Exclusively for FM industry leaders December 2025/January 2026
In this issue: Susanne Seitz from Siemens Buildings Smart Infrastructure looks at how AI will enable facility managers to accelerate their net-zero progress An Excellerate View – How User Sentiment and Intelligent Technology Shape Better Cleaning Experiences Designing Social Value Around the Practical and Contractual Realities of FM, Steve Butterworth, CEO of Neighbourly
Paul Bateman The New Benchmark: How SOS is Leading the Leak Detection Revolution Sponsored by
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EDITOR’S NOTE
December 2025/January 2026 | 3
Welcome to the first FM Director of 2026
H
appy New Year! We hope you had a wonderful festive period and are refreshed and ready to face the new year ahead. As we embark upon a brand new year, we’ve been as busy as ever gathering all the latest FM stories to keep you updated, and sourcing the most insightful interviews and features from across the sector. As such, in this issue you will find exclusive interviews and features from figures including Paul Bateman, SOS Leak Detection CEO, Susanne Seitz from Siemens Buildings Smart Infrastructure, Excellerate, and many more. In his second Spotlight Interview with us, SOS Leak Detection CEO, Paul Bateman, talks about how SOS is leading the leak detection revolution. He discusses the company’s strategic move into FM, the critical importance of early and intelligent leak detection, and why educating the market is key to protecting the integrity of a building. We also hear from Excellerate about how user sentiment and intelligent technology can shape better cleaning experiences, and EcoOnline about how businesses can create a culture of safety that protects temporary workers to the same standard as permanent staff. And as if that wasn’t enough, this edition also features several other key voices in the industry such as Siemens, Sertus, Neighbourly, Johnson Controls and many more. As always, I hope you enjoy this edition of FM Director and remember, if you have anything you’d like to discuss with me, please drop me a line at claire.middleton@businessdailygroup.co.uk. Thanks
C la i r e Middl et on Exclu siv In this issu
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leaders
2025/ Janua
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Susanne Seitz from Siemens Buildings Smar t Infrastruc ture looks at how AI will enable facili manager ty s to acce lerate their net-z ero prog ress An Excellerat e View – How User Sentimen t and Intelligent Technolog y Shape Bette r Cleaning Experienc es Designing Social Value Around the Prac tical and Contractu al Realities FM, Steve of Butterwo rth, CEO of Neig hbourly
Paul Bat e
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The New Benchm Leading ark : How the Leak Detec tion SOS is Revolution Sponsored
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by
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CONTENTS
4 | December 2025/January 2026
Contents 01482 782287
fmdirector@fmbusinessdaily.com
06 20 24 When Water Leaks Put FM Teams Under Pressure, SOS Leak Detection Sets the Standard
We recently sat down with Paul Bateman, Chief Executive Officer at SOS Leak Detection, for his second Spotlight Interview.
Managing Editor Claire Middleton
The Next Frontier for Autonomous Buildings Balancing Efficiency and Human Experience by Susanne Seitz, CEO of Siemens Buildings Smart Infrastructur
Designer and Production Manager Chris Cassidy
Production Editor James Jackaman
Moving Past ‘Fit and Forget’
How Building Owners, Developers & Facilities Managers Can Take Control of the Fire Safety Lifecycle
Partnerships Manager Phil Loades
Managing Director Cheryl Ellerington
Published by FM Business Daily, Linacre House, Dark Lane, Braunston NN11 7HU © 2026 FM Business Daily. All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. No part of this magazine may be used or reproduced in any manner for the purpose of training artificial intelligence technologies or systems. For subscription enquiries and to make sure you get your copy of FM Director please ring 01482 782287 or email fmdirector@fmbusinessdaily.com The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials, images and all other content is published in good faith.
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CONTENTS
06
When Water Leaks Put FM Teams Under Pressure, SOS Leak Detection Sets the Standard
12
The Future of Critical Industries: Climate-Smart Innovation in 2026
16
Business Ethics Have Never Been More Important
20
The Next Frontier for Autonomous Buildings
24
Moving Past ‘Fit and Forget’
30
How User Sentiment and Intelligent Technology Shape Better Cleaning Experiences – An Excellerate View
32
New Electrical Safety Legislation Reshapes Social Housing Compliance as the May 2026 Deadline Approaches
36
How PTSG Delivered Impact, Innovation and Leadership in 2025
40
Designing Social Value Around the Practical and Contractual Realities of Facilities Management
46
Building business resilience through solar PV
50
Why Facility Managers Could Become Healthcare’s Early Adopters of the Robotics Revolution
54
A Towering Achievement Amid Industry Giants
58
Temporary Workforce, Permanent Safety Standards
62
What UK Businesses Need to Know About PFAS in Firefighting Foam
66
Latest Appointments of Senior FM Professionals
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32 40 50 15/01/2026 17:40
6 | December 2025/January 2026
WATER LEAK DETECTION
When Water Leaks Put FM Teams Under Pressure, SOS Leak Detection Sets the Standard We recently sat down with Paul Bateman, Chief Executive Officer at SOS Leak Detection, for his second Spotlight Interview. This time around, Paul elaborated on the company’s strategic move into FM, discussed the critical importance of early and intelligent leak detection, and explained why educating the market is key to protecting the integrity of a building
S
OS Leak Detection is a leading name in the insurance sector, responding rapidly to water emergencies and minimising damage for property owners across the UK. But as Paul explained, standing still in a changing market isn’t an option. “Diversify or die,” he said. “From a business continuity perspective, we have to look outside of the box.” That strategic pivot has brought SOS into the facilities management and commercial property sectors, where the company discovered something surprising: whilst every building with a heating system will eventually develop leaks, very few FM teams fully understand the benefits of proactive leak prevention and detection.
Education is Key “It’s not so much a misunderstanding as a lack of knowledge,” Paul said. “Not a lot of people know a lot about leak detection.” This knowledge gap represents both a challenge and an opportunity. FM teams and building owners are under constant pressure to reduce downtime, control costs, and prove compliance. When Paul speaks with facilities directors, the pressures they highlight are consistent: hidden leaks quietly erode budgets, damage assets, and create claims nobody wants. Water loss causes disruption, creates compliance risks, and generates mounting frustration and stress from boards, tenants, and insurers. For FM providers whose success depends on never being noticed, and keeping operations running smoothly in the background, an unexpected water leak is a nightmare scenario that can damage both the building and their professional reputation.
Downtime, compliance, water loss – these are all considerable concerns for them. We can address all of them.”
A Different Approach Paul explains that what FM teams truly want is a professional, reliable company that responds fast and keeps its word. They want a partner who brings calm, control, and confidence to what can otherwise be a chaotic situation. Success means the leak is found straightaway, disruption is minimised, and an efficient recovery is achieved. What sets SOS apart isn’t revolutionary technology or secret methods, it’s something far simpler and, these days, far rarer: it’s doing exactly what they say they will do. Paul explained: “If we say we’re going to be there at 9:00, we’ll make sure we’re there at 8:50. Our operatives arrive fully equipped with everything they need before explaining to the person in the building what they’re there to do, how they’re going to do it, and how that will impact them.”
Diversify or die. From a business continuity perspective, we have to look outside of the box
“We’re here to help protect FM providers’ reputations, to help them do their jobs and to make sure they look good,” Paul emphasised. “We want to take their risks away, ease their concerns, and make sure they’re not having issues.
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WATER LEAK DETECTION
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WATER LEAK DETECTION
Paul added: “We understand the cost, disruption, and reputational risk that leaks create, and we strive to eliminate as much of that risk as we can.” It’s this empathy, combined with proven capability, that forms the foundation of SOS’s approach. Plus, the fact that all of their engineers are employed by SOS means that their customers can enjoy complete confidence in the consistency of service and standards provided.
The Three-Step Plan: Detect, Resolve, Report SOS has distilled their service into a clear, repeatable process that gives FM teams confidence in what to expect:
We understand the cost, disruption, and reputational risk that leaks create, and we strive to eliminate as much of that risk as we can
1. Detect: Pinpoint leaks using non-destructive technology that protects the building fabric whilst identifying the exact source of water loss. 2. Resolve: Coordinate the fix quickly, protecting fabric and restoring confidence with minimal disruption to building operations. 3. Report: Deliver operational reporting and insurer-ready documentation within 48 hours, providing complete transparency and supporting any claims processes.
The Numbers That Matter SOS maintains impressively high reliability records that translate directly into value for FM teams. The company has delivered thousands of non-destructive leak detection jobs nationwide, finding 99% of leaks on the first visit. Across approximately 8,000 jobs, SOS meets 98% of service level agreements, backed by a 4.9-star Trustpilot rating from hundreds of verified reviews. The company is a go-to partner, vetted by the most reputable insurers in the market. “Leak detection is a reactive measure to a potentially catastrophic situation,” Paul explained.
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“Ensuring a prompt response with reliable outcomes gives FM teams assurance that they know the problem can be solved, easing stakeholder attention and ensuring services aren’t disrupted for longer than absolutely necessary.”
Building the Future Looking ahead, Paul’s vision for success is both ambitious and pragmatic. “Success for us looks like being the go-to leak detection business in this space,” he said. The company’s ability to respond reactively across the UK gives them a significant competitive advantage. Unlike many local providers, SOS can deliver consistent service quality nationwide, with insurer-approved methods and the same communication standards and reporting processes regardless of location. “We have a foundation of core knowledge, experience, and expectations of what building owners expect,” Paul said.
The Stakes of Inaction for FM Teams
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WATER LEAK DETECTION
The contrast between success and failure in leak detection couldn’t be starker. When leaks are found and fixed quickly, FM teams benefit from lower bills, less downtime, improved efficiency, and critically, restored confidence from stakeholders. Without professional intervention, the alternative doesn’t look good: ongoing loss of water and revenue, progressive structural damage, inflated insurance premiums, and a devastating loss of confidence from boards, tenants, and insurers.
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A Solution to the Problem SOS’s value proposition for facilities management is straightforward but powerful. “There is a solution to the problem,” Paul said. “We can not only detect, identify and repair your leak in a nondestructive manner, but we can also offer preventative measures to ensure that future risks cause minimal disruption to building services, as well as offering significant savings on water consumption.”
Hidden leaks that go undetected for months can transform a minor maintenance issue into a major capital expense. “Every minute a leak goes unnoticed costs time, money, and reputation,” Paul observed. “SOS stops the damage before it spreads.”
Building Trust Through Knowledge Perhaps the most critical element of SOS’s FM strategy is education. Drawing on his experience in the rail sector, Paul understands the importance of consistent, repeated messaging about the benefits of effective leak detection. “Sometimes you’ve just got to keep saying what you do and keep repeating it,” he reflected. “We just need to keep banging the drum.” To support this educational mission, SOS is also working hard to develop helpful resources for FMs, such as the FM Leak Response Checklist, designed to help facilities teams benchmark their processes and understand best practices for handling water emergencies.
Every minute a leak goes unnoticed costs time, money, and reputation
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WATER LEAK DETECTION
For FM teams, the implication is clear: buildings should perform efficiently, and when leak detection is done properly, they will. The hidden leaks that have been going on for months, causing progressive damage and wasting water, can be caught early. The catastrophic failures that cause downtime and stakeholder panic can be prevented.
