadership tier of the organisation. Beyond insight into aspects like age, gender and disability, the research also looks at social mobility for the sector. By acting on the research presented, the IWFM says it hopes that the next survey will show even more progress and interrogates issues as they emerge. The IWFM said: “Overall, this year’s leadership and governance survey results demonstrates progress, but our mission to lead by example and set the standard for EDI remains. To that end, through valuable research from the Young Foundation, to be published shortly, we have identified further steps that we can take as a professional body to promote equity in our leadership positions, benefitting all levels of our membership. IWFM’s current initiatives include engaging our community to launch a Neurodiversity Network and creating a dedicated EDI category at the 2024 IWFM Impact Awards.” For more information visit: https://bit.ly/3HFCvaE 8

FEBRUARY 2024

parts, shared services and occupier demises. 14forty 14forty is responsible for maintaining over 70 UK sites for gas distribution network operator Cadent Gas along with the preparation of new sites. For Cadent Gas’s new headquarters, 14forty identified a range of accessibility enhancements to improve wheelchair access, the addition of gender-neutral toilet facilities and added foot-wash facilities and privacy screens to the site’s multi-faith prayer room. 14forty has also installed solar panels to reduce electricity use and installed grey water harvesting to enable the site’s waste-water to be used for toilet flushing and for planting irrigation. BNP Paribas Real Estate BNP Paribas Real Estate’s energy efficiency journey at Cannon Bridge House started in 2019 with an energy management plan. The 30-year old commercial office building is occupied by six tenants, three of which run data centres in the building, and includes HVAC plant and equipment dating from its construction. Working with M&E service partner NG Bailey and BMS data specialist Chartwell, the real estate provider introduced a data driven optimisation programme to improve building performance through a joined-up approach to maintenance and energy management. A series of innovations have also been introduced to make energy management an integral part of maintenance.

OUTLOOK FOR UK COMMERCIAL PROPERTY BRIGHTER FINDS RICS UK COMMERCIAL PROPERTY MONITOR

he RICS UK Commercial Property Monitor for the last quarter of 2023 has revealed some growing confidence in its long-term outlook. While mixed, the largest proportion of respondents in Q4 (33 per cent) now believe that the market has bottomed out, seemingly aiding a slightly more positive long-term outlook. While most of the market remains sluggish and lacking momentum, there are clear incremental improvements. Occupier demand remained negative overall (-7 per cent), although less so than previously (-12 per cent Q3), and although both the office and retail sectors remain relatively weak, sentiment has improved from Q3. Industrial demand remains positive although less so from previous highs.

RICS Senior Economist, Tarrant Parsons, said: “Current conditions remain challenging across the UK commercial property market, with investor demand still being weighed down by the tighter lending climate and uncertain outlook for values. At the same time, relatively weak momentum with respect to economic activity more generally is taking its toll on tenant demand, with the ongoing structural challenges facing parts of the office and retail sectors also hampering market sentiment.”

The new Colt Service Training Centre. Enhanced training for enhanced competency.

At Colt, we demand the highest standards from our maintenance engineers. That’s why we recently set up the Colt Service Training Centre. This new, state of the art facility enables us to provide the extensive and detailed training that our engineers require and that we were unable to find from external training providers. Competency is crucial. When it comes to smoke control maintenance, you must ensure your service provider is highly competent and certified by a third party. Colt is the UK’s first company to be certified to both IFC SDI 19 and SDI 05 schemes, awarded in recognition of our skill as an installer and service provider of smoke control systems and fire curtains. Each one of our expertly trained engineers has one aim in mind – to keep your buildings safe and legal, whether your system was designed and installed by Colt or not.

What a smoke control maintenance visit should look like. Smoke is different to fire, that’s why you need specialist maintenance. A smoke test or functionality test is no substitute for a proper service. If your current servicer is not conducting full motor resistance and load tests, checking battery charge rates and identifying cause and effect of any failures, then your system is not being tested robustly enough to ensure that it will be fully functional in the event of a real fire. Colt carries out thorough testing on all the systems we maintain and our engineers receive full technical training on all system types. When you get a Colt service, you can rest assured it’s been done properly.

CERTIFICATED INSTALLER OF ACTIVE FIRE PROTECTION Certificate number: IFCC 3141

To ﬁnd out more, visit us at: coltinfo.co.uk/service-maintenance calls us on 02392 491735 or email service@uk.coltgroup.com

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ADVICE & OPINION

COMMENT

A GUIDING LIGHT A

Paul Jones, UK & Ireland Sales Director for B.E.G. UK Ltd explains the practical ways DALIbased systems are helping buildings achieve smart optimum lighting control

n automated DALI (Digital Addressable Lighting Interface) lighting control system uses highly accurate multi-sensors to control the artificial light in a building, depending on occupancy and brightness. At the installation stage, a system integrator will attend the site, supported by technical engineers. Here, they can then align the system and building and clearly define the necessary rules and user authorisations to ensure that FMs can access precisely the most relevant part of the system for their needs. Once the system is in place, staff can activate the lighting via a light switch upon entering their space. The multi-sensor then takes over intelligent control of the lighting. Thanks to the passive infrared sensor (PIR), movement is then detected and depending on the programming, the light is automatically switched on and off. In addition to the PIR sensors detecting motion, the multi-sensors feature brightness detectors through which a daylight-dependent control of the lighting can be achieved. Having measured this the multi-sensor only adds or dims as much artificial light as is necessary to reach the pre-set lux value. To achieve the optimal function of the intelligent system, the measured brightness value needs to be extremely accurate. This is achieved by finding the best location on the ceiling for the installation, where measurement is influenced as little as possible by external factors such as reflection, direct sunlight, or other light sources. Brightness values should be measured in the darkest part of the room, which may differ from room to room depending on its location in the building. However, the detection range of the unit must of course ensure adequate cover of the occupants’ range of mobility in the room.

OPTIMAL CONTROL For optimal lighting control, the difference between the brightness at the desk and the brightness at the ceiling must be balanced in the logic of the multisensor. This means the actual value measured by the light sensor on the ceiling is not used for the control in order to supplement the natural light with the appropriate amount of artificial light. Instead, a so-called reflection factor is used as the ratio of light between the work surface and the ceiling. With a DALI-based system, the weighting of the

FEBRUARY 2024

reflection value is set individually according to the environmental variables of the respective place of use. Here, the ratio can be set between 1:1 to 1:5 according to the lighting conditions in the room. In rooms with light floors and light furniture, the ratio between ceiling and work surface is 1:1, in rooms with dark floors and dark furniture 1:5. If required, this automatic control can be overridden. If the occupant wants more or even less brightness, they can use the additional pushbutton to dim the light up or down. Alternatively, they can also intervene in the lighting control system via PC. By means of a username and password, staff can be given access to areas in which they can influence the lighting control. They can log in via their browser and control the light in their room or off ice and via a user-friendly interface, can select scenes, and switch and dim the light as appropriate. In a specific meeting room or boardroom staff can also control the light via a smartphone. These scenes are stored in the system for different meeting situations, which can be called up with a click. For this purpose, the luminaires in the room are divided into groups and assigned dimming values. Staff can then switch from the ‘meeting’ scene with full illumination of the conference table to the ‘presentation’ scene with dimmed light in the area of the projection screen.

SWARM INTELLIGENCE A special function of a DALI-based system is called ‘guided light’, which is also known on the market as

‘swarm intelligence’. With this function, luminaire groups are synchronised across DALI lines. When movement is detected, not only the luminaire group in which the movement is detected switches on the light. The adjacent luminaire groups also react, but with dimmed light. Being surrounded by a ‘cloud of light’ that dims towards the outside, the user can see what is happening in the adjacent areas at all times, rather than looking from a brightly lit area into a pitch-black area. This function is ideal for use in staircases, corridors or open-plan off ices. Thanks to dimming, the use of a ‘Guided Light’ function is more cost-effective than the usual complete 100 per cent lighting.

LINKING TO A ROUTER The connection of a DALI-based system to a higherlevel building management system (BMS) or to parallel existing systems for other functions such as heating, ventilation, blind control or access control can be done via a BACnet router. This offers additional functions such as remote maintenance or the soft ware update of control devices. Maintenance can then be facilitated via a quick system overview and automatic error notifications, while the lighting duration of individual lamps or the energy consumption of the system can be viewed transparently at any time. A system administrator can monitor, configure and maintain the systems via PC or mobile devices for optimal user-friendly and environmentally friendly lighting.

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ADVICE & OPINION

COMMENT

SMART EMBRACE With the FM industry being one of the last areas to undergo technological transformation - it’s about time it embraced digital transformation, says Aidan Donnelly, CEO at SmartWorkplus

properties currently have an EPC rating of ‘C’ or below. FMs will therefore need to enhance sustainability to avoid being hit with penalties, or properties becoming obsolete. Additionally, the more sustainable a building, the more attractive it is to prospective tenants, investors or potential employees. Sensor technology for example can measure, analyse and ultimately reduce a building's energy consumption, leading to a more carbon-eff icient and environmentally friendly property. As society becomes more and more sensitive to environmental impacts, sustainable buildings will be increasingly sought after. Saving energy also means saving money. This is increasingly important in the current challenging economic climate, where many businesses are facing rising costs due to supply chain issues and increasing energy and material prices. The cost of living crisis is also the cost of doing business crisis. Over 105,000 UK businesses closed in the first quarter of 2023, whilst just 79,000 new businesses opened, representing the largest net decrease on record, according to the Off ice for National Statistics. The right technology can increase a building's energy and operational eff iciency, therefore reducing waste, ensuring resources are used eff iciently, and ultimately saving money.

ENHANCED CUSTOMER SERVICE

he past few years have seen swathes of a previously traditional real estate industry embrace digitisation. From virtual reality property listings, to digital transactions and smart contracts, many elements of both the commercial and residential property industry have enhanced their performance through technology. Yet research by buildings material supplier Watco, found that 72 per cent of FMs admit their business is slow to embrace digital innovation. Despite some technologies such as customer portals being used by a reported 33 per cent of FMs, the sector still has a long way to go with technology adoption. This resistance to deploying technology could have dire consequences. Worryingly, 45 per cent of FMs are concerned their business could become unviable in the next couple of years if their digital technologies and skills aren’t improved. Many FM processes are still happening in a highly analogue way, which leaves them prone to human error and a lack of eff iciency. Cleaning schedules for example, are still often recorded manually, which can be highly inaccurate and lead to either wasted resources, or poor cleanliness standards. The FM industry is facing an array of challenges which will only intensify over 2024 and beyond. Many FMs are now under intense pressure to reduce their buildings’ carbon emissions and

FEBRUARY 2024

reach net zero. The pandemic has also led to increased expectations and heightened standards around a building's cleanliness. Furthermore, the last few years have seen an increase in tenant expectations, with a smooth, almost hotel-like experience now the standard. FMs are tasked with meeting all of these demands whilst keeping costs and complexity low. A technology-empowered approach to FM will be essential to rise to these challenges and succeed in an increasingly diff icult landscape. The right technology will also enable FMs to keep within a budget and unlock new capabilities and eff iciencies without making tasks more timeconsuming and complicated.

TECHNICAL SOLUTIONS Emissions reductions and energy eff iciency are where FMs have the most to gain from embracing technology. The built environment is estimated to contribute around 40 per cent of global carbon emissions, and it’s therefore vital that our buildings become more sustainable. There is also a huge commercial imperative to increase a building's energy eff iciency. By 2030, the UK government will require commercial properties to reach an EPC (Energy Performance Certificate) rating of ‘B’ or above. According to data from the Department for Levelling Up, Housing and Communities, 60 per cent of commercial

The right technology can also enable FMs to understand their building and tenants' individual needs to offer the right services and troubleshoot any issues. Effective communication is the backbone of any customer service strategy. A streamlined communication system such as a client portal means any questions or queries can be promptly answered, building trust and enhanced customer experience. FM teams are responsible for delivering the heightened standard of cleaning expected since the pandemic. Technology can enable eff icient and cost-effective cleaning to be easily implemented. Sensors that detect room usage can ensure that the appropriate resources are deployed to clean each space, meaning high standards are maintained and no cleaning is wasted. Careful implementation of technology can improve a building and business' organisation by streamlining everyday processes such as building access. The right technology solution can also be seamlessly integrated with any existing infrastructure, therefore maximising a building's holistic operations and performance. Put simply, FM teams can unlock a whole host of benefits by embracing technology in their strategy for 2024. The role of the FM is becoming increasingly complex, and these additional demands are often not reflected in the allocation of additional budget or resources. Technology is therefore FM's best friend in achieving 2024’s sustainability, operational and cost goals.

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ADVICE & OPINION

COMPLIANCE

MARTYN’S LAW - TRANSFORMING SECURITY PREPAREDNESS IN THE WAKE OF TRAGEDY The Terrorism (Protection of Premises) Bill is a remarkable initiative aimed at improving security measures at public venues. Mike Bluestone CSyP, Executive Director, Corps Consult explores the impact the new law will have on security measures and the critical role of ‘Responsible Persons’

n the aftermath of the devastating 2017 Manchester Arena terrorist attack, Figen Murray OBE, mother of one of the 22 victims, Martyn Hett, spearheaded Martyn’s Law and continues to champion the cause, advocating for a fundamental shift in how security providers approach event security. Martyn’s Law urges security providers to pre-empt potential threats, encouraging them to identify the vulnerabilities of premises and events and integrate these insights into their counter-terrorism action plans. It draws parallels to health and safety structures, emphasising the importance of well-informed staff and the need for risk and threat assessments to ensure effective security. There is a question mark over how quickly it will be enshrined in law, although, significantly, the Bill was mentioned in the King’s Speech last November in Parliament. However, this transformative legislation is set to introduce a series of requirements for organisations to better prepare their security teams to address a broad spectrum of security threats. These are primarily terror-related, but they are also likely to impact positively in terms of preventing attacks that are non-terror related. APPLICATION: Martyn’s Law applies to any premises with a capacity for over 100 individuals. Moreover, “enhanced premises” with capacities exceeding 800 will face additional security requirements to safeguard larger crowds. Like health and safety protocols, the law is envisioned to make risk and threat assessments compulsory, ensuring constant vigilance and oversight in every organisation. RESPONSIBLE PERSON: There is still no certainty over exactly what the final draft of the bill will include but a significant element of Martyn’s Law is likely to be the inclusion of a ‘Responsible Person’ for every venue. While there is still a lack of clarity over what constitutes a ‘Responsible Person’, these individuals will lead coordinated efforts and oversee the implementation of Martyn’s Law’s provisions. It is also clear that there will be the necessity for more extensive, mandatory training

FEBRUARY 2024

for all security operatives and staff at relevant premises and events.

TRAINING PRIORITIES While it is not possible at this time to prescribe the precise measures that need to be taken, many forward-thinking organisations have already started to take steps to address training priorities, fostering a strong security culture. Action Counters Terrorism (ACT) training is comprehensive and available for both security and non-security personnel to complete online,

which many businesses have taken advantage of. Some organisations are upskilling their people and supporting clients with tabletop exercises and security training/simulations, while others are taking pre-emptive training one step further and preparing contingency plans that consider possible scenarios and how to manage them. This is an essential step – policies and procedures for dealing with threats are key to ensuring a secure venue, but those who are on-site also need to have a thorough understanding of their role and how procedures should be followed. While it is encouraging to see some progress, there is more that will need to be done as and when Martyn’s Law is firmly on the statute book. Particularly for enhanced premises, trained managers/supervisors who are qualified to understand the fundamental principles of secure environments, will be essential. These ‘Responsible Persons’ will also need to possess a solid

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understanding of what information and guidance is available, what they can access, and who they can turn to for up-to-date intelligence. Having access to advice from qualified security professionals along with knowledgeable security teams on the ground, who are informed and trained in how to handle the potential threats, is going to be key in helping organisations to protect their venues and the people who visit them.

REGULATORY BODY The draft Bill also alludes to the need for a regulatory body to establish and enforce security standards for public venues. The regulator would be tasked with implementing and supporting Martyn’s Law. This could help create the climate for consistent and reliable frameworks for operational policies and procedures. The regulator would also be responsible for ensuring proactive compliance to the legislation as well as the imposition of both civil, and – in serious cases – criminal sanctions for non-compliance. It would also influence standards for accreditation and the need for regular audits to assess the effectiveness of security measures. Importantly, a regulatory body would play a key role in facilitating communication and information sharing between different stakeholders such as venue owners, security, police, and other blue light services. A collaborative approach is increasingly important for sharing intelligence given the threat landscape. Similarly, an effective regulator could play a role in determining and delivering consistent and comprehensive training and education, as well as signposting security professionals to sources of relevant information. Martyn’s Law represents an essential and significant step forward in addressing the gaps in security measures for public spaces and large venues. It will bring about substantial changes to operational and training requirements for organisations, elevating security preparedness for all relevant venues. The potential for a safer future is evident and Martyn’s Law highlights the importance of a collective effort to enhance security policies and procedures at a time when threats continue to evolve.

