Sara Bean speaks with Dan Andrews, Executive Director at CBRE Global Workplace Solutions (GWS), about how being a global FM business offers the ideal balance for both clients and employees. CBRE will be exhibiting at Facilities & Estates Management Live and are our headline sponsor.

As the global leader in commercial real estate services and investments, CBRE might be perceived as being primarily focused on Corporate Real Estate.                

The Local Facilities Management arm of CBRE’s Global Workplace Solutions (GWS) business employs over 7,000 employees across more than 850 contracts in the UK and covers a diverse portfolio, ranging from iconic towers in the City of London to hospitals, airports, museums, stadiums and manufacturing environments.

Says Executive Director at CBRE Global Workplace Solutions (GWS), Dan Andrews: “CBRE is a strong brand, so potential clients who come from the property management or the asset side may not be aware of the FM delivery arm, which means sometimes people aren’t familiar with what we can deliver. Our contract values range from £10,000 for a small tenant to £10 million, and can include a wide range of technical, engineering, and integrated services in between, depending on the client’s business.”

He adds that although part of a larger enterprise: “It’s a fantastic business to join if you want to be entrepreneurial, as the people in it really do make it such a fun place to work. Because of our business unit model, it’s about as close as you can get to the benefits of a small business; you work within a tight-knit team who are empowered to deliver bespoke services to clients, and there is a lot of room to innovate. For our customers, the business unit model means we stay connected and closely involved with all of our contracts.”

Andrews has worked across a range of organisations, moving into an FM role while at the Department of Transport and later working for an SME, which he left to join Norland Managed Services in 2014, just as it was being acquired by CBRE. 

“I’ve had a fantastic journey,” he says, “with numerous roles, working with different sectors, clients and meeting a variety of challenges, and through it all have appreciated how entrepreneurship is encouraged within CBRE, where it’s easy for good ideas to be made reality.”

ENHANCING BUILDING PERFORMANCE

Following CBRE’s recent acquisition of Industrious, a leading provider of flexible workplace solutions, GWS has been incorporated into a new business segment – Building Operations & Experience (BOE), which comprises CBRE’s Enterprise Facilities Management, Local Facilities Management, Property Management and Industrious.

The principles on which the business is based remain the same. Andrews explains that each of Local Facilities Management’s business units are built around the customer and client base, whether aviation, heritage, towers, or another sector, to create a customer centric service.

He says: “Because of our unique model, we operate at every single layer, from London Towers to smaller M&E contracts. Our approach puts the client first and differs from many other FM providers – every site is unique and we ensure the right delivery model is provided, whether that be a team of onsite engineers or mobile engineers providing services as and when required.”

CBRE GWS aims to deliver solutions that enhance the performance of clients’ buildings and workplaces, offering a range of hard and soft services, including engineering, cleaning, security, catering, front of house, grounds maintenance and post room services. 

“We offer pretty much any service within the FM sphere,” says Andrews. “Quite often customers will come to us and ask, ‘can you help us out?’ Because there is no like for like, for us each customer is unique, because their businesses are so unique.” 

He explains: “Every project begins with an analysis of the customer’s needs, what they want to achieve and their business outcomes, with the solution built around them. It’s halfway between consultancy and FM service delivery in approach.”

While engineering services are always self-delivered, CBRE use best in class supply partners for soft services such as cleaning, catering, security and front of house, usually in partnership with bespoke soft services suppliers. Andrews stresses that the IFM delivery model involves picking the right supplier for each customer, for example while one cleaning provider may be ideal for one client, a different model could be required elsewhere. This also supports societal goals says Andrews:

“Partnering with SME organisations often helps support a client’s specific business objectives, for example, their social value strategy, so shopping around for the best fit helps push more diverse suppliers and supports the local business model as well.”

The Local Facilities Management business model is structured around Account or Contract Managers who are fully responsible and empowered to deliver the range of services to either one or a portfolio of clients. CBRE also aims to add value for customers using subject matter experts across ESG, Procurement, People, QHSE and so on. Says Andrews: “There’s very little bureaucracy, and as we grow as a business and those business units get slightly bigger and win more work, we invest and split the business unit. I’ve been involved in splitting two business units during my time at GWS, and it’s great, because you see all that talent coming in within the organisation, and they can grow and develop.

“It means our people have a clear understanding of what opportunities exist for expanding their responsibilities and career progression. I came in as an Account Manager and have moved from Account Manager to General Manager to Business Unit Director and now Executive Director. That’s not unique within GWS.

