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Editorial steering committee
Alan Hutchinson, Facilities Director, Howard Kennedy LLP
Alex McCann, Senior Facilities Manager – EMEA & APAC Global Support, Informa Group Plc
Darren Miller, Group Head of Real Estate & Workplace, Experian
Ian Wade, Head of UK Estates, British Medical Association
Jenni Gallop, Director of Estates & Facilities and H&S, Provide Community (NHS)
Lucy Hind, Senior FM Lecturer, Leeds Beckett University
Paul Cannock, EFM Consultant. Former Head of the Estates and FM, European Space Agency
Russell Burnaby, Head of Facilities Management, Finance & Resources, Brent Council
Simon Francis, Director of Estates and Facilities, The Institute of Cancer Research
Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions
Wayne Young, Facilities Manager at DB Cargo (UK)
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Recently, I was pleased to attend an event to announce the winners of the 2025 Deborah Rowland Scholarship, launched by the Director of Public A airs for Sodexo last year and backed by the IWFM Foundation. The recipients of the awards are provided with financial and mentoring support to help equip them to be tomorrow’s FM leaders. It was an inspiring evening, not only because of Rowland’s dedication in helping to nurture the FM talent pool, but also in seeing many FM stalwarts together in one room. I’ve been reporting on facilities management for over 20 years and it’s events like that that remind me why it’s such a vibrant sector.
Just a glance at the topics covered in this issue show the incredibly broad spectrum of FM responsibilities; from sustainability to so ware, lighting to llithium-ion batteries, compliance to cleaning. Such a wide range reflects FM’s role in providing a physical environment which delivers a comfortable, safe and productive space for occupants.
But FM isn’t really about the buildings, it’s about the people who use them. This is the thinking behind IFMA’s Top Global FM Influencers list (page 20) which celebrates those making a significant mark on the built environment, for as IFMA’s Global Chair points out, the list recognises those who are committed to a people-first approach.
Hearing about some of those on the list, what they all have in common is going that bit further; to enhance the workplace experience, encourage the ethical reuse of building assets, produce essential research to further professional standards or embrace innovations to drive forward-thinking change.
All the positive elements of FM were celebrated at our inaugural Facilities & Estates Management Live event at the Business Design Centre this month and if you didn’t get along, don’t worry, we’ll report the highlights in next month’s issue.
As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.
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THIS MONTH...
This month’s summary of everything that has hit the headlines in the FM sector.
The latest news and views from membership organisations.
10 The Deborah Rowland Scholarship event celebrated discovering and nurturing emerging talent in the FM sector.
John Riley, MD Churchill Environmental Services, explains why water hygiene compliance demands specialist expertise.
Llithium-ion battery fires from e-bikes and e-scooters are escalating rapidly, placing communal and workplace environments at serious risk, warns Brenig Moore of Astutis.
Outdated energy infrastructure could mean organisations are not getting the savings o ered by modern alternatives says Alexandra Kuncewicz from Powerstar.
18 Peter Hall, Co-head Of Workthere UK and Alex Reynolds, Head of Facilities Management UK (FM+) on what constitutes good service in a flexible workplace.
20 The IFMA Top Global FM Influencers list recognises leading professionals shaping the future of facility management. What qualities help inspire positive change within the FM sector?
Rob Norton, UK Director at PlanRadar argues that traditional recordkeeping practices in construction are causing FMs operational headaches.
LIGHTING
Lisa Flannery, the new MD of Claremont reveals her plans for the future and the changes to workplace design seen during her career.
CASE STUDY
30 National Highway’s Brunel House carbon load shi ing initiative showcases Amey’s AI-Driven approach and provides key lessons on sustainable building management.
James Massey, Managing Director for Facilities Management at MRI So ware explains why the future of facilities lies in intelligent energy and building management.
38
Lighting may seem like a fixed utility and just a necessity, but how it’s managed can have a major impact on workplace quality argues Paul Jones of lighting controls specialist B.E.G. 40 Martin Heaward of Gewiss on how to ensure that the lighting infrastructure you invest in today will continue to deliver value tomorrow.
CLEANING
42
The cleaning industry is a top 10 employment industry in the UK but an ageing one. Its workforce should be better supported says Lucy Lloyd of Kingdom Cleaning.
TECHNOLOGY
44
Nadeem Ashraf, Integral UK warns of the hidden dangers of bad data and siloed so ware and why it’s important to build firmer foundations for AI-driven FM.
HEALTH & SAFETY
46
Matthew Davies, MEMCO by AVIRE, and a member of the BSI li safety committee, on concerns that the PSTN switch-o could comprise li safety.
Find out who’s moving where in the facilities management profession.
In an industry as dynamic and people dependent as FM, non-traditional career paths may be exactly what we need says Lucy Hayes, HR director, Q3 Services.
53 Andy Lord, Founder & CEO, OpenRain says AI and immersive digital learning is transforming training in indoor environmental quality.
A brief roundup of the latest careers news in the facilities management sector.
product and service launches and company news from
Next Edition
In our November issue there’s a summary of some of the highlights from Facilities & Estates Management Live, including a ‘live’ FM clinic drawn from the Keynote theatre panel discussions on the state of the FM profession. In our wellness focus we ask, ‘why does acoustic design continue to take a back seat despite being business-critical to performance and retention’, and there’s advice for employees in choosing food that supports both physical and mental wellbeing. In HVAC we hear why it’s time for a rethink in the way we cool and heat our buildings, and look at the role of heat-pumps. Finally, discover the huge benefits in recycling a waste product like used cooking oil (UCO) to create biofuels.
LEGAL VIEW
PREPARING FOR MARTYN’S LAW: HOW VENUE MANAGERS CAN GET AHEAD OF COMPLIANCE
Shonali Devereaux, Chief Executive of the Meetings Industry Association (MIA)
Martyn’s Law, named in memory of Martyn Hett, one of the 22 victims of the 2017 Manchester Arena attack, is proposed legislation designed to help keep the public safe by ensuring venues are better prepared against the risk of terrorism.
Following its introduction to Parliament in September 2024 and officially known as the Terrorism (Protection of Premises) Bill, it will require venues to take proportionate steps to assess and manage security risks, creating safer environments for all who visit.
Further progress has been made in 2025 as refinements to the Terrorism (Protection of Premises) Bill continue to take shape. Sector briefings and government statements this year have also provided greater clarity on how the proposed requirements are likely to operate in practice, including the distinction between standard tier (over 200 capacity) and enhanced tier (over 800 capacity) venues based on size and activity.
To support venues’ ongoing preparations to comply with Martyn’s Law, the Meetings Industry Association (MIA) has partnered with leading security experts GSA Global and ASG Rescue to produce practical guidance for the business meetings and events sector. Here, we explore what facilities managers need to know and how they can get ahead of compliance before the law becomes reality.
While only required for the enhanced tier, conducting thorough and regular risk assessments are a cornerstone of security and safety management to identify potential threats, evaluate vulnerabilities and develop mitigation strategies to understand the real threat to a venue.
REGISTRATION AND DESIGNATED SENIOR INDIVIDUALS
All venues are required by law to register their premises and the responsible person (owner/operator) with the Security Industry Authority (SIA) and to keep this information updated.
Enhanced Tier venues have additional requirements, such as appointing a senior-level Designated Senior Individual (DSI) and developing a comprehensive security plan. The DSI is the main liaison with the SIA and is accountable for overall compliance, overseeing risk assessments and associated planning.
DEVELOPING A SECURITY FRAMEWORK BY VENUE
SIZE
Whilst not mandatory for Standard Tier venues, best practice includes straightforward, low-cost steps such as staff training to spot and report suspicious behaviour, maintaining clear sight lines, basic CCTV at key entry points and accessible, well-marked emergency exits.
Enhanced Tier venues must go further, introducing proportionate mitigation measures such as extensive CCTV networks, access controls, dedicated security teams, bag checks, vehicle barriers and crowd management systems. They are also required to develop and regularly update detailed emergency response plans and maintain a documented security plan covering procedures for evacuation and invacuation, communication, incident reporting, staff training records and ongoing security maintenance, supported by regular drills and close coordination with emergency services.
COMMUNICATION
AND REPORTING
Effective communication and reporting are critical components. Expectations will vary according to the size of the venue, its visitors and available resources. As a standard procedure, venues should champion a culture where all staff are aware of potential risks and are proactive in reporting suspicious behaviour, supported by regular staff briefings and updates.
As Martyn’s Law moves closer to becoming legally bound compliance, it is essential that venues of all sizes remain flexible and responsive to new developments. At the MIA, we’re committed to supporting you every step of the way by sharing updated guidance as the draft Terrorism (Protection of Premises) Bill continues through Parliament. To view the full report, visit https://www.mia-uk.org/martyns-law.
NEW ‘S12’ GROUP TO DRIVE CHANGE ACROSS THE SECURITY GUARDING INDUSTRY
The newly formed Security Guarding Leadership Group (S12) met with Security Minister Dan Jarvis MBE for the first time at the International Security Expo, Olympia London, and announced Paul Evans (CEO, Carlisle Security) and Peter Harrison (FGH Security) as Chair and Deputy Chair of the Group, which brings together a diverse team of elected leaders from across the security industry. The Group will regularly engage directly with the Minister, Homeland Security and the Security Industry Authority (SIA), o ering a voice and insight from all areas of the industry. Its mission is to raise industry standards, help shape policy, accelerate the implementation of critical legislation and ensure that a diverse range of voices are heard to inform future decisions. It will also support with the establishment of the Security Skills Academy.
Members range from the largest national providers to small and medium independent firms plus representation from industry trade associations. Each member is a senior security executive and will serve a minimum two-year term within the Group, meeting at least once a month.
Each S12 member will lead on at least one industry initiative and seek to create enlarged sub-working groups from the widest possible reach into the industry. Transparent records of their objectives and actions will be found on the newly created website https://securityleaders.co.uk.
OCS TO ACQUIRE EMCOR UK
EMCOR Group, Inc. has entered into a definitive agreement to sell EMCOR Group (UK) plc, the Company’s United Kingdom building services segment, to OCS Group UK Limited, for a total enterprise value of approximately £190 million.
The transaction was unanimously approved by the boards of directors of both companies and is expected to close by the end of 2025, subject to UK National Security and Investment (NSIA) clearance.
Tony Guzzi, Chairman, President and Chief Executive O icer of EMCOR said: “With the sale of EMCOR UK, we are accelerating our ‘local execution, national reach’ strategy to further focus our business across our large, diverse and attractive end markets in the United States, where we continue to see significant opportunity. We have a lot of momentum in the business and intend to use the proceeds from this sale to expand our electrical and mechanical construction and mechanical services businesses, including through disciplined acquisitions, to provide customers with more comprehensive service o erings.”
Rob Legge, Chief Executive O icer of OCS stated: “EMCOR UK has built an impressive UK technical services business, with proven expertise in complex and critical environments. We see strong strategic and cultural alignment and look forward to working together through the transition to ensure a smooth and consistent experience for colleagues and customers.”
One in 10 social rented homes still fail basic standards
One in 10 social rented homes in England continue to fall below the government’s Decent Homes Standard – the equivalent of nearly 430,000 properties, according to new analysis from property inspection software platform, Inventory Base.
This comes as the social housing sector prepares for the enforcement of Awaab’s Law from 27 October. The new legislation will require social landlords to address emergency health and safety hazards, including issues like damp and mould, within strict timeframes.
While Awaab’s Law marks an important step forward for tenant safety, questions remain about how effectively it can be enforced in practice. Crucially, remediation depends on landlords first being made aware of any hazards, which often requires tenants to report them, something that may not always happen.
The Decent Homes Standard (DHS) sets out minimum housing quality requirements for social landlords, including local authorities and housing associations. Landlords who fail to comply face serious consequences, including fines, enforcement notices, and potential criminal prosecution.
Figures suggest around 428,000 social rented properties in England, more than 10 per cent of the total stock, still failed to meet the required standard.
Sián Hemming-Metcalfe, Operations Director at Inventory Base, commented: “The persistent gap in Decent Homes Standard compliance underlines a hard truth: legislation alone cannot drive meaningful change without robust enforcement and proactive management.”
BICSC AWARDS 2025 WINNERS ANNOUNCED
The winners of this year’s BICSc (British Institute of Cleaning Science) Awards were announced at a glittering ceremony held at Whittlebury Hall & Spa in Northamptonshire.
The annual awards shine a spotlight on the global cleaning community toasting the achievements of individuals and teams, recognising their dedication in multiple roles within the industry.
BICSc Group Managing Director, Neil Spencer-Cook, said: “The BICSc Awards 2025 were an outstanding success. It was fantastic to be able to celebrate the very best in the cleaning industry and honour the incredible individuals and teams who make a real di erence every day.
“These awards are about recognising excellence but more than that, they’re about celebrating the people who make our industry what it is, the ones who go above and beyond, who innovate and who inspire.”
Spencer-Cook was able to celebrate with fellow winners taking to the stage to receive their accolades a er he was announced as the recipient of
The David Bellamy Award for his decade of service to BICSc.
Spencer-Cook added: “It was an absolute honour to receive this prestigious award in recognition of my 10 years of service with BICSc – it is a career highlight for me. I wanted to say a huge thank you for being awarded the accolade and also thank the great team who I work with at the Institute.”
BICSc Technical Manager, Kelsey Hargreaves announced the following awards and winners:
The David Bellamy Award – Neil Spencer-Cook
The Chairman’s Award – Grieg Cave
The Eric Hill Award – Darrin McCartney
The BICSc International Award – Whitespot Facilities Management LLC
Innovation Award – Whitespot Facilities Management LLC
Environmental (ESG) Award – Julius Rutherfoord & Co
Corporate Member of the Year – Deeland Ltd t/a Service Master
Accredited Training Member of the Year – Clarion Housing
Assessor of the Year – Steven Goldie – HMP Addiewell
Accredited Trainer of the Year – Amaniampong Atakora – Goldsmiths University of London
Cleaning Operative of the Year – Barrington Spencer – Bidvest Noonan
Outstanding Candidate of the Year – Joshua Morel – Engie Solutions KSA
Lifetime Achievement Award – Johanna Galindo – King’s College London
LOOK BEFORE YOU LEAP. BUSINESS ADOPTION OF MACHINE LEARNING
Ithas been fascinating to see the roll out of AI across platforms and business more broadly. The primacy of the AI industry in current economic growth can be demonstrated through the rise of the ‘Magnificent Seven’ tech stocks – Apple, Microso , Amazon, Alphabet, Meta, Nvidia and Tesla in the US stock market. With these companies being the prime movers of AI growth, it is prudent to keep an eye on what US companies are saying about this technology as an indication of emerging trends.
Recent FT analysis has shown an increase in the number of US companies mentioning AI in their SEC filings – but this also comes with a larger proportion having mixed or negative views of the technology. Concerns seem to focus on security,
legal risks and potential failure.
In a recent survey of IWFM members, just over 80per cent involved in construction identified Machine Learning as important in driving growth over the past year – just slightly losing out to advanced HVAC with around 87per cent or respondents. By comparison, only 50per cent in financing or insurance rated Machine Learning as important for growth. Large language models were viewed as less important in driving growth, most positively viewed by those in ICT (at just above 40per cent), with 20per cent of those in financial or insurance activities viewing it as important.
The FT goes on to mention that where a more positive picture has been presented is in those industries that ‘serve the rising AI-driven data
CIBSE LAUNCHES COMMUNICATIONS CAMPAIGN ON EMBODIED CARBON
CIBSE has launched its first dedicated communications campaign, shining a spotlight on embodied carbon – the greenhouse gas emissions associated with the full lifecycle of building materials and systems.
This campaign is the first in a series of communications campaigns CIBSE will be rolling out over the coming months, each focusing on a critical area where building services engineers can drive meaningful change.
Traditionally, e orts to decarbonise the built environment have focused on reducing operational emissions – the energy required to heat, cool, light, and power buildings. But as energy systems continue to decarbonise, embodied carbon has become an increasingly significant share of a building’s footprint.
From the extraction and manufacturing of materials to transport, installation, and end-of-life disposal, embodied carbon represents a third of the total emissions from buildings worldwide. With the built environment responsible for around 39 per cent of global greenhouse gas emissions, addressing embodied carbon is critical to achieving net zero.
CIBSE is at the forefront of helping engineers, designers, and consultants measure, report, and reduce embodied carbon in building services systems. Key initiatives include:
TM65 guidance: CIBSE’s Technical Memorandum 65 provides a clear methodology for estimating embodied carbon in mechanical, electrical, and public health (MEP) systems, even when Environmental Product Declarations (EPDs) are not available.
System-level guidance: TM65.1 (residential heating), TM65.2 (lighting), TM65.3 (logistics centres), and the upcoming TM65.4 (o ice HVAC systems), o ering tailored advice for early-stage design and decision-making. Digital tools and templates: practical resources to apply TM65 calculations consistently across projects.
Standards and regulation: CIBSE is a founding member of the UK Net Zero Carbon Buildings Standard (UKNZCBS) and fully supports the Part Z campaign to regulate embodied carbon.