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ADVICE & OPINION

FAST FACTS

TECHNOLOGY

TRANSFORMATION FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET Cijo Joseph, Chief Technology and Information Officer, Mitie explores the technology driving facilities transformation

Once energy usage has been reduced, the next step is introducing cleaner power. Using AI-based renewable energy modelling, our Energy Managers can determine the environmental and cost impacts of different green power solutions like solar panels or heat pumps. With all stakeholders, from the FM to the finance team, able to see the outcome of different projects, customers can decide on the right combination of solutions for them.

ENSURING BUILDINGS AND EQUIPMENT ARE EFFICIENT AND PRODUCTIVE

cross all industries, there’s been a technological shift over recent years, with continuous innovation proving crucial to keeping up with societal changes. The facilities management industry is no different. We’ve not only faced the pandemic and the impact that has had on workplaces, but also cost of living pressures and the heightening impacts of climate change. It’s vital the FM sector stays ahead of the curve in bringing new technology to customers, to support them in meeting these challenges. Over the past six years Mitie has invested £145 million in driving innovation and setting the foundation for technology to support our people and customers’ evolving needs. This includes introducing API (Application Programming Interface) connectivity to a Digital Platform, allowing different data sources to speak to each other, which significantly increases the level of insight we can gather. We’ve also 16

FEBRUARY 2024

increased the amount of data we can store by 15 times over four years, to 772 terabytes - three quarters of a Petabyte. For reference, a Petabyte is equivalent to 20 million tall filing cabinets. At the end of last year, we launched our Facilities Transformation Hub, demonstrating the latest innovations built on this foundation, using data as the building blocks. The Hub showcases the cutting-edge technology which we’re embracing to help customers to embrace five key mega-trends:

ACCELERATING THE PATH TO NET ZERO With many organisations reaching a critical stage in their net-zero journeys, smart data tools can support them in driving down emissions. The creation of analytics software allows customers to review data from across their estates to identify energy usage hotspots, guiding them on where to prioritise when introducing energy efficiency measures like motion sensor lights.

Taking a data-driven approach to building maintenance is having a significant impact on the efficiency of buildings. Remote digital maintenance involves the collation of data from equipment to pinpoint malfunctions and predict maintenance requirements in near-real time. While it’s sometimes taken for granted, making sure features like heating and lighting are always running smoothly improves the office experience and is also central to energy efficiency.

DESIGNING COMMUTE-WORTHY SPACES TO SUPPORT HYBRID WORKING Hybrid working is here to stay, and with it comes the need to design commute-worthy spaces. Using different types of sensors in place around our customers’ buildings, we’re able to collate data and insights. Based on this insight, alongside input from colleagues, digital twins enable customers to visualise and reimagine spaces in real time, in virtual reality. This immersive approach to designing

forward-thinking workspaces enables increasingly intelligent decision-making and will ensure customers create the right types of spaces for the people using them.

PROVIDING CLEAN AND SUSTAINABLE SPACES Technology is overhauling traditional cleaning methods so higher hygiene standards can be maintained. Robotic cleaners can complete more arduous tasks so that cleaning operatives can focus on specialist tasks. Meanwhile, the fleet has saved the equivalent of almost three Olympic-sized swimming pools of water compared to traditional mopping methods, so there are strong environmental benefits too. In fast-paced environments like hospitals, our AI location-based system is ensuring urgent jobs are completed faster, enabling clinicians to remain focused on patient care. The system automatically assigns tasks to the nearest porter or cleaner working on the principle of Right Time, Right Place, Right Person. The digital system also allows clinicians to log tasks in just 10 seconds, compared to 90 seconds through the traditional method of calling a helpdesk. At one hospital, it therefore returned 8,000 hours of clinicians’ time back to patients in the first six months of going live.

PROTECTING PEOPLE AND PROPERTY AI-enhanced CCTV that can detect and alert security operatives to suspicious behaviour or unattended bags, as well as biometric access control are helping to deter crime and create safer spaces. With this host of data sources our intelligence specialists based at the Intelligence Security Operations Centre (ISOC) can also identify crime trends and patterns to inform prevention measures and provide the police with the evidence they need to secure convictions. While these are a few key examples, AI, robotics and data software will continue to underline progress in our industry in coming years. Change is a given, but as the Facilities Transformation Hub demonstrates, by embracing a technology-led approach, innovating and adopting new applications, we can drive the shift from facilities management to facilities transformation to meet customer demands.

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ADVICE & OPINION

SOCIAL - BLOG WILLIAM POOLE-WILSON, FOUNDER AND MANAGING DIRECTOR, WILL+PARTNERS

@CBRE Hybrid work has changed how and where people work. The CEOs of Industrious and The Office Group discuss what the new work dynamics portend for flex office space. https://cbre.co/428UO1v @RICSnews We are delighted to announce the formation of Professional Group Panels (PGPs) covering Construction, Valuation, Land and Natural Resources, Residential, Commercial and Building Surveying and Control. Find out more http://ms.spr. ly/6012isjAC & https://bit.ly/48QzvEx @H_S_E Make stress prevention and promoting good mental health a part of your work culture. Invest in the wellbeing of your employees with our free online learning tool: https://bit.ly/3vPDQJr @theCIOB We are at the start of the second year of our 5-year Corporate Plan, which is our roadmap to 2028. It starts with what matters most to the users and creators of the built environment and how we help the construction industry respond. https://orlo. uk/xZUAo Lewis Brown linkedin.com/in/lewis-brownb0b438103 You’re probably not drinking enough, very few of us are! This is why we’ve put together the ultimate guide to hydration that enables you to: • Spot the symptoms of dehydration • Learn how filtration affects dehydration • Discover top tips on staying hydrated in the office Learn more at https://lnkd.in/gTPdHzR6 Danny Grange linkedin.com/in/dannygrange-63998550 If you work in (or provide services into) Facilities Management, Property, or Construction, and play golf, then this is for you! We are pleased to announce that our 2024 Facilities Management Journal (FMJ) & Property Connect Networking Golf Days are now confirmed! We first visit Farleigh Golf Club on the 17th April. Then onto Tyrell’s Wood Golf Club on the 21st June. Our final event of the year takes place on the 1st October at The Shire. These events are open to anyone working in FM, Property, and Construction, and are a great way to grow your network - spaces are limited, please book via the following links https://lnkd.in/eXmJSj4h https://lnkd.in/eDMssgxZ https://lnkd.in/eF5bpPgz

FEBRUARY 2024

FMS WHO SEEK TO OPTIMISE THEIR

BUILDING OPERATIONS MUST REMAIN OPEN TO THE IDEA OF 15-MINUTE CITIES

he 15-minute city is a revolutionary urban planning concept centered around creating self-sufficient neighbourhoods where residents can access their daily needs within a 15-minute walk or bike ride from their homes. This transformative approach aims to reduce reliance on personal vehicles, enhance local community engagement, and promote sustainability. By fostering proximity to amenities, services, and workplaces, the 15-minute city seeks to create more efficient, interconnected, and livable urban environments, ultimately improving the quality of life for residents. However, this is not the groundbreaking urbanism concept it’s currently celebrated as. The City of London’s square mile serves as one example, and throughout Europe - if you know where to look - you’ll find practical illustrations of this idea. Even in the largest European cities, you’ll discover numerous smaller districts that embody the principles of 15-minute communities. While there’s a growing discourse around the concept, I will always support it. With that said, the idea of the 15-minute city is in danger of becoming politicised. Some of its detractors claim it’s an attempt to stop people from using their cars. Others see the focus on keeping it local as a form of “climate lockdown”, adversely affecting personal freedoms. Adapting 15-minute cities to a British context doesn’t seem as revolutionary as it’s often portrayed. Many individuals already live their day-to-day lives with all amenities, lifestyle choices, and professional needs within a 15 (or semi-immediate) minute distance. In densely urbanised areas the necessity for driving has already diminished as more people opt for local choices, whether it’s their morning coffee or grocery shopping. Dismissing the myth of people being confined to these spaces rather than freely utilising them ignores the many places that have successfully operated in this manner for years, with Madrid being a classic example. In 2018, the Spanish capital introduced its “Madrid Central” plan, which aims to reduce air pollution and create a more livable city by reducing car traffic in the city centre. The environmental advantages of the 15-minute city, contributing to emission reduction and improved air quality, should be the focal point. Reducing regular car travel allows people to walk, cycle, or choose alternative means of engaging with the local community, benefiting both personal health and the environment. Urban lifestyles have undergone significant changes in recent years prompting discussions about work-life balance and overall quality of life. The 15-minute city concept aligns directly with the current wellbeing-conscious world. While there are valid discussions about modernising the concept for today’s cities from an urban planning perspective, it was always

William Poole-Wilson, Managing Director, Will+Partners

intended as a living, breathing, and evolving idea. Briefing FMs It’s important that facilities managers who are seeking to optimise their building operations remain open to the idea of 15-minute cities because it enhances operational efficiency and places a spotlight on tenant satisfaction. By fostering a closer connection to local amenities, facilities managers can tailor their building services to accommodate the convenience and accessibility which is emphasised by the 15-minute city lifestyle. Transportation and parking planning take centre stage in this paradigm shift. With a reduced reliance on personal vehicles, facilities managers can rethink their parking space requirements, if there’re any at all, and invest in alternative transportation options and bike-friendly infrastructure. FMs will play an increasingly significant role in aligning building operations with the environmental goals of 15-minute cities by promoting eco-friendly living, implementing green initiatives, and contributing to a more resilient urban environment. Community integration will become a key focus, with facilities managers looking to engage with local businesses and participating in community events to help foster a sense of belonging. This will improve the building’s role within the larger urban context but also establishes it as a vital component of the interconnected area. Adaptation to changing urban trends is imperative. FMs well-versed in the 15-minute city can adjust building facilities and services to cater for evolving lifestyle preferences, ensuring the long-term relevance and attractiveness of the property. It will also mean they remain well-informed about potential changes in urban planning regulations, ensuring their buildings comply with the ever-evolving standards needed to contribute to broader urban development goals. This idea isn’t a trend or a fad. It’s a real, strategic approach for facilities managers to successfully navigate the future of urban living.

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ADVICE & OPINION

FM CLINIC

Facilities professionals have a long list of issues to deal with this year. This includes achieving sustainability and social value objectives, re-evaluating the role of the physical workplace, embracing new technologies and ensuring the delivery of high-quality services in a time of economic uncertainty. How well do you think the sector is prepared to meet the challenges and opportunities ahead?

co-located professionals, such as good sanitation and comfort, and those of the offsite professionals, including up-to-date digital tools and secure data storage, while also meeting organisational demands, including optimised productivity and increased sustainability. The exponential rise of digital innovation means that FM leaders have new demands around keeping technological systems and processes up to date, to ensure improved outcomes are being achieved. Upskilling and reskilling will be required to ensure there are the required levels of competence within organisations. Those involved in the industry need to be well-versed on the future direction of travel and to champion these to ensure

In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management THE CHAIR OF IWFM’S VIEW MARK WHITTAKER, GENERAL MANAGER, THOMSON FM Towards the end of 2023 the Institute of Workplace and Facilities Management (IWFM) published its ‘3 trends for the future’ report to coincide with the Institute’s 30th anniversary. The report identified three “mega-trends” which the Institute believes will shape the future of the workplace and facilities management sector in the years to come. The megatrends identified were the increasing shift of workplace strategy as an increasingly high profile service, secondly the harmonising of people, the planet and profit and finally, navigating and exploiting the link between smart buildings and workplace and facilities management. As climate change increases and sociopolitical tensions continue, organisations increasingly expect their FM professionals to deliver positive and reportable outcomes around sustainability and social value. This increases the focus on day-to-day processes like energy consumption, waste management and eco-efficiency, acknowledging employee wellbeing and workplace experience, and monitoring the organisation’s global and local impact. Fully remote and hybrid working has triggered debates on the what the future role of the physical workplace will be. As such, facilities management must factor in the needs of

Mark Whit taker

FEBRUARY 2024

there is the momentum and accountability to drive change. In addition, ensuring people have the right skills and knowledge will also be essential and is an area where I know IWFM will have a crucial role to play in supporting the profession. The Institute will also continue to lead the discussions on the increasingly important and better understood areas of neurodiversity, equity, diversity and inclusion (EDI) and wellbeing in the future.

THE FM CONSULTANT’S VIEW BERNARD CROUCH, DIRECTOR, ACUMEN FM The FM and workplace sector sometimes face a new year with trepidation, so we’d be looking to reduce overheads while maintaining service delivery. But as ever, we are ready for the challenges that 2024 holds. When it comes to h sustainability, Carbon Bernard Crouc Neutral target dates doubtless seemed a long way off when originally set, but now we have a challenge to meet those targets. In the UK we are experiencing an increased risk of flooding and higher than normal temperatures, both of which need to be factored into our forward planning. In 2024 we need to consider, biodiversity, renewable energy, improved water management, sustainabletransportation and a circular economy. Social value is another crucial issue. It is hard to recruit

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FM CLINIC

important decisions such as changes to a building’s workplace candidates nowadays and it follows that staff retention has also layout and size, allowing for better estate strategies. The physical become more critical. Younger employees will often consider an workplace and its purpose will continue to mould and change organisations approach to CSR as well as DEI (diversity, equity against the trends of office occupancy, and the use of these and inclusion) when choosing a new job, so we need to ensure technologies will support those changes. these are being properly addressed. Within this, we cannot overlook the growing presence of AI in We’re also faced with WFH (working from home) versus the our industry. Although AI was already a part of the FM toolkit, in physical workplace and the pressure is mostly on encouraging the form of predictive maintenance, the emergence of generative staff back. The challenge with hybrid working is that of providing AI platforms such as ChatGPT has led to an explosion of wider a full range of FM services five days a week, but seeing an almost public interest in the technology. AI has the potential to transform empty building on two of those days when a client can argue that catering and cleaning for instance be provided at a lower decision-making in all areas of facilities and estate level with commensurately reduced costs. management, but it is contingent on good-quality AI and other new technologies is another pressing data. issue. Our sector is lagging in introducing new Offering high-quality services in the technology. Older CAFM systems are not always modern era requires an integrated Although AI was already a capable of delivering what is needed, and the approach with relevant technologies part of the FM toolkit, in the form of adoption of sensors that could help deliver that streamline processes for predictive maintenance, the emergence a more proactive instead of reactive FM & efficiency. While technology can and will continue to do a lot for us, Workplace service has been slow. of generative AI platforms such as ChatGPT the ‘human touch’ and knowledge AI can help us to predict maintenance and has led to an explosion of wider public interest from a team of diverse individuals repairs, can automate repetitive FM tasks, in the technology. AI has the potential to remains a key component to any and improve the efficiency of the building successful business. AI should not leading to cost savings and reduced energy transform decision-making in all areas of be seen as a threat to jobs in FM, usage. facilities and estate management, but it but rather an enabler of positive Finally, we face the challenge of being told is contingent on good-quality data. change. to deliver high quality services but on reduced budgets, we are being asked to encourage WFH A measured, considered approach, Penny Brinsley looking at the wider picture, where cost, staff back into the workplace, but additionally we need to deliver on the five challenges that I have detailed energy and operational efficiencies can be above. gained is essential. Understanding what elements of your business can be enhanced through digital data, as THE FM SOFTWARE opposed to “technology for technology’s sake” is the key. Starting EXPERT’S VIEW small and building up your portfolio of building management technologies ensures they are implemented for the right reasons PENNY BRINSLEY, and will improve the return on investment as a result. ACCOUNT DIRECTOR,

SERVICE WORKS GLOBAL

THE PROPERTY SERVICES SPECIALIST’S VIEW

When it comes to ESG commitments and the role of the physical workplace, data is always core to these discussions and the resultant decisions. To be well-prepared for the challenges ahead, businesses must prioritise data collection and use that information as a starting point for changes. Accurate, timely data is necessary for businesses to make bigger and better commitments in 2024, inform where and how they can make savings, and reduce their environmental impact. The quality of data is improving thanks to the growing use of IoT sensors in FM. Facilities managers can now visualise space usage by integrating occupancy data from these sensors with other existing information, such as building information models (BIM). By combining these data sources, organisations can create a digital twin, a dynamic, digital 3D replica that enables them to model scenarios and assess their effectiveness before making

Penny Brinsley

VALERIE MILLER, SALES & MARKETING DIRECTOR, DMA GROUP Today, facilities professionals find themselves in a continuously evolving industry. The landscape shifts dramatically and regularly, and this demands an agile and adaptive response. The traditional notions of a static workplace are being challenged as we witness a re-evaluation of the role of the physical office. Remote work trends and changing expectations have prompted us to reconsider the fabric of our workspaces. It's not just about square footage anymore; it's about creating dynamic, flexible

Valerie Miller

FEBRUARY 2024

ADVICE & OPINION

FM CLINIC

environments that cater to the evolving needs of a diverse workforce. In pursuing excellence, the spotlight has intensified on sustainability and social value. As stewards of the built environment, facilities professionals are pivotal in driving initiatives beyond the balance sheet. We must actively contribute to the wellbeing of our communities, fostering a sense of social responsibility. My journey in this field has taught me the power of small, purposeful actions. Whether implementing energy-efficient practices or engaging with local communities, every effort counts towards creating a lasting impact. Technology has become the cornerstone of effective facilities management. Embracing new technologies isn't just a choice; it's a necessity for survival and success. From predictive maintenance to intelligent building solutions, the opportunities are vast. Yet, the road to technological integration is challenging. It demands a willingness to learn, adapt, and sometimes confront the discomfort of change. The tech-savvy facilities manager will need to be poised to lead in this digital transformation era. Economic uncertainties cast a long shadow affecting every decision and strategy. Delivering high-quality services becomes both a challenge and an imperative. We must innovate, optimise, and find new ways to maintain service excellence despite budget constraints. It requires a delicate balance, a keen understanding of priorities, technology adoption and a firm commitment to our core mission. I've seen progress, but the gender split persists at 66 per cent male versus 34 per cent female—an imbalance that demands attention. Diversity and inclusion aren't just buzzwords. They are vital for industry success. Diverse perspectives enhance decisionmaking, fuelling innovation and resilience. It's time to breakdown stereotypes, dismantle barriers, and create an inclusive culture where every professional thrives. Taking action, I've committed to the Women In FM (WIFM) committee this year, a step towards amplifying women's voices and fostering a more balanced and equitable industry. During this transformative period, the onus of change doesn't solely rest on facilities professionals. Customers and service providers must re-evaluate their behaviours too. It's a two-way street which demands collaboration and a shared commitment to industrywide improvement. From clearer communication to a willingness to embrace new paradigms, behavioural change catalyses a smarter future. In conclusion, the facilities management sector stands at the rock face of significant change. The challenges are vast, but so are the opportunities. In this digital age, let's not forget the human element—the diverse, resilient, and adaptable professionals who are the heartbeat of our industry. We can transform challenges into stepping stones towards a more resilient future by embracing change, fostering inclusivity, and championing sustainability.