“We’re also doing a lot of work bringing new talent into the business. We have ESG graduate programmes alongside our general graduate programmes and more apprentices joining than ever. I think one of the great things about GWS is that people can see a clear career journey.”

A focus on customer retention has resulted in double digit growth over the last 10 to 15 years, as explains Andrews, while winning work is great for the growth, maintaining long customer relationships is key. 

“We put a lot of emphasis on retaining clients and one of the biggest things we’re proud of is that our client retention rates are 97 per cent which is industry leading.” 

TOWERING ACHIEVEMENTS

One of the most distinctive portfolios of CBRE GWS are the towers and skyscrapers – an area of expertise for Andrews. They’re a demanding environment from an engineering perspective – for instance the challenge of pumping chilled and hot water around 30 or 40 storeys of a building. What’s also distinctive is that these buildings have potentially 8,000 occupants at any one time with multiple stakeholders and a multitude of requirements from landlord and tenants. 

Explains Andrews: “We often work for the landlord as well as the tenants in these buildings. Providing services for both leads to so much more value, as when the landlords and the tenants are working on the same page, the building wins collectively.”

Interestingly, the business is bringing a number of learnings from the towers to a major retail client which involves a huge, transformational piece that aims to improve the client’s guest experience. 

Says Andrews: “In the retail world you have the shopping centre, and you have the occupiers, and the shopping centre won’t achieve its aims of guest experience and generating footfall while also addressing issues such as driving down carbon if the retail occupiers and the landlord are not aligned. Like the towers we aim to promote a collaborative approach.”

FUTURE THINKING

According to Andrews the current concerns of clients are in achieving ESG, meeting net zero targets and adopting the right technology, with AI and data now an increasingly part of the mix. He advocates starting with the right data, which for some FM clients can involve a complicated legacy.

“I think some of the challenges are that people have got existing technology and have tried to overlay a form of smart technology for a quick win. But our advice is to ask what it is they are trying to focus on. What’s the strategy to get there? And then we can build the right solution using meaningful and relevant technology.” Like many in this situation, simply adding isolated bits of technology with no real clear strategy behind it has led to a lot of complications. Andrews advocates beginning with the data, because without this fundamental in place to begin with, you’re never going to get the outcomes you want, and the danger of overlaying different technologies is that they might not integrate properly.

The widespread adoption of AI within the sector is also going to influence the FM employment landscape, believes Andrews. 

“We have a number of Performance Managers that work with the data and tech to drive dashboards for clients. These roles didn’t really exist two or three years ago, and over the next five years, there will be roles created in the FM space that didn’t exist previously. These new roles are also driving changes with our delivery, moving from industry standard maintenance to a reliability focused maintenance approach. 

“I don’t see it being technology replacing jobs. I see the fact that we’re going to need new roles as FM evolves. I’m confident technology will work alongside people to enhance and change the working environment.”

Looking to the future for CBRE GWS, Andrews confirms that whilst the UK is currently its most mature market globally, he feels there’s still plenty of opportunity where customers begin to understand the value they can add.

“We often get customers saying, ‘I didn’t realise you delivered this service and could help me in that area’, or ‘I thought this opportunity would be too small for GWS’. Which I understand, as CBRE has such a diverse breadth of services. There is a huge amount of value we can deliver across the entire real estate lifecycle.

“As long as we continue doing what we’re doing, concentrate on our core values of being customer centric, empowering our teams, and investing in future talent, then I’ve got no doubt, we will continue growing and evolving our services.” 

Iain Cox, Chair of the Business Sprinkler Alliance

In today’s built environment, where safety and sustainability dominate industry conversations, there remains a lack of knowledge and some surprising misconceptions amongst industry professionals about sprinkler systems which tragically prevent them from being installed.  Despite all of the evidence about how effective sprinklers are in controlling and extinguishing fires across residential, commercial and industrial buildings, why is there a knowledge gap amongst professionals who are responsible for their implementation? 

This knowledge gap was evident at the 2024 UK Real Estate Investment and Infrastructure Forum (UKREiiF), where participants from various stakeholder groups, including developers, consultants, and financiers, admitted to discussing or making decisions about sprinklers without truly comprehending their benefits or how they operate.

Whilst we have been aware of this knowledge gap for some time, it is baffling that such critical fire safety measures are being debated without a fundamental understanding of their capabilities and effectiveness, especially when this information is readily available.

Sprinklers are one of those things that are taken for granted or dismissed. People either understand them and see the true benefits of them, or quickly dismiss them as a mere cost without really exploring the opportunities they provide. From improving life safety to business protection, continuity and sustainability, the introduction of automatic sprinklers offers many positive benefits and they have a long and successful history. 