An animated video produced as part of the campaign explains embodied carbon in simple terms and highlights how CIBSE’s expertise can help the industry take meaningful action.
https://youtu.be/WMA8ePaFPpI
centre boom’. Conversations with our members have highlighted that where there is a clear use case, with a clear approach to information management, machine learning could add value to an organisation or workflow.
I am far from a specialist on this topic; however we are currently dra ing our latest guidance on Information Management, which is the key first step in setting out an approach to adoption of AI in a business. We hope to publish this soon.
Andrew GladstoneHeighton, Interim Head of Policy & Insight, IWFM
RICS LAUNCHES GLOBAL CONSTRUCTION STANDARDS CONSULTATION
TheRoyal Institution of Chartered Surveyors (RICS) is calling on construction professionals across the globe to respond to its new consultation on global construction standards.
For the first time, RICS is going to release a combined Professional Standard incorporating global principles of Quantity Surveying and Project Management practice - the subject of this consultation, alongside six Practice Information pieces covering the life cycle of construction projects.
The Professional Standard to be consulted upon has been authored by industry expert Matt Thompson and supported by an Expert Group of RICS members and others from across the world.
Amit Patel, RICS Head of Professional Practice (Construction), said: “For the first time, RICS is launching a Professional Standard on construction which incorporates updates that would normally be drip-fed over a 10-year period. We believe that this new model will enable professionals to update and improve their practice more swi ly and enable a more consistent framework for standards.
“I implore all construction professionals across the globe, whether RICS members or otherwise, to get involved and respond to this important consultation. RICS is committed to serving and improving the global built and natural environment profession, and it is our members and colleagues in connected fields that guide our professional statements, standards, and guidance.”
The public consultation runs for six weeks from 16 September, closing 24 October 2025. The consultation may be found at this link.
In a special event on September 17th in London, four new 2025 recipients were announced as winners of the Deborah Rowland Scholarship, dedicated to discovering and nurturing emerging talent in the FM sector
Deborah Rowland, Director of Public A airs at Sodexo, launched the programme last year, to provide disadvantaged young talent with financial and mentoring support. The Deborah Rowland Scholarship is backed by the IWFM Foundation to o er recipients the opportunity to become tomorrow’s leaders. Those selected by the scheme’s judges receive funding to study for and obtain an appropriate IWFM regulated qualification.
A former IWFM Facilities Manager of the Year, Rowland, who has been diagnosed with an advanced cancer, instigated the initiative with a donation of her own money.
Introducing the awards Rowland said: “We need to make sure that we keep this profession alive, we've got a lot of people that are at retirement age in our community, and we need to bring more people into it. It's always been a problem to make sure FM is something that people know about and this award is just the tip of the iceberg in helping bringing people from di erent backgrounds into the role of WFM, give them a qualification so they get started on a path that's given me such a career in such a great industry with lots of lovely people.”
2025 WINNERS
This year, following the success of the inaugural 2024 scheme the programme has been expanded to award four scholarships. This expansion has been made possible through funding from WFM training provider Xenon Group, alongside donations from the IWFM Rising FMs network and other volunteering groups.
Beating dozens of applications, the 2025 recipients are:
Lamine Drame, formerly Area Manager South, British Council.
Nick Hardwick, Help Desk Administrator, SEE Services.
Joseph Beekman, Retail Operations Coordinator, Lloyds Banking Group.
James Vause, Concierge, 4 Front Security.
The scholarship will fund IWFM regulated qualifications through IWFM Direct or through Xenon Group. The successful applicants will also have their IWFM registration fees waived. In addition, Xenon Group has donated two of the four places to study an IWFM-regulated qualification.
Recipients will receive mentoring and coaching throughout the scheme, while producing quarterly reports to track their development along the
scholarship journey.
Rowland went on to thank the team of judges, Lucy Jeynes, Director, Larch Consulting; Oliver Jones, Managing Partner, Accelerated Infrastructure Capital; Debra Ward, Founder, Live Love Learn. Charlotte Bovill, Managing Director EMEA, JLL REMS; Sara Hodge, Global Director Experience, LSE; and Matt Chapman, CEO at SBFM, for their support.
THE AWARDS PROGRAMME
Commenting on the awards programme, Lucy Jeynes advised that apart from donating to the scheme those in the sector can also think about who they might be able to put forward for the scholarship in the future.
“It's a fantastic opportunity for people to get properly trained in our fabulous profession, so what we really want is people who can apply for this scholarship, knowing that this kind of support would really make a di erence to their careers and their lives. It's not too early to start thinking about who you know in your network that's a colleague or a friend or somebody that you know outside of work”
Fellow judge Debra Ward advised that what the judges were looking for
from potential winners was whether they have the drive, the commitment and the passion to further their career in FM.
She said: “If you look at the people who won this year, they're from all di erent walks of life, they've had di erent experiences, they have di erent backgrounds. We’re focused on finding people who are committed, who really understand that this is a massive opportunity for them to advance in their qualifications and professionalism.”
Jeynes confirmed that the qualifications can range from Level Two up to new Level Seven qualifications and pressed people to help those already on the programme.
“Could you give them a day of work experience in your company? Could they shadow you for a day? Could you give them a week of work experience? Could you let them interview you so that it would help with one of their assignments?”
Ward stressed that the profiles of candidates for the award can be as varied as possible as “This is an industry that is completely inclusive, the sky's the limit”.
She also noted that recipients can hail from any area, whether a hard or so services background. “We had one recipient who was in mechanical engineering but realised that there was a limit to what he could do, so he really wanted to move to the so er side. I think that being able to colour outside of the lines appealed to him, as he realised that there was an opportunity for him to grow into a leadership role.”
Rowland concluded: it's been incredibly a big passion of mine to get a scholarship up and running, but I can't have done any of this without support from the industry which has been amazing. So thank you IWFM and thank you to the IWFM Rising FMs community who have really put an umbrella around it.”
The scholarship will open again in 2026. If you’d like to donate, please visit www.justgiving.com/campaign/ deborahrowlandscholarship2025
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SPECIALIST SAFETY
John Riley, Managing Director at Churchill Environmental Services, details how water hygiene compliance demands specialist expertise, where a generic technician may lack the necessary experience
Total
Facilities Management (TFM) models have gained appeal among customers seeking streamlined services under a single provider to reduce complexity and cost.
However, when it comes to compliance-critical areas like water hygiene, the pursuit of simplicity could carry serious consequences. Water hygiene operations are essential for building safety, yet without specialist training and experience, technicians may lack the in-depth understanding of water systems, microbiology and chemistry. If that knowledge is lacking, it can be the di erence between e ectively implementing controls and risking contamination or even an outbreak.
BRIDGING THE KNOWLEDGE GAP
The di erence between e ective control implementation and risking contamination o en lies in the depth of specialist knowledge. Water hygiene demands a dedicated, safetyfirst, systematic approach rather than a siloed one. This specialised work must feed into live documentation of assets and infrastructure to maintain comprehensive oversight.
Cost-saving aspects of TFM may create gaps in the interconnected systems of reporting that oversee a building's overall health, especially with multiple robust compliance systems at play in this field. Streamlined operations must not compromise the rigorous standards required for water safety
compliance.
For example, teams need to adhere to the monitoring and inspection regime and British Standards, including BS 7592 Sampling for legionella bacteria, BS 8580-1 Legionella risk assessments and Control of Substances Hazardous to Health Regulations. They must also operate under primary safety regulators like the Health and Safety Executive and the Care Quality Commission. Understanding these compliance needs requires an in-depth focus to conduct assessments and report them back to estates teams e ectively. This includes treatment services through nonintrusive filtration, dosing and control of biocides and anti-corrosion products, and system flushing procedures.
BEYOND THE SURFACE ASSESSMENTS
Assessments are inherently complex. Meeting statutory and legislative requirements is one element, but developing schematic diagrams and updated asset registers to oversee and control any risks requires routine supervision and supportive programmes, like emergency escalation plans in case of a significant risk.
For example, legionella risk detection demands adherence to the Legionella Control Association (LCA) service standards, requiring comprehensive management arrangements and monitoring records. Teams must inspect building water
systems installations to establish exposure risks to legionella bacteria with meticulous attention to detail.
LCA registered companies and certified members of the LCA need to follow this guidance. Organisations like ours also provide legionella training to other responsible persons, like landlords, employers and premises controllers of organisations, to ensure they can confidently manage legionella and water hygiene issues. This dual approach of specialist compliance and knowledge transfer ensures a broader understanding while maintaining expert oversight where it matters most.
SYSTEM INTEGRATION IS IMPERATIVE
The critical question arises: what happens once a risk assessment takes place? In siloed operations, records kept solely on sheets may fail to feed information back into overall building operations. Risk assessments and system asset surveys should construct a 360-degree view of building water systems, but this only occurs when robust integration systems are in place.
Providers need comprehensive compliance management tools that customers can access directly. However, a patchwork system of suppliers under management doesn't automatically ensure connectivity. An assessor might provide thorough building assessments and capture data properly, but without feedback mechanisms to other team members and building management, visibility remains compromised.
True interconnectivity requires conducting comprehensive risk assessments that capture asset condition, location and service history. This information must integrate into real-time asset data within connected reporting systems, enabling e ective management of monthly maintenance, removal of at-risk assets, and updates to live risk documentation.
A legionella risk assessment, for example, must not sit on a shelf until review; the results should feed into a live system. Without it, ongoing remedial works, including system fixes, upgrades and safety measures taken, will not consider the risk assessment outcome. The ramifications may involve fines, prosecution, and even fatalities.
If organisations lack a scheme and escalation procedure to prevent and control legionella risks, they may fail to measure water temperatures, ensure safe levels are maintained, regularly test for legionella, and ultimately risk individuals contracting legionnaires’ disease. Assessments like these need to be constantly considered within the wider ecosystem of compliance, rather than le to gather dust.
Systems designed for compliance management ensure that critical information flows seamlessly between assessment teams, leaving no stone unturned, so building management and ongoing operational oversight feed into one another.
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Smoke ventilation systems play a very important role in a building’s fire safety, which is why it is imperative that they are maintained properly by a Competent Maintainer. We will develop your service contract plan in line with the requirements of BS 9999 and best practice SFG guidance. This ensures all elements within your system are regularly and thoroughly serviced, providing effective life protection and ensuring you are meeting your legal commitments under the Regulatory Reform Fire Safety Order 2005.
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COMPLIANCE
REDUCING RISK OF E-BIKE FIRES
Llithium-ion
Brenig Moore, Technical Direct for Astutis o ers advice on the safe storage of e-bikes in workplace
battery fires from e-bikes and e-scooters are escalating rapidly, placing communal and workplace environments at serious risk. Between 2022 and 2024, lithium-ion battery fires in the UK rose by a whopping 93 per cent, with a large proportion of these involving e-bikes, according to a report Electrical Safety First. The report also revealed that, in London alone, an e-bike or e-scooter fire occurs every two days on average.
These figures represent a massive growing risk as more people invest in e-bikes and e-scooters, which is why action is needed when it comes to these modes of transport.
The reports have shown that there were eight fatalities and 86 injuries linked to these incidents last year. When it comes to looking at specific hotspots, London accounted for 175 of those 211 fires and in many incidents, these fires occurred indoors in places such as corridors and o ices.
O ices are meant to be safe havens, and not a place of risk. Employers absolutely need to treat e-bikes and e-scooters di erently, as they would for someone cycling to the o ice or driving, and additional risk testing and policies need to be put into place for employees who are set on using this method of transport to get to work.
There have been several warnings that e-bikes and e-scooters are one of the UK’s fastest-growing fire risks. The data is stark, and lithium-ion failures are
premises
o en fuelled by poor compliance, irregular testing and modification of e-mobility products.
Any business that ignores this rapidly growing trend of e-bikes and e-scooters is putting its entire workforce at risk.
WHAT DO BUSINESSES NEED TO DO?
E-bikes and e-scooters powered by lithium-ion batteries present a serious risk for businesses that have communal areas and many workers on site if they’re not managed proactively.
It is imperative that organisations that have employees who travel using an e-bike or e-scooter assess how and where they’re stored and ensure that they’ve had regular testing to make sure that they’re safe to store in the o ice throughout the day. Because e-bikes and e-scooters are still brand new to many people, the first instinct would be to ban them from the o ice completely, but as this will impact occupants who already rely on them, instead, instigate a process to ensure that the e-bikes and e-scooters are closely monitored.
The first thing to do is carry out a full fire risk assessment. This will include looking at where e-bikes and e-scooters are stored and charged, especially communal areas such as sheds, garages, corridors and storage cupboards. These locations can amplify the risk if not managed properly.
You should also limit or ban unapproved charging, and no business should allow charging of unverified
or modified e-bikes on site. The risk posed by nonoriginal, non-compliant and untested chargers is too high, and it isn’t worth putting anyone in the o ice at risk. If charging must occur at the workplace for someone to get home safely, then this must be done with approved chargers only.
The charging equipment should be PAT-tested regularly and should be analysed for frayed or faulty cables. Using cheaper alternatives to approved chargers should be a no-go, and this will help limit hazards.
FIRE RISK ASSESSMENTS
Fire risk assessments need to be contemporary to the evolving needs of the workplace, which is one of the reasons the dangers may have been overlooked. All such assessments should now include e-bike and e-scooter storage and charging as a specific hazard, which should also include risk-mitigating controls that are clearly documented and reviewed frequently without question.
Devices must not be stored or charged along evacuation routes. If stored indoors, then you should choose rooms with door closures and working smoke alarms. They should never be stored in hallways, stairwells, or other critical escape paths.
Employees should understand the risks associated with lithium-ion batteries. Even if nobody yet uses this mode of transport, they might one day. Advise of safer charging protocols, such as never leaving the device alone while charging and only using approved chargers.
If demand increases for e-bikes and e-scooters, then businesses can start thinking about dedicated charging stations and fire suppression. Any policies and guidance that you put in place now could stop not just one, but several injuries or fatalities.
IN SUMMARY
The scale and pace of e-bikes and e-scooters are deeply concerning, and with several tragic fatalities already being recorded, businesses need to act now to ensure the safety of their employees.
Thorough risk assessments, banning unapproved charging, ensuring proper equipment testing and updating fire protocols frequently should be top of the priority list.
Ignorance is no longer an option, nor is inaction. Let’s face this risk head-on and make our workplaces safe for everyone.
Making the business case for solar PV
Energy management has always sat squarely within the facilities manager’s remit, but in recent years it has taken on a new urgency. The UK has some of the highest industrial electricity prices in Europe, with prices 46% above the median of International Energy Agency member countries . Furthermore, costs are projected to remain high due to global market shi s and the electrification of heat and transportation, which will further increase electricity demand. For businesses working on tight margins, these rising and unpredictable costs pose a serious risk – both financially and otherwise. Carbon emission targets are increasingly written into contracts and procurement frameworks, making environmental performance a commercial as well as regulatory concern. Meanwhile, power resilience is also creeping up the priority list.
In this context, renewable technologies like solar PV are rapidly becoming core tools for controlling costs, ensuring resilience and achieving a commercial advantage.
THE FINANCIAL BENEFIT
Solar PV has the potential to save businesses thousands, if not millions. An installation of a 480kWp solar PV system at Fluke, a manufacturer and distributor of electronic tools and so ware, for example, will save the business more than £3 million as well as an annual saving of 380,000kWh of energy. Ultimately, installing solar PV allows businesses to take greater control. By generating electricity onsite, facilities managers can reduce their business’s exposure to volatile market rates and policydriven levies, with well-designed and funded systems delivering stable, low-cost electricity for
20 to 25 years.
In sectors such as manufacturing and warehousing, where usage aligns well with daytime generation and roof space is readily available, solar PV can meet a substantial share of total demand, resulting in a payback period of between three and five years.
RESILIENCE AND REPUTATION
While compelling, the financial case is not the only driver of solar PV investment. The National Grid has repeatedly warned of localised grid constraints, which will only heighten with electrification. In these cases, solar PV, particularly when paired with battery storage, can help protect operations by providing continuity of supply.
At the same time, environmental performance now plays a role in everything from securing procurement contracts to accessing finance. Scope 2 emissions reporting is becoming standard and companies are being asked to provide auditable progress on their carbon reduction strategies.
OWNER VS TENANT
For owner-occupiers, these drivers are o en enough to make the business case stack up. However, in tenanted sites, the real challenge is making it commercially viable for the landlord too. Fortunately, solar PV can appeal to the three key factors that most landlords consider: value, risk and compliance. A building with solar PV o en benefits from improved EPC ratings and lower running costs, which strengthen its marketability. Likewise, it can help landlords stay ahead of tightening environmental performance standards, such as Minimum Energy E iciency Standards (MEES) and net-zero reporting expectations.
Commercially, solar PV can also generate new revenue streams for the landlord, depending on how the deal is structured.