THE CHAIR OF THE BCO NEXTGEN COMMITTEE’S VIEW OLIVER HALL, PARTNER AT MAKE ARCHITECTS Change always brings challenges and opportunities and 2024 will definitely provide lots of both in the built environment sector. To maximise on these opportunities, we need to look to the next generation of designers, managers, and occupiers to ensure that the progress taking place across the office sector has impact not only in 2024, but in the years to come. The British Council for Offices (BCO) and its NextGen committees will be looking at the key themes affecting the industry in the year 22

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ahead. Here are some of the trends we think are likely to drive change in 2024. Even before anyone had heard of Covid, the office needed to be an attractive place to work. In fact, many top companies used their offices as talent magnets, embedding their brand and ID. Postpandemic this has shifted further so that the 'place' provided is as important as the 'space' with amenity, social and cultural benefits considered as important as efficiency and flexibility. It’s all about connection and now workplace design has amped this up further to work with behaviour change experts to tackle lower densities and bring more people back into the workplace. Since the BCO released a briefing note on AI in 2022, it has become common conversation topic, and something that is met with more questions than answers. Whilst each organisation will have their own approach to using this technology, 2024 will be the year we move beyond the eye-catching image generating forms of AI to grasping the ways it can helps us enhance productivity; whether that’s in designing an office layout, ordering supplies, or optimising lift patterns in high rise buildings and enhancing occupier experience. There is a lot of potential that can improve efficiencies at all levels of building design and management. We are now five years on from the climate protests that saw much of the world wake up and acknowledge the climate emergency we are facing. Since then, the sector has evolved rapidly from conversation to action, with carbon emissions budgets for buildings being given as much attention as the cost plans. The BCO’s Delivering Net Zero Carbon in the Workplace report, highlights the positive changes already taking place across the office sector. With this year’s release of the UK's new Net Zero Carbon Building Standard setting a new benchline and further improving carbon literacy, it does also present a risk of the sector getting carbon tunnel vision and neglecting other key sustainability objectives such as biodiversity and social value, which are equally important. I think this will become significantly more prevalent over the next 12 months so that social value is no longer just community engagement during construction but rather is embedded into longterm social impact strategies. With the pipeline of new office space being impacted by the Covid hangover, high interest rates, and market uncertainty we may see a shortage of Grade A office space which meets the needs of modern companies. One of the great opportunities for the year, which I am most excited about, is the repurposing, reusing, and reimagining of outdated building stock. This holds real potential for investment as it has shorter design and construction programmes than large new build projects and can simultaneously stimulate the sector and support the wider retrofit agenda.

Oliver Hall

Do you have a question that you’d like answered by the FMJ Clinic? Email: sara.bean@kpmmedia.co.uk

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CASE STUDY

WORKPLACE FLEXIBILITY

FLEXIBILITY FIRST

Workplace flexibility is crucial in empowering people and protecting business. Patrick Ames, Design Director and Becky Turner, Workplace Psychologist from Claremont present FMJ with advice and examples of what is required to succeed

mployees want more flexibility from their employers and workplaces – yet many businesses may be on a path to deliver the opposite. A survey from the end of 2023 suggested that 40 per cent of companies only use half of their office space, and threequarters will reduce office square footage this year. Nationwide interior design and fit-out business Claremont helps businesses across the UK create hybrid-ready work environments and sees a very different picture. As a proponent of organisational and workplace flexibility it fears some organisations are yet to embrace the new role of the workplace. Patrick Ames explains: “The office is now widely recognised as an investment in people. While the pandemic might 24

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have made some organisations re-evaluate whether they needed their real estate at all – what it’s really done is make the workplace metamorphosis into something more valuable to the business. “It should now be a flexible hub where people visit for the positive face-to-face employee experiences they can’t get at home and for a ‘brand shot’ so they feel connected to their employer. This is reflected in the broader range of people involved with workplace decisions – it isn’t just facilities and finance; it now includes HR, marketing, IT and diversity personnel. Together, these professionals have the power to deliver the positive experiences that keep employees happy, healthy, motivated and loyal.” Hybrid working has sparked new flexible behaviours and, therefore, a new blueprint for how the workplace is used and designed.

Ames elaborates: “We regularly see that Tuesdays to Thursdays are busier than Mondays and Fridays thanks to remote working - so occupancy might be 70 per cent one day and 10 per cent on another. Straight away, you can see that reducing space would destroy the flexibility and employee choice that has become so important post-pandemic. “We have seen numerous professional services businesses mandating a return to the office, sometimes for as many as three days each week. Midweek office occupancy is back at pre-pandemic levels; quieter Fridays and Mondays are decreasing the average occupancy figure. As more organisations mandate people to return – a decision largely based on improving culture and collaboration – demand for space and a wider range of workplace amenities

FMJ.CO.UK

WORKPLACE FLEXIBILITY

CASE STUDY

will increase. Organisations need flexible workspaces to accommodate this.”

WHY DOES WORKPLACE FLEXIBILITY MATTER? Change is a business constant, so workplaces must pivot and adapt as organisations require. Generally, workplaces must accommodate changes in working practices as technology evolves or headcount alters. But, they must also be flexible for users and how they work. Claremont’s in-house Workplace Psychologist Becky Turner, MSc, explains. “With hybrid working the norm for many businesses, employers must understand why their people visit the office and the tasks and work they complete when they’re there. With people coming and going at different times and choosing shared workspaces for organisations blend them as departments tasks as varied as training, quiet study and require different things. The four models are: collaboration – workspaces must have built Remote First. Remote work is the default in flexibility.” for employees. Office space is available Faced with the great resignation and a for employees to use as needed, but the shortage of talent globally, employers are decision is up to the individual. under pressure to find and retain the best Office First. The office is the default people and keep them engaged, supported working location for employees, who and productive. Shockingly, only 15 per cent have the autonomy to choose remote of people are engaged at work, which means work when suitable. The office is employers must do more. Says Turner: “The consistently occupied. workplace can be a powerful tool to help Split Week. Employees have designated turn the tide.” days or a specific number of days to work Flexible workplaces also provide from the office. This model focuses on a better way for organisations scheduling rather than location, helping to access all parts of the to manage office density and ensure labour market and consistent occupancy. With hybrid working the norm support diversity and Designated Teams – This inclusion. Says Turner: for many businesses, employers must model assigns specific working “Workforces aren’t a locations to teams/ job roles understand why their people visit the homogenous mass based on their requirements office and the tasks and work they complete of people – they when they’re there. With people coming comprise different and going at different times and choosing groups with distinct needs, feelings, shared workspaces for tasks as varied as working styles and training, quiet study and collaboration expectations. We’re all – workspaces must have builtnow talking about the in flexibility.” importance of supporting menopausal women in the workplace and how to better aid employees with neurodivergent needs, for example. Creating quiet spaces that support these groups helps to make the workplace inclusive and supportive. Flexible workplace design is how you provide equity of experience for everyone.”

and business needs. For example, customer service teams may work from a central office for consistent messaging and easy access to managerial guidance. While it may not seem like a hybrid model on an individual level, it takes a microhybrid approach on an organisational level. Explains Ames: “All four of these models could be used within the same organisation, making it difficult for employers to make real estate decisions. The best way to embrace all these needs is by designing flexibility into the business and the workplace. We’ve seen businesses with several ‘remote first’ departments repurpose spaces and add new facilities to aid collaboration and community. For those using the split-week model, we’re using advanced booking systems for workstations and rooms to switch parts of the office on or off in line with demand. This

ONE SIZE DOES NOT FIT ALL Organisations are unique, with multi-faceted needs. It’s why so many have adopted variations of hybrid working rather than one permanent model. Claremont has defined four hybrid working models and says most FEBRUARY 2024

CASE STUDY

WORKPLACE FLEXIBILITY

must curate experiences that make employees feel inspired, supported, connected and included, as it’s how you create happy, healthy and productive workforces.”

FINDING INSPIRATION

helps to reduce energy costs and protect cohesion, as it stops employees from being spread out too thinly on low occupancy days.”

HOW CAN DESIGNERS AND FACILITIES PROFESSIONALS RESPOND? According to Ames, one of the most effective ways facilities professionals can respond to the need for flexibility is to think both short and long-term. “Workplace flexibility is about supporting the here and now and offering longevity. We often design spaces with dual uses, like in the case of Shoosmiths in Edinburgh, where we created an on-site café that provides the cultural heart and lunchtime hub and, acts as an informal meeting space and is large enough to accommodate the whole workforce for company meetings. We call this a hackable space as it can flex and change its use immediately or with minor changes.” These are quite different to Future Flexible spaces, which have been designed to evolve in the longer term. He added: “We use adaptability principles to lead us to more strategic design decisions. So, for example, we might use relocatable and demountable partitioning so that any future layout 26

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As facilities managers are critical to the design process and the subsequent delivery and management of flexible workspaces, it’s helpful to share inspiration and learnings from other workspace projects. Says Ames: “The good news is that hybrid working is very topical, and many organisations are keen to showcase how they make it work for their people and real estate. Some projects we’ve completed over the last year perfectly showcase how to combine hackable and future flexible design. “We created a new future flexible space for the gaming business Firesprite, now part of Sony, which epitomises all the elements of a Destination Office. It gives actual choices to colleagues about how and where they work and gives special consideration to neurodivergent people’s needs so that it’s inclusive. Open-plan areas for collaboration, spaces for quiet study and decompression spaces for wellbeing all help to strike a balance between flexibility, inclusivity and individuality. The café is also a hackable space for companywide gatherings.” Another example is law firm Mills & Reeve in Birmingham, where Claremont is currently onsite. The team is building future flexibility into the fabric of Mills & Reeve’s building by purposefully designing the aesthetics and lighting so that it works on day one and as the headcount grows over time. It’s not all about employees; thinking about clients is also important. Claremont’s work with Wythenshawe Community Housing Group included a dedicated family space so customers could attend necessary housing appointments without worrying about entertaining their children. Yet another take on achieving flexibility. Ames concludes: “True workplace flexibility is about mutual gain – it benefits business by adapting quickly as needs change, whether today or tomorrow and empowers employees to work how they see fit. Greater autonomy and choice over how, when and where we work is perhaps one of the most significant gains from the pandemic experience. Falling office occupancy isn’t a sign that the office isn’t needed or that less space is required. It is merely a sign that many employers are yet to unlock its potential by embracing workplace flexibility.”

Thereworkplace will be more focus True flexibility in the future on circularity and is about mutual gain – it benefits regenerative design where buildings business by adapting as will be designed to havequickly a positive needsonchange, whether today or impact the environment and where the building fixtures and tomorrow andmaterials, empowers employees furniture predominately to workused howare they see fit... ”

changes have minimal impact on the fabric of the building, or we’ll use mobile meeting pods to create spaces within open-plan floor plates instead of building walls as they can be moved, reconfigured and upgraded easily. “Other ideas include sound-proofing walls and partitions in large meeting rooms to allow for subdivision later down the line and building spare capacity into service zones, such as raised floors and ceiling voids. The upshot is that as needs evolve, the workplace can, too, with relative ease. Truly flexible workspaces have a combination of hackable and future flexible spaces.” This desire for flexibility is closely tied up with the need to create more compelling reasons for employees to visit the office. To do this, employers are increasingly turning their offices into sought-after destination offices – that is; spaces people choose because of the quality experiences and enrichment they provide. Turner expounds: “It’s moved beyond thinking about the facilities employees need to the feelings employees want. Employers

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FOCUS

CATERING

Sam Hurst, Founder and CEO of the delivered-in office and venue catering specialist Grazing explains why it’s been lauded as a flexible, cost-effective and sustainable provider for many modern workplaces Q: Grazing’s office catering solution via an offsite production delivery model was a major disruptor to the conventional workplace catering model – what prompted you to launch the idea? A: It was actually demand-led – nearly 12 years ago, a client in the City asked us if we could cook food in our kitchen and deliver it into their offices and serve it there, and we said yes. It took a bit of time to figure out how to do it, but having done it for well 28

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over a decade now, we have it down to a fine art. Q: What are the main advantages of this approach e.g. less waste, cost, sustainability? A: The main advantage is flexibility. It suits a new way of working where people do not necessarily use the workplace five days a week anymore. They might only use it three or four days a week, sometimes less than

that, and our model allows the employer to flex their catering in line with their office occupancy. So, if they’re very busy Tuesday, Wednesday and Thursday, they can have catering on those days at the level they need it. If they don’t have many people in the office on a Friday, they don’t need to be paying for services and staff they don’t need. There are great efficiencies and benefits in terms of waste, cost and sustainability.

FMJ.CO.UK

CATERING

Q: How does the Grazing model work in practice, particularly at the onsite service end? A: It’s very simple; we have decoupled front and back of house. Back of house is taken care of at our kitchen hub in Bermondsey, while to oversee the front of house, we might have a general manager, a hospitality manager and general assistants based at client sites – our teams vary in size. Our smallest office-based team is just three people and our largest is about 10, and they predominantly take care of all the front of house functions you would typically expect from any contract catering service. Depending on the facilities at each client site, we may also have a chef or small kitchen team to do basic prep and/or regen onsite but with most of the cooking being done at our Central Production Unit (CPU), our sites are generally looked after by our front of house team. The only difference between our model and the traditional contract catering model is that the food has not come through the swing door of a kitchen on the premises, it’s come from a kitchen across London. Our team receive the food in thermal boxes and set it out in serveries, meeting rooms or hospitality spaces.

FOCUS

Q: The majority of your deliveries are via cargo bike – can clients use this to meet their Scope 3 emission targets? A: Yes, I believe they can. And it’s not just about delivering once or twice per site per day via cargo bikes, which are an efficient and low emissions delivery option with a payload of about 200 kilos – not dissimilar to a small van. The fact we work out of a CPU also means we’re reducing our emissions. A traditional contract catering kitchen within an office building might have five or six supplier deliveries per day –perhaps from a butcher, a baker, the greengrocer, their dairy supplier, and their dry goods supplier, all of which are traditionally delivered by vans. We’ve taken all those vans off the road because those deliveries are coming into one place – our kitchen hub – and then going back out via cargo bike. So, for every site we have, we’re probably taking somewhere in the region of six or seven van deliveries off the road each day. Sometimes it’s even more than that. So yes, it does count towards your Scope 3

We’ve been doing delivered-in office catering for a long time, but in the post-Covid, hybrid working world we now live in, the flexibility which the offsite production, onsite service model affords is extremely popular and we’re seeing a lot of traction and interest...”

emission targets in quite a significant way. Q: Grazing’s approach pre-dated hybrid working, are you finding organisations more receptive to your approach compared to traditional onsite catering contracts? A: Yes, in a nutshell it’s very appealing right now and we’ve seen a 140 per cent increase in enquiries during 2023 compared to 2022. We’ve been doing delivered-in office catering for a long time, but in the postCovid, hybrid working world we now live in, the flexibility which the offsite production, onsite service model affords is extremely popular and we’re seeing a lot of traction and interest. We’ve secured £8 million worth of contracts over the last year, a 60 per cent increase compared to the year before, including several renewals – and most importantly, we’ve had a 100 per cent client retention rate over the last year. Q: Do you foresee the Grazing model translating to outside the capital? A: One hundred per cent, it could work in any major city with a business district and a big enough office population. We don’t currently have plans to expand outside of London because we still see a lot of potential in this market, but there are certainly opportunities elsewhere in the UK and Ireland – for example, Dublin. Wherever there’s a big office population, there’s an opportunity for the delivered-in office catering model. But for now, we’re very much London-focused and we have a lot of work still to do to conquer more of the London market. We’re sure it could work elsewhere, but that kind of growth is not part of our plans for 2024. FEBRUARY 2024

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CATERING

BREAK WITH

TRADITION Matt Ephgrave, Managing Director at Just Eat for Business and Dr Audrey Tang, independent workplace psychologist believe digital food delivery platforms suit new modes of working while enhancing traditional catering

give food its due recognition will be missing out on a major competitive advantage when recruiting talented new employees.