How do they work?

Sprinklers are heat-activated fire protection devices that have been in use for 150 years.  The key component is a glass bulb containing a temperature-sensitive liquid, which acts to hold a plug in place that prevents the water in the pipes from being released.

In a fire event, temperatures will rise at the ceiling causing the liquid in the glass bulb to heat up and expand. At a predetermined temperature the expansion of the liquid breaks the glass bulb. Without the temperature-sensitive glass bulb there is nothing holding the plug in place, allowing water to flow through the sprinkler head.  As water exits the sprinkler, it strikes a deflector creating a distinctive umbrella shaped spray pattern.This design efficiently distributes water over the affected area, helping to control or extinguish the fire.

In terms of how they work, it’s as simple as that. Importantly, only the sprinklers directly exposed to the fire’s heat will activate. This targeted approach effectively combats the fire and ensures water is delivered where it is needed. 

They do not respond to smoke and there are no wires attached to it. It’s all down to heat. This is why someone having a cigarette in a building or someone burning their toast will not cause the sprinkler system to go off. Another prevalent misunderstanding is that all sprinklers activate simultaneously. Sadly, this is the stuff of movies and Hollywood. Only those near the fire operate in a standard sprinkler system.  

The evidence shows that sprinkler systems have an operational reliability of 94% and demonstrate when called to work they have a very high reliability. Furthermore, it is evident that when they do operate, they extinguish or contain the fire on 99% of occasions across a wide range of building types.¹

When considering sprinkler systems, it’s vital to apply careful thought, seek expert opinions, and recognise their dual role in protecting both property and lives. Sprinklers should be viewed as a long-term investment in safety, not merely a one-time expense. 

For more information about the Business Sprinkler Alliance visit www.business-sprinkler-alliance.org

This is part 3 of a 3-part series looking at the main Scope 3 emissions challenges in the FM industry from Kristen Mierzejewski, Senior Consultant at Acclero Advisory.

Scope 3 Emissions are notoriously complex and difficult to address, presenting significant challenges across all industries, including Facilities Management. With increasing pressure from governments, regulators, shareholders, and clients, FM providers are having to look more closely at their indirect emissions, and devise new ways to tackle them. For clients, understanding and addressing Scope 3 emissions from FM services is critical to ensuring accurate carbon reporting, building robust sustainability strategies, and achieving net-zero commitments. The collaboration between FM providers and their clients is central to overcoming these challenges and driving meaningful change.

Understanding Client Priorities for FM Scope 3 Emissions 

With the rise of regulatory frameworks such as the EU’s Corporate Sustainability Reporting Directive (CSRD) and the International Sustainability Standards Board (ISSB), companies must now provide detailed reports on their emissions, including Scope 3 (you can read more about the regulatory landscape for Scope 3 emissions in our previous article). These regulations require clients to obtain granular data on emissions related to the operational use of their buildings. A lack of high-quality, transparent data from FM providers can result in gaps in carbon reporting, making it harder for clients to validate net-zero plans or sustainability claims when required for audits. This data gap also means that clients can struggle to identify emissions reduction opportunities, and leaves them with an incomplete understanding of their overall carbon footprint.

Many clients of FM providers have implemented, or are in the process of implementing, comprehensive sustainability strategies across their business. In order to do so, clients must account for their FM-related emissions and understand how they impact broader decarbonisation plans, such as science-based targets and transition plan roadmaps. Furthermore, excluding FM emissions from these net-zero strategies could result in reputational damage for the client companies, particularly as greater transparency around these initiatives becomes increasingly important. More granular data is essential in order to identify areas where FM operations be optimised for decarbonisation. Without this, clients cannot set meaningful targets or make informed decisions around the operational use of their buildings. Such an incomplete integration of FM data into their sustainability strategies poses a challenge to clients, and hinders productive collaboration on aligning FM sustainability strategies with those of the client.

Strong collaboration between clients and FM providers is essential to aligning sustainability objectives. By working closely together, clients can unlock innovative low-carbon solutions from FM providers that integrate into their overall sustainability agenda. This partnership not only boosts sustainability performance but also positions FM providers as key allies in achieving net-zero ambitions. FM services often come with the added complexity of subcontractors and extended supply chains, which complicate emissions tracking. To address these challenges, it is vital for clients and FM providers to work together, ensuring data accuracy and transparency across the entire value chain.