STRUCTURING THE DEAL
For tenants eager to make the case for solar PV to their landlords, several approaches are possible. One route is to introduce a third-party funder via a Power Purchase Agreement (PPA). With a PPA, a third party owns and operates the solar PV system and the tenant agrees to purchase the electricity it generates at a fixed rate. This rate is typically 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. With no upfront investment or maintenance responsibilities for either party, PPAs can o er immediate energy savings and long-term price certainty for tenants. For landlords, the key benefit lies in having a more attractive and energye icient property, o en with improved EPC ratings and lower running costs, without capital outlay. Alternatively, landlords can take a more active role by funding the system themselves, either directly as the PPA funder or through asset finance. In doing so, they become the energy provider to their tenants, charging a reduced but steady rate for the electricity and creating a new income stream. This model is especially appealing for landlords with long-term holdings or multiple tenants, as it enhances asset value while delivering a return on investment.
Some tenants have also negotiated hybrid agreements where both parties contribute to the cost of installation, with repayment mechanisms structured into adjusted rent or service charges. While these require more negotiation up front, they can create stronger landlord-tenant relationships and align both parties’ interests around long-term building performance.
SHARED PRIORITIES, SHARED BENEFITS
As these examples demonstrate, multiple routes are available, all of which can be mutually beneficial for both tenants and operators. The key is to ensure discussions start with commercially sound proposals that include funding routes, performance data and clearly modelled outcomes for all parties.
To help this process, it’s crucial to select a partner that understands the priorities of both tenants and landlords and works with all parties to structure proposals that don’t just make environmental sense, but business sense too.
To help facilities managers develop a business case for their sector, Geo Green Power has created a series of sector-specific guides. These will be made available online throughout the autumn at www.geogreenpower.com
UPDATING ENERGY ASSETS
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Outdated energy infrastructure could mean organisations are not getting the savings o ered by modern alternatives. Alexandra Kuncewicz, Business Development Manager from Powerstar explains why
The UK still has an ambitious net zero target of 2050, and many industry bodies have even more stringent targets. The British Retail Consortium, for example, has put 2040 as the deadline for Net Zero retail. Measurably improved energy e iciency can lead to cost-savings by reducing emissions, which lowers energy use and results in energy savings. But when comparing existing assets with more modern alternatives there are many cost and sustainability di erences.
THE PITFALLS OF OLDER TRANSFORMERS
Transformers are a common asset across multiple industries and organisations and operate by stepping up or stepping down incoming voltage to the level required on-site. However, the UK’s fleet averages 60 years old, despite the fact we now estimate the operational lifespan of a transformer to be just 20 years. While your transformer may still be working, it is more likely to fail, leading to unplanned, expensive emergency maintenance, downtime and reputational damage. Alongside
this, with decarbonisation and coste ectiveness paramount, an ine icient transformer leads to unnecessary emissions, by inflating Scope 2 emissions and unnecessary energy spend.
MODERN TRANSFORMER SAVINGS
Rather than relying on your old transformer not failing before its next scheduled maintenance, there is the option of replacing it with a modern, ‘low-loss’ transformer, an approach that o ers the advantage of lowering costs and reducing emissions. Compared to the standard CRGO (Cold-Rolled Grain-Oriented) type of transformer, those which use modern amorphous core technology can reduce core losses by up to 70 per cent. Where integrated remote monitoring is also incorporated, the device can o er real-time insights into transformer performance, enabling you to make e iciency improvements where needed.
A site survey that includes voltage profile measurements can help identify where a transformer replacement could improve sustainability and reduce energy spend. In one example
engineers were asked to advise on a 38,000 square foot manufacturing site to help reduce energy consumption. The survey indicated poor performance in the existing transformer. Replacement with a super low-loss amorphous core transformer with dynamic voltage optimisation significantly reduced losses, bringing about cost savings while regulating the incoming power supply. This equates to savings of more than 107 kWh per annum, reducing energy consumption by 9.5 per cent and carbon emissions by approximately 60 tonnes.
DYNAMIC VOLTAGE OPTIMISATION
Where the National Grid supplies an average operating voltage of 248V, most UK electrical equipment has a standard operating voltage of 220V. Overvoltage wastes energy and puts equipment under unnecessary stress, which can shorten its lifespan and mean unnecessary maintenance costs. Voltage Optimisation (VO) stabilises incoming voltage to match the optimal level for on-site electrical equipment. Unnecessary voltage is returned to the grid – helping to take pressure o the network.
This is why alongside transformers, many organisations are also considering investing in VO within their energy management infrastructure. Upgrading an older fixed VO system to a modern, dynamic VO can improve e iciency, reduce energy costs and lower carbon emissions.
As the UK becomes increasingly electrified and businesses incorporate more smart technologies, conditioning incoming voltage by using devices like power conditioners or voltage regulators to stabilise and protect equipment from fluctuations in the power supply can improve site resilience, since even minor spikes or sags can cause equipment to trip or shut down. Though o en brief, such disruptions can create significant delays in achieving normal operations again,
through lengthy restart processes. The increased digitisation of many business operations heightens the risk of sudden shutdowns, which can result in the loss or corruption of vital data.
Modern, dynamic VO can o er real-time voltage management, while remote monitoring allows for site consumption to be logged, providing real-time performance data to enhance resource e iciency. This ensures that savings are transparent and logged, are easy to access and track, to help facilities managers make more informed decisions regarding energy management.
MODERN VO IN ACTION
Energy costs, combined with ESG strategies, make improved e iciency a priority across most sectors. This was true for one of the UK’s largest food and clothing retailers, whose diverse estate – comprising hundreds of stores across the country, each with its own electrical profile and load characteristics –required an approach to VO that was both scalable and tailored to each unique site. A er installing more than 200 bespoke VO systems, the annual energy and carbon savings across the entire estate averaged 6.5 per cent. These savings on energy spend and usage complement the company’s strategic ESG imperatives.
Where large losses are identified, a modern amorphous core transformer can result in huge savings, which in the case of one client was 44 per cent, resulting in asset payback of less than three years. With VO, energy bills are generally reduced by between 5-8 per cent depending on the site profile, which can mean an average return on investment of between 12 and 30 months.
Ultimately, the benefits of replacing old assets with modern alternatives will depend on each site’s profile and energy demands. But the case for exploring upgrades and replacement is compelling.
@BICSc_UK What an incredible event! Thank you to everyone who joined us in celebrating excellence. From excellent learning movements to outstanding achievements, it was truly a day to remember. Swipe through to relive some of the highlights #BICSc #BICScAwards
@theCIOB Talented people from across Ireland and Northern Ireland’s construction industry were celebrated by us last week. Scores of prestigious industry awards were handed out to individuals and teams making a significant impact in the sector. Read more: https://brnw.ch/21wW1JG
@matrixbooking That’s a wrap for @ DigiGovExpo! Thanks to everyone who stopped by to try our voice-activated and text-to-speech booking. Let’s keep the conversation going. Accessibility belongs at the heart of workplace design. #GovTech #Accessibility #Inclusion
@BritSafe The Keep Thriving survey commissioned by British Safety Council & @YouGov among +4k employees & employers reveals significant differences in how employees and their employers view workplace wellbeing - and what is needed to support it Take a deep dive: https:// ow.ly/4tSK50WXotH
@CBRE_UK We’re thrilled to be named one of the Top 100 Apprenticeship Employers 2025! Huge thanks to @ratemyapp_shipe for recognising our commitment to early careers and future talent. #Apprenticeships #Top100
@BidvestNoonan We’re proud to expand our partnership with Cardiff University and welcome ~100 new colleagues to our team. Huge credit to our people, who continue to go from strength to strength in the higher education sector. #TeamBidvestNoonan
@mitie We hosted our ‘Now is The Time’ event at The Shard for our CHORD diversity network. A huge thank you to everyone who attended, our panel of speakers and Mitie CEO, Phil Bentley who delved into racial diversity in senior leadership roles. Find out more > https://hubs.ly/Q03KY9wZ0
PETER HALL, CO-HEAD OF WORKTHERE UK, AND ALEX REYNOLDS, HEAD OF FM UK (FM+)
FACILITIES MANAGEMENT AND FLEX OFFICES: WHAT MAKES GOOD SERVICE?
The rise of flexible workspace, including serviced o ices, co-working hubs and fully managed o ices, has seen companies embrace agility and rethink the role of the workplace. This shi isn’t just about design or lease lengths. It’s redefining what tenants expect when it comes to service. In the flexible o ice sector, the delivery of convenience and amenity is key, and the facilities management approach must evolve accordingly.
So what exactly makes great service?
HOSPITALITY MINDSET
Facilities management isn’t just about managing the building it’s about curating an experience. Flexible o ice occupiers expect frictionless onboarding, rapid issue resolution, and a highly responsive service. That means FM teams must be agile, tech-savvy, and customer-focused, like hotel concierges.
Each building may house multiple businesses with di erent needs and priorities, working on di erent schedules. This calls for tailored support, personalisation, and a service ethos that places the customer at the centre.
Those operators who deliver this premium experience can command stronger rents and enjoy higher retention rates, while those who don’t risk churn and reputation damage.
A premium managed o ice is a value generator. In competitive markets, a seamless, high-touch service o er can be the di erence between high occupancy and empty desks. To deliver that, FM must be fully embedded into the operational strategy. Think dedicated front of house teams, on-demand IT support, and a proactive approach to service, not just reactive problem-solving. When done well, this not only increases tenant satisfaction, but can also enhance an asset’s long term-value.
COMMUNITIES & COMPLIANCE
Flex is about more than space, it’s about community. Increasingly, FM plays a role in fostering that sense of connection. Whether through curated events, communal lounges or digital platforms that bring people together, FM and operational teams are the visible glue that helps a building feel alive.
Technology is central to that. Smart building apps, AI-driven helpdesks, and integrated service platforms allow management teams to anticipate needs, track performance, and deliver a more
joined up experience for occupiers. It’s a win, win: improved operational e iciency and a more intuitive, responsive workplace for tenants.
With multiple moving parts, from frequent fit-out changes to varied occupancy patterns, maintaining compliance in flex buildings is more complex than traditional o ices but no less critical. Fire safety, accessibility, environmental, obligations and health and safety must be managed in real time and in collaboration with operational teams and occupiers.
Compliance should be built into daily operations, ensuring that changing layouts and occupiers are constantly risk-assessed and managed. It’s not just about protecting assets; it’s about providing occupiers with peace of mind.
COLLABORATION IS KEY
Some operators believe that every service should be delivered in-house. However, successful management is built on a network of trusted partners, backed by a strong core team who own the relationship with the occupier.
Whether services are delivered directly or via specialists, what matters most is that the FM team acts as the central touchpoint, ensuring quality, accountability and consistency across the board.
Strong relationships between landlords, operators, and occupiers are essential, which can then be replicated across locations and portfolios.
The flex market is central to the future of o ice work. Occupiers want choice, flexibility, and a high-quality experience, particularly with the continuing growth of fully inclusive managed leases where operators and landlords work hand in hand.
Facilities management has a vital role to play in this evolution. By combining operational excellence, cutting edge tech, and a true understanding of what occupiers want, FM becomes a strategic driver, not just a support function. The service behind the space should always be one step ahead.
Peter Hall
Alex Reynolds
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LIVINGSTON Healthcare Estates 2025 IHEEM
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Join us at the IHEEM exhibition to discover how our specialised training programs can support your team. We offer a comprehensive suite of City and Guilds assured courses designed for individuals working amongst healthcare facilities, including vital Authorised Persons (AP) and Competent Persons (CP) training across multiple disciplines.
We understand the importance of seamlessly running essential healthcare services.
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FM CLINIC
The International Facility Management Association (IFMA) inaugural Top Global FM Influencers list recognises leading professionals shaping the future of facility management through innovation, leadership and measurable impact. What qualities does IFMA believe these individuals o er which inspire positive change and how do some of those recognised perceive the accolade and what it signifies to the profession?
three from the United Kingdom – these honourees reflect the diversity and global scope of FM.
Michael Amos is redefining what responsible FM can achieve. As Managing Director of Waste to Wonder Worldwide, he leads the ethical reuse of more than 2,600 tons of corporate assets each year, diverting waste from landfills and delivering educational support to more than 1,500 schools in 44 countries.
Jackie Bird is a workplace consultant and APMG-certified Change Manager known for delivering results that matter. Her strength lies in building relationships, earning
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
VIEW OF THE INTERNATIONAL FACILITY MANAGEMENT ASSOCIATION (IFMA)
CHRISTA DODOO, IFMA GLOBAL CHAIR
Each of IFMA’s Top Global Influencers is committed to a people-first approach, whether through impactful research, advocating for social justice or transforming spaces. By focusing on people’s comfort and needs, they are elevating FM and inspiring progress around the world.
trust from clients and contractors alike through a deep commitment to service and impact.
Christa Dodoo
IFMA curated our Top Global FM Influencers list to highlight those making a significant mark on the built environment, including advancing sustainable operations, integrating emerging technologies, enhancing workplace experiences and prioritising safe, resilient and people-centred spaces. These individuals transcend language and geography, representing the full spectrum of the FM profession - from sustainability and technology integration to workplace strategy, public health, operational excellence, research and more.
Representing six continents and 13 countries – including
Dr. Matt Tucker’s research has become foundational to the profession, guiding strategy, policy and practice worldwide. His work spans scientific journals, industry reports, book chapters and conference papers, making him a sought-a er voice on global FM stages. “(I am) humbled to be included on IFMA’s 2025 list of Global FM Influencers… (and) grateful to be in the company of so many respected peers who are shaping the future of our industry,” Tucker said.
Those are just three examples of how IFMA’s Global Influencers connect cultures, spark trends and inspire change across borders. Through their platforms, they share ideas, stories and innovations that a ect millions, fostering global wellbeing via the built environment.
Their reach demonstrates the power of both in-person and digital engagement to inspire positive change, proving that one voice can spark impact across continents.
Their influence goes beyond the built environment; by shaping healthy, resilient and inclusive spaces, they are helping people become their better selves.
Whether through indoor air quality, comfort or access to everyday needs, FM’s global impact goes well beyond building operations, it starts with addressing the needs of a singular person.
Organisations, their employees, tenants and visitors are demanding more from their facilities. Our influencers use their platforms to challenge convention and build bridges across disciplines. They strengthen IFMA’s global network and help ensure that the future of our industry is dynamic, inclusive and bright.
RECOGNISED FOR ADVANCING GLOBAL FM STANDARDS VIEW
PETER ANKERSTJERNE, CHIEF EXECUTIVE OFFICER, PLANON
In my opinion, there has never been a better time to be in facilities management than right now. The pandemic really raised awareness of its importance. It got us a seat at the table with C-level executives who are beginning to understand what facilities do: they create a place where culture can unfold and where engagement flourishes. The workplace also plays a key role in the implementation of an organisation's strategy. It’s much more than just than the sum of the building and all its components.
Peter Ankerstjerne
FMs to grapple with. As demand for space is now so fluid, it is a huge challenge for FM to organise their teams, support systems, catering, and other amenities e ectively. Many companies are still trying to find the right balance between requiring people to be in the o ice and allowing for hybrid work. Of course, digital tools, including IWMS and AI solutions, can provide a partial solution.
I started by stating that there has never been a better time to be in FM than today. Certainly, I have never experienced a more exciting time. Nobody has all the answers; it’s a continuous learning journey for all, and we should always remain open to new trends and technological progression. It’s a huge honour to be named a top influencer in facilities management at a time of great transformation, dynamism, and disruption. I don’t know what the next five or 10 years hold for the industry, but I do know that further evolution is certain. Being a part of that evolution is both exciting and humbling.
RECOGNISED FOR DRIVING SUSTAINABILITY AND SOCIAL IMPACT VIEW
MICHAEL AMOS, MANAGING DIRECTOR, WASTE TO WONDER WORLDWIDE
Facilities managers may sit at the heart of strategy and culture, but they can't do it alone. They must take a collaborative approach towards the larger organisation - especially finance, IT, and HR. As facilities managers, we have the opportunity to be the central piece that helps other departments work together more e ectively.
Historically, FM may have largely been seen as a costcutting function - we were given a budget and told to reduce it - this has now changed completely. Today, organisations understand the value that the built environment brings to the business. This is a huge step forward for our profession.
However, as with any industry, progress isn’t linear. O en, challenges and setbacks follow hot on the heels of advancements. In FM, the three key challenges (as well as their accompanying opportunities) revolve around digitalisation, ESG, and the workplace experience. These three areas are very much interconnected with one another.
The first hurdle on the horizon is digitalisation. Today, we are overwhelmed by data, and the volume is only going to increase. The challenge is to find the right IT partners, suppliers, and people to make sense of this data and turn it into valuable knowledge, insights, and actions for the organisation.
The second challenge is ESG. Facilities managers need to ensure that buildings and other assets contribute positively to the wider environment. Sustainability is no longer a nice-tohave; it is demanded by all stakeholders - owners, occupiers, visitors, investors, regulators, and others.
Finally, there's workplace experience and hybrid work for
Facilities managers may sit at the heart of strategy and culture, but they can't do it alone. They must take a collaborative approach towards the larger organisation - especially finance, IT, and HR. As facilities managers, we have the opportunity to be the central piece that helps other departments work together more effectively.