DIGITAL FOOD DELIVERY PLATFORMS This is where leaders would usually turn to traditional catering - a great way to feed an office en masse and provide nourishing food for the workforce. However, since the hybrid model emerged, traditional catering as we once knew has proven a little more tricky to implement. Not all workers now want to eat the same thing, and some have dietary requirements that must be acknowledged. In addition, high energy prices and inflation mean that permanent on-site cafés and eateries may no longer make sense for every facility. When most companies now work from home at least some of the time, it’s even more difficult to see how the traditional model can survive the next decade without a shake up. To adapt, businesses must look to flexible options that make both financial sense and cater to a workforce that demands better quality and diversity. This transition has, in fact, already taken place over in the consumer world of food, which has advanced at a rapid rate.

ADDING VALUE

ur recent research on UK office workers revealed that shockingly, half of employees were dissatisfied with their work lunches. Whether it’s a supermarket meal deal, something brought from home, or a hot lunch served on-site, one in every two employees think it could be better. Rather than seeing this as a problem, business leaders should consider this an opportunity. According to a study, 50 per cent of UK workers said that better food options at work would significantly improve their experience. Evidently, employees now place more value than ever on their work mealtimes, treat them as a social opportunity and one where they can explore new cuisines and dishes. Therefore, in order to retain existing staff and attract new talent, the onus is on business leaders to make food at work a priority.

FEBRUARY 2024

FOOD AS A MEANS OF DEVELOPING CULTURE In more recent times, business leaders have focused almost entirely on the importance of company ‘culture’. They want to foster certain atmospheres that they believe will resonate with their employees, while also improving their overall productivity. Food, research has shown, is one of the most important elements of a company’s culture. How it’s eaten, where it’s eaten, what is eaten – these are all factors that can shape employees’ experiences of their day-to-day work. According to research, two in every three people perceive shared meals with colleagues as a significant contributor to positive working cultures. It has also been shown that food can help recruitment. Sixty-eight per cent of office workers labelled food as the employment perk that they valued above all others in a recent survey. Business leaders who fail to

These same platforms exist for businesses too, and they add value to the corporate world. They help the catering process to be much smoother. Employees can use apps to find, choose, order, track, and receive food from suppliers all in the same place, instead of having to deal with the fuss of doing so over the phone or by email, usually from the last supplier who delivered passable food to them. Card details and receipts are kept inplatform, reducing the friction when ordering and dealing with business expenses. Digital food delivery platforms also cater to employees’ demand for greater variety. Businesses are not tied to one single supplier, which will be restricted by scale and location. Instead, they can order from any supplier that delivers within their area. The food is produced by specialists, and any dietary requirements can be catered to, based on clear information displayed in the app. To fully utilise the benefit that food offers to a company’s culture, business leaders must recognise the need to enhance the traditional model of catering with digital if they’re to keep employees happy and attract the best new talent. Digital food delivery platforms offer a brilliant option to integrate into a facility’s catering service. With greater variety and smooth processing, they make both culinary and business sense too.

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FOCUS

INTERVIEW

THE RIGHT MIX Sean Haley, CEO of Sodexo UK & Ireland says the key ingredients for the food and services provider’s bounce back from the pandemic is resilience and retention

mid all the dire predictions on the ‘death’ of the office which dominated the headlines last year, JLL’s Global Future of Work Survey affirmed that nearly three quarters of decision makers still believe the office is critical to doing business. This goes to show, says Sue Asprey Price, JLL’s CEO for EMEA Work Dynamics that while the purpose of the office has been redefined it still forms the hub of organisational culture and plays a central role in the employee value proposition. For its part, Sodexo UK & Ireland, which employs over 30,000 people in the UK and Ireland has won 32

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a number of significant contracts within the private and public sector over the past few months. Says CEO Sean Haley: “The stresses of the last few years has shown the resilience of the company, as we’ve learnt a lot about our business mix, both public and private, food and non-food. Over and above that, our positive results revolve around retention. Having a retention rate above 95 per cent and retaining our current business is our absolute focus. “Working with our current customers and looking to their future needs is crucial, and there are some big ones; for instance the Project Allenby/Connaught

contract, where we feed almost a third of the army.” Other significant contract renewals include six government and police services contracts worth a combined value of around £34 million and while contracts with Ascot Racecourse, Manchester University NHS Foundation Trust and Sullom Voe energy terminal in Shetland have all been extended. In new wins, Sodexo has also taken over the management of two more prisons on behalf of the Ministry of Justice and been selected for the provision of food services and facilities management to a London-based global banking firm; the Dublin HQ of a global tech giant; TriRx Pharmaceutical

FMJ.CO.UK

INTERVIEW

FOCUS

Services and Preston North End Football Club. According to Haley a key element of these successes are client’s recognition that the company can deliver quantified and tangible social value. He explains: “I’m on record as saying social value is no longer a choice. Organisations have to be prepared to make a positive impact and it has to be embedded in everything they do. When public and private companies procure contracts there is much more weighting around the social value proposition.”

SOCIAL VALUE Sodexo first published its commitment to social values in 2015 and in 2021, this evolved into its Social Value Pledge, which covers four areas: People, Planet, Places and Partners. The overriding ambition according to Haley is to improve the quality of life for Sodexo’s people, its consumers and within the communities where they live and work. He explains: “In ‘People’ we’ve clear actions in how we drive social mobility. At any one time we’ve approximately 900 colleagues on apprenticeship schemes covering a whole range, from front line colleagues to management roles, which absolutely drives social mobility. That’s underpinned by constant investments in our employee value proposition, with the introduction of a new range of benefits launched last year that make sure our colleagues have what they need to be able to progress and improve the quality of their life.” In terms of ‘Planet’ - Sodexo UK & Ireland recently announced it is ahead of schedule in its journey to Net Zero 2040. The report reveals that the company has achieved a 37 per cent reduction in absolute greenhouse gas (GHG) emissions across scopes 1, 2 and 3, compared to its baseline year of 2017. This reduction represents the removal of approximately 400,000 tonnes of carbon (tCO2e) from its footprint at 31 May 2023. Says Haley: “We often quote that not all net zero plans are created equal, so it’s good to reflect on the progress being made but there is still a lot to do. It’s a great opportunity for the industry because 35 per cent of greenhouse gas emissions in the UK is from the food and drink industry. This means we are a critical part of the UK‘s’ Plc’s net zero strategy. They can’t achieve it without us.” When it comes to ‘Places’, he explains 99 per cent of Sodexo people live in the communities where the brand operates so the focus is to recruit, volunteer and support foundations and charities within those communities. Says Haley: “We are also working with SMEs from those communities, ensuring

that wherever we live and work we help to improve as well. “This also brings into play ‘Partners’. We recently launched a net zero supply chain engagement strategy but with 70 per cent of our supply chain made up from SMEs or VCSEs we acknowledge that most can’t afford consultants and the significant investment needed so we are supporting them which will also help them achieve their own net zero goals. The intention is that by 2030 we will only want to work with suppliers who can evidence they have made significant progress and have a clear plan towards net zero.”

what kitchens are throwing away and why. Says Haley: “Because WasteWatch allows us to measure waste onsite, it starts to become part of the food production process. This allows our teams to work with clients to measure their footprint, not just around food waste but around emissions created through travel, so they can make data informed decisions to collectively understand how they can reduce emissions and waste at site level. “The reason that is so important is because the vast majority of our Scope 3 emissions are either through suppliers or partners and if we don’t address the food planning point we won’t reduce food waste.” In tandem with this, Sodexo’s Appetite for Action, was launched in 2021 to work alongside political and industry stakeholders, chefs and customers to drive meaningful change in food service procurement and help cut food waste. Through the campaign the company recommended Government implement food waste reporting for large organisations, while Defra published its response to the consultation in July 2023, in November it withdrew its response and is currently reconsidering introducing mandated reporting on food waste. Explains Haley: “As a food business committed to net zero we want to ensure we play our part in supporting sustainable diets and changing behaviours around how we see food. This in turn revolves around food choices and consumer awareness of their impact on the planet.”

I’m on record as saying social value is no longer a choice. Organisations have to be prepared to make a positive impact and it has to be embedded in everything they do. When public and private companies procure contracts there is much more weighting around the social value proposition.”

FOOD WASTE & TASTE With the United Nations stating that onethird of the world’s food goes to waste, a key strategy for the company is in its commitment to reduce food waste by 50 per cent by next year, five years ahead of the UN’s sustainable development goal to halve food waste globally by 2030. To help measure the ordering, storage, preparation and serving processes across Sodexo sites, the company invested in WasteWatch, a measurement system that provides data on

FEBRUARY 2024

FOCUS

INTERVIEW

the opportunity to make flexible working applications from their first day of joining Sodexo. “Alongside this” says Haley, “is our training and development programmes, 80 per cent of our management positions are filled internally. We’ve also taken part in the 10,000 Black Interns programme that addresses the racial gap in leadership positions. Some of the interns we have are still with us to drive our goal of supporting an inclusive workforce and being an employer of choice.”

FUTURE

Terminology is important, as we talk less about FM and more about experiencing the workplace environment. For too long people have boxed FM off as managing the air conditioning or making sure the workplace is clean. All those things are important but the critical thing is the experience that individuals are having that increase their wellbeing and productivity.” WORKPLACE FOODSERVICE DELIVERY One of the greatest challenges for foodservice providers is the impact of hybrid working patterns on workplace catering, but Haley believes the changes were already on the way prior to the pandemic and only been accelerated. Sodexo had already invested in a range of ‘click and collect’ food apps which enable consumers to pre-order and personalise their food, while significantly for a traditional foodservice supplier it has also embraced new workplace food delivery models. Explains Haley: “We’ve acquired a company called Fooditude that centrally produces excellent food delivered into mainly city organisations that don’t have space for catering facilities. Whenever I want to evidence this I take whoever is interested to the central kitchen and they can actually see the food

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being produced. Then we follow it to the client in the city and see nutritious meals served to a high standard. It’s this kind of innovation that helps us meet changing demands. “In this way we’ve invested in both the latest technology, acquired new capabilities and trained and developed our people to operate in a changing environment. It’s all about flexibility and agility which not only helps with labour deployment but with waste, which is critical.”

VALUE ADDED SERVICES While Haley acknowledges that Sodexo’s DNA is as a food business the company has also committed in the UK to delivering other workplace experience services where he believes it can add real value. “The workplace is so important now, whether in a manufacturing environment, a corporate environment, a school, university or a hospital we’ve got to be capable of delivering a broader range of services and our people are at the heart of that.” This means that a key priority for the company is in recruitment and retention and has seen the inclusion of a range of new benefits, including equal parental leave, new or enhanced leave for a variety of appointments, enhanced life insurance for salaried and frontline staff as well as

Alongside a range of tech, including WasteWatch, ‘click and collect’ and a fleet of cobotic cleaners, Haley foresees an increase in the role of AI in the delivery of services. Sodexo has piloted Onward Care, which it has developed in partnership with Buckinghamshire Healthcare NHS Trust. The non-clinical remote monitoring service uses AI combined with people delivered care for frail patients returning home after a hospital stay, providing crucial support at home which reduces the likelihood of further unplanned hospital readmissions. The service uses sensors attached to kettles and fridges to identify changes in movement around the house, which is then used by the non-clinical Onward Care team to support by telephone and/or in person. The service which has now been running for 12 months has reduced readmissions by a significant 77 per cent for the cohort under care by the Sodexo team. “This kind of technology,” says Haley, “used in a sensible way and allowing for data protection could collect data that allows you to truly understand not just how your workspace is being utilised but how your employees are feeling. It enables the technology to help understand not just the asset but the people within the asset. “I believe this kind of investment is crucial to organisations going forward. We all understand that mental health and people’s wellbeing is critical to the success of any business. So therefore, finding ways to understand that and utilising analytics that allow you to do that is important. “Terminology is important, as we talk less about FM and more about experiencing the workplace environment. For too long people have boxed FM off as managing the air conditioning or making sure the workplace is clean. All those things are important but the critical thing is the experience that individuals are having that increase their wellbeing and productivity. “Never forget the relevance of our industry in driving growth in our economy it’s a huge contributor. If there’s one thing our country needs, it is to find a way to grow and food and workplace services are a big part of that.”

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CLEANING WITH COBOTS

BETTER TOGETHER Mauro Ortelli, Managing Director, 14forty, examines the key benefits that working with collaborative robots, or cobots, brings to the FM sector and looks at some of the challenges

elationships between humans and robots are becoming increasingly important. From driverless vehicles and chess-playing automatons to robotic hotel receptionists and waiters, the sci-fi vision of humans and androids coexisting happily together is fast becoming less of a fantasy. In many respects, the facilities management sector is leading the charge. Collaborative robots – or cobots – are now expanding beyond conventional production roles, where they might handle materials, monitor assembly lines, or pick up and place. They’re revolutionising many areas within facilities management with their ability to work alongside humans and improve efficiency, precision and safety.

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It’s easy to see why they’re becoming so popular. They have the potential to reduce costs, improve efficiency and automate tedious tasks. They can also help with the industry’s current labour shortage by maximising productivity and covering for vacancies – but at a higher productivity rate, which is good for the bottom line. And, just as importantly, they free up human beings to undertake more complex and interesting tasks. This all goes to show that Cobots offer the answer to so many of the issues currently facing the facilities management soft services sector, but we need to manage their introduction in an empathetic and responsible way.

ARE COBOTS CLEANING UP? Cobots offer significant advantages in terms of productivity enhancement. When compared to manual floor-mopping, for example, which typically covers around 250 square metres an hour, modern cobots can achieve nearer 1,000 square metres per hour. But rather than replacing humans, cobots – as the moniker indicates – work best when operating in tandem with the ‘real’ workforce. For instance, by assigning cobots to work on larger spaces, the rest of the cleaning team can focus on more intricate areas, such as desks and washrooms, addressing any detailed cleaning requirements. We know the facilities management sector

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is struggling with talent acquisition at the moment. So, we all need to think about the experience we’re offering to potential team members. Alongside salary, many are looking for greater flexibility and by creating a complementary cobot operation, that agility can be accommodated more easily. Integrating the technology into the workforce can provide the flexibility that people are demanding while deploying cobots strategically also reduces the number of hours needed to complete tasks. This can enable potential increases in hourly rates – a further plus point for potential employees, which helps to attract and retain talent in this competitive market. While this approach helps manage inflationary pressures related to labour costs, it’s crucial to emphasise that cobots are not intended to replace humans. The true essence of cobotics lies in humans and cobots working side by side to deliver optimal services. Shifting to this collaborative mindset requires a change in thinking for both cleaning teams and clients, but once embraced most have been impressed by the consistent quality achieved. Currently, 81 per cent of facilities management leaders see cobotics as a potential solution to cleaning challenges over the next five years, and 73 per cent believe cobots have the potential to ‘transform the cleaning industry’ [IFMA and Softbank Robotics]. Visit Compass House in Chertsey and one of the first team members you’ll meet is 14forty operative Hanzel. But Hanzel isn’t a person, he’s a scrubber-dryer cobot. He’s responsible for cleaning tiled floors at the site and, when in mingle mode, does an excellent job of entertaining colleagues and visitors in reception too. He’s become a popular and familiar face, and an interesting first step into cobotics at 14forty. He might ask a question, make a statement, or even sing a song. You never know what’s coming next and people find it hugely entertaining. It’s been good for team morale and has also built relationships with clients and prospects. It’s like bringing a dog to work – it makes everyone feel better. WHAT ELSE CAN COBOTS DO? Cobots can perform tasks such as cleaning very effectively, but they have many other uses. They can assist with inspections of facilities, equipment and infrastructure. They can identify potential maintenance issues, monitor equipment performance and collect data for analysis, enabling proactive maintenance strategies. Those cobots that are fitted out with cameras, sensors and artificial intelligence can be used to enhance security and surveillance in facilities. Imagine your trusty cobot patrolling areas, detecting unusual

CLEANING WITH COBOTS

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activity and providing real-time monitoring, augmenting the service provided by human security personnel. We’re also seeing aerial cobot systems being deployed: high-tech drones can autonomously track moving targets while remaining in a GPS-position-held flight, providing live video and additional security. When it comes to tasks such as inventory management, cobots are useful for tracking and using barcode scanning. They can navigate storage areas, locate and count items and update inventory systems, streamlining the process and minimising errors. And they can assist in the movement of goods and materials within a facility, transporting items from one location to another, reducing the need for manual handling. Real progress is being made in food robotics, too, from cobots that make pizzas, deliver dishes to customers and retrieve empty plates to those that mix cocktails and make coffee. There are also robot receptionists that can perform a variety of front-of-house functions, such as checking people in for meetings, taking drinks orders, providing directions and autonomously messaging hosts. These are new to the market, but early trials at 14forty’s parent group Compass on some of these have already taken place.