A Clear Path Ahead
“If it’s done properly, then they shouldn’t happen in the first place,” Paul said.
The company isn’t fundamentally changing what it does; it’s applying its expertise to solve similar problems in a different context.
What excites Paul most about this new chapter is the combination of proven capabilities and fresh opportunities. “We’ve got a good service offering, we’ve got a good team, and we’ve got a good brand,” he said. “Using that as a springboard into different sectors, that’s the nice bit.”
Over the next two to three years, success will be measured by balanced revenue streams, market recognition as a guiding voice in leak detection, and ultimately, by the number of FM teams who can sleep better knowing their buildings are protected. Paul reflected: “It’s exciting that we’ve got the opportunity to take the business on the next stage of growth.” With a proven track record, nationwide coverage, and a clear threestep process that keeps operations running, SOS Leak Detection is well-positioned to help the FM sector prevent water crises that shouldn’t happen in modern, well-managed buildings. Sometimes the most revolutionary solution isn’t about doing something entirely new, it’s about applying proven expertise where it’s needed most, and simply doing exactly what you say you’ll do.
It’s exciting that we’ve got the opportunity to take the business on the next stage of growth
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12 | December 2025/January 2026
INNOVATION
The Future of Critical Industries:
Climate-Smart Innovation in 2026 Katie McGinty, Vice President and Chief Sustainability and External Relations Officer at Johnson Controls
I
n 2026, critical industries step into the spotlight as leaders in sustainability. From data centres and hospitals to pharmaceutical labs and university campuses, organisations are harnessing efficiency, resilience, and innovation to deliver results. Sustainability now sits at the heart of business strategy and operational excellence. Whether it’s a data centre deploying advanced chillers to reduce water demand, AI-optimised HVAC for patient safety and energy savings in hospitals, adaptive ventilation to maintain lab cleanroom standard, or a using district cooling to lower peak loads on campuses, the results don’t lie; smart, connected systems are creating measurable value for both people and the planet. As we turn into the new year, those who make sustainability their competitive edge will take the wheel.
Energy Hiding in Plain Sight High-capacity heat pumps are revolutionising the way we heat and cool the built environment. While the project to create clean electrical energy has made great progress, the next challenge is thermal energy, especially for mission-critical sectors like data centres, pharmaceuticals, and healthcare. Through innovation, heat pumps are evolving. Not only can scaling up this technology drastically cut emissions but drive down operational costs.
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In 2024 alone, Johnson Controls heat pumps cut energy costs for customers by 53% and emissions by 60%. For example, a hospital in Germany used a heat pump to access heat energy 200 meters below the ground, achieving a 30% cut in energy costs while producing enough heat to satisfy 80% of the hospital’s demand. Turning waste conversion isn’t just intelligent climate action, its economic strength and community resilience in action.
Guiding the Next Generation of Infrastructure Increasing frequencies of extreme weather events have forced us to rethink how we build and retrofit. Redundancy, agility, and connected controls, are key features of today’s infrastructure enabling organisations to do more with less and to outperform in the face of disruption. Efficiency and digitalisation deliver double hit of flexibility and cost optimisation, making resilience the new standard for futureproofing assets. By adopting integrated building management systems, customers can avoid tens of thousands of metric tons of carbon emissions. Additionally, these kinds of systems can deliver significant reductions in maintenance costs alongside up to 30% reductions in energy spend. For example, using Johnson Controls’ OpenBlue solution, Children’s of Alabama cut natural gas use by 69% and annual energy costs by $681,000, while maintaining precise conditions in critical patient care areas.
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The New Sustainability Benchmark for Industry Success Next year, sustainability will be understood as a driving force behind competitive advantage central to critical industry operations. Far from being peripheral, sustainability enables companies to achieve new value, both financial and reputational. According to a new Accenture report, nearly 90% of businesses are linking their decarbonisation efforts to company value. Exciting new opportunities are disrupting the status quo and setting new standards for what’s possible. For example, through improved heating, cooling and ventilation a North American university cut energy use by 50%. In Ireland, AI-enabled insights helped a pharmaceutical firm run chillers 25-30% more efficiently while significantly reducing emissions. Meanwhile, hyper-efficient cooling and thermal management are allowing data centres to expand compute capacity.
Shifting Focus to Performance Outcomes As technology rapidly accelerates, policy must shit from prescriptive to performance driven to keep up. Next year, performancebased contracts and ‘as a service’ financing models are unlocking cutting-edge upgrades with no upfront cost. The benefits are two-fold: lower operating and overhead costs for shareholders and taxpayers, and a faster path to decarbonisation. When governments and industry set ambitious performance standards together, it unleashes private sector innovation, and everyone wins.
Leading the Charge in Energy and Cooling Innovation Soaring energy demand is driving the need for super-efficient data centres. Modern chillers can use 40% less power annually, releasing more energy for compute power and reducing environmental impact. They also operate with next to no on-site water and quieter operation, helping operators conserve precious resources and be better neighbours.
INNOVATION
Absorption chillers recover the waste heat from these power sources and use waste heat instead of grid electricity as their primary energy source and water as the refrigerant. This solution cuts electrical usage by more than 90%, by delivering 2 megawatts of cooling, but requiring only about 20 kilowatts of input electrical power, compared to 500 kilowatts or more for conventional electric chillers. Utilising super-efficient cooling and thermal management will set the data centre leaders apart, delivering more computing power and less grid drain.
Building a Sustainable Legacy The convergence of bold leadership, advanced technologies, and future-orientated policy is unlocking opportunities that were once out of reach. We’re already seeing the benefits for industries who have adapted their sustainable practices. In practice, these wins prove that when organisations make sustainability their focus, they not only future-proof their operations but also create lasting value for shareholders, society, and their workforce. Entering the new year, the pace of change will only accelerate. Leaders who recognise that sustainability is more than just a box to check will propel ahead in 2026 as sustainable practices become a catalyst for growth.
As technology rapidly accelerates, policy must shit f rom prescriptive to performance driven to keep up
Operators are also turning to differentiated sources of electric power such as combined heat and power systems using gas engines, gas turbines, fuel cells, and small modular reactors.
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ADVERTORIAL
Business Ethics Have Never Been More Important By Lorcan Mekitarian, Chair of the Cleaning & Hygiene Suppliers Association (CHSA)
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ADVERTORIAL
T
he world is changing. AI is gaining traction and beginning to reshape the environment at work. We don’t know where this will lead. Climate change and the shifting regulatory landscape designed to change behaviour, is a huge issue. Geopolitical uncertainty created by the conflicts in Europe and the Middle East and Donald Trump’s very particular approach to deal-making, has disrupted supply chains. There is also the burden placed on business by a Chancellor seeking to balance the books. Higher costs and complex planning to work around these problems have become the norm. This is a challenging environment. With so much change and uncertainty businesses naturally focus on making sure they are resilient. They are prioritising core operations. With the pressure on to remain competitive, cutting costs can dominate and an overtly ethical approach may become a casualty. The CHSA, however, argues the opposite. We believe an ethical approach is key to commercial success in this tough, competitive commercial environment. Ethical businesses operate with integrity, fairness and respect for people, communities and the environment. They are transparent in their dealings. They do not mislead, and they provide evidence that justifies the claims they make. These businesses foster loyalty and commitment amongst employees and can be trusted by suppliers, buyers and end users. Ethical practice is at the heart of the Cleaning & Hygiene Suppliers Association (CHSA) and something we expect of every member. It began with the development of our Accreditation Schemes. Their introduction meant buyers could differentiate between the companies that cut corners for short-term commercial gain with those that did not.
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We operate Accreditation Schemes for Manufacturers of Soft Tissue, Plastic Sacks, Cotton Mops and Cleaning Chemicals and for Distributors. Members of the Schemes are required to take all reasonable and practical steps to ensure all products within the scope of the Schemes are of the stated quality and quantity for the intended purpose. Depending on the Scheme, members are also required to evidence relevant quality and environmental certifications. For example, for members of the Soft Tissue Accreditation Scheme this means providing Forest Stewardship Council (FSC) certification or Programme for the Endorsement of Forest Certification (PEFC). The validity of the Schemes is underpinned by independent inspection. The Inspector visits every member, checking the labels accurately reflect the content of the box and the product. Depending on the Accreditation Scheme, product checks involve confirming the sheet count, width, duty, weight and performance of the product. He also assesses members’ quality assurance procedures.
We believe an ethical approach is key to commercial success in this tough, competitive commercial environment
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18 | December 2025/January 2026
ADVERTORIAL
In the first half of this year, the Inspector conducted 83 audits, reviewing a total of 20,78 product lines in the Accreditation Scheme for distributors. Across the Schemes for soft tissue, plastic sacks and cotton mops, 926 product labels were checked, and 687 individual products were tested. This means the Accreditation Scheme Mark on a product means that product has been audited to confirm ‘what’s on the box is what’s in the box’. In 2023 we integrated the Competition and Markets Authority’s Green Claims Code into our Code of Practice. Our purpose was to combat the trend of greenwashing, which was growing as the unscrupulous tried to cash in on the drive towards environmental sustainability. Our Code of Practice now requires members to make sure all green claims: Be truthful and accurate.
By proactively identifying and addressing ethical gaps, companies can protect their reputation and ensure long-term sustainability. For CHSA Accredited Product, the manufacturer, whether based in the UK or overseas, must provide a copy of their most recent official ethical audit report. The report must meet the CHSA’s minimum requirement, and encompass labour standards, and health and safety. The ethical audit will be compulsory by the end of 2027. We have also introduced a commitment to ethical marketing, which is being signed by every member. By doing so they commit to adhere to four ethical principles: 1.
All statements and claims are truthful.
2.
Supporting evidence, such as data sheets, reports and certificates is available on request to substantiate all product and service claims.
3.
All statements and claims are transparent. For example, it is clearly indicated if the claim applies to the product, the packaging or both.
4.
All statements and claims are meaningful. For example, the term eco-friendly must be defined in relation to all aspects of the product and substantiated across the full lifecycle.
Be clear and unambiguous. Not omit or hide important information. Only make fair and meaningful comparisons. Consider the full life cycle of the product when making claims. Be substantiated: Businesses should be able to back up their claims with robust, credible and up to date evidence. This year we introduced a preference for an ethical audit for all CHSA manufacturing members. An ethical audit matters because it helps organisations assess and improve their social and environmental performance, ensuring their actions align with their stated values and legal requirements. It enhances transparency, builds stakeholder trust, mitigates risks like unfair labour or data privacy violations, and can be a contractual requirement for customers.
An ethical approach is at the core of the CHSA and something we expect of our members. This means buyers who purchase from a CHSA member can trust they are working with an ethical business committed to trading with integrity, fairness and respect. @CHSACleaning www.CHSA.co.uk
An ethical approach is at the core of the CHSA and something we expect of our members
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FASET & CSCS:
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20 | December 2025/January 2026
SMART BUILDINGS
The Next Frontier for Autonomous Buildings Balancing Efficiency and Human Experience By Susanne Seitz, CEO of Siemens Buildings Smart Infrastructure
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SMART BUILDINGS
W
hen people talk about smart buildings, the focus usually falls on efficiency. Can AI cut energy waste? Can predictive analytics reduce downtime? These are important questions, especially with energy costs soaring and net-zero targets approaching fast. But they are not the whole story. The next generation of buildings will be judged on two things in equal measure: how effectively they manage resources and how well they serve the people inside them. An autonomous building that saves kilowatt hours but leaves occupants uncomfortable has failed. Equally, a building that feels pleasant but devours energy is unsustainable.