PeterAnkerstjerne
I was delighted to be named one of IFMA’s Top Global Influencers. It is an industry that I’m super passionate about because of the potential opportunities to deliver social good and environmental positive impact through ethical reuse. The places we live and work in have an enormous impact on the planet.
Being named by IFMA as one of the Top Global FM Influencers is both an honour and a responsibility. In publishing this inaugural list, IFMA is recognising individuals whose influence extends beyond technical expertise, celebrating leadership, innovation, measurable impact, and the ability to inspire positive change. These are professionals who are not only managing facilities but also reimagining the role of FM as a strategic driver of organisational, environmental, and social value.
From my perspective, this accolade signifies a growing recognition that facilities management has a central role to play in addressing some of society’s greatest challenges, from climate change to social equity. The profession is no longer defined purely by operational excellence but by its capacity to shape resilient, inclusive and sustainable futures. For me personally, it recognises the work we have been doing to advocate for a more
Michael Amos
FM CLINIC
circular and socially impactful approach to the built environment.
The built environment accounts for a significant proportion of global emissions, resource consumption and waste. This gives FM professionals an extraordinary opportunity and responsibility to lead. At Waste to Wonder Worldwide, we’ve built our mission on the belief that sustainability must be embedded at every stage of the asset lifecycle. Through ethical reuse, surplus furniture and equipment that might otherwise be discarded is redirected to support schools and communities worldwide, while at the same time delivering substantial carbon savings.
The results highlight what’s possible when FM embraces a more circular approach. In just the past year our projects have diverted tens of thousands of items from landfill, prevented several thousand tonnes of carbon emissions, and provided resources valued in the millions to underfunded schools and charities. These achievements are not accidental, they reflect the proactive choices made by FM professionals who have recognised the value of reuse over disposal. Their decisions deserve to be celebrated, because they show how facilities management can deliver far more than operational e iciency. They can advance progress towards the United Nations Sustainable Development Goals and make a tangible contribution to net zero commitments.
Beyond these environmental gains, sustainability is also about creating opportunity. That’s why we’re launching our Sustainability Cookery School in The Gambia, working with local partners and international chefs to teach sustainable agriculture, hospitality, and tourism. The school is designed to break cycles of poverty by equipping young people with skills that create opportunity while building resilience against climate change. For me, projects like this epitomise what FM can achieve when we look beyond buildings to the wider systems they are part of, supporting communities, fostering innovation, and delivering measurable impact.
This recognition is also a chance to bring people together. In November, we are hosting our first charity fundraising dinner in London, not only to raise vital funds for the Cookery School, but to create a space for colleagues across the built environment to connect, share ideas, and commit to collective impact. For me, that is what influence should be used for, building momentum that inspires real change.
As a profession, we now have the chance to lead with purpose, measure our impact transparently, and show how the built environment can serve both people and planet. That, ultimately, is what this recognition represents, a call to step forward and prove the true potential of facilities management.
RECOGNISED FOR BEING A PASSIONATE ADVOCATE FOR THE PROFESSION VIEW
Being named one of IFMA’s Top Global Influencers was a moment of immense pride, and deep reflection. A er nearly three decades in the facilities management and workplace industry, I’ve journeyed from a rookie move manager to the Managing Director of an awardwinning consultancy. Every step has been driven by a genuine love for the profession and a commitment to shaping spaces that empower people.
This is why I have served in a variety of key volunteer roles with the Institute of Workplace and Facilities Management (IWFM), including chairing the Women in FM committee and the Workplace
Special Interest Group and have also contributed to industry standards through the IWFM BIM/So Landings Task Force. When FMJ invited me to share what this recognition means, both personally and professionally, I paused to consider its true significance. For me, the award is more than a title. It’s a testament to the impact I’ve made helping clients transform their workplaces into environments that foster productivity, wellbeing, and change. It’s also a nod from my peers, acknowledging the years of dedication across the UK and beyond.
LISTENING BEFORE LEADING
Success in this field doesn’t come from imposing ideas, it comes from listening. Early in my career, I learned that e ective workplace consultancy begins with understanding. Clients o en have bold aspirations, but those visions must be grounded in operational reality. By taking time to grasp their business objectives and desired outcomes, I’ve helped organisations navigate change with clarity and confidence.
Coaching teams through transformation, whether cultural, spatial, or strategic, has been one of the most rewarding aspects of my work. It’s about aligning ambition with feasibility, and guiding people toward solutions that truly work.
A PROFESSION DEFINED BY AGILITY
Facilities management and workplace strategy are industries built on evolution. We’ve had to adapt to seismic shi s, from the rise of AI and digital infrastructure to tightening data security regulations and the urgent call for sustainability. Few sectors demand such agility.
Whether in London’s bustling business districts or global hubs abroad, our profession is constantly innovating. We’re not just managing spaces, we’re reimagining them. And that’s what makes FM so exciting: it’s a discipline where change isn’t feared, it’s embraced.
LOOKING AHEAD
This recognition isn’t a finish line, it’s a milestone. It reminds me that influence comes not from accolades, but from action. As our industry continues to evolve, I remain committed to listening deeply, thinking boldly, and leading with purpose. I am truly honoured to be included in this list of 36 esteemed industry colleagues worldwide, and to be one of only three colleagues chosen from the UK. Thank you IFMA for presenting me with this prestigious award. I am extremely grateful.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
Jackie Bird
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DESIGN TRANSITION
Lisa Flannery, the new Managing Director at Workplace Consultancy, Design and Build company Claremont talks to Sara Bean about her plans for the future and the changes to workplace design she’s seen during her career
Workplace design and build company Claremont recently heralded a new chapter in its 48-year history with the announcement of a strategic leadership transition. Managing Director Tim Frankland is now an Executive Chairman, while previous Deputy MD Lisa Flannery has taken on the Managing Director role.
Flannery joined Claremont in 1989 and so brings 36 years of experience to the role. In answer to the question, ‘why stay in the same company for so long?’ she points out she’s performed a multitude of roles within a company that has gone through a series of changes over the past decades, including a management buyout in 1996 and becoming an employee-owned organisation in 2020.
Flannery started her career at Claremont in the finance department, moving into customer services / project management
roles which she believes gave her a deep understanding of the needs of clients and a thorough grounding on how ideas are turned into workplace solutions. She later moved into the furniture division of Claremont, as the company, historically, was “more heavily focused in furniture than it was in fit out”. More recently, she was responsible for the commercial, design and furniture teams, becoming Deputy MD in 2022.
She explains: “I’m not a designer, but I think working in a creative industry, you get to understand the principles of design and I still work on a lot of projects with clients. As my background is operational, process and client focused, rather than in commercial sales, I want to concentrate on process, because while we’ve got loads of fantastic commercial people, we need to look at what we are o ering our clients and ask, ‘are we doing what we say we were going to do?’”
WORKPLACE EVOLUTION
One of Flannery’s strengths is in recognising the forces behind the changes to the workplace. She notes that when she first joined the company, IT was just being integrated into the workplace and sta occupied core desks with pedestals which cost up to £4,000 per head. Thirty years down the line, the price of a workstation is probably £150 to £300, o en as a shared or flexible space. Many of these changes were driven by technology.
Explains Flannery: “As technology became faster, better, smarter and smaller, the nature of the workplace has changed. In the traditional o ice the workspace was seen as a status symbol. Moving away from cellular spaces has been a massive challenge within the workforce, because in some sectors like law, it was very much seen a symbol of moving up the chain.
“While o ices have gone from fixed desking - in some ways it’s gone full circle as a little bit of ‘cellularisation’ is being reintroduced, and while the number of desks is being reduced, they’re being replaced by individual pods.”
This brings us back to Flannery’s earlier point that it’s crucial to work with clients to understand what they’re looking to achieve. Rather than o ering a product or a design solution, discover what they need that space to do, which is where a project team can help them determine what is needed to fill that space.
Says Flannery: “That’s always been our approach, whereas maybe other organisations might want to sell certain solutions or certain products when we are talking with clients, we want to understand, ‘what is that going to do? What are you going to use that for?’”
She also reveals that with o ice sizes being reduced every bit of space must have a function and a form, without any ‘dead pockets’, so clients are keen to ensure that there’s a function for every area.
“Gone are the days where people will have a breakout area that doesn’t have three other functions, whether that be for town halls, one to ones, or recreational space for activities. It’s all about making the most of the space that they’ve got.”
CLIENT PROFILES
Workplace demands may have evolved but clients’ needs may vary according to their individual circumstances and their sector. Claremont has always been conscious of not being reliant on one specific sector because while one might be very buoyant, another might be experiencing a downturn.
The legal and professional services sector has always been a consistent one
for the company, and while even the more traditional legal sector may be reconsidering the amount of space they require, they’re still very focused on making their workplaces somewhere which draw people into the o ice. Claremont also has a strong presence in the housing association market, gaming and technology and food and beverage.
Adds Flannery: “We also like to look at some test areas to check if there is a potential market there or not. For instance, we’re testing doing some work for new markets. But I think the most important thing is having an eclectic mix and not a focus on one specific sector.”
CLIENT NEEDS
The main concerns for clients whatever their sector, are in achieving sustainability goals, reducing costs and flexing for the future needs of the workplace. While Claremont’s own sustainability policies are to cut carbon emissions and support social value, they also take a practical approach to meeting environmental goals with clients.
“It’s about understanding where sustainability features in the client’s list of criteria, as for some it’s imperative to them, while with others, whereas they are concerned about it, there are perhaps other factors that drive this.”
“However, many clients are increasingly aware that their employees and talent pool want to see sustainability in play, and when they are recruiting people their sustainability statement maybe important to the future employee. This is why sustainability is much more prevalent and much more important now than it ever used to be.”
Project teams will take a pragmatic
As technology became faster, better, smarter and smaller, the nature of the workplace has changed. In the traditional o ce the workspace was seen as a status symbol...
approach by using practical solutions that don’t necessarily have cost implications; for instance, reusing products, such as carpets, furniture or lighting. Alongside this, manufacturers and their partners are increasingly developing products that don’t have necessarily a huge cost implication by being more sustainable. Allied to sustainability, flexible design solutions which can be reworked without incurring costly and environmentally unfriendly refits are gaining traction.
“Gone are the days where you would build structures that couldn’t be changed, moved
or adapted,” says Flannery, “because clients generally don’t know what their business will look like in two, three- or four-years’ time, when we’re talking about their projects, we will always look at future proofing. We’ll ask, ‘where are we on day one? What could that look like in year two, year three?, We’ll put in the infrastructure to support that and make sure that everything that’s in that space is flexible or could be repurposed or moved.”
Furniture pods she says are here to stay and designers are supporting flexible workspaces by finding ways of dividing up space with movable structures, whether that be acoustic panels or curtaining rather than fixed partitions.
OCCUPANT NEEDS
A huge consideration for designers and their clients is to ensure they deliver workspaces that suit the di erent needs of workers, not only in terms of the work that they do, but in terms of the demographic or the needs that they might have, whether that be sensory or personal needs.
Explains Flannery: “You may have heard people talk about the ‘retreat’, a designated quiet area that can support all types of diverse people. You might use that area as your multi-faith room, your nursing facility or your sensory room. It’s about creating a space where people feel included and not excluded.”
Claremont has introduced the DIBE360 tool which audits a workplace performance from a DIBE (Diversity, Inclusion, Belonging, and Equity) perspective. Developed in conjunction with Claremont’s Workplace Psychologist Becky Turner, a leading expert in inclusive workplace design, the tool can measure how a space works from a DIBE point of view.
Another consideration is in ensuring health and wellbeing among sta , especially when so many now work in a variety of areas. While
younger people in particular are o en happy to work away from a traditional desk setting, it’s incumbent on the employer to o er spaces that are equipped for focus work, including ergonomic furniture, a monitor arm and a task chair. However, as Flannery warns, you can’t force somebody to sit there, which is why it’s important to o er occupants di erent pockets of space for people to choose where they want to work.
“I think ergonomics is important and all furniture we put in, or every space we create, we need to make sure it’s fit for the task it’s designed for. But there is an education piece around the FM and the clients to show people what types of spaces are suitable for the work that they’re doing. Inform them that if you need to perform focus work for six hours on a screen, choose an environment that’s most suitable for that.”
FUTURE PLANS
Flannery believes the biggest challenge for the industry over the next 12 to 18 months is dealing with a fluctuating market due to the geopolitical factors that are influencing client decision making. Uncertainty about the future means clients may take more time to commit to projects and leads to a lot of competition in the design and fit out market. But she also sees this as an opportunity for Claremont in working with clients to help them with their property, financial and people challenges. She’s also optimistic about leading a company which has such a strong culture. The result of recruiting the right people and making sure their beliefs, values, and objectives are aligned with the company’s, “so that everybody’s very clear what we’re trying to do and trying to achieve as a business, but also very clear as what they can expect from us as well”.
Alongside that, everyone at a senior level has a day job and is involved on a day-to-day basis, including Flannery herself, on projects. Transitioning to becoming an EOT she argues has reinforced the belief that Claremont’s people are at the centre of everything they do, and being an EOT means that people not only do a great job but share the benefits of the success of the company.
She concludes: “We just want to continue what we’ve done. We’ve been here for 48 years. We’ve got a fantastic reputation. We want to continue to deliver great schemes for our clients. We’re not looking for systemic growth other than organic growth and to continue to work with clients who appreciate what we do and enjoy working with us. We want to be a great company to work for and for people to enjoy working with us, and we want to carry on delivering great schemes and having a fantastic reputation.”
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Minimising downtime and keeping kitchen equipment running at full capacity is crucial to sites of every size. HOBART Service’s Christian Hampshire outlines the HOBART Service philosophy and why it can help keep your site running smoothly.
How can HOBART Service support facilities teams to prioritise the on-site experience when maintaining their kitchens?
At its core, HOBART Service is fundamentally based on helping customers make the most of their investment in equipment. We understand that the initial investment in core kitchen equipment is only the start of a journey; those appliances must be maintained properly and regularly to achieve optimum efficiency, performance and their expected lifespan. It goes without saying, a broken machine costs time, money and additional resources that many businesses don’t have.
To achieve this, HOBART Service has more than 100 national factory-trained and employed technicians across the market to support our customers with both their reactive and proactive kitchen maintenance needs. Our national technicians carry more than 500 parts on their vans, helping us to deliver a first-time fix rate of 95%.
Supporting our end customers is key, so we have developed HOBART and ecomax by HOBART accredited training for third party providers. This intensive entry-level training has been delivered to more than 400 third-party technicians, enabling them to achieve more first-time fixes and ensure equipment uptime through improved diagnostics, improved maintenance and service, as well as rapid availability on genuine OEM parts stock.
We also support third party trained technicians with our recommended OEM van stock, alongside full access to technical information and parts service kits.
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What role does service play in helping sites run more smoothly?
The single highest priority for us at HOBART Service is to support our customers in minimising costs and reducing downtime, whilst enhancing total lifetime cost of ownership. It is this commitment to quality of service that sets us apart. The HOBART Service team is factory-trained on HOBART, Bonnet, Ecomax, Maestro and Elro equipment and each technician’s van carries more than 550 OEM parts. Ultimately, this commitment to the highest level of service and the availability of the right spare parts is what has helped us to maintain our first-time fix rate at 95%.
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What are some of the key initiatives at HOBART Service, designed to support facilities teams? At HOBART Service, we are committed to ensuring customer excellence. Regardless of whether a customer interacts with HOBART Service directly or through a HOBART Service-trained thirdparty maintenance partner, this is something we constantly measure against our key KPIs and core customer targets to ensure we’re on track. We also support through a series of service products from pay-as-you-go options to service plans to managing equipment risk, as well as offering a range of fixed price repairs.
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DRIVING ENERGY EFFICIENCY
National Highway’s Brunel House carbon load shifting initiative illustrates Amey’s AI-Driven approach and its key lessons for sustainable building management in the public sector
In an era marked by increasing demands on public services and ever-tightening budgetary constraints, public sector organisations are under more pressure than ever to deliver value while simultaneously fulfilling ambitious regulatory and environmental requirements. Nowhere is this truer than in the management of public buildings, with assets that must be maintained, heated, cooled and powered e iciently, all while remaining comfortable and accessible for users. The successful trial of a carbon load shi ing initiative at National Highways’ Brunel House, led by Amey in partnership with National Highways, Grid Edge, and BMSi, showcases both the transformative potential of artificial intelligence in building management and the
importance of strategic, data-driven action.
CHALLENGES FACING THE PUBLIC SECTOR
Public sector organisations in the UK, like their counterparts across the world, are grappling with multiple, sometimes competing priorities. On one hand, they face the rising cost of energy, constrained budgets, and the requirement to reduce their carbon footprints. The UK Government, for example, has set a legally binding target to achieve net zero greenhouse gas emissions by 2050, alongside interim ambitions such as reducing public sector building emissions by 50 per cent by 2032 compared to 2017 levels. On the other, there is an imperative to provide reliable, high-quality services
to the public, ensuring that buildings are not just functional but welcoming and comfortable.