Chief among these were concerns among frontline workers regarding potential job displacement, as well as challenges related to integration, training and costs. These concerns shouldn’t be disregarded, but they can often be addressed and minimised with targeted communications strategies. It’s worth noting that many experts believe cobots will actually create more jobs and enable human workers to move into better, safer and more engaging roles [PA Consulting]. Ultimately, the world is a different place now, with new technologies such as cobotics bringing fresh challenges and opportunities. But at 14forty we know that it is our people that make a real difference to our clients. This forms part of our upcoming rebrand and relaunch, which also centres around championing our people, partners and the planet, embodying a set of core values that frame the way we do business. These include being forwardlooking, demonstrating integrity and respect, delivering exceptional service and leveraging the latest technology and innovation. Through these values, 14forty is ready to embrace the challenges in the market for the next decade.

IS IT GAME OVER FOR HUMANS?

The post-pandemic emphasis on higher cleaning standards instilled an industrywide willingness to explore cobotics as a possible solution. Considering the rapid advancements in technology, there’s a strong rationale to believe that cobotics could indeed shape the future of facilities management services. The business case for that happening is growing all the time because technology is constantly delivering innovative solutions. The challenge is how to introduce cobots into a team and find a solution in which man and machine can work seamlessly together. The first thing to underline is that easing employee fears around cobots taking their jobs should be a primary concern for any employer bringing cobots into the workplace. Certainly, in our case we don’t see cobots as a replacement for real employees – far from it. Cobots are designed to work alongside people. Our clients still very much want and value the personal touch that human beings bring.

Currently, 81 per cent of facilities management leaders see cobotics as a potential solution to cleaning challenges over the next five years, and 73 per cent believe cobots have the potential to ‘transform the cleaning industry’ [IFMA and Softbank Robotics].”

Absolutely not. It’s a natural fear for some employees but the purpose of cobots is to work alongside people. They’re instructed and monitored by human beings, sharing tasks. So, in a cleaning environment, you might expect the cobot to clean floors and vacuum large areas, leaving employees free to deep clean high-touch surfaces and monitor overall routines. There are, of course, many jobs that cobots cannot yet perform – but technology is moving fast. The truth is some jobs will go or need to be adjusted, but overall, many more will be created as the industry demands innovation at pace. So, it’s about taking workforces on the journey, with transparency, optimism and honesty about what the future holds for everyone involved in the sector. Perhaps unsurprisingly, a survey conducted among nearly 200 global facilities management leaders [IFMA and Softbank Robotics] revealed several barriers to the widespread adoption of cobotics.

WHAT’S NEXT?

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ERGONOMICS

COMFORT FACTORS Darryl Easton, Managing Director of East On Commercial Interiors with an update on trends in ergonomic furniture and accessories and some key considerations to help ensure your workplace is safe and comfortable

any workplace and facilities professionals are juggling the oftencompeting demands of a distributed workforce, hybrid working practices and, in some cases, the desire to encourage a greater number of colleagues to return to the office. Coming hard on the heels of the challenges posed by the speed through which home working became a necessity in 2020, the furniture industry has been quick to develop solutions that support recent changes in the workplace. The basics still remain though: Health and Safety Display Screen Equipment (DSE) regulations apply to all businesses with DSE users – those who use PCs, laptops, tablets

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or smartphones daily for continuous periods of an hour or more. It’s about so much more than simply new desks and chairs, what’s required is assessment of each colleague’s full workstation set up. DSE regulations require yearly assessments and time should be allocated as well for the education of teams in how to fully use their ergonomic equipment. Staff turnover and the need to assess some colleagues more frequently if they have an injury also needs to be factored in.

BUSINESS BENEFITS Chartered Physiotherapist and Ergonomics Consultant, Angela Yates of Ergonix, advises

that as well as complying with current legislation, there are fundamental business benefits for prioritising ergonomics through reducing injury from postural problems and eye strain, to reduce sick leave and even compensation claims. It’s estimated that 6580 per cent of us will experience lower back pain at least once in our life, and as we all know how hard it is to concentrate on a task when in pain, good ergonomics can help boost productivity. Ultimately, it’s about enabling our teams to feel that their employer is looking after their welfare and key to this is establishing a culture that encourages breaks for movement and stretching

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without colleagues feeling self-conscious. Interestingly, Yates notes that northern European countries encounter less workplace injuries because they’ve a more established culture of break out areas in workspaces designed to allow teams to stretch and even exercise.

MAKING A CHOICE When it comes to sourcing new equipment, the range of furniture and accessories on the market is ever evolving, so we always work alongside partners with deep expertise in this sector to ensure we have access to the latest ergonomic thinking. One of our key advisors is Nicola Horn from ergonomics specialists, Dataflex, who explains that the ergonomic workplace can be broken down into three aspects: creating the best possible working environment, encouraging an active workplace and providing optimum workstations with features that enhance productivity and keep teams healthy. New products specifically designed for ergonomic working include: Specialist laptop tables specifically designed for breakout areas. In the past, these have tended to be too small, resulting in the user leaning across from soft seating. Instead, new models are height adjustable tables that come to the user. Bento Desktop Lockers. With the move to hybrid working meaning that staff don’t work from the same desk, new office projects tend to dispense with pedestals in favour of lockers; a desktop locker slides in next to the user and works with a sit/ stand desk so there is no need to bend over to retrieve items. These lockers also have electrification for ease of mobile phone charging. Addit Bento Ergonomic Toolbox 900. Inspired by the classic Japanese lunchbox, this toolbox not only stores personal items inside it but ergonomically supports devices and documents. The added benefit of this product is that it can be stored in a locker and the user can then touchdown anywhere and start working, even from home.

SUSTAINABILITY & SUPPORT Jo Kirk, Sales Manager at furniture manufacturer and designer, The Senator Group, advises that a lead driver in the majority of current furniture purchases is sustainability, followed by the need to meet ergonomic challenges at a great price point. And whilst there is some evidence that home workers require office furniture to be more design-led for the home aesthetic, with alternative fabric ranges, in fact many businesses tend to select simple styles that are used across the board wherever their teams are working, with supportive mesh

ERGONOMICS

back chairs still being a popular choice, especially in the office or workspace itself. A fully ergonomic office chair needs to have a range of adjustable features that support and respond to the user’s movements throughout the day: one of Senator’s bestselling chair ranges is Orthopaedica, from their Torasen brand, which suits many colleagues (not just those with issues around back health) while offering ergonomic features, with sculptured seat and back cushions, pump up lumbar support and larger seat width options. And what about desks? Senator is seeing demand for sit/ stand desks increasing, with larger businesses allowing for around 20 per cent of desks to be height adjustable: one of the most popular being their Freeway HA range. The latest models have battery-operated height adjustment so that desks can be repositioned around the workplace and aren’t tied to a fixed floorbox. Another recent development is specialist seating that complements sit/stand desks: standard task chairs don’t support the full range of heights. Senator’s Lyft perching stool is a good example of a new product designed to work with height adjustable desks, as it supports sitting, standing or perching and is also ideal for today’s more impromptu meeting culture.

BEFORE YOU BUY At East On Commercial Interiors, we work with facilities and workplace professionals from project inception, which means that we are in a position to take a step back and advise on ergonomics while working on overall fit out schemes, including space planning and interior design.

OUR ADVICE TO FMS EXPLORING ERGONOMIC OPTIONS IS: Audit your team’s current furniture and accessories requirements with full DSE assessments of each team member– one size doesn’t fit all. Prioritise health. Think about your culture – if your teams don’t feel comfortable taking a break to move around and stretch, the best sit/ stand desk on the market won’t help. The novelty of a sit/ stand desk will soon wear off if changing position isn’t encouraged. Factor in DSE requirements – screen positions are vitally important to avoid neck strain before you get to desk and chair planning, so monitor arms, document holders and laptop stands are crucial.

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Plan your breakout areas as workspaces – if you are encouraging collaborative working in these areas, then ensure that your teams can use a laptop effectively while using soft seating. And of course these might also be ideal spaces for movement and stretching or even walking meetings. Hybrid working needs ergonomic flexibility – you won’t have the same people in every day so it isn’t possible to set up a bespoke work station for each colleague. Ensure that your team is equally equipped with the correct ergonomic furniture and accessories when they are home working. Static monitor arms are a false economy – screens need to be adjusted with each user and also to have the flexibility to move with a sit/stand desk. Assess your furniture and accessories budget once the ergonomic planning has been done. There is no doubt that balancing the ergonomic needs of each workplace and meeting legislation requirements is a challenge for FMs. However, when viewed as a way to enhance the health and wellbeing of each team member and the wide range of advice and products now available, it’s never been easier to turn this challenge into an opportunity to boost team performance. FEBRUARY 2024

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EXTERNAL MAINTENANCE

ROOF RESTORATION When is the right time to repair or replace a commercial roof? Dale Thomas, Technical Manager, Garland UK provides a comprehensive guide

egular inspections and annual maintenance of a commercial roof should always form an essential part of asset and facilities management. It helps to preserve the waterproofing membrane, prevent drainage issues and spot any potential problems before they can progress, allowing repairs to be made quickly and cost-effectively. But how do you determine the right time to perform repairs and when it is finally time to replace the roof? This guide will give you the knowledge you need to answer these questions. Roofing is a substantial investment in your building, so maximising its lifespan ensures you get the best return on investment possible. However, at a certain point, everything, no matter how well looked after, reaches the end of its useable life. Repairs at this point will provide diminishing returns

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compared to the advantages of a complete roof replacement. If you have safe access, you can visually inspect your roof to look for any early signs of damage or potential problems before they deteriorate. This allows you to contact your roofing specialist as soon as possible, hopefully well before there is any failure in the waterproofing. From here, they can perform a detailed roofing survey and perform any necessary investigative work to establish the cause of the problem and how best to it can be resolved.

SIGNS OF A DAMAGED COMMERCIAL ROOF The first step is to identify the signs that your roof may be damaged. The table opposite lists all the signs of damage to your roof and that it’s time to arrange a roof survey.

ASSESSING ROOF CONDITIONS A roof condition survey is essential to allow an accurate assessment of the roof condition and to determine whether any failures have already happened that need remedial work or if there are pre-emptive steps that can ensure a potential failure doesn’t progress. A condition survey begins with a detailed visual inspection, looking for any indications of a problem that needs resolving. This may involve a drone survey if the roof is difficult to access. Suppose there is indeed a suspicion that a failure may have occurred. In that case, there are a variety of methods to investigate and diagnose if this has progressed to an actual failure of the waterproofing membrane and, if so, the extent of the damage.

INVESTIGATIVE WORKS A diagnostic tool that can be used is a Tramex

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moisture meter. This digital device can detect the moisture content within a roofing membrane and the substructure and allows a map to be created detailing the position and extent of any moisture ingress. Another helpful tool is a digital thermal imaging device. This allows for a thermographic survey inspection to be carried out, which again will show in detail if a leak has occurred, track where the problem originated and assess the extent of the damage caused. Both diagnostic methods allow for an extremely accurate assessment that can quickly ascertain the roof’s overall condition and localise areas that need repairs. Once the problem areas are identified, core sampling is conducted to establish the existing build-up of the roofing structure and provide information on the condition of the roof deck and any underlying issues. This investigative work provides vital data that can be used to determine the cause and extent of any damage. This dictates the best course of action, ensuring that no superfluous refurbishment works are conducted, minimising costs and eliminating unnecessary waste.

WHEN TO REPAIR OR REPLACE: FACTORS TO CONSIDER So, with the roof survey and related investigative works completed, there is an adequate amount of data to assess the extent of the damage to the existing roof. Where the damage is not extensive or is localised in a specific area, a repair will always be the best course of action. A full roof replacement is warranted at the other end of the scale, where the damage is extensive, especially if it has begun to compromise the roofing deck. But what if the damage is somewhere in between? This is where additional factors come into play, namely the age of the roof and the comparative cost-effectiveness of a full replacement compared to the cost of extensive repairs. The closer the existing roof is to its expected end of life, the more likely a full replacement will be the best solution, as more failures are likely to occur in the near future, which changes the comparative cost-effectiveness of each solution. Replacing an old roof can also provide additional benefits, such as increased thermal insulation, which will help to reduce the operational costs of your building. One final factor that may dictate the chosen solution is budgetary constraints. While not necessarily the most cost-effective solution, a short-term solution may be needed to resolve the immediate problem and allow time to gather the required capital for a full roof replacement.

EXTERNAL MAINTENANCE

Sign of Damage

Ponding water

Gaps in seams

Deteriorated flashing

Ageing

Blistering

Organic growth

Location

Debris in gutters

Peeling wallpaper Brown ceiling spots Cracked paint Mould on walls or ceilings Internal leaking

Explanation

External

Ponding water on the roof is a tell-tale sign of a problem with the roofing substructure, where sagging, an insufficient slope, or drainage issues could be the root of the issue. Sitting water puts increased stress on that section of the roof, which will eventually cause the system to fail.

External

Roofs are constantly subjected to slight movement, ranging from expansion and contraction in hot and cold weather to movement in the building structure. Over time, this movement can lead to gaps forming in the seams, allowing water to ingress over time. Equally, poor workmanship on installation can result in weakened gaps in the membrane seams, where watertight adhesion to the substrate has yet to be achieved from the outset.

External

Flashing is an often neglected part of the roofing structure. While good detailing and installation of flashings in your roof will significantly extend its usable lifespan, over time, it can begin to deteriorate from UV exposure, physical damage, and, again, movement in the building structure. As a result, it can fail or become loose, which in turn will cause leaks to occur.

External

All materials have a lifespan during which they will remain effective. UV exposure, movement and physical damage will all eventually take their toll on the roofing structure. Spotting signs that the surface roof structure is nearing the end of its life cycle before it fails will provide you with significantly more options for repair before a complete roof replacement is necessary. The three previous points are indicators of an ageing roof structure. In addition, a key indicator of ageing in your bitumen membrane is alligatoring, a crazed cracking pattern in the surface, which, as the name suggests, looks similar to the skin of an alligator. If left unattended, this will only deteriorate further, eventually causing the roof to fail.

External

Blistering is caused when pockets of air or moisture become trapped between layers of the roofing membrane or the roof deck. As the sun warms the roof’s surface, these pockets expand, stretching the roofing membrane and causing blistering. Blistering in and of itself is not necessarily a problem, as the roof can accommodate some movements. Still, they need monitoring to ensure that the surface is not detaching from the blistered area, that they have not caused any cracking in the surface membrane and that the blister is not near a seam, which may cause the seam to open for water to ingress.

External

While algae, lichens, mould, moss, fungi, and other vegetation may not seem like anything to be too concerned about, they are excellent early indicators that the roof requires some immediate attention. Organic growth is symptomatic of prolonged water retention, which can indicate a problem with the roof structure. Not only that, but left untreated, the actual vegetation’s growth can cause more damage to the roofing surface.

External

As part of the regular inspection and maintenance of the roof, it is essential to clear built-up debris from the roof surface and gutters. This allows water to run freely into the drainage system as intended, stopping prolonged water retention on the roof structure. If this has been neglected, it can allow for prolonged water retention that should be avoided, putting increased stress on the roofing structure, which can cause the roofing system to fail over time.

Internal

Unfortunately, when any of these internal signs of water ingress have occurred, one of the external indicators listed above has likely progressed to a failure of the roof structure itself. While this is not ideal, early action is the key to resolving these problems before they can deteriorate further, keeping repair time and costs minimal.

ENVIRONMENTAL CONSIDERATIONS Unnecessary refurbishment and roof replacement works cost more than just money; they also harm the environment, specifically the embodied carbon emissions of your building. The longer the life cycle of your chosen roofing solution, the more significant the improvement in its embodied carbon emissions. Two of the circular economy principles, reduce and repair, dictate the most sustainable approach that should be taken. By repairing only what is actually necessary, we reduce the amount of waste that is generated that is destined for landfill. This will help the environment and enable you to achieve your business’ carbon commitments.