Efficiency as a Foundation Energy use is the second-largest cost in most buildings after labour. In many organisations, utility bills now represent a serious drag on profitability. At the same time, governments and investors are tightening carbon reporting requirements. Our most recent Infrastructure Transition Monitor found that fewer organisations feel confident of meeting their 2030 CO₂ reduction targets in 2025 than in 2023. And almost half of senior leaders believe they will need to reinvent their business models to decarbonise.
December 2025/January 2026 | 21
They can learn from occupancy patterns and weather forecasts to make pre-emptive changes, avoiding both waste and discomfort. In practice, that means less time spent heating empty floors, fewer unnecessary truck rolls for maintenance, and a measurable drop in emissions.
Experience is an Equal Priority For the people who work, study or recover inside buildings, experience is just as critical. A workplace that is too hot or too noisy reduces productivity. A hospital theatre that drifts outside its required temperature or humidity range endangers patients. Autonomous buildings offer a way forward; they can continuously monitor air quality and adjust ventilation before CO₂ levels affect concentration.
Energy use is the second-largest cost in most buildings after labour
Autonomous building technologies provide a powerful response. Connected sensors, cloud platforms and AI can continuously adjust lighting, cooling, heating and ventilation in real-time.
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They can use circadian lighting that shifts colour and brightness across the day, detect acoustic patterns and reduce echo or background noise in real time, learn the preferences of individuals and groups, tailoring comfort to context rather than forcing people to adapt to rigid building settings. This people-first approach does more than improve wellbeing. It reduces absenteeism, improves retention and strengthens the value of real estate assets.
SMART BUILDINGS
Better occupant experiences mean lower turnover and higher productivity
In competitive markets for tenants or talent, the promise of a healthier, more responsive building becomes a real differentiator. For occupants to embrace autonomy, they need to trust it. That means systems must be explainable. If the building reduces cooling in a meeting room, occupants should know it is because cloud cover is arriving in ten minutes and the system is preventing a future temperature drop.
Clarity Builds Confidence Personalisation and override functions are also essential. Occupants should always be able to influence their environment. Manual input, whether through a dashboard, an app or a voice interface, should feed back into the AI’s learning loop rather than being ignored. And because these systems gather sensitive data, robust governance around privacy and cybersecurity must be built in from the start.
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The goal is not to remove human control, but to shift it. Instead of responding to endless alarms or comfort complaints, facility managers can validate AI insights, tailor long-term strategies and focus on higher-value tasks. Instead of being frustrated by an unresponsive environment, occupants feel empowered and supported.
Retrofitting the Real World The majority of the world’s buildings are not new. Most are decades old, with siloed systems and patchwork upgrades. If autonomy is to scale, it must work for these legacy assets.
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SMART BUILDINGS
The path forward is incremental. Step one is establishing digital connectivity for use cases such as predictive maintenance or energy monitoring. Step two is broader system integration, ensuring different vendor technologies and IT/OT environments can “speak” to each other. Over time, more advanced functions such as predictive modelling, prescriptive actions and natural-language interfaces can be layered on.
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They must adopt open standards to avoid lock-in, and they must bake security into every process and connection. Autonomous buildings will not succeed by focusing on efficiency alone. Nor will they succeed by focusing only on comfort. The future lies in bringing both together, optimising resources while creating environments where people can do their best work, recover their health or pursue their studies without distraction.
Reframing Value
This dual mission is no longer optional. Rising costs, tightening regulations and growing expectations make it essential.
When we discuss value in buildings, three cost buckets dominate: labour, energy and capital. Autonomous systems address all three. They reduce staffing pressure by prioritising critical issues, cut energy waste by continuously optimising usage, and extend asset life by enabling predictive rather than reactive maintenance.
The organisations that act now, embracing autonomy as a balance of efficiency and experience, will not only meet their sustainability targets but also create long-term value for owners, facility managers, occupants and society.
Better occupant experiences mean lower turnover and higher productivity. Investors increasingly consider ESG performance and tenant wellbeing when assessing asset value. Regulators are raising the bar on both efficiency and safety. In this context, the ability to demonstrate improvements in human outcomes as well as cost outcomes will be a decisive factor.
The Road Ahead Each step, from fault detection to predictive models, from agentic AI to prescriptive optimisation, builds confidence and capability. Importantly, each step delivers measurable benefits along the way, whether in reduced bills, fewer outages or happier occupants. Skills shortages in facilities management, concerns about AI replacing staff, and legitimate worries about cybersecurity all need to be addressed. The answer lies in transparency, openness and collaboration. Autonomous buildings must be designed to augment human expertise, not replace it.
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The question is not whether buildings will become autonomous, but whether they will do so in a way that serves both people and planet. That is the opportunity, and the responsibility, we cannot afford to miss.
Autonomous buildings must be designed to augment human expertise, not replace it
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SAFETY SYSTEMS
Moving Past ‘Fit and Forget’ How Building Owners, Developers & Facilities Managers Can Take Control of the Fire Safety Lifecycle
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or building owners, developers and facilities managers across the UK, it can be easy to fall into the trap of ‘fit and forget’ – especially when it comes to a whole host of installed safety equipment. Ensuring you’re keeping on top of all of your installed safety systems is essential, especially when it comes to fire safety. The notion that fire safety is a one-time box-ticking exercise from years gone by couldn’t be further from reality. Those in a position of authority must undertake a continuous journey to keep up with the fire safety lifecycle. Brad Crisp, Commercial & Specification Manager at Sertus takes a closer look at the importance of keeping on top of the fire safety lifecycle, with actionable tips on taking control for build owners and facilities managers.
Why Fire Safety Requires Ongoing Attention The attitude of ‘fit and forget’ has long been an issue within the industry, which is a huge issue when it comes to fire safety. When investing in high-quality systems, in theory, they should stand the test of time and not require any real intervention – but it’s essential that building managers, developers and facilities managers keep on top of maintaining and upgrading fire safety systems.
There are a whole host of reasons that fire safety requires ongoing attention, with one of the most important being in compliance with section 3 of the ONS’ Fire Prevention and Protection statistics, which relates to fire protection and formal & informal notices. If your building fails a fire audit, the repercussions can be severe, with several informal and formal notification categories depending on the severity of non-compliance. Between April 2024 and March 2025, there were 8,666 breaches of compliance relating to firesafety equipment maintenance (Article 17), which highlights the issues currently facing the industry when it comes to keeping up with fire safety obligations.
The Fire-Safety Lifecycle Approach Fully understanding and implementing the fire safety lifecycle approach is complex, but extremely worthwhile for those who work in (M&E) and facilities management. Neglect at any stage can impose risk, leading to fines, legal liability or in the worst case, the loss of life. This is why proactive management is essential in fire safety. Here’s an in-depth look at the 5 stages involved in the fire safety lifecycle:
1. Planning & Design Even the most robust fire safety systems require regular testing and maintenance, and there’s good reason for this: System Deterioration – Over time, any system will begin to run into issues, especially if not maintained by a competent professional regularly. Changing Regulations – While regulations aren’t changing regularly, it’s important to keep on top of any regulations that do change and how this impacts your existing safety set-up. For example, the impact the 2024 update to BS991 had on smoke control. Human Error & Oversights – While a safety system might appear to be in good working order after being installed, there’s always a chance that something may have been missed in the initial installation that hasn’t been picked up.
An essential stage, this ensures that the fire safety system is appropriate for the building’s specific use, occupancy and risk profile. This stage is especially critical when undertaking a refurbishment of an existing building, or if there’s a change of use for the property.
If your building fails a f ire audit, the repercussions can be severe
Changes in Facilities Use – If, for any reason, there’s a change to your premises’ primary function, there could be implications for how safety systems are used and what regulations now apply.
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SAFETY SYSTEMS
The following should be put in place during this stage:
Over time, any system will begin to run into issues, especially if not maintained by a competent professional regularly
Fire Strategy – Hire a fire and safety consultant to define what is required from the system you are implementing. System Selection & Specification – Ensure the correct type of system is selected and establish requirements based on building codes and standards. For example, addressable vs conventional fire alarms, or wet pipe vs dry pipe sprinklers and smoke ventilation requirements, such as roof AOVs or smoke control dampers. Documentation – Begin developing design specifications and the Golden Thread of information, ensuring you have accurate and upto-date records of your building’s fire safety.
The Golden Thread & Why It’s Important The Golden Thread is an integral part of building managers, developers and facilities managers roles, with a digital, secure and tamper-proof record of information on the buildings design, construction and management throughout its entire lifecycle. Following the Grenfell Enquiry, and subsequent Building Safety Act 2022 being instated, the Golden Thread played a key role in providing a digital alternative to the historic paper file system ensures that all of the building safety information is accurate, accessible and used to mitigate safety risks.
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During this stage, it’s essential to consider the longevity of the solution you’re looking to install. For example, at Sertus, we pride ourselves on all of our smoke ventilation products standing the test of time, thanks to meticulous design, in-house manufacturing and unrivalled technical support after install.
2. Installation Now that the planning and design are in place, it’s time to put the physical aspects of your fire safety equipment into place with a trusted supplier and installer.
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Here’s an overview of the steps you should take: Appoint Contractors – Take time to pick a trusted partner to carry out the installation and ensure that all installers onsite are certified and competent. It’s essential to pick a contractor that you’re confident in, so take the time to get this stage right and ask for recommendations. For example, if you are having smoke ventilation installed, it’s important to ensure your contractor of choice has the relevant qualifications such as the SDI19 certification or SKEB (Skills Knowledge, Experience, Behaviours).
SAFETY SYSTEMS
If you are having smoke ventilation installed, it’s important to ensure your contractor of choice has the relevant qualif ications
Quality Assurance – It’s essential that you carry out regular site inspections to personally verify that the installation follows the approved design and fire strategy. You’ll be held responsible for any problems, so take the time to properly check all aspects of the installation.
Gateway 3 was implemented as part of the Building Safety Act 2022 to ensure there is a hard stop in the development process for HRBs (high risk buildings), to check the as-built documentation is in line with the actual construction of the building, including all modifications made during construction.
Commissioning – An essential part of the process, commissioning refers to testing the system to confirm it works correctly and interacts with other building systems that are already in place, such as lifts and access control.
3. Monitoring/Maintenance
As-Built Documentation – Before moving on to the next phase, ensure that all final ‘as-built’ drawings, test certificates and operating and maintenance manuals are sent across. Once you’re happy with this documentation, you’ll be officially responsible for the operational phase of fire safety now that everything has been installed as per specification. Gateway 3 – The final step to ensure you are able to use the building for its intended purpose is to gain a completion so you can register the building for occupancy.