Amidst these challenges, many local authorities and agencies have set themselves ambitious carbon reduction targets, reflecting both government policy and the expectations of the communities they serve. Achieving these goals within existing budgetary and operational constraints demands ingenuity, innovation, and the willingness to embrace new technologies - a context in which the Brunel House Carbon Load Shi ing initiative o ers timely lessons.
AI-POWERED CARBON LOAD SHIFTING
The trial conducted at Brunel House in 2025 revolved around a deceptively simple idea: by intelligently timing energy consumption
to coincide with periods when the UK’s national grid is supplied primarily by renewables (low carbon intensity), and reducing usage when fossil fuels dominate, significant reductions in both cost and emissions became possible.
To coordinate and implement this strategy, Amey installed E60+, an innovative, AI-driven energy tool. This system worked in tandem with Grid Edge’s sensor technology to monitor and analyse real-time energy usage throughout the building. By learning the nuances of how appliances and systems within Brunel House consumed energy, E60+ identified opportunities to shi certain loads away from periods of high grid carbon intensity.
E60+ is designed to work with whatever systems are already in place- whether it’s a legacy building management setup or recently installed IoT devices.
What’s important is that innovation happens intentionally. Any recommendations the AI makes are reviewed by operational site teams; giving it that human interaction which ensures nothing compromises comfort or operations. As adjustments roll out, E60+ keeps monitoring, ready to dial things back if needed and maintain the balance between e iciency and user experience.
Unlike the usual energy saving tools that rely on new equipment, E60+ focuses on doing more with what’s already there. By turning raw data into clear, practical steps, it gives building managers and
What’s important is that innovation happens intentionally. Any recommendations the AI makes are reviewed by operational site teams; giving it that human interaction which ensures nothing compromises comfort or operations.”
decision makers what they need to make real progress on carbon and cost. This kind of approach is well suited to the reality of public sector estates, where sustainability targets are ambitious but the path to net zero needs to be practical, inclusive, and grounded in everyday choices.
Getting E60+ up and running at Brunel
House was refreshingly straightforward. While there was the usual challenge of pinning down the power ratings for every bit of equipment, having detailed site plans helped the team quickly create a digital twin and find their feet with the new system.
FROM DATA TO ACTION
A critical feature of E60+ is its ability to tailor recommendations to the unique operational context of each building. In Brunel House, the tool monitored real-time carbon intensity data from the UK grid, cross-referencing it with occupant patterns, appliance demand, and HVAC (heating, ventilation, air conditioning) system performance. The AI then calculated which systems could safely reduce load during high-carbon periods, such as late a ernoons and early evenings, and which were critical to maintain at all times.
One of the first actionable insights was strikingly straightforward: by reducing the o ice’s HVAC output by less than a degree Celsius from 4pm to 6pm (when grid carbon intensity typically peaked), the building could achieve daily savings of 24kg of CO2e, without sacrificing comfort or operational e ectiveness. This minor adjustment, when consistently applied, resulted in a nine per cent overall energy reduction and generated an estimated annual financial saving of £14,235. Over the course of a year, this equated to an impressive carbon reduction of around 5,520kg CO2e.
By continuing to foster a spirit of collaboration and innovation, and by rigorously evaluating both successes and setbacks, organisations like Amey and National Highways can lead the way towards a greener, more e cient future - one data-powered, AI-optimised building at a time.”
QUANTIFYING THE IMPACT
The quantitative outcomes of the trial at Brunel House make a compelling case for the broader application of AI-powered energy management tools:
Daily CO2e Savings: 24kg
Annual CO2e Reduction: Approximately 5,520kg
Energy Reduction: 9 per cent in the trial building
Annual Financial Saving: £14,235
These results were achieved with no impact on operational KPIs or occupant comfort, challenging the common perception that energy savings must come at the cost of user experience. Indeed, the trial not only demonstrated what was possible through minor operational changes but also inspired the National Highways team to consider further optimisations and to drive broader behavioural change across their estate.
LESSONS FOR THE PUBLIC SECTOR AND BEYOND
This trial at Brunel House highlights that even small operational adjustments
can deliver significant savings without compromising comfort or key performance indicators. It also o ers several important lessons for public sector organisations seeking to optimise their energy use and reduce their carbon footprints:
Data as an enabler: The use of real-time data and AI-driven analytics can help identify opportunities for energy savings that might otherwise be overlooked, especially in complex, multi-use buildings.
Incremental changes, significant impact: Even small, well-timed interventions - such as minor adjustments to HVAC settings - can deliver substantial cost and carbon savings.
Behavioural change: Successes like this can help build momentum for wider adoption of energy efficiency measures, fostering a culture of innovation and sustainability.
Cost-effective action: The initiative demonstrates that significant improvements are possible without large capital outlays, making them accessible even in times of fiscal constraint.
Communication: Staff engagement and feedback is vital to its successful rollout. Clear communication enables teams to manage expectations, gauge impact and modify interventions to ensure the building and its assets continue to respond to the demands of its occupiers.
TOWARDS SCALABLE, SUSTAINABLE SOLUTIONS
The Brunel House project stands as a testament to what can be achieved when technology, data, and operational expertise are brought together with a clear focus on sustainability and value for money. As public sector organisations seek to navigate an increasingly complex landscape, the lessons of this initiative, both in terms of what was achieved and what remains to be explored - o er a valuable roadmap.
Yet, as with any pioneering initiative, there are gaps that warrant further investigation to ensure the approach is truly scalable and sustainable. Gathering more comprehensive data on occupant experience, long-term savings, and integration challenges will be essential for informing future e orts across the entire public sector estate.
By continuing to foster a spirit of collaboration and innovation, and by rigorously evaluating both successes and setbacks, organisations like Amey and National Highways can lead the way towards a greener, more e icient futureone data-powered, AI-optimised building at a time.
Concludes David Aird, Amey Business Director, Net Zero & Energy Solutions:
“As we continue to drive innovation in energy e iciency and decarbonisation across the public sector, the Brunel House project has clearly demonstrated the impact of combining advanced AI solutions with a spirit of genuine collaboration.
“Our partnership with National Highways has shown that when client and service provider work closely together, we’re able to unlock the full potential of smart technology - delivering measurable carbon savings, cost reductions, and operational resilience. These achievements aren’t just the result of technology alone; they’re built on trust, communication, and a shared commitment to sustainability.”
Concurrent
BEYOND CONTROL
James Massey, Managing Director for Facilities Management at MRI Software explains why the future of facilities lies in intelligent energy and building management
In the modern built environment, the pressure on facilities managers has never been greater. Rising energy costs, increasingly stringent sustainability regulations, and heightened expectations from tenants and stakeholders all converge on a single question: how can we run our buildings more intelligently?
The answer o en lies in the systems we deploy to understand and optimise building performance. For many, that means navigating the distinctions as well as the merging of Building Management Systems (BMS) and Energy Management Systems
(EMS). While the acronyms may sound interchangeable, their roles, strengths, and future trajectories are anything but.
This article explores the evolution of BMS and EMS, their respective contributions to modern facilities management, and why the integration of both is fast becoming a cornerstone of resilient, sustainable operations.
THE ROLE OF BMS
Building Management Systems have been a fixture in commercial real estate and complex facilities for decades. Traditionally,
a BMS serves as the digital nervous system of a building: monitoring and controlling heating, ventilation, air conditioning (HVAC), lighting, fire safety, and security.
By consolidating control into a single interface, facilities managers gain visibility and operational consistency across multiple systems. A well-configured BMS ensures the lights switch o when no one is in the o ice, air quality is maintained at safe and comfortable levels and equipment faults can be identified before they escalate. Yet while BMS technology delivers essential control, its scope is typically limited to day-to-day building operations. Data, though abundant, is o en siloed within the system and not easily transformed into actionable insight for long-term strategy. For facilities managers under pressure to meet net zero goals, this presents a challenge: control without context.
THE RISE OF EMS
Where BMS provides operational oversight, Energy Management Systems (EMS) step
in to provide strategic intelligence. An EMS focuses on monitoring, analysing, and optimising a building’s energy consumption. These systems pull together data not only from the BMS but also from submeters, sensors, and external sources such as utility tari s or weather forecasts.
The result is a powerful analytical layer that enables facilities teams to answer complex questions:
Which equipment is consuming the most energy, and why?
How do usage patterns di er between sites or time periods?
Where can we reduce demand without compromising occupant comfort?
By turning raw data into actionable insight, EMS technology empowers decision-makers to align operational practices with carbon reduction targets, regulatory compliance and financial performance. In a world where ESG metrics are scrutinised by investors, regulators, and tenants alike, this intelligence is no longer a “nice to have” but a strategic necessity.
TWO SIDES OF THE SAME COIN
It can be tempting to view BMS and EMS as competing technologies, but in reality, they are complementary. The BMS governs real-time building control, while the EMS interprets and contextualises the data, guiding long-term e iciency strategies. Together, they form a closed loop of information and action:
– highlighting anomalies, ine iciencies, and opportunities for optimisation.
Facilities managers adjust settings or automate responses – feeding improvements back into the BMS.
This integration unlocks a virtuous cycle where day-to-day control and long-term strategy reinforce each other. Instead of reacting to issues, facilities managers can proactively shape outcomes, reducing costs, lowering emissions, and enhancing occupant wellbeing.
DRIVING CHANGE
The real story, however, goes beyond technical di erences. The future of BMS and EMS is being shaped by broader forces reshaping the built environment:
The Net Zero Imperative: Governments worldwide have legislated ambitious climate targets, with the UK aiming to reach net zero by 2050. As buildings account for roughly 40 per cent of global energy consumption, facilities managers are on the front line of the decarbonisation agenda. EMS platforms provide the data backbone required to measure, verify, and report progress toward these goals.
The Digital Transformation of FM: The “smart building” movement has shi ed expectations. Cloud connectivity, IoT sensors, and AI-driven analytics are redefining how facilities are managed. BMS platforms are evolving from closed, proprietary systems into open, interoperable ecosystems. EMS, meanwhile, is increasingly seen as the analytical intelligence layer that unlocks the value of this digital infrastructure.
Resilience and Risk Management:
Energy volatility has become a board-level
concern. From geopolitical uncertainty to supply constraints, organisations are seeking greater resilience in their energy strategies. EMS technology enables demand forecasting, load shi ing, and even integration with on-site renewables turning facilities from passive consumers into active participants in the energy marketplace.
The Human Factor: Finally, there is the question of occupants. Whether tenants, employees, or visitors, expect comfortable, safe, and sustainable spaces. BMS ensures comfort and safety; EMS ensures these are delivered e iciently and transparently. Together, they help facilities managers balance human needs with environmental responsibility.
PRACTICAL IMPLICATIONS FOR FMS
Think integration, not replacement: Most facilities will require both BMS and EMS functionality. The real opportunity lies in ensuring these systems communicate e ectively.
Prioritise open systems: Proprietary solutions that trap data in silos limit future flexibility. Open protocols and cloud connectivity enable the agility needed in a fast-changing regulatory landscape. Build a culture of data-driven decisionmaking: Technology alone won’t deliver results. Facilities teams must develop the skills and processes to interpret EMS insights and translate them into operational action.
Look beyond compliance: While regulation is a strong driver, the competitive advantage of optimised building performance extends to tenant satisfaction, asset value, and corporate reputation.
THE ROAD AHEAD
As the built environment becomes ever more connected, the line between BMS and EMS is blurring. Increasingly, we will see integrated platforms that combine operational control with predictive analytics, machine learning, and real-time reporting.
For facilities managers, this merge represents both a challenge and an opportunity. The challenge lies in navigating investment decisions, managing change, and upskilling teams. The opportunity is to position FM as a strategic function delivering not only e icient operations but also measurable contributions to sustainability, resilience, and organisational performance. In the end, the real question is not “BMS or EMS?” but rather “How do we orchestrate both to deliver smarter, greener, and more human-centric buildings?” Those who can answer it will not only meet today’s demands but also shape the future of facilities management.
COMPLETE RECORD
Rob Norton, UK Director at PlanRadar argues that traditional recordkeeping practices in construction are causing FMs operational headaches
Around
the world, the construction industry is haemorrhaging money. RIBA’s comprehensive review highlights the shocking reality that every year billions of dollars are lost annually to avoidable disputes. Frequently, poor documentation sits at the heart of this crisis, with facilities managers bearing the long-term consequences of these failures.
Far too o en, FMs are le managing buildings with incomplete records, missing certifications and gaps in compliance documentation that create ongoing operational headaches and regulatory risks, given the construction industry’s tendency to litigate.
PAPER TRAIL PROBLEM
Traditional paper-based documentation systems aren’t just ‘old school’ and ine icient; they’re potentially hazardous. When fire door installations lack proper certification records, when inspection reports go missing during handovers, when compliance documentation exists only in filing cabinets scattered across multiple o ices, then facilities managers face an almost impossible task.
Post-Grenfell, the regulatory environment has fundamentally shi ed, with scrutiny around documentation and compliance more intense than ever. Now that The Building Safety Act is in force, excuses such as “we can’t find the paperwork” are no longer considered acceptable responses by auditors or safety inspectors.
Despite this heightened regulatory pressure, the construction industry continues to rely on 20th century documentation methods. The upshot? A perfect storm of financial losses, compliance failures and safety risks that FMs are le to navigate.
COST OF DOCUMENTATION FAILURES
The financial implications of poor documentation extend throughout a building’s entire lifecycle. When proper handover documentation is missing, facilities managers spend countless hours reconstructing project histories, tracking down certifications and filling gaps in maintenance records. This isn’t just inconvenient and resource intensive, it’s expensive.
Consider the following scenario: a facilities manager discovers during a routine audit that fire door certifications are incomplete. Without proper digital records, establishing compliance becomes a costly exercise in detective work. Contractors must be recalled, inspections repeated, and certifications reissued, all at significant expense.
More critically, incomplete documentation creates liability exposure. When building safety incidents occur, investigators start asking questions about documentation; ‘Can you prove work was completed to specification?’, ‘Do you have traceable records of inspections and certifications?’. Without comprehensive digital documentation, these questions become legal nightmares.
DIGITAL DOCUMENTATION
Digital documentation represents more than technological convenience; it’s a transformation that creates a ‘single source of truth’ that can be referred to throughout a building’s lifecycle. This is about ensuring the kinds of accountability, traceability and transparency that traditional methods have too o en failed to deliver.
Modern digital platforms provide FMs with unarguable records for every critical task. Fire door installations come with timestamped photographic
evidence, inspector signatures and automatic compliance tracking. Maintenance schedules link directly to manufacturer specifications and regulatory requirements. Building modifications are documented with before-and-a er evidence that satisfies rigorous audits.
The transformation extends beyond individual records to adhere to the “Golden Thread” of accountability; a complete, traceable record that follows every element of a building from initial design through construction and operation.
DIGITAL SOLUTIONS
Leading digital platforms can transform construction and facilities management documentation. By connecting entire project teams on unified platforms, these systems remove the information silos that a lict traditional approaches.
For facilities managers, the strength lies in a comprehensive approach to building lifecycle management. From initial construction through ongoing maintenance, every interaction with the building generates traceable, accessible records. Technical drawings, inspection reports, maintenance schedules and compliance certificates can all exist in one searchable, secure location.
A platform’s mobile-first approach means documentation happens in real-time, on-site. Contractors can’t simply “forget” to document work, the system requires completion before tasks can be marked as done. Photographs, measurements and certifications are captured automatically, creating comprehensive records without additional administrative burden.
Digital documentation prevents information loss during handovers. Instead of inheriting boxes of mixed paperwork and hoping for the best, FMs receive complete digital records with full search functionality and automatic compliance tracking.
THE URGENCY OF CHANGE
Building safety scrutiny will intensify as authorities grapple with legacy compliance issues and emerging safety challenges. Facilities managers who continue relying on traditional documentation methods are essentially gambling with both budgets and their careers.
The technology exists today to eliminate documentation-related disputes and compliance failures. Forward-thinking facilities managers across the industry are already embracing these solutions demonstrating that digital transformation in construction documentation is more than aspirational, it’s attainable here and now.
The choice facing facilities managers is clear: continue wrestling with inadequate documentation systems that create risk and consume precious resources, or embrace digital platforms that provide comprehensive, traceable records throughout the building lifecycle.
The construction industry’s billion-dollar documentation problem has a solution, digital documentation. It works. Now, the question is whether facilities managers will adopt it quickly enough to avoid the mounting costs of inaction.
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LIGHT CONTROLS
Paul Jones, Sales Director for UK & Ireland at lighting controls specialist B.E.G. explains why facilities managers should prioritise installing lighting controls this winter
As facilities managers prepare their buildings for another long British winter, the to-do list is already looking full: heating systems, insulation checks, reactive maintenance, energy budgeting - the list goes on. But one area that too o en gets overlooked is lighting control and that can be a costly oversight.
Lighting may seem like a fixed utility - a necessity - but how it’s managed can have a major impact on both running costs and the wellbeing of everyone in the building. In fact, installing intelligent
lighting controls is one of the most e ective things facilities managers can do this season to make buildings more e icient, comfortable, and sustainable.