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FIRE SAFETY

SAFE FROM SMOKE Conor Logan, Technical Director at Colt, on the hidden dangers of neglecting smoke control maintenance and why proactive servicing is essential

s a diligent facilities manager, your primary responsibility lies in ensuring the safety and wellbeing of the occupants within your buildings. Amid the multifaceted aspects of building safety, something that is often overlooked is the maintenance and repair of smoke control systems. Situated discreetly within walls and ductwork, these systems are frequently missed during routine inspections. Because of this, record-keeping can become patchy and some facilities and building managers might not even be aware of the systems within their buildings, inadvertently neglecting their maintenance duties for years. Smoke ventilation systems can be found in a wide range of different building types and are most commonly found in multi-storey and large openplan single-storey buildings, such as distribution centres or factories. Neglecting their maintenance could lead to catastrophic consequences, as they are responsible for removing heat and smoke from a building during a fire and play a pivotal role in keeping escape routes for evacuees safe and clear of smoke. They also facilitate safer entry for firefighting services. This article looks into the hidden dangers associated with neglecting repairs for smoke control systems and looks to explain why proactive maintenance is the best approach. 1. Compromised Life Safety In a worst-case scenario, the negligence of smoke control system repairs could result in compromised safety for your building’s occupants. Smoke ventilation systems are a crucial part of a building’s fire safety as they manage smoke and toxic gases, provide occupants a safe evacuation route, and offer crucial time for firefighters to locate and put out the fire. A malfunctioning system could allow smoke to spread quickly, blocking exit routes and making escape difficult. 42

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2. Legal and Regulatory Compliance Within the UK, compliance with The Regulatory Reform (Fire Safety) Order 2005 (RRO) is imperative for building managers. This regulation mandates the “Responsible Person”, typically the building owner or manager, to maintain smoke control systems in efficient working order at all times. Ignoring repairs not only breaches these regulations but also entails legal repercussions and fines. Should a fire break out, insurance claims may also be jeopardised if negligence in system maintenance is established. Furthermore, recent changes to the Building Safety Act add an extra level of responsibility - if a life safety system is found to be compromised for longer than 24 hours, the defect must be reported to the local Fire and Rescue Service and fixed as soon as possible. 3. Increased Property Damage Beyond the jeopardy to life safety, malfunctioning smoke control systems can add to property damage during a fire. Smoke can harm building

materials, equipment, and valuable assets, culminating in substantial financial losses. A well-maintained system, conversely, can curtail the fire’s reach, mitigating damage and preserving both lives and property. 4. System Degradation Similar to any other mechanical system, smoke control systems undergo degradation over time due to wear and tear. Neglecting repairs expedites this process, resulting in frequent breakdowns and escalating long-term maintenance costs. Regular inspections and repairs can extend the system’s lifespan and ensure optimal functionality when emergencies arise. 5. Loss of Public Trust Public trust is an invaluable asset in building management. Ignoring smoke control system repairs can erode this trust, instigating concerns among occupants and visitors about their safety. A reputation tarnished by inadequate safety measures can have far-reaching consequences, deterring

potential tenants, visitors, and future business opportunities. 6. Increased Liability In the unfortunate event of fire-related incidents, the failure to maintain smoke control systems heightens liability. Negligence in safety system maintenance invites costly lawsuits, potentially tarnishing the business or organisation’s reputation. If you are not sure that your building’s smoke control systems have been maintained properly, contact Colt’s fire safety experts for a free building survey, recommendations and actions to ensure your systems are safe and compliant. To help you understand your responsibilities, we have also created a ‘Smoke Control Maintenance Checklist’ which you can download via the QR code on this page. The guide outlines which maintenance actions need to be taken, when they need to be taken and by whom.

MONTH IN FM

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LAUNCH OF NEW WIRELESS BMS SENSORS BRINGS ADVANTAGES TO CHANGING BUILDING LANDSCAPE Siemens has introduced three new wireless room sensors as part of its ongoing development of the company’s expanding IoT range. Wireless technology has moved on significantly in recent years and is once again starting to become a popular option in building management systems (BMS), offering several advantages over conventional wired technologies. The introduction of the wireless, battery-operated sensors enables quick and easy installation to provide important monitoring of indoor air quality (IAQ), with 3 options available: temperature only; temperature and relative humidity; temperature, relative humidity and CO2. With CO2 being an excellent indicator of IAQ, this new sensor offers a measurement accuracy of +/-2%. For those requiring monitoring of all three variables, the three sensors are housed in a single unit, with a temperature range of 0°C 50°C, a humidity range of 0% - 100% and a CO2 concentration range of 0 – 5,000ppm. Open interfaces are key in enabling more intelligent

room devices and building solutions. The new sensors communicate wirelessly through Thread - an open source, mesh networking, IP-based protocol - meaning they operate seamlessly, either

with Siemens own BMS, such as the popular Desigo system, or with those of other manufacturers. Thread’s low power consumption, spread-spectrum techniques provide immunity to interference, while its self-healing properties avoid a single point of

failure. This enables automated control of IAQ, with, for example, the sensor triggering increased ventilation when a predetermined CO2 level is detected, even if a router fails. The new sensors have been three years in development and are being launched at an opportune time. With buildings being repurposed and offices being reconfigured in light of the changing building landscape post-COVID, the capability to easily relocate the sensors to meet new requirements without damaging walls and ceilings through re-wiring is a particular advantage. Aesthetics are further addressed through the slim new design and easy mounting options (wall, flush or tape mounting). For further information on Siemens Building Products visit www.siemens.co.uk/ buildingtechnologies For further information on Siemens Smart Infrastructure, visit www.siemens.com/smart-infrastructure

www.siemens.com

ASSURITY CONSULTING PREPARED FOR FUTURE GROWTH Celnor Group, a specialist in testing, inspection, certification, and compliance (TICC), acquired a majority share of Assurity Consulting Ltd, the UK’s leading independent workplace health, safety, and environmental compliance consultancy. This new ownership structure will provide long term stability, additional investment, and greater opportunities for business growth, whilst allowing Assurity Consulting to continue to operate as an independent company. Simon Parrington, Celnor Group CEO, commenting on the deal said: “Assurity Consulting fits very well into the Celnor Group, providing vital and expert workplace health, safety and environmental compliance services to organisations and extending the Group’s capability and geographic coverage. It is a very professional business with a great culture fit for Celnor, which was obvious from the beginning of our working relationship. I am delighted to welcome the team from Assurity Consulting to the group, and I am looking forward to supporting them in the next

phase of their growth.” Paul Foxcroft, Managing Director of Assurity Consulting, equally pleased with the outcome said: “Our partnership with Celnor will bring long-term, direct benefits to our customers. From investment in new technology and employee training, to support for innovation in anticipation of customer needs, it will provide a platform for our future success. I am particularly pleased that we

will be able to offer greater career development and career progression opportunities to our talented team.” Assurity Consulting remains a people-centric workplace compliance consultancy. The company culture and values will stay the same, and they will continue to work with all customer and suppliers as a trusted partner, with no impact on the services their customers receive.

www.assurityconsulting.co.uk info@assurityconsulting.co.uk

01403 269375 FEBRUARY 2024

TO ADVERTISE IN MONTH IN FM PLEASE CONTACT DANNY.GRANGE@KPMMEDIA.CO.UK OR CALL 01322 476811

MONTH IN FM

PROFILE INDUSTRIAL ROOFING SHOWCASES COMMERCIAL ROOF INSTALLATION FOR SAINT-GOBAIN WEBER Profile Industrial Roofing, a market leader in the provision of industrial and commercial roof refurbishment solutions, was selected by Saint-Gobain Weber to undertake the refurbishment of the aging roof at its Flitwick factory in Bedfordshire. We first completed a stringent due diligence exercise with Saint-Gobain Weber, developing a robust and collaborative Health & Safety Management Plan that allowed the factory to continue production while we removed the existing asbestos chrysotile roof and replaced it with a built-up metal roof system. The pre-planning and management of operations by our experienced team meant that not only was the project completed within the cost framework agreement, the Flitwick factory now has a modern roof which will be far more energy efficient, supporting their commitment to sustainability. “Profile undertook the complete warehouse roof replacement project for Weber covering over 6000m2 and have completed with exceptional results. Dave and the whole team from Profile have done a fantastic job running this project and excelled with their customer service, safety management and professionalism over the past 7 months onsite. I would have no problem recommending them or inviting them to undertake more work for us here at Weber Flitwick. Great job everyone – Thank-you.” Kevin Medhurst – Engineering Manager. www.profileindustrialroofing.co.uk

Robust and easy to install, the TorlanComm LED battens from Knightsbridge – one of the UK’s leading manufacturers of wiring accessories and lighting – answers the need for a non-corrosive, energy efficient and high-performance lighting in variety of applications from residential to industrial or agricultural. Ideal for commercial applications – both inside and out – the TorlanComm comes in two versions: CCT adjustable and Digital Addressable Lightning Interface (DALI) CCT. The wattages vary from 26W to 62W, outputs are from 3955lm to 9025lm, and colour temperatures offered are 3000K (warm white), 4000K (cool white) and 5700K (daylight). The options available include self-test emergency, microwave and microwave self-test emergency. TorlanComm is IP65 and IK08 rated, with bodies and diffusers manufactured using impact-resistant, non-corrosive polycarbonate with durable stainless steel clips, and with ceiling and end conduit fixings. The DALI version has built-in control gear for intelligent control integration. Accessories enable the units to be installed onto BESA conduit boxes or suspended from the ceiling where necessary. For further details of the Knightsbridge innovative wiring accessories and lighting products, please use the links below. www.mlaccessories.co.uk

enquiries@profileindustrialroofing.co.uk

01582 887760

THE WORLD'S FIRST WORK TROUSERS WITH BUILT-IN, CERTIFIED KNEEPADS

TORK LAUNCHES THREE NEW LUXURY SOAPS

Unique, Tested and Certified to Exacting International Standards Snickers Workwear has been inventing and reinventing Work Trousers with Kneepads since 1975. Renowned for continual innovation, the process continues with the launch of the world’s first built-in, certified kneepads which are completely integrated into a pair of Snickers Workwear’s premium stretch Work Trousers. The unique AllroundWork, Stretch Trousers with Capsulized™ Kneepads and Holster Pockets deliver low-profile, comfortable impact protection. They’re an innovative combination of cutting-edge sportswear technology coupled with Snickers Workwear’s world-renowned comfort, functionality and sustainable fabric design technology. https://www.snickersworkwear.com/campaign/capsulized These street-smart hard-working slim-fit Trousers combine enhanced flexibility and comfort with a 2-way stretch fabric plus additional 4-way stretch panels at key stress points. There’s also CORDURA® reinforced holster, ruler, and cargo, pockets. And, as is typical of all Snickers Workwear clothing, these durable and comfortable Work Trousers with the lightweight Capsulized™ kneepads provide in-place ergonomic protection all day, every day. Getting more information on the Snickers Workwear AllroundWork, Stretch Trousers with Capsulized™ Kneepads and Holster Pockets is easy contacts below.

Aimed at upmarket hotels, restaurants, offices, gyms and spas are three new luxury soap offerings from Tork manufacturer Essity. Tork Luxury Foam Soap and Tork Luxury Liquid Soap contain natural magnolia extract, known for its relaxing properties. Tork Luxury Foam Soap is derived from 94 per cent natural ingredients and has a pleasant hand-feel, while Tork Luxury Liquid Soap is soft and silky and comes from 95 per cent natural ingredients. Also new is Tork Luxury Hair & Body Shower Cream with 94 per cent of ingredients from natural origins. Combining a shampoo, conditioner, and moisturising shower cream in one, this contains argan oil plus an extra conditioner to provide a luxurious shower experience. All three products have been dermatologically tested while their improved formulations meet stringent new EU Ecolabel criteria. All three products have a fresh new label designed to appeal to upmarket environments. They are housed in a dispenser that is quick to refill and certified as being easy to use. Essity offers a full range of soaps for use in various sectors. Other recent launches include Tork Antimicrobial Liquid Soap and Tork Odour-Control Hand Washing Liquid Soap, both aimed at chefs and other kitchen workers.

www.snickersworkwear.co.uk

www.tork.co.uk

sales@hultaforsgroup.co.uk

01543 411 855

KNIGHTSBRIDGE TORLAN NON-CORROSIVE BATTEN PASSES THE ACID TEST

FEBRUARY 2024

01484 854788

torkcs.uk@essity.com

01582 677570

MONTH IN FM

FMJ.CO.UK

BUILDING AN ECO-FRIENDLY OFFICE When the team came back in on Monday morning, everything was working as normal – and critically, our back office was functioning perfectly. The whole transition was very smooth and went by without anybody noticing – a huge win for us and our business continuity. Measuring our energy waste We spent the first couple of weeks baselining, to confirm how much energy we were using and the amount of carbon emissions we were generating. The results spoke volumes: we were using 20% more energy than expected during non-working hours. Seeing a return on investment After baselining, we implemented rulesets to turn off all devices from 6pm to 7am on weekdays, and always on weekends. In just four months, we’ve achieved a:

lexis Massey, Group Sustainability Manager at the Wernick Group shares how they eliminated 23% of their CO2 emissions in just four months. Introducing the Wernick Group We’re a family-owned business established in 1934, and provide permanent and temporary modular buildings, site accommodation and off-grid power solutions across the UK. We recognise the climate emergency and our role to play within it, we have an ambitious target to reach net zero by 2040. A big part of this involves reducing our carbon emissions, and those of our suppliers and customers. Plugging our energy leak We recently built a sustainable head office in Wickford, integrating the technologies that we use within our modular buildings, including wall cladding, solar panels and LED lighting. Despite having an ‘A’ EPC rating, we were still using

• 20% reduction in energy use • 23% reduction in CO2 emissions around 20-30% more energy than expected and creating unnecessary CO2 emissions, especially on weekends when the site was unoccupied. Looking into this, we discovered monitors, laptops, chargers, and other devices were being left on outside of working hours. So, we were keen to find an easy retrofit solution that would allow us to automatically eliminate this small power waste, without relying on our team to manually turn devices off. Automating the process When we came across the measurable.energy system, the machine learning stood out, especially the recommended rulesets – there’s nothing out there like it! The ability to switch equipment off and on was exactly what we were looking for and much more reliable than somebody on site doing it. There was also the bonus of the LED light showing the carbon intensity of electricity being used – a great way to show our staff and clients exactly how we’re reducing our emissions! “If you’re committed to achieving net zero, measurable.energy’s system is a dedicated tool to measure, identify, reduce emissions and prove that.” Keeping our operation running A key objective for us was to implement the system without affecting our day-to-day operations, minimising disruption to our 120 staff. So, our in-house electricians installed our sockets over the weekend when the site was unoccupied.

Most importantly, the system has allowed us to evidence our reduction in carbon emissions and to keep these to minimum levels. Spurred on for the future We’ve been so impressed with the sockets that we’re installing them within selected hire cabins, passing savings directly onto our customers. As with most modular buildings, there are a lot of fused spurs, so we’ve been working with the measurable.energy team to get these developed and added to their product

range. We can’t wait to get our hands on them! We also have plans to invest time educating our staff about the carbon intensity of the electricity they’re using, to promote behavioural change and reduce our emissions even further. “You can design a super energy-efficient building but there will always be waste due to human behaviour, something measurable.energy’s system targets.”

https://measurable.energy FEBRUARY 2024

TO ADVERTISE IN MONTH IN FM PLEASE CONTACT DANNY.GRANGE@KPMMEDIA.CO.UK OR CALL 01322 476811

MONTH IN FM

HOW CAN FACILITY MANAGERS CUT WATER WASTE, REDUCE RISK AND SAVE MONEY? Water waste, leaks and damage have a major impact on facilities operation. Benchmarks indicate that on an average - 25% of water entering buildings ultimately goes to waste, most times undetected. The costs of water damage in properties keeps rising, and if you count emergency repair and restoration service, downtime in operations, customer inconvenience and high insurance deductibles – it becomes a significant burden for any management team. This is where advanced technology and innovation comes to the rescue: Take for instance Microsoft’s new 46,000-squaremetre campus. A noticeable example of how leveraging technologic solutions transformed their facilities effectiveness. In addition to the corporate’s ongoing mission to reduce its carbon footprint, the company also faced the challenge of protecting a cutting-edge research and development facility from the risk of potential water damage. By deploying advanced leak detection and mitigation solutions throughout the LEED-certified campus, Microsoft saw immediate operational and environmental benefits.