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Now that the system is installed, you’ll move on to the longest and continuous stage, where you, as the building owner or facility manager, will be directly responsible for operational performance and compliance moving forward. Testing & Inspection – We’d recommend the following schedule for fire safety checks: Weekly – Check your fire safety systems are working as they should be, such as your smoke vent system, emergency lighting and fire extinguishers etc. Monthly – Thorough inspection of individual components and checking all operational.
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Annually – Full servicing of all fire safety equipment and features by trusted third-party engineers.
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Events to Trigger Change – A change in risk, legislation, or building use case might trigger the need for an upgrade in your fire safety systems.
Fault Management – Establish clear procedures for any faults that might arise. Think about processes for reporting, diagnosing and repairing faults immediately to minimise system downtime and potential knock-on effects.
Phased Rollout – Upgrades for the majority of large buildings will need to be phased to minimise the disruption to occupants, whilst maintaining a working level of fire protection at all times.
Fire Drills & Training – Organise regular fire drills with occupants of your building to ensure they understand the emergency plan, location of equipment and evacuation routes.
Document Update – If any upgrades are completed, the Golden Thread must be fully updated following the completion and commissioning of the upgrade to remain compliant.
Accurate Records – Complete a logbook of all tests, inspections, faults and any repairs. This is an essential part of demonstrating that you’re keeping on top of your fire safety obligations during an audit, which makes updating the Golden Thread especially important.
5. Decommissioning and Replacement
4. Upgrades
End-of-Life Planning – Identify if your fire safety system is beginning to show signs of needing replacement. It’s important to begin proactively planning for a replacement, as this will make the transition much smoother and more efficient.
It’s essential to maintain systems and meet new legislative requirements over time – so upgrades are a vital part of the fire safety lifecycle.
When your system comes to the end of its life, it’s essential that you take the right steps to decommission and replace the system properly. The average lifespan of a fire safety system is between 10-25 years, depending on the system.
Neglect at any stage can impose risk, leading to f ines, legal liability or in the worst case, the loss of life. This is why proactive management is essential in f ire safety
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Decommissioning – It’s your responsibility to plan the removal of the old system being taken offline and the new installation being completed. Interim safety measures, such as Waking Watch must be put in place while the decommissioning and new installation process takes place. New Lifecycle Begins – When your new system is fully installed and commissioned, the fire safety lifecycle loops back to stage 1 again, as you’ll need to confirm the system meets the needs of the updated fire strategy.
SAFETY SYSTEMS
The average lifespan of a f ire safety system is between 10-25 years, depending on the system
How FMs Can Take Control of The Fire Safety Lifecycle – Key Takeaways Now that you have a detailed understanding of how to keep on top of the fire-safety lifecycle, it’s imperative that this is put into practice to remain compliant and keep your building’s occupants safe at all times. We’ll leave you with Sertus’ 3 key takeaways: Be proactive, not reactive – with regular audits – this avoids unexpected costs and downtime.
Sertus’ mission is to safeguard lives and property through compliant smoke control products.
Stay informed on legislation changes – being ahead of the curve on legislation changes allows you to remain compliant and keep your occupants safe.
We are committed to supporting the fire lifecycle, by ensuring our products incorporate compliant design, in house manufacturing and product reliability into each of our smoke ventilation products.
Work with trusted partners – only work with contractors and partners you trust, and don’t be afraid to ask for recommendations before agreeing to work with anyone in the fire-safety space.
By taking on the advice given in this article and putting it into practice within your facility, you’ll be helping to keep your staff, visitors and occupants safe for years to come.
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Revolutionising your cleaning with 100% plant based products Our range of PureClean products are derived specifically from sustainable biomass. .s General or traditional cleaners start their existence in petroleum form i.e. gas and oil, ,li whilst plant-based solutions begin their existence in biomass form. The use of plant-based solutions allows you to eradicate petroleum sources from your supply y chain. Our plant-based PureClean generates a CO2 saving of 0.12kg per litre utilised. .d Chela Ltd. offers a complete recycling service including collection and reuse of cleaning product containers.
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TECHNOLOGY
How User Sentiment and Intelligent Technology Shape Better Cleaning Experiences – An Excellerate View
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here is something very human at the heart of every building we clean. People notice how a space feels long before they notice the details of how it operates. A clean, calm and well-presented environment gives confidence, reassurance and a sense of pride. In today’s world, where expectations are steadily rising across every sector, understanding how people feel about their surroundings has become an essential part of delivering a high-quality cleaning service. User sentiment provides that understanding. It offers a clear view of how spaces are experienced, not just how they are used. When this kind of insight is combined with technology, it creates opportunities to improve service in a way that is both practical and meaningful for everyone involved.
The Value in Knowing How People Truly Feel Walk through any office, manufacturing facility, shop or transport hub and you quickly see how diverse the needs of space users are. One person may focus on the condition of the washrooms, another on the presentation of a reception area, another on the freshness of busy communal spaces. User sentiment helps us make sense of these varying expectations. It tells us: Which areas influence experience the most Where perception shifts during the day What users appreciate and what distracts them How small cleaning improvements can have a powerful effect on overall comfort For cleaning teams, this is immensely valuable. It supports practical decision making and brings clarity to what matters most to the people who rely on the space every day.
From Insight to Improved Service Collecting feedback is only the starting point. The true value comes when insight is used to guide action. Our Velocity platform plays a quiet but important role here. It reviews incoming feedback and helps ensure that any concerns or comments reach the right team at the right moment. If a user highlights an issue that needs attention, Velocity can support the process by prompting a task to be raised so teams can respond promptly and confidently.
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However, this is not about technology taking over. It is about giving people the information they need to deliver a steady, dependable service without unnecessary complexity. The result is a smoother operation and a more consistent experience for building users. It also makes cleaner lives easier by directing them to deliver an improvement rather than potentially guessing.
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TECHNOLOGY
Making Sense of Patterns Over Time Sentiment comments often contain subtle details that are easy to miss when viewed in isolation. This is where artificial intelligence (AI) can add depth and context. Velocity uses AI to recognise themes and patterns in user sentiment. Not in a dramatic or intrusive way, but in a measured and thoughtful manner that helps us understand: Which issues are recurring
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It creates workplaces that feel welcoming, schools that feel safe, retail environments that feel inviting and transport hubs that deliver fantastic passenger journeys. User sentiment is not just a metric. It is a reflection of how people interact with the spaces around them. Through our proprietary data, we have seen an 17% improvement in sentiment scores over the last two years alongside a 24% time saving by removing unnecessary cleaning tasks. For all parties, these metrics show the empirical benefit of using sentiment to drive performance.
Where expectations are changing What improvements will have the greatest impact How cleaning routines can evolve naturally over time These insights help shape long term improvements that benefit everyone. They support the delivery of environments that feel more cared for, more responsive and more aligned with the needs of the people who use them.
Supporting Teams and Enriching the User Experience Dynamic cleaning works best when it is informed by real need. By combining user sentiment with real-time operational information, teams can adapt their approach throughout the day and focus their energy where it will have the greatest effect. For building users, the result is a space that feels consistently well looked after. For clients, it provides reassurance that service is evolving alongside their requirements. For cleaning teams, it offers clarity and confidence in their work. This collaborative approach helps raise overall satisfaction in a gentle, sustainable way. It strengthens trust and builds a shared commitment to maintaining high standards across the whole site.
A Broader Benefit for Every User Whether you are a senior leader, a facilities professional, a member of a cleaning team or simply someone who appreciates well maintained spaces, the idea is the same. Listening to people and understanding how they experience their environment makes a difference.
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A Closing Note As expectations continue to evolve, the most successful cleaning operations will be those that combine human insight with thoughtful use of technology. Not for the sake of it or in a showy way but in a way that feels natural, measured and supportive. Our approach, supported by Velocity, is designed to help organisations move in that direction. If you ever wish to explore how insight can support your particular environment, we are always happy to share our experience. In the end, creating spaces that people genuinely enjoy using is something we all benefit from. Nick Rastelli is Group Sales & Marketing Director, UKIMEA at Excellerate Services
The most successful cleaning operations will be those that combine human insight with thoughtful use of technology
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ADVERTORIAL
New Electrical Safety Legislation Reshapes Social Housing Compliance as the May 2026 Deadline Approaches 2025 has marked a pivotal year for facilities management in the social housing sector, with new electrical safety legislation fundamentally changing how compliance is planned, delivered and evidenced
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he updated Electrical Installation Condition Report requirements came into force this year, from 1 November 2025, introducing tighter inspection cycles, stricter reporting deadlines and significantly increased penalties for non-compliance. While the rules already apply to new tenancies, existing homes must be compliant by 1 May 2026, placing growing pressure on teams as they plan maintenance and compliance activity for the year ahead. For Directors of Housing and Compliance, this is not simply a regulatory update. It represents a material shift in operational delivery, data management and risk exposure.
Lessons That Have Redefined Building Safety Expectations The legislation reflects hard lessons learned from the Grenfell Tower tragedy and the death of two year old Awaab Ishak due to prolonged exposure to mould in social housing. These events exposed weaknesses not only in regulation, but in how building risks are identified, escalated and resolved.
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They have also reshaped expectations, moving beyond reactive maintenance towards proactive preventative safety management across the entire asset lifecycle. These changes represent the most significant shift in electrical safety regulation we have seen in social housing, says Shaun Caddick, Sales Director at PTSG.
The focus is now on demonstrating continuous compliance, not just passing periodic inspections
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The focus is now on demonstrating continuous compliance, not just passing periodic inspections.
What Has Changed and Why It Matters The new legislation introduces four requirements: Mandatory five year EICR cycles require structured forward planned inspection programmes rather than ad hoc testing. Twenty eight day reporting deadlines increase pressure on teams to manage documentation, tenant communication and regulator ready records. Portable Appliance Testing of landlord supplied appliances expands compliance responsibility beyond fixed assets into day to day operational equipment. Twenty eight day remedial deadlines tighten response times and demand greater contractor coordination and first time fix capability. Collectively, these changes increase the importance of robust CAFM systems, accurate asset registers and real time compliance visibility.
The May 2026 Deadline The phased introduction has created a split compliance landscape. While new tenancies have been regulated since November, teams now have until May 2026 to bring existing stock up to standard. This is where the challenge lies, continues Shaun. Housing teams managing mixed tenure estates must track different compliance states across the same portfolio, without letting anything fall through the cracks. As 2025 draws to a close, this makes the legislation highly relevant to first and second quarter maintenance planning, budget allocation and contractor strategy.
Enforcement Raises the Stakes for FM Accountability
This is not simply a regulatory update. It represents a material shift in operational delivery, data management and risk exposure
Enforcement bodies have been given enhanced powers, including civil penalties of up to forty thousand pounds per breach and expanded Housing Ombudsman oversight, heightening personal and organisational accountability. The expectation is no longer just compliance, but the ability to prove it at any point through clear audit trails, inspection histories and documented response times.
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The days of reactive, paper-based compliance are over, adds Shaun. Housing teams need systems that can stand up to scrutiny from regulators, boards and residents alike.
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ADVERTORIAL
About PTSG Electrical Services Part of the PTSG Group, one of Europe’s leading specialist services providers, PTSG Electrical Services delivers comprehensive electrical compliance solutions across the UK. Having completed more than two hundred thousand EICRs with a ninety eight percent first time fix rate, the business supports social housing, healthcare, education and commercial clients nationwide.