At B.E.G., we’ve been working with facilities teams across sectors - from education and healthcare to commercial and public buildings - for over 50 years. And time and again, the same truth emerges: lighting controls deliver immediate wins. They save energy. They lower bills. They improve the occupant experience. And they’re especially powerful in winter.
SMART CONTROLS
During the colder, darker months, lighting demand naturally increases. Days are shorter, skies are gloomier, and artificial lighting becomes essential - o en for 10–12 hours a day. Without controls in place, lights are frequently le on in empty rooms, unoccupied corridors, and external spaces long a er they’re needed. That’s money - and energy - slipping away hour by hour.
With smart controls, that waste stops. Presence detectors ensure lights only
switch on when someone is in the room. Daylight sensors automatically dim artificial lighting when there’s su icient natural light. Timers and astronomical clocks can align exterior lighting with actual sunrise and sunset, adjusting automatically as the season progresses. These systems aren’t theoretical - they’re proven. We’ve seen buildings reduce their lighting energy usage by up to 70 per cent just by implementing sensor-based controls.
The financial implications are significant, especially as energy costs remain volatile in the UK. For large sites - schools, o ice blocks, hospitals - this can translate into thousands of pounds saved every year, with a payback period of just a couple of years in many cases. With carbon reduction targets tightening, these savings aren’t just good for the budget - they’re essential for compliance and corporate responsibility.
LIGHT FOR WELLBEING
But saving money is only half the story. Just as important is how lighting a ects the people inside the building. As we head into winter, many building occupants will arrive and leave in darkness. The quality and responsiveness of artificial lighting has a direct impact on how people feel and perform during the day. Poor lighting can cause eye strain, headaches, fatigue, and low mood - especially when daylight is in short supply. That is where Human-Centric Lighting (HCL) comes into play. We’re strong advocates for HCL - systems that adjust colour temperature and intensity throughout the day to better support the body’s natural rhythms. Cooler, brighter light in the morning helps stimulate alertness and focus; warmer tones in the a ernoon support calmness and reduce overstimulation. We’ve deployed this kind of lighting in multiple buildings - wherever people spend long hours indoors during the darker months. The result is a better environment for everyone. Workers report higher satisfaction levels and absenteeism tends to decrease. Within environments like hospitals or care
homes, where lighting plays a crucial role in health and safety, the benefits can be even more profound. For facilities managers, that means fewer complaints, better working conditions and tangible proof that their building is supporting wellbeing - not just energy performance.
LIGHTING CONTROL BENEFITS
or LON, ensuring you can build a system that fits your site and your budget.
It’s also worth noting that lighting controls are low maintenance. Once installed and correctly commissioned, these systems largely run themselves - adjusting to occupancy, daylight, or schedule without needing constant input. For busy facilities teams juggling dozens of responsibilities, that kind of automation is invaluable.
We’re strong advocates for HCL - systems that adjust colour temperature and intensity throughout the day to better support the body’s natural rhythms. Cooler, brighter light in the morning helps stimulate alertness and focus; warmer tones in the afternoon support calmness and reduce overstimulation.”
needing constant input. For dozens of responsibilities,
with common protocols like DALI, KNX,
And the beauty is: you don’t need to start from scratch. Most existing lighting systems can be retrofitted with sensors, control modules, and smart interfaces. Whether it’s a corridor in a school, a stairwell in an o ice block, or external lighting on a hospital site, these flexible, scalable solutions will integrate with common protocols like DALI, KNX,
This winter, the pressure on buildings - and the people managing them - will be intense. Energy budgets are under scrutiny. Occupants expect more from their environments. And sustainability targets are more urgent than ever. Lighting controls are not a silver bullet, but they are one of the most straightforward, cost-e ective upgrades available. They deliver results quickly, improve the user experience, and contribute meaningfully to long-term carbon goals.
urgent than ever. Lighting controls are not a silver bullet, but they are one
Questions for facilities managers to ask is where is energy being wasted? Where could automation bring consistency and savings? And most importantly - how can lighting be used not just to see, but to support the wellbeing of every person in your building?
Answering those questions helps facilities teams take control of their lighting - and their future. Because when the days are short and the bills are high, smart lighting isn’t a luxury. It’s a necessity.
BEYOND THE SWITCH
Martin Heaward, UK Head of Sales at Gewiss, explores why the industry must shift its focus beyond the fixture and towards holistic, future-ready solutions
Whetherin commercial o ices, educational campuses, industrial facilities, or public sector estates, lighting decisions directly shape how e ectively a space performs. Yet despite its broad impact, lighting procurement o en remains rooted in a narrow, product-first approach that risks overlooking the bigger picture.
LIGHTING IMPACT
Research increasingly links lighting quality to occupant wellbeing and productivity. In o ices, dynamic lighting schemes that mimic natural daylight can help reduce fatigue and improve focus. In educational establishments, proper lighting levels support concentration and reduce eye strain. And in industrial settings, good visibility can prevent accidents and improve output. From a facilities perspective, lighting also plays a pivotal role in energy management and operational e iciency. Poorly integrated or outdated systems can lead to wasted energy, high maintenance costs, and reduced lifecycle performance.
PURCHASING PROBLEMS
Many purchasing strategies are still focused on product availability, upfront cost, or historical preference. This approach can create significant longterm drawbacks. Systems may be poorly integrated, di icult to manage, or inflexible in the face of evolving operational needs.
A standardised approach may overlook the specific
requirements of di erent spaces - the needs of an open-plan o ice di ers greatly from those of meeting rooms, breakout areas, corridors, or kitchens.
Similarly, in a warehouse environment, the lighting needs of high-bay storage areas di er significantly from those of packing stations, loading docks, or admin spaces. Applying a one-size-fits-all approach therefore risks compromising performance, comfort, and overall occupant experience.
INTEGRATED LIGHTING SOLUTIONS
FMs must treat lighting as part of a broader, integrated infrastructure. Modern lighting solutions can be connected with HVAC, security, and building management systems, enabling smarter, more e icient operations. Intelligent lighting controls, for example, allow energy use to be optimised according to occupancy patterns or natural daylight levels.
Future-ready lighting systems are:
Intelligent and connected: Centralised control platforms allow for monitoring, automation, and predictive maintenance.
Flexible and modular: Components can be upgraded or replaced with minimal disruption.
Energy-e icient: Advanced sensors and daylightharvesting strategies reduce energy consumption.
User-centric: Controls and systems are tailored to the specific needs of each space, supporting occupant comfort and wellbeing.
Facilities managers who embed flexibility, intelligence, and sustainability into their lighting
infrastructure can reduce lifecycle costs, improve operational resilience, and ensure that buildings remain functional and attractive for years to come.
PROPER PROCUREMENT
To ensure this it’s vital that facilities professionals consider their lighting strategies long before the procurement stage. Managers should engage lighting specialists early in the design or refurbishment process to ensure that systems are aligned with operational priorities, sustainability goals, and future requirements.
A trusted lighting partner provides much more than products - they deliver insight, technical expertise, and strategic guidance. They help identify opportunities to improve energy e iciency, optimise controls, and integrate lighting with other building systems. Crucially, they also support lifecycle management, ensuring systems remain e ective, compliant, and upgradable as technologies evolve.
Lighting is no longer just a switch on the wall. It is a strategic asset that shapes occupant experience, drives energy e iciency, supports sustainability goals, and underpins operational resilience.The challenge is clear: move beyond product-first thinking and adopt a holistic, future-focused approach to lighting infrastructure. By engaging expert partners, integrating systems, and prioritising flexibility and intelligence, lighting can deliver far more than illumination - it can truly transform the way buildings perform – both now and in the future.
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A CLEANER FUTURE
Supporting an ageing workforce through innovation. By Lucy Lloyd, Chief Services O cer at Kingdom Cleaning
The cleaning industry is a top 10 employment industry in the UK. According to the British Cleaning Council (BCC), the cleaning, hygiene and waste industry directly employs over 1,006,400 sta , a 1.25 per cent increase from the previous year. If occupations involved in cleaning across other industries such as public services and hospitality are included, the total number of individuals working in the industry can be expressed as 1.47 million. This equates to approximately five per cent of the UK workforce.
The cleaning industry plays a crucial but o en overlooked role in keeping the UK running. It is essential to ensuring public services run safely and it is vital to the health and wellbeing of the country. Cleaning as a profession is one that will always be required, yet it is also one with an ageing workforce. I believe the answer lies
in innovation. This isn’t just about getting the job done more e iciently but about better supporting the people doing it.
DEMOGRAPHIC CHALLENGES
There are several demographic challenges within the sector that the industry needs to adapt to, not least we have an ageing workforce and fewer younger people choosing to enter the profession.
Figures from the BCC show that the proportion of sta under 25 in the industry is lower than seen across all the economy, (nine v 11 per cent). In contrast, the proportion of sta aged over 55 (27 per cent) is higher (21 per cent) suggesting that that the sector may face issues around an ageing workforce.
With over a quarter of cleaning sta being over the age of 55, and under 25’s making up just nine per cent of the cleaning workforce, this could lead to a shortage of cleaning sta in the future.
This age discrepancy o en arises in sectors that haven’t focused on attracting younger workers – and while individual businesses do what they can, the cleaning industry needs to shi towards being viewed as a more exciting one for younger generations to join.
Currently, the smaller proportion of younger workers could be due to perceptions of the role of a cleaner, a perceived lack of progression or the general shi among younger people wanting more o ice or home-based roles as opposed to physically demanding jobs. Many jobs that existed for hundreds of years – builders, cleaners, farmers, carers – are not as popular amongst younger generations as they once were, however these roles are crucial to keeping the economy running.
DUAL CHALLENGE
The imbalance creates a dual challenge; retaining experienced workers while making the profession more attractive to younger people who will make up the workforce in the future. This means the industry needs to go beyond surface-level incentives and instead o er impactful and sustainable improvements that will support the health and wellbeing of sta .
Technical innovation plays an important part and something that we have introduced is the use of cobotics, or collaborative robotics to help support our sta . These machines can take on repetitive and more physically demanding tasks, allowing sta to stay focused on more skilled or customer facing elements of the role. These devices also help sta conserve energy, reduce their fatigue and is a great example of how technology isn’t dehumanising the sector, but is instead making it more humane.
HEALTH AND WELLBEING
Alongside this, at Kingdom Cleaning, we look a er the health of sta through smaller innovations. We supply our sta with specially designed biomechanic footwear that improves posture and reduces strain. These shoes can make a real di erence to people who spend hours on their feet every day, particularly older sta . It might be innovation that is viewed as a ‘nice to have’ for some companies, but for us, the wellbeing of our sta is crucial. This simple change is proven to help reduce injury and risks of slips and falls, which likewise
Innovation and the use of technology to
to change how the industry
improves sta retention and boosts morale. Innovation and the use of technology to improve health and wellbeing is also an important element in helping to change how the industry is perceived, particularly among younger job seekers.
figure where 18 per cent of the workforce are foreign born.
Cleaning roles are too o en seen as low-skilled, however, innovations and the introduction of ergonomic tools to the role, alongside a culture that values health, will help to ensure that the industry is seen increasingly for what it is: forward-thinking and peoplefocused. This can support the longterm recruitment into the cleaning industry and help bridge the generational divide in the workforce.
DIVERSITY AND INCLUSION
Currently, the smaller proportion of younger workers could be due to perceptions of the role of a cleaner, a perceived lack of progression or the general shift among younger people wanting more o ce or home-based roles as opposed to physically demanding jobs.”
forward-thinking and peoplefocused. This can support the long-
According to the BCC the number of foreign-born people working in the cleaning industry accounts for 21 per cent of the workforce. This is greater than all sector
for whom English is not literacy or digital
This brings more of a challenge in training and upskilling workers for whom English is not their first language. At Kingdom Cleaning, we assist new starters if they are not proficient in English with filling out forms. Within the wider industry, a good option could be to introduce literacy or digital literacy programmes to improve accessibility and opportunity for workers wanting to advance their skills as well as keep up with how the industry is innovating to improve e iciency.
The importance of investing in people cannot be understated. It’s vital that innovation is viewed as a path to e iciency in the sector, but also as part of a long-term strategy for workforce sustainability. Others in the sector should also be following suit, using innovation as a force for good in a sector that undoubtedly touches every corner of society.
FIRM FOUNDATIONS
Nadeem Ashraf,
Head of Asset Management & Systems, Integral UK
warns of the hidden dangers of bad data and siloed software and how it’s important to build foundations for AI-driven FM
The FM sector talks a lot about smart buildings, predictive analytics and the transformative potential of AI; and with good reason, the potential is enormous. Yet many organisations are eager to leap into advanced technologies before they address the fundamentals. Without high-quality, integrated data, even the most sophisticated AI and analytics tools will fail to deliver value. Poor asset registers, fragmented systems and inconsistent reporting not only undermine e iciency and compliance but also erode client trust and inflate operational costs.
THE TRUE COST OF BAD DATA
The adage “garbage in, garbage out” remains as relevant as ever. It’s a challenge every facilities manager is familiar with. Incomplete or inaccurate asset records o en lead to a cascade of operational issues. Common ones include servicing equipment that no longer exists, missing critical checks, and relying on flawed maintenance histories. This can result in duplicated work orders, wasted engineer time, big gaps in compliance and lifecycle decisions made in the dark or on complete guesswork. While these costs may be invisible in the short term, over time they manifest as poor forecasting, higher reactive spend and, eventually, a broken relationship between client and provider. When compliance reports are untrustworthy or asset registers don’t reflect reality, the FM team’s credibility su ers.
COMPLEXITY WITHOUT VALUE
Many FM providers operate with dozens, or even hundreds, of disparate systems and portals, o en developed in isolation. This fragmented ecosystem adds complexity without delivering any clear value. Data lives in silos, reporting standards di er, and there’s no single version of the truth. AI and
analytics are only as e ective as the data that feeds them. When information is inconsistent or unconnected, systems can amplify errors rather than deliver insight. The impulse might be to rush the deployment of new platforms on top of the fragmented environment, but this risks further wasted investments and operational slowdowns.
BUILDING A ROBUST DATA FOUNDATION
The solution cannot be technology for its own sake, but a disciplined approach to data. Facilities managers must treat data as a strategic asset. This means:
Clear governance and ownership of asset registers.
Defined processes for updates and regular audits to confirm accuracy.
Consistent naming conventions and data standards to reduce confusion and duplication.
The next step is to connect systems so data can move across the organisation. Facilities managers can begin by linking maintenance, finance, procurement and helpdesk functions, which enables information to flow seamlessly. Even small integrations, like automatically updating a finance system when a work order is closed can save time and prevent errors. The goal is moving towards a coherent dataset that supports all operational decisions.
Maintaining quality is as important as building it, and here it’s useful to understand the foundation as built on four pillars: accuracy, completeness, consistency and timeliness. These must be upheld through validation routines, mandatory fields and a culture where engineers are empowered to report discrepancies. When teams see themselves as custodians of data as well as assets, reliability improves.
SMARTER, DATA-DRIVEN MAINTENANCE
With accurate, integrated data, predictive maintenance becomes practical. Managers can anticipate failures, optimise resources and analyse energy use and lifecycle costs with confidence. FM
teams can also model di erent strategies, such as full SFG20 guidance, statutory-only regimes or fixedon-failure models, then project the resources each requires. This allows providers to present clients with clear trade-o s and support value-driven decisions. AI is beginning to improve data quality as well as analytics. Emerging tools capture equipment details more e iciently, using digital recognition to log make, model and location with minimal manual input. As it gets smarter, AI is also getting better at facilitating system integrations, cutting delivery times and costs. As these tools mature, FM teams will be able to survey large estates in days and connect platforms far more quickly. AI-powered assistants are also providing 24/7 support, automating routine queries and aiding technicians in the field.
While AI attracts attention, business intelligence tools remain essential. Platforms like JLL Azara provide real-time portfolio insights, cost analysis and scenario modelling, helping FM teams make datadriven decisions.
REMEMBERING THE HUMAN FACTOR
Technology adoption is only successful when paired with e ective change management and workforce upskilling. FM teams must be trained to use new platforms, interpret analytics and act on insights. Embedding a culture of continuous learning and improvement ensures that technology investments translate into operational excellence.
The FM industry is right to be excited about AI, but technology cannot fix a broken foundation. Organisations that invest in governance, integration, and quality build a stable base for innovation. However, it’s possible, and advisable, to pursue parallel tracks, improving data quality while piloting targeted AI and business intelligence use cases that deliver immediate value and build momentum for broader transformation.
Ultimately, FM teams must learn to walk before they run but should not stand still. Clean up the data, simplify the systems and work towards creating a single source of truth. Only then can AI and analytics deliver on their promise to transform asset management and maintenance.
RAISE THE ALARM
Matthew Davies, Business Development Manager at MEMCO by AVIRE, and a member of the BSI lift safety committee, on how the PSTN switch-o could comprise lift safety
Asthe UK’s telecommunications infrastructure undergoes a major transformation, facilities managers and li duty holders are facing a critical juncture. The withdrawal of the Public Switched Telephone Network (PSTN) by January 2027 will a ect thousands of li alarm systems, particularly in commercial buildings and multi-dwelling units, many of which still rely on analogue lines for emergency communication.