In the first 12 months since installing these systems, Microsoft: Cut 8 million gallons of water from going to waste Eliminated 350 cubic tons of carbon emissions Reduced water consumption rates by 46% Saved hundreds of thousands of dollars in water bills With advanced enterprise-grade leak detection solutions such as WINT Water Intelligence organisations like Microsoft can successfully manage water throughout the lifecycle of a building. WINT’s IoT and AI-Powered data-driven technology offers

real-time analytics that detects leaks at their source and effectively mitigate a major source of risk while helping facility management teams take action instantly, even from remote while they’re off-site, when a water event occurs. This means property owners can reach critical financial and sustainability benefits that result in return on their investment in a very short period of time. WINT helps organisations avoid the pain of water damage in their facilities and empowers them to reduce the cost of operations. In 2023, WINT helped over 400 leading global enterprises mitigate water damage and reduce their environmental footprint, preventing more than 900 water damage incidents. WINT is used globally by customers including the Empire State Building, HP, Dell, PepsiCo, CBRE and Mace.

https://wint.ai/ sales@wint.ai 020 8103 9070

ALTRO GETS TAILS WAGGING AT COMPETITION WINNER’S HEADQUARTERS Last year Altro celebrated 40 years of iconic Altro Whiterock with a competition to win your own custom feature wall. Isle of Wight charity Ability Dogs 4 Young People was the worthy winner and now Altro Whiterock Digiclad (Custom) has been used to bring to life wall space in their training centre. Kevin Weatherick from Phoenix Flooring Projects Limited nominated the charity, which trains assistance dogs to enhance the independence of disabled young people and children living on the Isle of Wight. The wall space in the training centre was required to provide a visually engaging backdrop to detail the story of the charity and the support they provide to the local community. This backdrop would also be used for photographic opportunities with fundraisers and charity sponsors. The wall needed to feature a bespoke design, with longevity, and cleanability. Altro Whiterock Digiclad (Custom) was the perfect solution as it’s a custom print option using UV cured inks onto an Altro Whiterock sheet from your photographic image or design. Great for feature walls, logos and to aid with signage. “Thank you for the fantastic display board” said Carol Court, Founder and CEO Ability Dogs 4 Young People IoW. “The wall gives a welcoming and friendly feel to the space and will be a real asset for our training centre.”

Hörmann UK, market leaders in the supply of loading bay equipment and industrial doors for the warehousing and logistics markets, have announced that their SPU 42 and SPU 67 Thermo industrial sectional doors have been awarded Secured by Design certification. The doors have undergone enhanced testing and conform to STS202 which is the standard for burglary resistance of construction products. Established in 1989, Secured by Design (SBD) is a flagship security accreditation that has instant recognition. Created by the UK Police Force to support the designing out of crime, the accreditation means that the Hörmann doors have undergone stringent security and safety tests which ensure they offer the highest levels of protection against forced entry and crime. Hörmann sectional doors are accredited in their standard format with no modifications or additions required. The accreditation applies to both manually operated and automated versions of the door and covers the use of all current Hörmann industrial operators. A range of panel sizes are available, with a maximum door size of 6000mm x 7500mm being achievable. Doors can be supplied in either stucco and micrograin finishes and glazing panels are covered by the accreditation to a maximum height of 625mm and consist of a polycarbonate and welded wire mesh infill.

https://www.altro.com

www.hormann.co.uk

01462 489 516

HÖRMANN INDUSTRIAL SECTIONAL DOORS ACHIEVE SECURED BY DESIGN ACCREDITATION

FEBRUARY 2024

enquiries@altro.com

01530 516868

MONTH IN FM

FMJ.CO.UK

PROTECT YOUR PROPERTY FROM COSTLY VANDALISM WITH SOLARTEK

GRAFFITI GARD WINDOW FILM

nti-Graffiti Window Film has emerged as a valuable solution to combat the pervasive issue of graffiti vandalism on glass surfaces in urban environments. This innovative film not only serves as a protective shield for windows but also offers a range of benefits that contribute to the overall wellbeing of communities, businesses, and public spaces. One of the primary advantages of Anti-Graffiti Window Film is its ability to deter vandals. The transparent film forms an invisible barrier that makes it difficult for graffiti to adhere to the glass surface. In the event of graffiti tagging, the film can be easily removed without causing damage to the underlying glass. This not only saves businesses and property owners from the costly process of replacing windows but also helps maintain a clean and professional appearance. Solartek Films Ltd can also supply and install a multi-layered version. This has four layers of the protective film that each one can be removed with the graffiti or scratching on the film to unveil the next protected surface underneath. An excellent solution for areas that have been targeted regularly and saving money on calling us out to strip and

replace with a new one layer Anti Graffiti Film. Maintaining the aesthetic appeal of a building or public space is crucial for creating a positive first impression. Anti-Graffiti Window Film allows for the preservation of architectural designs and visual elements without compromising on security. Unlike traditional methods of graffiti removal that may involve harsh chemicals or abrasive techniques, this film offers a non-intrusive and sustainable solution. Furthermore, Anti-Graffiti Window Film provides an added layer of protection against various environmental factors. It acts as a shield against UV rays, reducing the impact of sunlight on interiors and preventing fading or damage to furnishings. This UV protection not only extends the lifespan of interior elements but can also enhance energy efficiency by reducing the need for excessive air conditioning when combined with an additional layer of heat reduction film. Security is a paramount concern for businesses and public institutions. Anti-Graffiti Window Film when combined with security film adds an extra layer of security to windows. It makes it more challenging for vandals to break through the glass, serving as a deterrent to potential criminal activities. This added security feature contributes to the

www.solartekfilms.com solartek@solartekfilms.com

overall safety of the premises, instilling confidence in occupants and visitors alike. Cost-effectiveness is another significant benefit of Anti-Graffiti Window Film. Instead of incurring expenses associated with window replacement or repeated cleaning efforts, property owners can invest in this film as a preventative measure. The one-time application of the film is a cost-efficient solution that pays off in the long run by reducing maintenance and replacement costs. In addition to its protective functions, Anti-Graffiti Window Film when combined with privacy film can also offer privacy benefits. It can be customized to provide varying levels of opacity, allowing occupants to enjoy natural light while maintaining a level of seclusion. This feature is particularly valuable for commercial spaces, offices, and residential areas where privacy is a priority. In conclusion, the benefits of AntiGraffiti Window Film extend beyond the immediate protection of glass surfaces. From deterring vandals and preserving aesthetics to enhancing security and providing UV protection, this innovative solution offers a comprehensive approach to maintaining the integrity and functionality of windows. As urban environments continue to face the challenge of graffiti vandalism, Anti-Graffiti Window Film stands out as a practical and effective solution that contributes to the overall well-being of communities and their built environments. Solartek Films Ltd are licensed UK installers of Solar Gard 4mm Graffitigard Anti Vandalism Window film. We also supply and install: Blast Protection Window Film Heat Reduction Window Film Anti-Glare Window Film Solar Control Window Film Security Window Film Privacy Window Film Safety Window Film Vinyl Window Film Manifestation Graphics

0800 0151815 FEBRUARY 2024

TO ADVERTISE IN MONTH IN FM PLEASE CONTACT DANNY.GRANGE@KPMMEDIA.CO.UK OR CALL 01322 476811

MONTH IN FM

MAKITA POWERS UP THE HEAT In addition to powering the expanding line-up of cordless tools and accessories, Makita has introduced two new heated base layers to its range of job site apparel. Powered either with Makita’s 18V LXT battery or the 12Vmax CXT battery, professionals can stay warm when working in cold, harsh job site conditions with the new DCX200 and DCX201 heated base layer shirts. With four dedicated heat zones (front waist, both forearms and back) for optimum heat distribution and three heat settings to adjust to changing weather conditions, these new garments can provide continuous heat for up to 33 hours (when used on the low setting with the BL1860B 6Ah LXT battery – sold separately). Both base layers are made from elasticated fabric to allow unrestricted movement, are machine washable and have a simple switch on/off button that is easily accessible at the front. The key difference between the two products is the style – the DCX200 is a simple pullover style shirt with a round neck, while the slip on DCX201 features a half zip with a stand-up collar. The new long-sleeved base layers can be powered by Makita’s 18V LXT or 12Vmax CXT batteries which can be placed in a battery holder attached to the waist belt, and are available in a range of sizes, from XS to 3XL.

The Platform Lift Company (PLC) has partnered with SafeLine, a Swedish company that manufactures open protocol safety accessories for lifts, to ensure that all emergency auto-diallers currently installed within platform lifts are upgraded to digital ahead of the analogue switch off. Auto-diallers installed within platform lifts that depend on public switched telephone network (PSTN) lines will cease to work when the analogue telephone networks retire by the end of 2025. Auto-diallers allow passengers trapped inside a lift to call for help and are used to comply with the current lift regulations which mandate that all enclosed platform lifts are installed with an alarm device. PLC is using SafeLine’s advanced 4G VoLTE products to upgrade existing autodiallers installed in disability lifts across the UK and Ireland, to digital. VoLTE voice calls over a 4G LTE network to provide reliable and superior sound quality. SafeLine’s fully compliant EN 81-28 auto-dialler package consists of a compact GSM module which can be fitted within most standard platform lifts, and an emergency telephone which has been designed to be one of the smallest on the market. An optional UK fully managed SIM card service is available from PLC as part of the upgrade. Major brands and types of platform lift including cabin, vertical and open platform lifts can be upgraded by PLC using the SafeLine’s advanced 4G VoLTE technology.

www.makitauk.com

www.platformliftco.co.uk

customerservice@makitauk.com

sales@platformliftco.co.uk

ROBERT SCOTT INTRODUCES NEW ADDITION TO ITS SUSTAINABLE TOUCAN ECO RANGE

ALTRO AWARDED NHS P23 APPROVAL ACROSS COMPREHENSIVE PRODUCT RANGES

Robert Scott has launched Centrego Renew, a highly sustainable disinfectant generator that uses just water, salt and electricity to make two litres of powerful, antibacterial multi-surface cleaner in four minutes. The latest addition to the company’s innovative Toucan Eco range (https:// www.robert-scott.co.uk/sprays-pumpstoucan-eco/toucan-eco/) Centrego Renew has been developed in response to customer demand for enhanced choice and versatility in its sustainable cleaning solutions. Compared to the one litre capacity of the existing Toucan Eco Worktop, Centrego Renew enables users to create double the amount of disinfectant cleaner, helping increase efficiency and reduce downtime of cleaning regimes. The UK-designed product is also significantly sturdier and more durable, making it the perfect solution for busy small to medium spaces. The hypoallergenic disinfectant produced by Centrego Renew replaces the need for up to 80% of cleaning chemicals, as well as the single use plastic bottles they come in. Centrego Renew makes fast-acting cleaning fluid in just four minutes, or eight minutes for double strength solution. Any surplus solution reverts to its original state which can be safely disposed of down the sink. The Centrego Renew has already been trialled by several existing customers. The Restaurant Group (TRG) has used the Toucan Eco system since 2021 and saved 2.7 tonnes of plastic packaging and 35,000 tonnes of chemical distribution in its first year of use alone.

Altro has been appointed as a recommended supplier on ProCure23 (P23), the fourth generation of the ProCure framework for the design and construction of NHS capital projects. With extensive Altro product ranges approved within the scheme, NHS partners can access a comprehensive offering encompassing smooth and safety floors with adhesive-free options, hygienic walls, wall protection, doors, wash stations and resin floors. Altro is an experienced partner having been an approved supplier on ProCure 21 and ProCure 22. The new P23 framework will provide more flexibility for contractors and bring the latest best practice in construction methods, modern methods of construction and digital infrastructure to the NHS. It has a focus on delivering greener facilities, reducing carbon emissions throughout the process and promoting social value. With up to 30-year product guarantees, Altro can ensure healthcare environments provide an impervious, hygienic and durable environment, meeting the stringent requirements in critical hygiene areas. With a vast array of colours, including wood-look designs, a warm and welcoming environment can be created to reduce stress and improve patient and staff wellbeing, without compromising on hygiene standards. Altro provides a wide selection of floor solutions that can be used in all areas of health and care environments, including specialist safety solutions for areas with a high slip risk, including bathrooms and kitchens.

www.robert-scott.co.uk

www.altro.com

info@robert-scott.co.uk

NEW PARTNERSHIP OFFERS A SAFER LINE OF EMERGENCY COMMUNICATION WITHIN PLATFORM LIFTS

FEBRUARY 2024

01457 819400

enquiries@altro.com

01256 896000

01462 480010

MONTH IN FM

FMJ.CO.UK

ZENTIA UNVEILS NEW INNOVATIVE BIOBLOC FAMILY – PREVIOUSLY KNOWN AS BIOGUARD

entia, the UK’s market leader in complete ceiling solutions, is excited to announce the successful launch of its new Biobloc family, formerly known as Bioguard. The range, launched on 29th November, offers high-quality performance in areas such as infection control and acoustics, making it the ideal solution for healthcare and various commercial settings. The Biobloc family features the Biobloc Acoustic tile and Biobloc Plain tile. The tiles have been meticulously designed for application in healthcare environments, particularly in areas where the risk of infection varies from moderate to severe. The Biobloc tiles feature an additional coating which actively inhibits the growth of micro-organisms, contributing to enhanced hygiene and safety. They are also waterrepellent, allowing for effective disinfection as well as fogging in alignment with established infection control protocols. The Biobloc Acoustic tile offers the same robust antibacterial qualities as the Biobloc Plain tile but with additional enhanced acoustic performance.

With a Class C sound absorption rating, the Biobloc family make the ideal addition to any healthcare setting that aims to enhance patient wellbeing. As well as meeting rigorous standards for hygiene with an ISO 4 classification per ISO 14644-1:2015, the ceiling tiles have an aesthetic appeal, designed with sleek, square edges to ensure easy and seamless installation. With a high-light reflectance and a uniform surface, the tiles compliment the grid structure and seamlessly integrate with its surroundings, achieving a cohesive and polished aesthetic. Both tiles in the new range contain recycled content, are fully recyclable and can be recycled through Zentia’s recycling scheme for Pinnacle Approved Partners (https://www.zentia.com/en-gb/ partners/pinnacle-partner-programme/). The successful launch of Zentia’s Biobloc family represents a significant leap forward, combining cutting-edge technology, sustainability, and design to meet the ever-evolving demands of healthcare and commercial environments. With its

www.zentia.com info@zentia.com

aesthetic, acoustic and antibacterial features, the range offers a complete solution for organisations looking to prioritise infection control and acoustic performance without compromising on aesthetics and sustainability. For more information on Zentia’s Biobloc range, visit https://www.zentia.com/en-gb/bioblocfamily/

0191 497 1000 FEBRUARY 2024

TO ADVERTISE IN MONTH IN FM PLEASE CONTACT DANNY.GRANGE@KPMMEDIA.CO.UK OR CALL 01322 476811

MONTH IN FM

NEW ENVIROEDGE CONTEMPORARY BINS Leafield Environmental launches the NEW EnviroEdge Series, a range of contemporary recycling bins in brushed stainless steel or powder coated steel. The new stylish EnviroEdge recycling bins have a narrow footprint, making it ideal for an office environment with limited space. The EnviroEdge recycling bin range is available in four different sizes depending on your recycling requirement. The series include a single bin (60-litres), double bin (2x45-litres), triple bin (3x45-litres) and quadruple bin (4x45-litres). The elegant recycling bin has a magnetic hidden catch front door opening for ease of emptying. The bins feature an open aperture and internal liner as standard, with an optional lift lid. WRAP compliant recycling labels are recommended to minimise contamination or bespoke graphics, logos and colour schemes are available upon request. The sleek hidden hinges, makes it easy to clean and adjustable feet come as standard. Manufactured in 100% recyclable material, making it a sustainable solution for businesses to step up or start recycling waste at source of collection. www.leafieldrecycle.com

01225 816541

With wet and windy weeks ahead, it is important to regularly service your automatic entrance system to ensure it continues working at optimum efficiency, whatever the weather throws at it. With a nationwide team of in-house trained engineers, TORMAX can deliver a full service and maintenance programme, or one-off emergency repairs, for almost any automatic door. “At this time of the year it is especially important to schedule a service call to make sure your automatic door remains legal, safe and fully operational at all times,” explains Simon Roberts, MD for TORMAX UK. “A build-up of debris, dirt and leaves, or an ingress of water during heavy rainstorms, can affect the performance of the system or even cause the door to fail entirely. “A comprehensive service call-out can quickly pick up any potential problems, avoiding long-term damage to the system whilst also providing timely maintenance to maximise the performance of key mechanisms.” Offering a cost-effective solution, TORMAX offers a Planned Maintenance Contract (PMC) with timely call-outs scheduled throughout the year, minimising the chance of inconvenient down-time of the system. TORMAX is a division of the LANDERT Group, a Swiss-based manufacturer of automatic pedestrian and industrial door systems with over 500 distributors across the globe. www.tormax.co.uk

01932 238040

recycle@leafieldenv.com

sales@tormax.co.uk

3RD PARTY RECOGNITION FOR COURSES, PROCESSES AND SECURITY AT PPL TRAINING

NEW SEAFOOD SITE SECURED BY FBS HÖRMANN TEAM

Here at PPL Training, it is our aim to support the FM sector by providing professional development opportunities for FMs and their teams working throughout the built environment. With this mission in mind, we are proud to announce a number of new third party certifications that our training courses, internal processes, environmental efforts and cyber security measures have received. In brief: City & Guilds Assured: We met 5 key quality benchmarks to ensure that our 80+ Safe Systems of Work and Technical Compliance courses can carry this new commendation. ISO 9001 and 14001: Recognition from the ISO for our management and processes, as well as our environmental efforts. Cyber Essentials: Our most recent certification, this award recognises our achievements in putting appropriate technical controls in place to protect from the vast majority of cyber attacks. These accomplishments will hopefully help to solidify relationships with existing clients and help foster new conversations.