To support this broader responsibility, PTSG is offering free mould and damp checks to social housing clients. These checks are carried out by PTSG electrical engineers during compliance visits, enabling FM teams to address multiple risks through a single coordinated inspection.
In response, many organisations are accelerating investment in digital compliance platforms. These tools enable automated inspection scheduling, deadline alerts and centralised reporting, reducing risk while supporting transparency.
Each check includes moisture and humidity testing, photographic evidence and a clear actionable report, helping teams prioritise high risk assets and demonstrate a proactive approach to resident safety. As the sector looks ahead to 2026, this legislation marks a defining moment for facilities management in social housing.
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For leaders who invest in systems, skills and partnerships now, the May 2026 deadline becomes not just a risk to manage, but an opportunity to lead.
Broadening the Safety Lens Damp and Mould Electrical safety is one part of a wider regulatory transformation driven by Awaabs Law and the Social Housing Regulation Act 2023, both of which reinforce the FM role in identifying environmental risks early.
For more information on preparing for the new electrical safety requirements, or to access PTSG’s free mould and damp checks for social housing, contact PTSG at dave.knowles@ptsg.co.uk
This legislation marks a defining moment for facilities management in social housing
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ADVERTORIAL
How PTSG Delivered Impact, Innovation and Leadership in 2025 Throughout 2025, Premier Technical Services Group Ltd (PTSG) continued to cement its position as one of the UK’s leading building compliance businesses. Across acquisitions, innovation, people development, safety leadership and social responsibility, the Group demonstrated how scale, expertise and culture combine to deliver meaningful impact
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hroughout 2025, Premier Technical Services Group Ltd (PTSG) continued to cement its position as one of the UK’s leading building compliance businesses. Across acquisitions, innovation, people development, safety leadership and social responsibility, the Group demonstrated how scale, expertise and culture combine to deliver meaningful impact.
Strategic Growth Through Acquisition A defining feature of 2025 was PTSG’s disciplined, value-led acquisition strategy. The purchase of UK Safety Management Ltd significantly strengthened the Group’s electrical compliance offering, expanding national coverage across fixed wire testing, PAT, emergency lighting and fire extinguisher maintenance.
In October, PTSG acquired System Hygienics Holdings Limited, including its trading subsidiary System Hygienics Limited, a market-leading provider of ventilation, air quality and fire safety compliance services. This has seen the Group widen its portfolio of specialist services even further.
A def ining feature of 2025 was PTSG’s disciplined, value-led acquisition strategy
Shortly afterwards, the acquisition of HD Sharman Group expanded PTSG’s building maintenance and roofing capability, adding specialist refurbishment and long-term asset protection services.
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These acquisitions were not about growth for growth’s sake; they enhanced PTSG’s ability to deliver joined-up compliance solutions across fire, electrical, water, access and building fabric disciplines.
Innovation That Raises Standards Innovation remained central to PTSG’s compliance leadership. In water treatment, the Group showcased a proactive, technologyenabled approach that improves system performance while reducing waste, cost and risk. PTSG also invested in knowledge-sharing, launching electrical seminars to support customers and industry peers. This commitment to education reinforces the Group’s role not just as a service provider, but as a trusted compliance partner.
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PTSG also invested in knowledge-sharing, launching electrical seminars to support customers and industry peers
Health, Safety and Risk Leadership Safety is foundational to PTSG’s purpose. In 2025, this was reinforced through leadership investment, including the appointment of a new Group Health and Safety Director. The annual Safety Leadership Conference brought senior leaders together to share learning, strengthen accountability and reinforce consistent standards across the Group. Recognition at the PFM Partnership Awards further validated PTSG’s approach – demonstrating how robust safety processes, collaboration and innovation deliver real-world results. PTSG achieved two wins: The Special Recognition Award went to Business Development Director, Tanya Matthews, whose leadership and innovation have made a significant impact across the Group over the past year. The Group also won in the Partners in Innovation category, alongside ALTEC, for NSS’s pioneering siphonic drainage system at the All England Lawn Tennis Club in Wimbledon.
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ADVERTORIAL
The Group expanded wellbeing training, hosting its f irst People Event focused on menopause awareness
People, Skills and Culture PTSG’s performance is driven by its people. In 2025, the Group expanded wellbeing training, hosting its first People Event focused on menopause awareness and celebrated apprenticeship excellence across its businesses. These initiatives reflect a belief that inclusion, development and engagement are critical to sustainable performance.Investment in STEM education and apprenticeship pathways ensures that PTSG is helping to build the next generation of compliance professionals – supporting both industry resilience and social mobility.
Sustainability and Social Responsibility Environmental responsibility was a clear priority in 2025. Trinity’s achievement of Net Zero at two operational bases demonstrated tangible progress toward reducing carbon impact. The Group’s woodland creation activity reinforced its commitment to long-term environmental stewardship. Fundraising initiatives, including large-scale step challenges and charity campaigns, showed how PTSG’s scale can be harnessed for positive social impact – uniting colleagues around shared causes. The Mission 500 million step challenge saw all colleagues attempt to collectively make 500 million steps during November – a distance equivalent to the moon! This was achieved, raising £6,200 for Children in Need. The Group’s constituent companies also united to raise more than £1,700 for Breast Cancer Now, demonstrating the power of collective action.
Recognition and Industry Leadership Being named Large Business of the Year (in addition to winning multiple PFM Partnership Awards) underscored PTSG’s standing as a leader in the compliance sector. These accolades reflect not only commercial success, but trust, credibility and consistency. PTSG’s role as an ambassador for Google Cloud’s UK AI business events highlighted its commitment to digital transformation – exploring how data, automation and AI can further enhance compliance management and customer outcomes.
A Stronger Platform for the Future Taken together, the developments of 2025 demonstrate how PTSG continues to raise the bar in building compliance. Through strategic growth, technical innovation, safety leadership and a peoplefirst culture, the Group is not just keeping pace with regulatory complexity – it is shaping the future of the sector. As PTSG moves forward, it does so with a stronger platform, clearer purpose and a proven ability to deliver compliance that protects people, buildings and businesses across the UK.
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PTSG’s 2025 at a glance:
January 2025 – Large Business of the Year PTSG was recognised at the TheBusinessDesk.com Yorkshire Business Awards 2025, winning Large Business of the Year.
February 2025 – Large Business of the Year PTSG was recognised at the TheBusinessDesk.com Yorkshire Business Awards 2025, winning Large Business of the Year.
March 2025 – Sustainability in Action PTSG colleagues supported UK woodland creation projects, demonstrating that sustainability is driven by action, not rhetoric.
April 2025 – Community Commitment PTSG supported a charity Kilimanjaro trek in aid of a Down syndrome charity, reinforcing its focus on social responsibility.
May 2025 – People & Inclusion PTSG hosted its first People Event, addressing menopause in the workplace and highlighting the connection between wellbeing, inclusion, and performance.
June 2025 – Growth & Leadership • Acquisition of UK Safety Management Ltd • Acquisition of HD Sharman Group • Dr Greg Ward appointed CEO of PTSG
July 2025 – Safety & Skills • Expansion of workplace wellbeing training • Celebration of apprenticeship excellence • Annual Safety Leadership Conference for senior leaders
August 2025 – Industry Impact • Senior PTSG director recognised for contribution to STEM education • Trinity achieved Net Zero at two operational bases
September 2025 – Stronger Governance Appointment of a new Group Health and Safety Director, reinforcing PTSG’s ambition to lead the industry in safety standards.
October 2025 – Innovation & Fundraising • Named Google Cloud UK AI Business Events Ambassador • £1,700 raised for Breast Cancer Now
November 2025 – Recognition & Collective Action • Double win at the PFM Partnership Awards 2025 • 500 million steps challenge completed • £6,200 raised for Children in Need
December 2025 – Giving Back PTSG patrol teams donated over £5,000 in gifts, delivered to housing associations, care homes, and local authorities across the UK.
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COMMUNITY
Designing Social Value Around the Practical and Contractual Realities of Facilities Management Facilities management (FM) teams play a central role in organisational CSR (corporate social responsibility) and ESG (environmental, social, and governance) strategies. Across the public and private sectors, FM teams are expected to demonstrate how they help local communities – not only to support their organisations but also to honour social value contractual commitments
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his shift is positive, but for many FM providers and in-house estates teams, the practical challenge is the same: how do you ensure colleagues across dispersed, shift-based, and operationally pressured environments can take part and make a meaningful difference? Here, Steve Butterworth, CEO of Neighbourly, explains more. FM’s workforce structure makes this more complex than it may appear on paper, especially for those who spend their days in plant rooms, on rounds, or supporting critical front-of-house operations. If social value is to be impactful and credible, it must be designed around the working realities of all teams – and within the parameters of contractual commitments, which often specify the type, timing or measurement of social value activity agreed at bid stage.
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Alongside this sits head office, where, in larger organisations, procurement, HR, finance, mobilisation teams, account directors, senior operations managers, and ESG professionals typically work more predictable hours with regular access to reporting systems.
Few sectors have a workforce as diverse in role and rhythm as FM
A Workforce Defined by Operational Pressure Few sectors have a workforce as diverse in role and rhythm as FM. Contract structures differ, client needs vary, and teams often work across multiple buildings or estates.
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COMMUNITY
It gives decision-making power to the people who understand the area best
By contrast, onsite teams work in environments defined by unpredictability, from shift changes and reactive workloads to lone working and navigating tight service requirements. Many have no corporate email, limited mobile access during shifts, and little protected time. These differences are not logistical quirks; they fundamentally shape how FM colleagues can participate practically in social value programmes. In dispersed estates, the result is often a social value participation model where head office drives most activity while onsite teams – who are closest to local communities and best understand their needs – find themselves unintentionally excluded.
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This not only limits impact; it can undermine credibility with clients who expect social value to flow through the whole workforce, not just a central team, while aligning with the commitments set out in the bid response that led to winning the contract in the first place.
Employee-led Giving Perhaps one of the most effective ways to bridge this gap is through employee-led financial giving programmes, where colleagues can nominate local charities or community groups to receive grant funding. Of course, for FM providers working under public sector or outcome-driven contracts, colleague nominations must sit within the commitments made during tendering. Many contracts set parameters around eligible themes, priority groups or outcome types, so the design of nomination schemes needs to complement – not compete with – those obligations. When done well, employee-led giving can then support contracted outcomes by directing support to locally relevant causes that align with what the provider has already pledged to deliver. But more broadly, these programmes work precisely because they reflect the operational realities of FM work. A cleaner finishing a night shift, a security officer on a break, or an engineer between callouts can nominate a local cause in minutes, without needing to navigate app sign-ins, extended form-filling, or shift rearrangements. Crucially, it gives decision-making power to the people who understand the area best.
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COMMUNITY
In FM, where teams work in the very communities that clients aim to serve, this local focus is particularly powerful. Whether supporting a food project near a housing estate, a youth group next to a school campus, or an environmental initiative in a neighbourhood surrounding a corporate HQ, colleague-led grants help build trust between FM providers, clients, and their local communities.
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Equally important are micro-actions that cost little but hold community significance, whether that’s supporting a neighbourhood volunteer-run charity, helping resource a local environmental project, or connecting a site’s surplus items or food to nearby community groups.