At the centre of this issue is the increasing risk that passengers trapped in li s during a power outage may be le unable to call for help due to a breakdown in communication lines. Without a clear understanding of this evolving digital landscape, property owners and managers may inadvertently compromise both compliance and occupant safety.
THE DIGITAL SHIFT: FROM COPPER TO FIBRE
The PSTN switch-o or the digital switchover refers to the nationwide upgrade of the UK’s landline network from copper-based analogue systems to fibre optic, digital infrastructure. While this modernisation promises faster internet speeds and improved bandwidth, it introduces a significant vulnerability for li systems: fibre lines require mains electricity to function.
If the building loses power, precisely when li entrapments are more likely to occur, a fibre-based line without battery backup will fail.
WHAT IS ‘STOP SELL’ AND WHY IT MATTERS
To accelerate the digital switchover, Openreach has implemented its “stop sell” programme, which became national policy from 5 September 2023.
This means no new analogue services are available, and any contract changes, such as upgrading a service, switching provider, or a change in tenancy, automatically trigger a conversion to a fibre line. Many building managers mistakenly believe that their existing analogue lines will remain una ected unless they request a change. However, seemingly innocuous administrative actions, like a working line takeover or telecom cost review, can result in analogue circuits being replaced with digital alternatives without the facilities team even realising it.
THE RESPONSIBILITIES OF THE LIFT DUTY HOLDER
As a member of the BSI li safety committee, I can confirm that the duty holder is responsible for provisioning a line that is suitable for the alarm equipment it supports. This means ensuring compatibility with the li alarm’s signalling technology and guaranteeing power resilience for at least one hour, the minimum standard for most li alarm backups.
Failure to meet these conditions renders the li alarm system non-compliant. Alarmingly, some changes are only discovered during periodic inspections, where faults are cited as LOLER (Li ing Operations and Li ing Equipment Regulations) defects. This o en leads to emergency repairs, which are significantly more expensive than planned transitions and may involve suboptimal quick-fix solutions with no long-term resilience.
HIDDEN COSTS AND OPERATIONAL STRESS
Unplanned migrations can create a chain of miscommunication: IT, telecoms, or finance teams may approve line changes without consulting the li maintenance contractor or on-site facilities team. When li alarms stop functioning, the resulting urgency forces decisions to be made quickly, o en leading to high costs and inadequate solutions such as gateways without battery backups.
This means you’re not just dealing with a technical issue, you’re adding financial strain, operational hassle, and the stress of having a key building service out of action. Such emergency fixes frequently fall outside service contracts, meaning extra costs for urgent site visits and remedial work.
FUTURE-PROOFING STRATEGIES
There are three main approaches facilities managers can take to address the li telephony issue e ectively:
Battery Backup for Fibre Lines: Installing an uninterrupted power supply (UPS) can provide resilience to fibre lines. However, such backups are not standard and are only mandated for vulnerable residential customers, according to Ofcom. For commercial buildings, responsibility for sourcing, maintaining, and inspecting these systems lies with the building management team, not the li service provider.
Mobile Gateways with Battery Resilience: Switching to a mobile-based solution via a 4G-enabled gateway can bypass fixed lines entirely. These devices typically come with built-in battery backup and remote diagnostics, o ering a resilient and flexible alternative. However, with mobile network operators (MNOs) in the UK confirming that 2G and 3G services will be phased out by 2033 at the latest, it is crucial to avoid installing devices that rely on these legacy networks. Gateways must still be maintained, and facilities teams must ensure there is clear accountability for battery replacements, firmware updates, and ongoing compatibility checks.
Managed Connectivity Services: Fully managed solutions, such as MEMCO by AVIRE’s Sentinel service, o er end-to-end oversight. These services cover everything from the initial switchover to mobile networks, SIM and hardware lifecycle management, battery provisioning, and proactive connection monitoring. Regular health reports and remote fault diagnostics reduce downtime and mitigate compliance risks.
AUDIT, PLAN, AND COMMUNICATE
With the digital switchover well underway, li alarm systems must not be overlooked. Facilities managers should urgently:
Audit all existing telecom lines serving li s. Coordinate across departments, especially IT, finance, and operations.
Plan ahead for resilient alternatives.
Engage with li providers and communications experts to implement compliant, future-ready systems.
The cost of inaction is more than just financial. It’s about safeguarding lives and ensuring that buildings meet the safety standards expected in a digital era.
MUNTERS DEHUMIDIFIERS HELP BELVOIR CASTLE PRESERVE FAMILY ARCHIVES FOR FUTURE GENERATIONS
Ma vast collection of books, documents, maps, manuscripts, estate management records, with the oldest document dating back to 1103. However, the passage of time has taken its toll on many of these documents, and humidity and moisture has caused visible damage such as mould growth, yellowing, and discolouration.
levels
unters, global leaders in energy e icient climate control, has installed dehumidifiers in archive rooms at Belvoir Castle, Rutland, UK to protect the family’s historical records from deterioration and moisture damage. Belvoir Castle has been the ancestral home of the Duke of Rutland’s family since 1067. From the days of the Norman conquest to modern day, it is one of the finest examples of Regency architecture in the world. To ensure the preservation of their precious archives for future generations, Belvoir Castle chose Munters to install state-of-theart dehumidifiers in the castle's archive rooms. These rooms house
Recognising the need to protect these irreplaceable records, Belvoir Castle previously tried commercial dehumidifiers with little success. Munters were then selected to design a dehumidification solution tailored to the unique challenges of Belvoir Castle. “You can see why an industrial solution is needed. Due to the thickness of the castle walls, having one dehumidifier in each of the archive rooms is essential.” His Grace David Manners, 11th Duke of Rutland.
Each of the five dehumidifiers installed were selected to maintain consistent relative humidity
levels of 50-55% RH, preventing further damage and ensuring the long-term preservation. This solution meets the British Standard BS4971 for conservation in archives, as well as reducing the need for additional heating, which in turn saves energy.
This project has been a testament to the importance of preserving history. By safeguarding the Duke of Rutland's family archives, Munters is helping to ensure that these invaluable records can be enjoyed by future generations.
To read the full story or learn how Munters can help preserve your valuable assets, please visit our website or contact our sales team.
David Manors, 11th Duke of Rutland
WEATHERITE & CONDAIR – A COOL PARTNERSHIP
When Weatherite needed to develop an innovative cooling solution that didn’t rely on man-made refrigerants, it turned to Condair’s adiabatic cooling expertise. The partnership resulted in Weatherite’s innovative AdTec-D direct cooling system, which is now a highly proven free air-cooling unit, used by leading telecoms and data centre clients.
Andy Lewis, General Manager for Data Centres at Weatherite, commented:
“Incorporating Condair's adiabatic cooling into our AdTec-D unit has saved 80% of power per unit, compared to equivalent refrigerantbased systems.
SHIELD SELECTS SYNC ENERGY AS IT SWITCHES TO ELECTRIC
Condair’s flexibility and engineering helped us massively for adapting and producing products specific to the client's needs. This allowed us to innovate and really deliver what the client was a er.”
Weatherite’s AdTec-D can o er 15-80kW of sensible cooling per unit, typically operates with an energy e iciency ratio greater than 15, and is an ideal retrofit solution for DC or telecoms operations looking to take advantage of freeair cooling. It can operate in free-air cooling only mode when the outdoor conditions allow or utilise adiabatic cooling to boost performance when needed. Even on the UK’s hottest ever recorded day, the AdTec-D successfully maintained the required indoor conditions for a leading UK telecoms provider, without any additional compressor-driven cooling.
BASE STRUCTURES LEADS CUTTING-EDGE ROOF REPLACEMENT FOR NOTTINGHAM LANDMARK
When specialist technical contractor, Shield committed to transforming its fleet of company cars to electrical – and knowing that the van fleet was also planned - it decided to install a comprehensive EV charging facility at its new head o ice in Bristol. Working with Sync Energy, part of the Luceco Group, the company opted for Sync Energy Pro Charger Twin Wall Mounted EV Chargers as being the best commercial EV charging solution for the increasing volume of use.
With twin Type 2 socket outlets, a backlit intuitive colour touchscreen, and built in 4G connectivity, MCB and MID metres as standard, the Sync Energy Pro Charger supports Monta QR code, RFID, Plug and Charge, and Payment Terminal Charging, if required.
The Pro Charger range features Twin Bollard EV Chargers, available with or without amenity lighting option, and Twin Wall-mounted Chargers. Both the wall-mounted and bollard options come with PEN fault detection, touchscreen, RFID, 4G connectivity, and an MID meter as standard.
The unique Balancer enables link up to 16 charge points dynamically to the building supply, ensuring no overload of circuits, protecting assets with a Stainless-Steel Crash barrier. The Sync EV Balancer is designed to ensure that the electricity supply is not exceeded by EV Charging. The balancer is a hardwired system for reliability and requires no subscription.
M SERIES STEP LIFTS: ENHANCED ENGINEERING SPECIFICATIONS MEETS CONTEMPORARY DESIGN
Tensegrity structure specialists Base Structures has completed one of the UK’s most technically demanding tensile fabric roof replacements at the Castle Meadow Campus owned by the University of Nottingham. Its Central Building, formerly home to the Inland Revenue, was designed Michael Hopkins & Partners in 1994. The building broke new ground in o ice design at the time and replaced traditional heavy steel frameworks with an innovative synergy of fabric, steel, and tierods. With the original fabric reaching the end of its design life and the University of Nottingham’s future plans for the campus, the incredible 3,000sqm tensile roof has now been replaced to preserve this historic structure and prepare it for years to come. At the heart of the challenge was the removal and replacement of the highly engineered roof structure, supported by three floating ladder trusses. These trusses had to be sequentially lowered in precise 100mm increments to avoid overstressing the existing system, an operation carried out using 12 load cells and delivered with rope access specialists. Each of the 12 li ing beams, required to manoeuvre the trusses, were designed in five separate sections and constructed in mid-air to accommodate the existing structural tierod system. The new roof also includes new 19.5mm laminated & toughened glazing units, installed by RAC Ltd.
Level Access Li s, the leading UK distributor for Swedish engineering specialist Tech Line AB, announces design enhancements to its M Series step li range which now features a seamless glazed door and comes in aluminium silver as a standard finish.
The M Series comprises two models: the M4 step li with standard through-access configuration, and the M5 featuring doors that open at 90 degrees to provide convenient adjacent access. Both models are now available with a seamless glazed door delivering clean architectural lines for both contemporary and traditional environments.
This design development builds on the proven success of the M Series as a versatile low-level access solution for indoor and outdoor applications, providing dependable between-floor travel. The ultra-slim profile and telescopic li ing legs minimise installation footprint, eliminating the need for major structural modification.
Both models feature lightweight aluminium construction, now available in a standard silver or black finish, with bespoke colour matching available. The M4 o ers variable platform sizing for diverse layouts, while the M5 provides a generous 1100mm x 1650mm platform with 1020mm clear openings, optimised for enhanced wheelchair manoeuvrability.
The upgraded appearance of the M Series responds to growing demand for cost-e ective accessibility solutions, delivering exceptional design flexibility. https://levelli
I-TEAM GLOBAL INTRODUCES THE I-HYGIENIC RANGE OF PLANT-BASED CLEANING AGENTS, SETTING NEW STANDARDS IN SUSTAINABLE CLEANING
i-team Global introduces the i-hygienic range of plant-based, green cleaning agents and skincare products. This range sets a new standard for non-toxic and sustainable cleaning. As part of the i-team Global family, the brand embodies the company’s mission to change lives through cleaner and more sustainable solutions.
The advanced hygiene formulas hold non-classified status under the Globally Harmonized System (GHS) and Classification, Labelling and Packaging (CLP) regulations. This means they are safe to handle, transport, and store. Designed to solve all cleaning needs, the skin-friendly portfolio supports CO2 reduction in every space.
Safe for people
The biodegradable detergents provide powerful cleaning results that match or exceed petroleumbased options. Products are tailored for settings including washroom cleaning, floor care, surface cleaning, commercial kitchen hygiene, machine
dishwashing, laundry service, outdoor spaces, and more. The comprehensive portfolio covers all professional cleaning needs without compromising safety or environmental responsibility.
Both the highly concentrated and ready-to-use non-classified products pose no risk from inhalation, skin contact, or accidental misuse. They can be used without requiring personal protective equipment. Designed with the user in mind, i-team Global emphasises the importance of always following organisational safety practices.
Better for planet
The range is designed to help businesses reduce CO2 emissions and meet sustainability goals. The plantbased products absorb CO2 during the production process. The packaging is carbon-negative, made using 100% renewable and recyclable materials. The CO2 savings equate to 1.8 kg CO2 per kg of packaging.
A wide selection of the products are Cradle to Cradle Certified® Gold level and EU Ecolabel approved, with more products going through the assessment process. Additional certifications held include NSF Foodsafe, Green Key, and Nordic Swan Ecolabel.
Clearer, faster
choice
Ten product categories enable clearer, faster selection, and an easy-to-use online tool helps you select the right product for the right cleaning task. Within each category, the cleaning solutions are grouped into four product segments – Daily Cleaners, Daily Specialists, Heavy Duty Cleaners, Troubleshooters and Specialsso you can always find what you need.
NEW SALES MANAGER FOR VOX IGNIS
Global voice alarm and emergency audio and alarm systems business Vox Ignis has recently appointed Mark Piert as its new Northern Regional Sales Manager.
Mark joined the company in September 2025 with a remit to grow its sales and customer base across the North of the UK, Northern Ireland and Ireland and to support sales of the company’s Unicorn Voice PAVA, Lexicomm EVC, AssistCallPro safety alarms and InEvac lockdown systems.
Liverpool-based Mark is well known in the UK fire industry having spent nearly 30 years in engineering and sales roles for many well-known manufacturers,
with particular expertise in new fire technology solutions.
Jeremy Kirkup, Sales Director said: “We’re delighted to welcome Mark to the company, he has vast experience and has fitted in well. We are growing quickly with sales across our portfolio, especially for our Unicorn Voice integrated PAVA and EVC system,
and Mark is quickly proving a real asset. With new products in our safety alarm portfolio very close to launch, and growing demand for our lockdown and evacuation solutions, these are exciting times for everyone who deals with Vox Ignis.”
Mark said: “I’m delighted to join Vox Ignis. I have known of them for many years and it’s a real privilege to join a thriving, independent UK manufacturer at the next stage in its growth. Their current portfolio is very well regarded and requested and firmly embraced by their customers and the wider market, and I expect their new products to follow a similar path.”
Vox Ignis is a global specialist in voice alarm, emergency voice communication, lockdown and assistance call systems. Designed and manufactured in the UK and sold under the Vox Ignis and leading OEM brands worldwide, its products amplify the safety of millions of people and buildings every day.
For more information, visit www.vox-ignis.com
HÖRMANN TURBOLUX ACHIEVES RID-VERIFIED RECORD AS FASTEST SPIRAL DOOR
Hörmann UK’s TurboLux high-speed spiral door has been o icially verified by the Record Institute of Germany (RID) as the fastest in its class, achieving opening speeds of up to 4.0 m/s and a closing speed of up to 1.0 m/s. This impressive performance places TurboLux at the forefront of a new generation of high speed, rapid-access doors suitable for logistics centres, warehouses, and high-cycle industrial applications.
Engineered for demanding high tra ic environments, TurboLux is purpose-built to handle intensive operational demands - reducing cycle times, minimising air exchange, and maintaining internal environmental control. Its spiral-guided opening mechanism ensures wear-free operation, even at high speeds, contributing to extended service life and reduced maintenance requirements.
A standout feature of the TurboLux door is its door leaf construction, comprising of extruded polycarbonate laths delivering 90% transparency without compromising impact resistance. This design improves visibility, supports safe material handling, streamlines vehicle and personnel movement, and
helps to reduce accidents.
Safe operation is engineered into every aspect of the TurboLux door, with an integrated light grille system, embedded within the slimline 250mm side panels, monitoring the doors closing zone up to a height of 2,500mm. This continuous presence detection, combined with a so -stop feature, ensures the
KIMBERLY-CLARK PROFESSIONAL TRANSFORMS WYPALL INDUSTRIAL CLEANING CLOTHS WITH MORE ABSORBENCY AND DURABILITY
Kimberly-Clark Professional has introduced significant enhancements to its WypAll® X70 Medium Duty Cleaning Cloths and WypAll® X80 Heavy Duty Cleaning Cloths. These improvements deliver better performance and greater value to commercial customers seeking high performing cleaning products for industrial and manufacturing environments.
protection of personnel and equipment by preventing abrupt halts or damage in the event of obstructions.
Phil Thorpe, Industrial Division Manager at Hörmann UK, commented: “Our TurboLux doors set a new industry standard for automated access systems. The RID verification confirms its unmatched speed, but just as importantly, its engineering delivers consistent performance, durability, and safety in high-cycle environments. It’s a highly e icient solution for operators requiring maximum uptime and operational control.”