AUTOMATIC DOOR SERVICING SOLUTIONS FROM TORMAX

The specialist Perimeter Protection division of Hormann UK has completed an all-encompassing project at a new 167,000 sq ft state-of-the-art food processing plant in Warrington. Lincolnshire based FBS Hörmann have provided a complete turn-key solution for the client, incorporating gates, barriers, access control systems and fencing, with the project being completed over a four-week installation period. The project consisted of the installation of a large bi-folding security gate at the main entrance to the site. Spanning a width of 10 meters, the FBS Hörmann team recommended the use of a bifold over a more conventional gate to accommodate the slightly restricted access onto the site. With the leaves of the gate retracting completely behind the gateposts, the bifold gate provides HGV’s entering the site with maximum vehicle clearance. The gate has been fitted with access control equipment including ANPR and a dual height intercom system. Two further, smaller bi-fold gates have also been installed further into the site and are controlled by a manned security cabin. The staff car park has been fitted with an automatic rising barrier to regulate entry, which incorporates a comprehensive access control system also featuring ANPR and intercom. Whilst the whole site has been fully enclosed and protected by over 300 meters of security fencing.

www.ppltraining.co.uk

www.hoermann.com

info@ppltraining.co.uk

www.fen-bayservices.co.uk/perimeter-protection-systems

FEBRUARY 2024

01529 413374

FMJ.CO.UK FACILITIES MANAGEMENT JOURNAL

JOBS

FM CAREERS - PEOPLE

NEW MD AT GALLIFORD TRY FM

Galliford Try has promoted Steve Catlin to Managing Director of its Facilities Management business. Catlin has a wealth of experience spanning 15 years in the FM, property and security sectors and joined construction group Galliford Try from G4S in 2016 as Regional Director. Since then, he has played an instrumental role in the success of Galliford Try FM (GTFM), leveraging existing contracts and frameworks, and developing Galliford Try’s capabilities in small works and net zero retrofit. As Managing Director Catlin will lead GTFM through its next phase as Galliford Try targets growth in these areas as part of its Sustainable Growth Strategy. He will report to Mark Baxter, Executive Board member of Galliford Try and Divisional Managing Director of its Specialist Services Division, which includes GTFM.

HEAD OF ESG APPOINTMENT AT WESTGROVE GROUP Mark Allison has been appointed as Head of ESG at FM firm, Westgrove Group. Allison joins the business with over 30 years’ experience working with companies in both public and private sectors including British Land at Meadowhall, the NHS and Marks & Spencer, leading and supporting initiatives that advance sustainable futures for all, with a particular emphasis on harnessing ESG and innovation. Speaking about his new role, Allison said: “I am genuinely looking forward to contributing my skills, expertise, and passion to Westgrove. I am confident that my qualifications and experience align perfectly with the company’s visionary progressive future, and I am committed to positively impacting the company’s growth, success, and most importantly making that journey with the team to sustainability.”

CHIEF PEOPLE OFFICER HIRE AT COMPASS Carol Sommerville has been appointed as Compass Group UK & Ireland’s new Chief People Officer (CPO), with immediate effect. Sommerville joins the business from Watchfinder, a luxury pre-owned watch specialist business, part of Richemont Group, where she was Global HR Director. Prior to this she held senior HR roles at Net-a-Porter and began her career at BT, where she worked as HR Director for the Openreach Service Centres, Director of Meritocracy BT Group and Vice President of HR EMEA within BT Global Services. In these positions she has gained a wealth of HR experience across various industries and has a commitment to developing and investing in people, as well as creating an inclusive culture. In her new role, Sommerville will be responsible for delivering the company’s ‘Our Social Promise’ – a commitment to support a million people with opportunities and change their lives through job creation, education, training, community and charitable engagement by 2030.

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FM CAREERS - RECRUITMENT

APPRENTICES AT ABM Attracting talent is key to our growth plans says Richard Sykes, SVP and President of ABM UK and Ireland, and ABM’s engagement programme for young people plays a key part

t was less than a decade ago when ABM didn’t exist in the UK and Ireland as a brand. Fast forward to today, and the hard work that has gone into establishing the brand here has positioned it perfectly as a significant player, ready to execute ambitious growth plans. A significant part of those plans is the focus on the technical solutions area of our business to complement our existing and well-earned reputation for soft services and aviation solutions. Building our ABM Performance Solutions portfolio where our customers benefit from all areas of our expertise will be key to this, as will our focus on providing decarbonisation solutions through EV infrastructure and innovation. Our continued investment in creating a pipeline of talent is driven by the opportunity which technical solutions provides. We have the potential to grow significantly, backed by our US-listed Fortune 500 constituent, ABM Industries. As we align globally as One ABM, a model of facilities management designed with the needs of our customers at the forefront, this is an exciting time for us. We intend to drive our growth agenda with our subject matter experts supporting us, to move deeper into focused sector areas including transport, business & industry, public sector, distribution and

LATEST JOBS ON FMJ HEAD OF FACILITIES MANAGEMENT Salary: £66,663 - £73,362 Location: North West - Ashton https://bit.ly/3HFZP8u

DEPUTY HEAD OF OPERATIONS, ANTRIM HOSPITAL Salary: £48,526 - £54,619 Location: Northern Ireland - Antrim https://bit.ly/3On3MCE

RESIDENTIAL FACILITIES MANAGER Salary: £48k - 50k per year Location: Greater London https://bit.ly/3SC5vX5

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manufacturing. It goes without saying that our strategy only works with the passion and talent of our people behind us, which is why attracting and nurturing the next generation to create a pipeline of talent in technical skills is crucial. JUNIOR ENGINEERING ENGAGEMENT PROGRAMME We recently launched the sixth year of our Junior Engineering Engagement Programme (J.E.E.P.), where we invited a new cohort of students to explore the diverse opportunities within the facilities management sector.

Supported by independent education charity The Talent Foundry, the programme is evaluated annually using surveys for all stakeholders, including students, teachers, and volunteers, which helps shape the future of J.E.E.P and highlights the successes of the initiative. After completion of the programme in 2022: 95 per cent of students felt that their knowledge of facilities management increased. After the programme was completed, 85 per cent of students felt that they knew what an apprenticeship was - an increase of 41 per cent compared to before the workshops. 75 per cent of students felt ‘confident’ or ‘very confident’ about their skills in STEM following their participation in the programme. During the course, there is a theme of sustainability which is discussed throughout the sessions to build up to the students' final presentation in the final session. The final presentation is an opportunity for the students to show their peers, teachers and guests from ABM a project they have created with the aim to make their school eco-friendly and sustainable.

RAISING THE PROFILE As recruiting the right technical skills continues to be a challenge for us and many other sectors, our J.E.E.P. initiative sets out to raise the profile of apprenticeships and the facilities management industry amongst young people and their parents, in a bid to secure the future. Dispelling myths about apprenticeships and helping to make this career pathway accessible to everyone is something we are extremely proud of. But as well as it being the right thing to do, J.E.E.P is about rolling up our sleeves and proactively plugging the skills gap which our industry is facing. Apprentices earn between £26,000 and £30,000 just a year after qualification—often before the age of 20—and without accumulating any debt: the benefits of this, along with the limitless progression available is something we as an industry must promote. The J.E.E.P is aimed at year seven students, aged 11 to 12. Since its launch in 2017 over 650 students from various schools have graduated from J.E.E.P. This academic year the programme is running in schools across four areas where social mobility is a challenge: London, Birmingham, Bradford, and Manchester. The curriculum has expanded to include aviation and soft services, providing students with a holistic view of the facilities management industry. In addition to classroom sessions, the cohort of students also get to attend field trips to immerse students in core subjects like electricity, lighting, and safety. DIVERSITY & INCLUSIVITY Supported by independent education charity The Talent Foundry, the programme is also encouraging diversity in the sector. This intake of students included 61 female students (62 per cent of the total cohort) which aligns to a major objective of the J.E.E.P mission to promote technical positions to young women. In order to achieve the growth plans that we’ve set out, we believe that engaging with young people and broadening their understanding of the sector, we are not only equipping them with knowledge of the sector for their future career options but also addressing the industry's ongoing need for skilled professionals. We look forward to another successful year of J.E.E.P., a year of growth for the business and a future where we continue to inspire and shape the next generation of talent in the facilities management and engineering sectors.

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FM CAREERS - TRAINING

A CALMER

APPROACH The way we work has changed in an unprecedented way, making support for mental health in the workplace more important than ever, says Louise Fernand, Product Manager for Mental Health and Wellbeing at the British Red Cross

ompanies routinely consider first aid to protect the physical wellbeing of their staff, but mental health is rarely given the same thought. Did you know that:

By taking a positive approach to mental health and wellbeing in the workplace, your organisation can benefit from:

One in 6.8 people will experience mental health problems in the workplace.

Reduction in absence and associated costs.

17.1 million working days were lost due to workrelated stress, depression or anxiety in 2022/23.

Improved professional reputation.

There were an estimated 875,000 cases of workrelated stress, depression or anxiety in 2022/23. WHAT CAN BUSINESSES DO TO SUPPORT THE MENTAL HEALTH OF THEIR STAFF? Creating a mentally healthy and productive workplace requires a holistic approach, with mental health training that helps individuals practice selfcare, manage stress, and maintain wellbeing. Mental health training, such as British Red Cross Mental Health at Work courses, can also empower individuals with the knowledge and skills to nurture their wellbeing, enhance resilience, and cultivate healthier relationships, leading to a happier team. Offering this type of training reduces burnout, boosts productivity, and improves overall mental health. HOW CAN MENTAL HEALTH AT WORK TRAINING BENEFIT YOUR ORGANISATION?

More engaged and motivated staff. Increased productivity and staff retention. Satisfied customers. HOW CAN MENTAL HEALTH AT WORK TRAINING BENEFIT YOUR TEAM? Your staff will benefit from: Developing awareness of how to support themselves and others when faced with difficult situations using a practical framework. Managing stress and developing awareness of stress. Optimising wellbeing at work and in personal life. Developing greater confidence when dealing with difficult situations. TRAINING WITH THE RED CROSS The Red Cross has a global reputation and experience in providing both emotional and practical support to individuals in crises. The Red Cross’ psychosocial responses include major floods, house fires and transport incidents. A key benefit of learning with the Red Cross is

the expertise of its teams in supporting people in emotionally challenging situations. The course content is based on the globally recognised CALMER psychosocial framework . The framework has been developed by the Red Cross’ psychosocial team and aims to support individuals during and after an emotionally challenging situation. WHY IS THIS TYPE OF APPROACH IMPORTANT? It can help to minimise further distress. It ensures a calm and thoughtful approach when dealing with a situation. It encourages clear communication with an emphasis on listening to the needs of the individual. It helps responders increase awareness of and manage their own emotional needs, managing stress, crises and preventing burnout. WHAT MENTAL HEALTH AT WORK TRAINING COURSES ARE AVAILABLE? The Red Cross offers six short, interactive mental health courses which are designed to build both team and individual resilience and to help staff members return to and maintain a state of positive mental wellbeing. The law requires employers to tackle work-related stress. The HSE references the six ‘Core Standards’ for managing mental health at work. Our courses are directly relevant to and reflect these recommended standards. Effective mental health training for staff should always suit the needs of the organisation. This is why the Red Cross has developed a suite of highly effective courses for different people and situations. These are: Wellbeing Support at Work: employees learn to support themselves and others during and after a difficult event. Stress Awareness at Work: to develop strategies for managing stress and building resilience. Building Team Resilience at Work: for teams who want to manage stress and build resilience. Stress Management at Work: helps managers to reduce the impact of stress on both individuals and teams. Mental Health Awareness for Managers: gain an understanding of mental health problems and skills in fostering a supportive work environment, improving wellbeing, and optimising team performance and productivity. Dealing with Distressed Callers: specialist training for call handlers who regularly deal with individuals experiencing emotional distress, enabling them to provide reassurance while reducing the stress they experience at work. With various mental health at work training courses available, it is important to enrol you and your team on a course that fulfils your requirements. Look for courses have been designed holistically to equip your staff and managers with the skills needed to nurture wellbeing, improve resilience, and stop stress escalating into more severe mental health issues. FEBRUARY 2024

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FM CAREERS - NEWS Research reveals ongoing challenges for ethnic minorities in built environment sector

The 2023 diversity survey results published by the Sustainability Tool, in collaboration with the Supply Chain Sustainability School’s Fairness, Inclusion and Respect (FIR) Programme, has unveiled the outcomes of the largestever employee diversity survey in the UK. It reveals that despite constituting 52.5 per cent of industry applicants, the representation of ethnic minority groups in the workforce decreased year-on-year slightly to 13.6 per cent, trailing five per cent below the ONS UK population average. The application to hiring ratio was notably higher for ethnic minority groups (90:1) compared to white applicants (28.4:1), on average making it three times as challenging to secure a job this year. Depending on background, ethnic minority groups found it between 1.2 to 6.4 times harder to be hired than their white counterparts. Persistent data gaps exist around disability, with 35.2 per cent of respondents’ data not being collected. The ‘prefer not to say’ option increased from 3.2 per cent to 6.5 per cent this year; and while disclosure is increasing, only 2.04 per cent of employees identify as part of the LGBTQ+ community, below the ONS UK population average of 3.14 per cent. However, this year’s findings reveal a noteworthy surge of women in the industry, rising from 23 per cent in 2022 to 29.1 per cent in 2023.

Amey revalidation under the MOD’s Gold Employer Recognition Scheme The infrastructure services and engineering company has secured a renewed five-year revalidation under the MOD’s Gold Employer Recognition Scheme (ERS) for its “exceptional support” to the Armed Forces community. Initially awarded in 2018, Amey says the revalidation acknowledges the company’s “long-term commitment to the military community” and highlights its “sustained support to implementing forces-friendly initiatives into their business”. Amey works alongside the Forces Transition Group, Forces Families Jobs, and the Career Transition Partnership (CTP) to provide employment opportunities to service leavers. 54

FEBRUARY 2024

Underrepresented groups key to fulfilling FM labour shortage

Given the FM industry’s continued struggle with recruitment and retention, a new white paper published by SBFM suggests a wealth of untapped potential that lies within various underrepresented groups and explores the opportunities for upskilling and cross-skilling. ‘Evolve: building a better future,‘ reveals that businesses aren’t thinking about recruitment in a dynamic enough way. There is an untouched workforce in underrepresented and marginalised groups such as ex-offenders, exservice personnel, care leavers, former sports professionals, people with disabilities and longterm unemployed people. The paper discusses the stigma associated with underrepresented groups and highlights that these are often the people that have the skillset, dedication and passion to help make a difference. Nurturing underrepresented individuals on a thriving journey will bring lifechanging outcomes for them individually, allow businesses to evolve and become more

diverse, and help the industry evolve, delivering benefits for the wider economy. Matt Chapman, CEO, SBFM, said: “It is unacceptable for anyone to be overlooked, no matter their background. We need to break down barriers, and open minds. It is fundamental we build trust and unity in society, not fuel segregation. “FM has an ageing workforce and has experienced difficulties in attracting young talent. It still has a way to go on this front. Meanwhile, there are myriad untapped skillsets and potential in diverse groups. Care leavers, ex-offenders, veterans, people with disabilities, long-term unemployed and exsports professionals, to name a few, have so much to give and to teach others. Often, they just need an opportunity and a helping hand to get going. Society needs to change. Minds need to open. With the employment and talent challenges we are seeing, means now is a perfect time.”

Salary and flexibility are key drivers for job moves finds survey Two-fifths (40 per cent) of the UK workforce are planning to move jobs in 2024, according to the latest Candidate Sentiment Survey statistics produced by specialist recruitment firm Robert Half. Salary remains a key driver of job moves, as 45 per cent of workers want a higher salary with a third (32 per cent) saying they would consider a counteroffer. However, flexible working prominence remains, with 29 per cent stating that they want more agile working arrangements. The statistics demonstrate the resilience of the labour market as more candidates look to capitalise on skills shortages to boost earnings. Those aged 18-34 are more likely to move roles than any other age group (56 per cent). Half (50 per cent) of workers also indicated that they wouldn’t work for an organisation with values that don’t match their own – with 63 per cent of job seekers also saying that a company’s values would steer their decision to move jobs if similar salaries were on offer. Matt Weston, Senior Managing Director UK & Ireland, at Robert Half commented: “The UK’s labour market has faced significant challenges and upheaval over the last few years, but the sentiment of candidates remains resilient. The combination of skills shortages and a cost-of-living crisis is causing some employees to jump ship for a pay boost, with the younger generation leading the way.”

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