Volunteering as a Valuable Component It also helps meet the expectations increasingly built into procurement frameworks – and in some cases even legislation. Many public sector contracts now require the measurement of auditable, locally delivered social value. Employee-nominated funding provides both the activity and the reporting discipline required, with tangible outcomes that help providers strengthen bid submissions, evidence delivery, and maintain compliance throughout the contract lifecycle. This approach aligns well with procurement frameworks – providing the supported activity reflects the themes and indicators agreed at contract award. Open nomination schemes may need light-touch guardrails to ensure that colleague-selected causes still contribute to the contracted outcomes FM providers must evidence.
Volunteering can also play a meaningful role in FM social value delivery, particularly when the work aligns with FM skillsets – such as engineers assisting with community repairs, catering teams supporting meal services, or grounds teams helping with outdoor projects. Some contracts actually specify particular volunteering outputs or beneficiary groups, meaning FM teams need opportunities that reflect both operational realities and contractual commitments.
Low-friction Fundraising and Meaningful Micro-support
However, volunteering must be positioned realistically. For many onsite colleagues, shift patterns, working arrangements, and workload intensity can make volunteering difficult to schedule. Relying on volunteering alone unfairly disadvantages the teams that often have the least flexibility.
Alongside grants, colleague-led fundraising can work well in FM environments. Small fundraising challenges, site-level collections, or team-driven campaigns offer accessible ways to participate without complex logistics. The activities are usually simple, visible, and rooted in the place colleagues work, hence fostering a sense of collective ownership and pride.
Volunteering should therefore complement, rather than define, FM’s social value delivery ambitions going into 2026. Paired with locally-anchored financial giving, colleague-nominated support, and practical micro-initiatives, these approaches provide a strong foundation for real impact.
Volunteering can also play a meaningful role in FM social value delivery, particularly when the work aligns with FM skillsets
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COMMUNITY
This level of visibility helps FM leaders demonstrate value to clients, align delivery with frameworks such as the Social Value Model and the Procurement Act, and ensure local contributions are captured accurately. That clarity is especially important where social value is contractually binding. Providers must ensure routes for colleague participation remain aligned to the measures, themes and beneficiary groups specified in the bid response. This doesn’t diminish the value of employee insight; it ensures it can be channelled in ways that strengthen contractual delivery rather than sit alongside it. What’s more, strong measurement can also boost internal engagement; when colleagues can see the real-world impact of their actions – such as meals funded, families supported, and projects strengthened, participation often increases.
Designing Social Value Around Onsite as the Key to Scale
A Contractual Necessity With greater scrutiny on organisations’ social and environmental impact, clients now expect transparent, evidence-based reporting, and FM providers simply cannot afford to rely on anecdotal descriptions of social value. Clear, real-time data on where funds have gone, which colleagues have participated, what outcomes have been achieved, and how initiatives align with contractual commitments is paramount.
The bottom line is that FM teams already play an essential role in shaping the experience of the places they maintain. When organisations design community investment strategies and social value programmes that recognise, and respect, the operational realities of those teams, and ensure frameworks make clear how colleague activity leads to contracted outcomes, the results are not only more inclusive but more credible, more measurable, and more firmly grounded in community need. In a sector defined by service, reliability, and strong local presence, social value should feel like a natural extension of the work FM colleagues already do every day. The task now is to ensure they have clear, accessible, and locally anchored routes into contributing, no matter the site, the shift, or the role.
When colleagues can see the real-world impact of their actions – participation often increases
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15/01/2026 17:40
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46 | December 2025/January 2026
ADVERTORIAL
Building business resilience through solar PV James Cunningham, Managing Director at Geo Green Power, outlines why solar PV can help facilities managers improve business resilience
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acilities managers are increasingly required to safeguard continuity across their estates in environments that are more complex and energydependent than ever. Electrified heating, automation, EV charging and data-rich businesses and buildings all place rising pressure on the electrical infrastructure.
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At the same time, energy prices remain high and unpredictable, making resilience a multi-layered challenge. Today, it’s not only about keeping systems running, but protecting the organisation from external factors, supporting long-term planning and ensuring buildings can meet future demand. Against this complex backdrop, solar PV is fast becoming one of the most effective tools for supporting business resilience, providing greater operational, environmental and financial security.
15/01/2026 11:09
ADVERTORIAL
Operational resilience Operational resilience starts with the ability to keep buildings functioning smoothly, even as electrical demand grows. Modern estates now have multiple systems drawing on the same supply. Heat pumps, EV chargers, automated plants, and digital infrastructure all contribute to higher, more variable demand profiles, which can create extra load and pressure. Switchgear can run hotter during busy periods, increasing wear and the likelihood of faults or tripping. Transformers heat up as demand rises, and if this happens often, their components age faster and become more prone to issues. Older cabling and distribution boards can also struggle under rising demand, leading to voltage dips or more frequent breaker trips. Facilities teams usually see this first as unexplained resets, temporary equipment shutdowns or inconsistent performance during peak activity. A robust, well-designed solar PV system can help reduce these pressures by generating energy when most buildings are at their highest demand. By reducing the grid power draw during busy periods, solar energy generated onsite can smooth demand and keep equipment running effectively.
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Many organisations will need to support greater electrical demand over the next decade as they electrify heating, expand EV charging and adopt more automated technology. Solar PV offers a practical way to accommodate this growth without relying solely on external network upgrades.
Environmental resilience Environmental performance is becoming a core part of site management. Facilities managers are increasingly involved in reducing emissions, supporting regulatory compliance and contributing to organisation-wide sustainability goals.
Well-designed solar PV systems can also provide flexibility for future growth
Well-designed solar PV systems can also provide flexibility for future growth.
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ADVERTORIAL
As well as giving greater financial certainty, the lack of upfront investment frees up budget for maintenance, upgrades or wider estate improvements
Solar offers a reliable way to cut Scope 2 emissions by reducing the amount of grid electricity a site uses. Every unit generated onsite is one that does not need to be imported. Unlike initiatives that depend on behavioural change or fluctuating occupancy patterns, solar PV delivers consistent environmental benefits day after day, making progress easier to track and report. This consistency also supports long-term planning. As buildings adopt more electrical systems, electricity becomes a larger proportion of overall emissions. Solar PV gives facilities managers a practical, repeatable way to stay ahead of customer, regulatory and investor expectations. By generating renewable energy onsite, organisations can strengthen their environmental resilience and create a credible foundation for future sustainability commitments.
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The visibility of solar PV installations can also support wider engagement. Many staff, visitors and stakeholders see solar as a clear indicator of progress, helping organisations demonstrate that environmental goals are being backed by tangible action.
Financial resilience Financial resilience is also central to long-term facilities planning. Even when energy prices fall temporarily, energy cost volatility makes forecasting difficult. Solar PV provides a stable foundation by supplying predictable, low-cost energy for many years. With a Power Purchase Agreements (PPA), a third party installs and owns the solar PV system, meaning there is no upfront cost or operating and maintenance overheads. The business then purchases the electricity it generates via the PPA at a fixed rate. This rate is below market cost and is agreed upon for a period of between 10 and 15 years, but can be up to 25 years, providing long-term stability in energy costs. As well as giving greater financial certainty, the lack of upfront investment frees up budget for maintenance, upgrades or wider estate improvements.
Resilience in every direction As estates evolve and expectations rise, resilience will continue to grow in importance. Solar PV is one of the few solutions that simultaneously strengthens operational, environmental and financial resilience, giving organisations the stability they need for the decade ahead. For more information, visit geogreenpower.com
15/01/2026 11:09
FM Business Daily
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50 | December 2025/January 2026
ROBOTICS
Why Facility Managers Could Become Healthcare’s Early Adopters of the Robotics Revolution Healthcare innovation narratives follow a predictable script. When robotics features in hospital discourse, the conversation orbits around clinical applications. Surgical precision, diagnostic capability, patient-facing intervention. The clinicians get the spotlight. The estates team gets overlooked
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hat narrative is about to shift – but only if facility managers recognise the opportunity in front of them. In this article, Lisa Farrell, Business Development Manager at The National Robotarium, the UK’s centre for robotics and AI based at Heriot-Watt University in Edinburgh, tells us more.
The Case for Facilities-first Adoption The pressure on healthcare facilities operations is mounting. NHS trusts face acute labour shortages, particularly in soft facilities management like cleaning, portering, and materials handling. Recruitment is struggling post-Brexit. Retention too. Staff report repetitive strain injuries, burnout, and fatigue from physically demanding work. Meanwhile, budgets are tighter than ever, and the infrastructure that moves supplies, medications, and equipment through hospital corridors remains fundamentally unchanged from decades past. Yet this operational crisis coincides with a moment of genuine technological readiness. Robotics has matured. Floor cleaning robots now feature AI-powered navigation systems. Autonomous mobile robots handle materials transport safely around vulnerable patients and congested hallways. The regulatory barriers that slow clinical robotics adoption don’t apply here in the same way. And crucially, facilities-based automation solves immediate, measurable problems without requiring the complex approval chains that stall patient-facing innovations.
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How Other Systems are Moving The data makes the case compelling. Global facilities management saw a 34% increase in robotics adoption in the past year alone, with cleaning services leading the growth. Leading healthcare systems internationally are already moving. In America, Cleveland Clinic operates more than eighty autonomous guided vehicles handling approximately 4,800 cart movements daily across its main campus. Los Angeles hospital Cedars-Sinai deploys a fleet of nearly 30 robots moving 20 tonnes of materials through hospital corridors each day. These aren’t pilot projects. They’re operational infrastructure.
The global healthcare robotics market is projected to grow f rom £1.3 billion in 2023 to £2.6 billion by 2028
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ROBOTICS
December 2025/January 2026 | 51
Robotics changes that equation by creating genuine advancement. A portering role becomes a “robotics-enabled logistics position”
What’s striking about these deployments is not just their scale, but their impact on the workforce. At Cleveland Clinic, automation freed staff to focus on patient care while improving workflow consistency. Cedars-Sinai went further, creating dedicated roles for robot supervision and logistics coordination – effectively converting traditionally low-skill, physically demanding roles into higher-value positions requiring technical capability and problem-solving. That’s workforce development, not replacement.
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This distinction matters for the UK. Conversations with NHS leadership across England and Scotland consistently reveal the same pattern – facility managers are desperate for solutions, but unsure where to begin. Some trusts are piloting autonomous cleaning robots. Others are evaluating materials handling systems. But most are operating in isolation, without access to the evidence, expertise, or peer networks that would accelerate confident adoption.
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That hesitation is understandable. Robotics remains novel to many facilities leaders. Procurement processes favour established suppliers. Capital budgets are constrained. And there’s genuine uncertainty about whether systems designed for warehouses and factories will perform reliably in complex hospital environments with legacy infrastructure. But the window for early action is open. Facility managers who move now – who pilot solutions, document outcomes, and build internal capability – will become the knowledge leaders their peers look to for guidance. They’ll influence procurement standards across their trusts and boards. They’ll drive the confidence that’s required to scale adoption sector-wide. More fundamentally, they’ll reshape how estates teams are valued. Facilities management is essential work. Every hospital depends entirely on it. Yet recruitment struggles not because the work is undervalued by those who understand it, but because career pathways are often limited and development opportunities constrained. Robotics changes that equation by creating genuine advancement. A portering role becomes a “robotics-enabled logistics position.” A cleaning operative becomes a “robotic systems operator.” These roles gain access to technical skills development, progression into supervisory and coordination roles, and alignment with the broader digital transformation happening across healthcare. That’s meaningful career expansion for people already doing critical work.