TurboLux is available in standard dimensions up to 5,000mm x 5,000mm and can be configured with wind load resistance up to Class 4 (EN 12424), equivalent to wind speeds of 133 km/h, enabling use in both internal and external applications. The slimline side panels allow for installation even in restricted spaces, and the use of pre-assembled components facilitates faster, more e icient on-site fitting.
To find out more about Hörmann visit www. hormann.co.uk/industry-commerce-and-publicauthorities/industrial-doors/high-speed-doors/
MAJOR INVESTMENT IN HIGH-POWERED UNITS STRENGTHENS STAR POWER FLEET
Both types of cleaning cloths now o er enhanced absorbency and a nearly 10% larger sized sheet in the popular Jumbo Roll and Pop-Up™ Box package formats, making them even better for soaking up spills to help reduce downtime.
WypAll® X70 Medium Duty Cleaning Cloths were re-designed to be stronger and more absorbent. The product features a new performance engineered construction, ideal for use with solvents, that absorbs up to 20% more oil and water than before. In user testing, the improved WypAll® X70 is liked by users more than the previous version for oil and grease cleaning performance.
WypAll® X80 Heavy Duty Cleaning Cloths were also improved with a tough new surface texture for a durable and strong feel and are liked by users better than the previous version for water, oil and grease cleaning performance.
WypAll® X70 and WypAll® X80 products are part of a full line of wiping solutions for any industry or budget.
www.kcprofessional.com
http://bit.ly/3IT2fEM
Following a rise in demand for high-capacity temporary power solutions, Star Power has invested over £3 million in new equipment, significantly increasing its fleet capacity and nationwide service coverage.
The investment includes the addition of over 100 generators, cable packs, multiple battery energy storage systems (BESS) and distribution boards; supporting a wide range of power needs from planned projects to emergency cover. The new equipment is being deployed across Star Power’s UK depot network to improve availability and response times nationwide.
Orders have been placed with some of the industry’s leading supply partners as part of Star Power’s continued investment in fleet expansion. This includes a significant joint investment in new equipment from both Pramac and JCB. Pramac is supplying generators from 20kVA along with multiple new battery energy storage systems (BESS. Additional generators across key power ranges have been ordered from JCB, further strengthening the fleet’s capacity to meet diverse and demanding project requirements.
The new equipment enhances Star Power’s ability to support complex, highdemand projects with flexible, scalable temporary power systems.
To further strengthen national coverage, Star Power has recently opened a new depot in the North West. Additionally, they are relocating their Bristol depot soon and expanding their Kent depot to meet increased demand.
https://star-power.co.uk
hire@star-power.co.uk
SENIOR HIRE AT RESTORE INFORMATION MANAGEMENT
Restore Information management has announced the appointment of Simon McNair as Head of Business Development –Digital Services.
In this newly created role, McNair will lead the company’s digital sales strategy, with a focus on driving new business growth and expanding its presence across key sectors.
An accomplished, results-driven commercial leader with over 25 years of experience, McNair has a consistent track record of exceeding targets and delivering sustainable business growth. He brings extensive expertise in digital transformation, sales leadership, and strategic account development, having worked with public sector to deliver information management solutions that unlock value and improve the way they work.
RICS ELECTS SENIOR VICE PRESIDENT
Susanne Eickermann-Riepe FRICS has been elected to join the RICS Presidential Team as Senior Vice President (SVP) for 2026.
In a career spanning 40 years, Eickermann-Riepe, who is a Civil Engineer, holds extensive experience in senior roles and board positions at the top of the surveying profession. She brings with her a wealth of expertise working in the real estate industry, including 18 years as a partner of PwC WP GmbH.
Commencing her term on 1 January 2026, Eickermann-Riepe will serve as SVP for one year before stepping into the role of President Elect on 1 January 2027 and ultimately becoming RICS President in 2028.
CHIEF DAYMAKER APPOINTMENT AT ON VERVE
Specialist guest services provider, On Verve, has appointed CherylAnne Cooper to the role of Chief DayMaker.
The appointment signals the next chapter for On Verve in its fi h year. The business has matured from disruptive newcomer to trusted partner, working with organisations across media, technology, corporate, and professional services.
Cooper’s leadership will build on this growth, drawing on almost two decades of experience in facilities management, procurement, and leadership to build high-performing teams and deliver exceptional workplace experiences. Cooper will champion the On Verve’s mission to make workplaces destinations, balancing smart innovation with genuine human connection.
She was previously National Operations Director at Churchill Group, where she led skilled teams to meet operational needs and continuously improve.
Looking for FM candidates?
SCENIC ROUTE TO SUCCESS
Lucy Hayes, HR Director, Q3
Services explains why non-traditional routes into FM can be the most rewarding
When people ask me how I ended up in FM, I o en joke that I took the scenic route. Starting in HR straight from school, pivoting into project management and bid coordination across defence and large FM contracts, then coming full circle to build an entire HR function from scratch, is hardly the textbook career trajectory. It was however, an incredibly valuable perspective builder. I learned that sometimes the most valuable leaders are those who've seen it from multiple angles. My journey through di erent sectors and functions has shaped exactly how I approach people management in FM today.
THE POWER OF PERSPECTIVE
Working in bid management for a large FM firm taught me something crucial: behind every successful facility, there are people making it happen. You can have the most sophisticated systems and processes in the world, but if your team isn't engaged, supported, and valued, none of it works.
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This realisation hit me during my time coordinating complex defence contracts. I was managing submissions for huge, budgeted tenders, but what really determined success wasn't just technical capability, it was whether our people felt equipped, motivated, and trusted to deliver.
BUILDING FROM THE GROUND UP
As a founding member of Q3, I was onboard before a HR function had been decided. With my background spanning both people management and operational delivery, I knew exactly what we needed and raised my hand to be the person to get if o the ground. It was about creating the kind of workplace where people genuinely want to contribute their best work, rather than just policies and procedures.
Having experienced both sides – large organisations where individual voices can get lost and now helping to build something more agile – I'm convinced that FM needs more leaders who understand the full picture.
RECRUITING WITH A DIFFERENT LENS
This varied experience has completely changed how I approach recruitment. I'm not just looking for someone who ticks every box on a traditional job specification. I'm looking for transferable skills, adaptability, and genuine interest in what we do. Some of our best hires have come from unexpected backgrounds.
A candidate might not have direct FM experience, but they've managed complex logistics in retail or coordinated multi-site operations in hospitality. Those skills translate beautifully. Having worked across di erent environments means you can spot potential that others might miss.
The key is asking the right questions. Instead of "Have you worked in FM before?" I'm asking: "Tell me about a time you had to coordinate multiple priorities under pressure." The answers reveal so much more than previous job titles.
LOOKING BEYOND THE CV
When I'm recruiting, I'm having conversations about career aspiration and not just current capabilities. I want to understand what drives someone and how they handle the unexpected, because in FM, that's guaranteed. This approach has opened talent pools that many organisations overlook.
We've successfully recruited people from retail management, event coordination, and the armed forces. What they share is an understanding of service delivery, attention to detail, and
keeping multiple stakeholders happy – core FM competencies. There's also something valuable about bringing in people who see our industry with fresh eyes. They ask questions that industry veterans might not think to ask and challenge assumptions in ways that can lead to genuine innovation.
The recruitment process itself benefits from this broader perspective. When you've worked in di erent environments, you understand that talent comes in many forms. You're more likely to create inclusive processes that don't inadvertently exclude great candidates from di erent backgrounds. For client-facing roles, I'm not just looking at traditional account management backgrounds. I'm considering people from customer service, hospitality, or community relations. They o en bring empathy and problem-solving ability that can transform client relationships.
ADVICE FOR CANDIDATES AND EMPLOYERS
For anyone considering a career in FM, whether in HR or any other function, my advice is simple: don't feel pressured to follow a linear path. The skills you pick up in project management or operational roles are fundamental to FM. And for employers? Start looking at what skills candidates have developed, not just where they developed them. Some of the best people managers I know didn't start in HR. They started in roles where they experienced firsthand what it means to be well-supported (or poorly supported) in their work.
THE HUMAN SIDE OF FM
Ultimately, FM is a people business serving people. Whether we're maintaining a hospital, managing an o ice complex, or supporting a manufacturing facility, we're in the business of creating environments where people can do their best work.
The leaders who understand this most deeply are o en those who've taken the longer route to get there, who've worked in di erent roles, faced di erent challenges, and built up that essential empathy that comes from varied experience.
My journey from HR to bids to projects and back to HR wasn't a detour. It was exactly the preparation I needed to understand what our people really need, and how to create the kind of workplace culture that not only attracts great talent but keeps them engaged and growing.
In an industry as dynamic and people dependent as FM, perhaps it's time we stopped seeing nontraditional career paths as unusual and started recognising them as exactly what we need.
TRAINING FOR THE FUTURE
How AI and immersive digital learning is transforming indoor environmental quality education to empower professionals with future-proof skills. By Andy Lord, Founder & CEO, OpenRain
Withgrowing expectations within the built environment to meet regulatory, environmental and wellbeing standards, the need for smarter, more scalable training has never been greater. Facilities managers and property professionals are increasingly required to understand not only asset performance, but also the complex relationship between indoor conditions and human health.
This is particularly relevant when it comes to Indoor Environmental Quality (IEQ), a subject that’s moved from the margins to the mainstream. With the introduction of BS 40102-1:2023, organisations are now being asked to monitor, report on, and improve internal conditions across air quality, thermal comfort, lighting and acoustics. The challenge? Ensuring teams have the knowledge to put these principles into practice.
At OpenRain, we believe the answer lies in a more modern approach to training, which blends AI-enabled content delivery, real-world context and on-demand flexibility. It’s not just about ticking a compliance box. It’s about helping professionals confidently engage with the evolving standards that shape healthier buildings.
WHY IEQ TRAINING NEEDS A RETHINK
Traditional training formats o en fail to meet the
needs
the
presentations,
environment.
classroom sessions, or passive online modules can struggle to hold attention and o en aren’t built for the realworld scenarios professionals face.
IEQ adds complexity to this challenge. It’s a topic rooted in science and data, but its success depends on how well professionals apply it to diverse settings, from housing estates and o ice blocks to schools and hospitals. Add in the rising expectations from legislation (like the upcoming Awaab’s Law ), and it’s clear that awareness alone isn’t enough.
What is needed is a training experience that’s accessible, practical, and aligned to how people work. That’s where digital delivery and more specifically, AI-supported platforms make a real di erence.
WHAT AI BRINGS TO THE TRAINING TABLE
We’ve developed the Foundations in Indoor Environmental Quality (IEQ) Course to make vital knowledge accessible to professionals across facilities management, housing, construction and beyond.
Delivered through the OpenRain Skills Hub, the course combines interactive content, real-world case studies and clear guidance aligned to BS 40102-1 and BRE recommendations.
The platform allows users to access content anytime, from any device, and track their progress as they go, whether they’re working on-site, between meetings, or during quieter moments in their schedule.
While the AI elements aren’t replacing trainers or tutors, they enhance the learning experience by: Automating progress tracking.
Presenting bite-sized, relevant modules in the right sequence.
Enabling course creators to continuously update and adapt content as standards evolve.
THE BENEFITS TO LEARNERS AND TEAMS
What we’ve found through early rollout is that this approach resonates well with professionals who need clarity, speed, and relevance in their training.
Real-World Learning - The course uses building scenarios based on real challenges like ventilation issues, condensation risks, or acoustic problems in shared spaces. This helps learners understand how to apply their knowledge in practice.It also highlights the direct links between IEQ and health outcomes.
Flexibility for Busy Roles - Facilities professionals rarely have the luxury of uninterrupted time. That’s why the Skills Hub is designed to deliver short, self-paced modules that can be completed in stages without compromising on quality or credibility. Learners can revisit sections as needed.
Aligned to What Matters - The course is fully aligned to BS 40102-1 and incorporates best practice guidance and case law. This ensures that what learners take away from the course is both practical and compliant.
A HEALTHIER FUTURE STARTS WITH SMARTER TRAINING
The launch of BS 40102-1 is a clear signal that indoor environmental quality is no longer optional. It’s now a regulated expectation and one that’s increasingly linked to public health, tenant wellbeing, and organisational accountability.
In this context, training is about more than knowledge. It’s about empowering people to act; to spot risks, raise standards, and improve outcomes. Whether you’re managing a portfolio of public buildings, delivering retrofit schemes, or simply looking to future-proof your FM strategy, this course provides a timely, practical foundation for building professionals at every level.
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Ground-breaking Employability Scheme at HMP Leyhill
Gov Facility Services Limited (GFSL) and HMP Leyhill have announced the outstanding success of their ROTL employment scheme.
UK EMPLOYEES CALL FOR ACTION ON EXCESSIVE OFFICE NOISE
This marks a significant step forward in the national e ort to reduce reo ending and support prisoner rehabilitation by demonstrating the positive impact of employment opportunities for serving prisoners.
Now nine months into operation, the initiative allows suitably qualified prisoners to be employed on Release on Temporary Licence within HMP Leyhill, working directly in fully paid trade positions with GFSL who provide facilities services on the site. Through this innovative partnership, individuals have gained handson work experience while directly contributing to the maintenance and improvement of the prison.
Currently, two serving prisoners at HMP Leyhill are employed with the GFSL team in Painter & Decorator and Mechanical Engineer roles respectively. Although some amendments to the roles are necessary while still serving a sentence, for the most part the employment is equal to that of a standard employee.
The Governor of HMP Leyhill, Steve Cross said: “The partnership between HMP Leyhill and GFSL underscores a shared vision of rehabilitation and the belief that every individual has the potential for positive transformation.”
Bidvest Noonan partners with Young Enterprise Northern Ireland
Bidvest Noonan has announced its new role as an Impact Partner with Young Enterprise Northern Ireland (YENI), reinforcing its commitment to supporting the communities it serves and investing in future generations.
Through this partnership, Bidvest Noonan will contribute to YENI’s enterprise education programmes, which reach over 90,000 students across Northern Ireland each year. These programmes are designed to equip young people with vital skills such as creativity, commercial awareness, and entrepreneurial confidence, preparing them to thrive in a rapidly changing global economy.
Carol Fitzsimons MBE, CEO of Young Enterprise NI, welcomed the collaboration: “We are delighted to have Bidvest Noonan join us as an Impact Partner. Their commitment to community and innovation aligns perfectly with our mission. With their support, we can expand our reach and ensure more young people across Northern Ireland develop the skills they need to succeed in life and work.”
Excessive o ice noise is driving stress, frustration, and lost productivity and UK employees are demanding change, according to the findings of a new white paper published by specialists in acoustic finishes, Oscar Acoustics.
Key insights from the report include:
Over half (56 per cent) of employees say their o ice is too noisy.
Eight in 10 admit excessive noise directly harms their productivity.
Nearly a third (29 per cent) are actively calling for improved acoustic design.
The consequences are far from trivial. Almost half of o ice workers struggle to concentrate (47 per cent), more than a third feel irritated (36 per cent), and 30 per cent report experiencing high stress levels due to noise.
So, what do employees want?
Requests from sta span both design and behavioural changes:
Focused workspaces (35 per cent), more meeting rooms (29 per cent), breakout areas (29 per cent), collaboration zones (19 per cent), and spaces designed specifically for video calls (24 per cent).
Acoustic interventions such as improved soundproofing and absorption (29 per cent), desk dividers (26 per cent), folding partition walls (18 per cent), and better ventilation and air conditioning (20 per cent).
And for some, more abrupt measures: one in four (25 per cent) want noisy colleagues to be shushed.
UK workers lead Europe in AI readiness, though optimism remains selective
UK workers are increasingly aware of how artificial intelligence (AI) may reshape their jobs, and show greater optimism than European peers, according to new findings from ADP Research.
The research reveals that while 88 per cent of UK respondents have formed views on AI’s impact, 14 per cent strongly believe it will improve their work – placing UK workers above the European average of 11 per cent and ahead of major economies including Germany and France.
This is according to ADP Research, in a global study, surveying 38,000 working adults across six continents, including 1,113 in the UK, to gain a comprehensive understanding of their feelings toward AI and its potential impact on their jobs.
Key UK findings:
Low resistance, high awareness, with only nine per cent fearing job replacement
UK professionals in tech, finance, and IT are leading the way in AI optimism, with nearly one in five in technology services expressing a positive outlook
UK knowledge workers are well-positioned to capitalise on AI opportunities through training and support initiatives
I’ve had eczema since I was born. When soap is full of chemicals, it feels like I’ve stuck my hands in stinging nettles.
One in two people are likely to face barriers to hygiene in washrooms*
Inclusive hygiene isn’t just the right thing to do for people, it’s the right thing to do for business. That’s why Tork is on a mission to make washroom hygiene more inclusive, from dermatologically tested soaps to dispensers accredited by the Swedish Rheumatism Association. Because everyone benefits when more people can use washrooms with ease.
Discover how Tork can make your washroom hygiene more inclusive. tork.co.uk or tork.ie