ROBOTICS
And adoption will be driven first by facilities leaders who understand their operational challenges, recognise that proven solutions exist, and have the confidence to implement them. For facility managers in healthcare settings, the question is not whether robotics will transform their sector. It’s whether your trust will lead that transformation, or follow others who moved first. The evidence is clear. The technology is ready. The workforce pressure is real. What’s needed now is leadership from facilities professionals who recognise this moment for what it is – an opportunity to solve entrenched operational challenges, create genuine career pathways for your teams, and demonstrate to the wider healthcare system that innovation doesn’t only happen in operating theatres. The robotics revolution in healthcare is coming. Facility managers have the chance to lead it.
The evidence is clear. The technology is ready. The workforce pressure is real
Why Facility Managers Must Lead The global healthcare robotics market is projected to grow from £1.3 billion in 2023 to £2.6 billion by 2028. That growth will be driven by adoption.
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15/01/2026 11:10
SSIP: Compliance Made Efficient Stop the Duplication. Start Saving. Are you a construction supplier wasting time and money on repetitive health and safety pre-qualification assessments?
SSIP (Safety Schemes in Procurement) offers a smarter solution through Mutual Recognition and the “Deem to Satisfy” principle. Key Benefits: Avoid Duplicate Assessments: Get approved by one SSIP Member Scheme, and your certification is recognised by all others.
Save Time & Money: Eliminate redundant administrative work and assessment fees. This process attributed to over £5.5 million in direct savings in 2024 alone.
Boost Client Confidence: Demonstrate commitment to the highest health and safety standards and ensure smoother project collaboration.
Streamlined Compliance: SSIP certification is recognised as an exemption against Section 4 (Health and Safety) of the Build UK Common Assessment Standard (CAS).
SSIP simplifies your compliance, allowing you to focus on delivering safe, high-quality work.
Certify Once. Satisfy Everywhere. Learn more and find your ideal SSIP Member Scheme today: www.ssip.org.uk
54 | December 2025/January 2026
COMPANY PROFILE
A Towering Achievement Amid Industry Giants
Seddon Management Services Limited (SMS) announced recently that one of its customers, the Specialist Access & Engineering Maintenance Association (SAEMA), secured a top award in the Best Learning/Professional Development Programme category at the 2025 Association Excellence Awards 2025, held at the prestigious QEII Conference Centre in London
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15/01/2026 11:12
COMPANY PROFILE
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his recognition places SAEMA in the upper echelons of the UK’s trade-association sector – a remarkable outcome given the competitive field.
SAEMA’s three innovative online training courses – Permanent Part 1, Temporary Part 1 and Duty Holders – are transforming standards in the suspended access industry. Delivered through the dedicated SAEMA Training platform, each course combines expertly curated video content, engaging animations and a rigorous online assessment process with built-in invigilation to ensure complete integrity. More than 5,000 industry professionals have already completed the training, demonstrating its reach and impact.
December 2025/January 2026 | 55
Our partnership with SAEMA has once again demonstrated that size is no barrier to excellence
By raising awareness, competence and accountability across every role, SAEMA’s training is helping to ensure that everyone who works with suspended access systems has the best possible chance of arriving home safely every day.
“In an arena crowded with major associations, achieving this award confirms that focused strategy, innovative learning design and unwavering delivery can yield results on a national stage. We are honoured to have guided SAEMA to this success.
“Our partnership with SAEMA has once again demonstrated that size is no barrier to excellence,” said Tony Seddon, founder and Managing Director of SMS.
“SAEMA Training exemplified best-in-class thinking in memberlearning and professional development – at a scale and standard normally associated with much larger organisations.
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COMPANY PROFILE
We look forward to building on this success and continuing to deliver transformational results for our members with SMS in support
“To achieve such recognition is proof that SMS’s approach to association management not only meets but surpasses industry benchmarks.” SMS was shortlisted in four categories in total at the national awards, placing the organisation in the top 4% of trade associations in the UK.
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Tony Seddon was named as one of the top six trade association leaders in the UK and the SMS team was recognised as one of the best association management companies nationwide. FASET (Fall Arrest Safety Equipment Training), another SMS managed trade association, was also shortlisted for its AGM in the best longstanding event category. The judges said that SMS and its team had been recognised for its rare blend of strategic, operational and human attributes that enable the team to deliver exceptional value to the associations they serve. Tony Seddon continued: “This award signals a broader shift in the trade-body landscape showing that specialist associations ‘punch above their weight’ in terms of governance, membership value learning innovation and operational performance are now outperforming traditional size-based expectations. “We extend heartfelt congratulations to the SMS team,” added Kyle Davidson, Chair of SAEMA. “The team’s ambition, professionalism and commitment to raising the bar have set a new benchmark for SAEMA. We look forward to building on this success and continuing to deliver transformational results for our members with SMS in support.”
15/01/2026 11:12
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58 | December 2025/January 2026
SAFETY TRAINING
Temporary Workforce, Permanent Safety Standards By Richard D’Silva, Presales Solutions Consultant at EcoOnline
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rom facilities and logistics to transport and retail, businesses across sectors turn to seasonal employment each Winter to source the extra help they need. Unfortunately, safety does not always receive the same level of planning. Between 2024 and 2025, despite making up only 15% of the workforce, contract workers accounted for 40% of workplace fatalities. The risk is not driven by attitude or ability. It is driven by exposure. Temporary workers are more likely to encounter unfamiliar equipment, disrupted routines and shifting expectations, all while trying to prove themselves in a compressed timeframe. There is a clear need for an approach that creates a culture of safety that protects temporary workers to the same standard as permanent staff. So how can organisations achieve it? As Winter brings more temporary and contract workers into the business, it amplifies the risks workers face, and the day-to-day safety controls required. These are processes that should continue long after this period ends.
Understanding Holiday Hazards According to an EcoOnline study, almost half (42%) of managers observe a rise in incidents over the festive period.
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Fortunately, the top hazards identified – fatigue from increased workload and/or longer hours (38%), weather-related risks (38%) and increased stress to meet deadlines (34%) – can be prevented with the right strategy in place. According to those on the ground, the most effective uses of health and safety software to mitigate seasonal hazards include training and learning (41%), safety inspections (40%) and comprehensive risk assessments (39%). Through the development of a safety-focused tech stack, business leaders can introduce a comprehensive and ever evolving approach that encompasses all three.
15/01/2026 11:12
SAFETY TRAINING
Setting Temporary Workers Up for Success When onboarding a temporary worker, managers should start by stepping into their shoes. To them, the site, the people and the risks are unknown. The necessary documentation for specific tasks and the specific vulnerabilities they may face, including working alone, are still to be discovered. And with FMs facing increasing workloads, this extra strain can put temporary workers at risk. This is why generic inductions fall short.
December 2025/January 2026 | 59
As Winter brings more temporary and contract workers into the business, it amplif ies the risks workers face
Temporary workers need role-specific, accessible training from day one, supported by digital tools that reflect how people actually work today.
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SAFETY TRAINING
That training should cover core health and safety topics such as lifting and handling heavy loads, chemical safety, fire risks, safe use of equipment and basic hazard identification, all linked to the tasks and locations where they will be working. A modern safety setup needs to make this possible by combining: Integrated digital training, delivered through a learning management system (LMS) and matched to their role and environment Mobile-friendly checklists to guide routine inspections and pretask checks Structured hazard and risk assessments to reduce blind spots Simple near-miss and incident reporting that removes friction from speaking up For younger workers in particular, this digital-first approach directly supports confidence and compliance. In EcoOnline’s Workplace Safety and Sustainability Report, 82% of those aged 18–34 say digital tools would help them feel safer. When temporary staff can access training, procedures and reporting tools on their phones, safety becomes part of the job – not an extra burden to remember.
Preparing for Higher-Risk Work with Digital Permits Not all temporary workers will undertake high-risk tasks, and many will focus on lower risk, routine activities.
When temporary staff can access training, procedures and reporting tools on their phones, safety becomes part of the job – not an extra burden to remember
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However, where temporary or contract workers are engaged in higher-risk work, such as hot works, confined space entry or working at height, a more stringent layer of control of work is required. Here, a digital permit-to-work solution plays a critical role. Rather than treating seasonal workers as an exception, they should be added into the system in the same way as permanent employees, with their training records, competencies and authorisations linked directly to the permits they need to perform the job. This reduces the reliance on memory and manual paperwork for facilities managers during already pressured periods. It also helps ensure that: Only properly certified workers are approved for high-risk tasks All necessary controls and isolations are documented before work begins There is a clear audit trail of who is working where and under what conditions As the Health and Safety Executive points out, “a permit to work’ is not a replacement for robust risk assessment, but can help bring the risk assessment ‘to life’, at the sharp end, where it matters.” Used in conjunction with strong digital training and clear reporting channels, permits become part of a joined-up approach that protects both permanent and temporary workers.
Reinforcing Permanent Safety Standards A busy season shouldn’t mean a disregard of the usual safety practices. The wrong documentation or training that fails to cover all areas puts temporary employees unnecessarily at risk, particularly when facilities managers are under increased operational pressure. To protect workers amid growing workloads, organisations must move away from fragmented, paper-based systems and equip teams with connected digital processes that support training, inspections, risk assessments and, where required, high-risk work controls. With the right foundations in place, businesses can scale their workforce at pace, while ensuring that temporary support never comes at the cost of permanent safety standards.
15/01/2026 11:12
FM Business Daily
Smarter. Slicker. More Targeted. Presenting FM Business Daily 2.0. FM is evolving... so are we! As part of our new look, Business Daily will provide smarter, more targeted news and insights three times per week, on Mondays, Wednesdays and Fridays.
The all-new FMBD newsletter Three per week • Monday: hard services and construction focus • Wednesday: soft services focus • Friday: a combo of the week’s biggest stories, video interviews and exclusive features from across the FM industry
As our name – FM Business Daily – suggests, we’re still updating our website every single day with all the latest stories and updates from all the FM sectors. Check it out to stay in the loop! We hope you are as excited as we are about the new look FMBD newsletter, and we’d love you to get in touch if there’s anything you’d like to discuss or feature in an upcoming issue.
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62 | December 2025/January 2026
FIREFIGHTING FOAM
What UK Businesses Need to Know About PFAS in Firefighting Foam With continued headlines about PFAS in firefighting foam and confirmed regulatory changes in the EU, OHEAP Fire & Security is urging UK businesses not to panic
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15/01/2026 11:13
FIREFIGHTING FOAM
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s one of the UK’s leading fire safety specialists, OHEAP Fire & Security is reassuring customers that no UK ban is currently in place, and no UK-based organisation is required to replace PFAScontaining extinguishers at this time.
EU Regulations vs UK Position, Understanding the Facts The EU has recently introduced a PFAS ban under Regulation 2025/1988, which came into force on 23rd October 2025. This change includes: A ban on selling PFAS-containing foams after 23rd October 2030 Complete removal of PFAS-containing extinguishers by 31st December 2030
December 2025/January 2026 | 63
In short: nothing has changed for UK businesses, and all existing fire safety equipment remains compliant.
OHEAP Fire & Security’s Calling for Calm and Clarity “There is a lot of misinformation circulating, and we want to reassure our customers,” says OHEAP Fire & Security Managing Director, Nicholas Heap. “The UK has not introduced any PFAS ban, and UK businesses do not need to remove or replace equipment at this time. OHEAP Fire & Security will guide customers through any future changes in a planned, costeffective way.” As trusted fire safety experts serving thousands of UK organisations, OHEAP Fire & Security is already preparing for potential regulatory updates but stresses that any changes will come with years of notice.
What Could Happen Next? However, these regulations do not apply to the United Kingdom. The UK Government and the Health & Safety Executive (HSE) are taking their own approach. The HSE launched a 6-month consultation on PFAS use in firefighting foam starting 18th August 2025, which will conclude on the 18th February 2026. Only after this review will decisions be made.
Although no decisions have been made, early indications suggest: The earliest possible UK ban would be late 2026 A 5-year phase-out period is likely Existing PFAS foam extinguishers might not need removal until 2031 or later
In short: nothing has changed for UK businesses, and all existing f ire safety equipment remains compliant
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64 | December 2025/January 2026
This gives businesses plenty of time to plan budgets, schedule replacements sensibly, and avoid unnecessary disruption.
Support From OHEAP Fire & Security As experts with a 60-year heritage in the fire safety industry, you can rely on OHEAP Fire & Security to: Continue monitoring all legislative developments
FIREFIGHTING FOAM
OHEAP Fire & Security has already taken proactive steps to support customers preparing for the long-term future
Provide clear, factual updates to customers Offer expert guidance on replacement options only when required Help organisations transition smoothly and cost-effectively if UK regulations eventually change
Leading the Transition to PFAS-Free Solutions While no UK ban currently exists, OHEAP Fire & Security has already taken proactive steps to support customers preparing for the long-term future. The company has begun transitioning organisations to the Hydrex ECO Fire Extinguisher, a completely PFAS-free, environmentally responsible alternative that aligns with the regulatory direction expected in the coming years.
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This ensures that OHEAP Fire & Security customers can upgrade at their own pace, with confidence that their equipment already meets the highest environmental standards and anticipated future requirements.
A Final Word of Reassurance There is no need to replace PFAS foam extinguishers in the UK right now. Any suggestions to the contrary are misinformation. As always, OHEAP Fire & Security remains committed to keeping UK businesses safe, compliant, and informed, without unnecessary cost or panic.
15/01/2026 11:13
DIRECTORY
Building Transformation simplifies building envelope repairs and maintenance through safe specialist access, technical insight and a collaborative approach. enquiries@buildingtransformation.co.uk buildingtransformation.co.uk 01234 589 807
Specialist contractor Composites Construction UK operates throughout the UK and Europe. Using innovative methods, we carry out structural strengthening and repairs to concrete, timber, and masonry structures. contact@fibrwrap-ccuk.com www.fibrwrap-ccuk.com 01482 425250
December 2025/January 2026 | 65
FASET is the established trade association and training body for the safety netting and temporary safety systems industry. We support members with guidance, training, and exclusive benefit schemes. enquiries@faset.org.uk www.faset.org.uk 01948 780652
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GIND UK delivers ambitious projects in challenging environments. Our London-based engineering and design team specialises in bespoke access system maintenance for the world’s most iconic buildings. info@gind.uk www.gind.uk 0800 448 8884
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Integral Cradles Ltd. delivers permanent façade access solutions across the UK, specialising in high buildings with unique specifications and demands. A whole life-cycle solution. kevin@i-cradles.com www.i-cradles.com 0845 074 2758
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Lemon Contact Centre is a leading contact centre for the FM industry. Leveraging 20 years’ of expertise, our 24/7 contact centre services provide unparalleled flexibility, scalability and resilience for your business. Lemoncontactcentre.co.uk 0800 612 7595
neutral carbon zone (NCZ) is a full-service platform that gives you the tools your company needs to make the transition to a carbon neutral business and beyond. gozero@neutralcarbonzone.com www.neutralcarbonzone.com 0845 094 5976
Project Management Global is a media platform and community for professional project managers. Providing informative news, industry insights, career support, resources and jobs for project managers across the globe. news.pm-global.co.uk
Premier Technical Services Group Ltd (PTSG) is the UK’s leading provider of specialist services to the construction and facilities management sectors. info@ptsg.co.uk https://www.ptsg.co.uk/ +44 (0) 1977 668 771
SAEMA has a long history in delivering the best training and guidance in the temporary and permanent suspended access industry. We are committed to advancing safety through raising the standards in best practice. info@saema.org https://www.saema.org/ 01948 838616
Seddon Management Services strives to offer the best solutions for trade associations to keep their members safe and compliant. becky@managementandauditing.co.uk www.seddonmanagementservices.co.uk 07854 226251
YorPower is one of the industry’s most trusted providers of back-up power solutions (generators and UPS) for customers in a wide variety of sectors, both in the UK and around the world. sales@yorpower.com www.yorpower.com 01977 688155
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MOVERS + SHAKERS
66 | December 2025/January 2026
Latest Appointments of Senior FM Professionals
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c ot t Jo h ns t o n h as b e e n promoted to product manager for LG in Scotland, following a highly successful first year with the business. Commenting on the promotion, Alan Gordon, scotland director at Exi-tite, said: “Over the past 12 months Scott has consistently demonstrated strong product knowledge, a clear understanding of the market and a real commitment to supporting our partners across Scotland. In his new role, he will be the key point of contact for consultants and contractors throughout the region, supporting all LG product requirements and continuing to strengthen our relationships in the market.” Scott began his career in the HVAC industr y in 2017 with Glasgowbased installer Fisher Group, building experience across operations, sales and air conditioning estimating. Following Fisher Group’s acquisition by Johnson Controls, he progressed to a national estimating role, conducting site surveys and developing designs and costings for projects across the UK.
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he Kingdom Group has appoint ed former cabinet minister Lord Peter Hain as Business Adviser, with immediate effect, strengthening the Group’s leadership as it enters its next phase of growth. Lord Peter Hain brings decades of experience at the highest levels of public service, having held senior ministerial posts for twelve years in Tony Blair and Gordon Brown’s governments. He was previously the Secretary of State for Wales, Secretary of State for Work and Pensions and Leader of the Commons. He has also chaired the UN Security Council, and served as the Labour MP for Neath, Wales, for 24 years. Following this, he has been a member of the House of Lords since 2015. In his new role, Lord Peter Hain will advise on long-term strategy, social value and community impact, drawing on his wealth of his extensive political, governance and non-executive experience. In addition to his extensive political expertise, this includes various non-executive director roles, as well as being on the chair of Trustees at charities including the Donald Woods Foundation and Listen Charity.
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i t h a p r ou d h i s t o r y s pa n n i ng 2 2 3 yea rs, DMA Maintenance c on t i n ues t o evo l ve t o m ee t the changing needs of its customers. Wendy’s appointment ref lec ts bot h t he s t reng t h of t h e c o m p a ny ’s h e r i t a g e a n d its ongoing development as a modern, for ward-looking, and operationally strong business. Having been with DMA for five years, Wendy most recently served as Chief Operating Officer, playing a key role in strengthening operational performance, suppor ting sustainable grow th, and embedding DMA’s multi-award-winning maintenance management platform, BiO®. Her promotion demonstrates a clear focus on continuit y and proven leadership. We n d y b r in gs d e e p o p e ra t io n al knowledge, a strong understanding of customer and service partner expectations, and a people-focused approach that supports consistent, high-quality service delivery.
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MOVERS + SHAKERS
December 2025/January 2026 | 67
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year on from reshaping its exec u t i ve leaders hi p t ea m, Platinum Facilities has added to its senior ranks with two strategic appointments and a senior promotion. The moves reflect a period of steady organic growth and a focus on building capability in areas where clients are placing increasing value – project delivery and data-led maintenance – while also strengthening the company’s workwinning function. Alisha Kalam is Head of Data-Led Maintenance and System Analytics at Platinum Facilities. She began her career as a digitisation engineer at a global investment banking firm, where she gained early exposure to building analytics tools and energy-saving initiatives. Alisha has been recognised for her leadership in data-led sustainability, including being named Buildings Professional of the Year at the 2025 Women in Green Business Awards and as one of DigiLeaders’ Top 10 Leaders Striving for Net Zero.
In her current role, Alisha will focus on improving building performance and driving a greener future by ensuring assets operate in line with best practice, optimising systems to reduce energy consumption and cutting greenhouse gas emissions. Aodhán McMahon has joined as Project Director, bringing extensive experience in managing complex programmes across the built environment. He has held senior roles at major real estate and facilities services companies including CBRE and Turner & Townsend and will lead project delivery across Platinum’s
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eddon has announced the appointment o f M a r k Wa l ke r a s Managing Director of its Housing Partnerships company. Mark, who has worked at Seddon for almost seven years and has held the role of Commercial Director for the past three, will lead the familyowned contractor’s work with social housing providers across the North and Midlands. He succeeds Peter Jackson, who is stepping down after almost 20 years with the business. Over the past three years, Mark and Peter have worked closely together to reshape and strengthen Seddon’s Housing Partnerships team, positioning it to respond to the increasingly complex challenges facing housing associations and local authorities.
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portfolio, with a particular focus in the areas of decarbonisation and life safety systems. Becki LeMasonry has also been promoted to Head of Bids. Since joining Platinum in 2024, she has played a key role in strengthening the company’s tendering approach. With 16 years of experience in the sector, including previous senior roles at Mitie TFM and Mountjoy, she brings a deep understanding of bid strategy, compliance and cross-sector delivery models.
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TSG has appointed Leigh Daveran as Divisional Managing Director of its Building Access Specialists division, consolidating leadership across a division that the Group says is now among the UK’s largest prov iders of ext ernal façade cleaning, maintenance and roof and gutter services. Leigh succeeds Malcolm Fyall, who will take responsibility for PTSG’s Access and Safety business, the company’s founding division. The appointments are intended to strengthen operational focus as PTSG continues to expand organically and through acquisition and integration. Building Access Specialists brings together NSS, HD Sharman Group and Pendrich Height Services. The combined division gives PTSG a national footprint in façade maintenance and specialist access, with the capacity to deliver complex works across multi-site estates.
15/01/2026 11:14
THE BEST IS YET TO COME – WITH PTSG BY YOUR SIDE
Your organisation deserves a specialist partner that doesn’t just meet today’s standards, but helps set tomorrow’s. At PTSG, we support our customers by making buildings safer, keeping people protected and ensuring total compliance across a complex regulatory landscape. We’re proud of the journey so far — but it’s just the beginning. If you’re ready to go further, with a partner who shares your ambition, talk to PTSG. Contact us today for a free, no obligation chat about how we can help you to keep your buildings safe and compliant.
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ptsg.co.uk info@ptsg.co.uk 01977 668771
05/06/2025 15:33