The Role of FM in Decarbonisation

FM providers play a vital role in the operational phase of buildings, which is a significant contributor to emissions. To successfully decarbonise, clients must recognise the potential of FM providers to drive change. FM services significantly influence energy use, waste management, and other operational activities within buildings, which can significantly impact carbon emissions. By providing high-quality, transparent data, FM providers can help clients track, reduce, and manage emissions. Strong partnerships between clients and FM providers can allow them to work together to identify emissions hotspots and opportunities for reductions. Furthermore, decarbonisation strategies and goals can be written into contracts to ensure accountability and alignment.

How we can help:

Our Scope 3 Emissions Project is specifically designed to combat these challenges. By providing a robust framework for data collection alongside a unique data tool, the project provides FM companies with actionable insights to help overcome these limitations and enhance their engagement and collaboration with their clients. 

The Scope 3 Emissions Tool is central to the next phase of this initiative. It enables FM providers to comprehensively map their emissions in relation to client contracts, providing both clients and providers with critical insights to foster more effective collaboration.

For clients, the benefits are substantial. The tool offers greater oversight of emissions tied to the operational use of their buildings. In some cases, clients may even be able to reduce their Scope 2 emissions by improving the energy efficiency of building operations through FM interventions. For instance, FM providers can optimise energy use within buildings, leading to reduced electricity consumption and lower indirect emissions for clients.

Clients play an important role in decarbonising the entire lifecycle of a building.  By reducing operational emissions, they contribute directly to the sustainability of the built environment. The Scope 3 Emissions Project is an initiative that empowers clients to better understand their carbon footprint for regulatory reporting, while also driving their sustainability strategies and fostering stronger alignment with FM providers.

Please get in touch with the SFMI to find out more about becoming a partner.  

Karl Breeze, CEO at Matrix Booking

For HR professionals, navigating the current landscape of flexible working and evolving employment laws feels like walking a tightrope. The mounting pressures come from balancing new legal requirements with the growing demand for flexible work arrangements.

The surge in tribunal cases related to flexible working makes it more challenging than ever to manage compliance and employee expectations^[1]. With proposals such as compressed workweeks gaining traction^[2], HR teams face the daunting task of updating policies and procedures to accommodate these changes.

This is not just a matter of paperwork. It involves rethinking how work is done to ensure that both the business and its employees can thrive. Adapting to these shifts in real-time, the role of HR becomes even more critical for transforming challenges into opportunities. From redesigning office layouts to developing closer ties with facilities management, there’s much to consider. 

The goal is clear: to build a workplace that effectively navigates and benefits from these changes.

HR pressures and legal challenges

The increasing responsibilities HR teams face stem directly from the evolving maze of employment laws and the growing demand for flexible working arrangements. The introduction of compressed workweeks, remote work options, and flexible hours adds new layers of complexity to an already challenging role. This is made more difficult by the numerous proposed changes in employment laws under the government’s Plan to Make Work Pay^[3], which add even more weight to HR’s responsibilities.

One of the most immediate challenges is ensuring that businesses’ attendance policies are adhered to. Gone are the days when swiping a badge and grabbing a coffee satisfied office attendance requirements. Now, some companies require employees to stay for a minimum period, making oversight more detailed and time-consuming. HR teams must gather more specific data on office attendance, tracking not just presence but how long employees stay, and navigating increasingly complex rules.

Alongside tracking attendance, HR must process an increasing volume of flexible work requests^[4]. This adds to the challenge of balancing employee needs with business objectives, ensuring that requests are either accommodated or clearly justified when denied to comply with the law. Handling these demands requires careful attention, as failing to do so can lead to dissatisfaction, higher turnover, and even legal disputes.

Impact on office usage

The shift towards flexible working is also reshaping how businesses use their office spaces – a development that HR professionals must also stay attuned to. The unpredictable nature of hybrid work means offices are no longer bustling five days a week. This impacts how HR, alongside facilities management (FM) teams, must reconsider office layouts to support fluctuating footfall, ensuring spaces are suited to a workforce that isn’t always present in full.

One solution lies in creating flexible, multi-purpose spaces that can adapt to varying work schedules and styles. This involves everything from enhancing booking systems for desk availability to upgrading meeting rooms and informal spaces for collaboration. As fewer employees spend their full week in the office, HR and FM must rethink how they allocate space, using occupancy data to make adjustments that reflect actual usage.

Without this data, effectively managing office layouts would be nearly impossible. It provides critical insights into how often certain areas are used, helping businesses right-size their office spaces and avoid under- or over-utilisation. For HR, understanding these patterns is key to ensuring that office space complements the company’s wider approach to employee satisfaction and flexible working policies.

Closer collaboration between HR and FM

It’s clear that the success of any flexible working model depends on seamless coordination between HR and FM. HR’s focus on legal compliance and employee wellbeing intersects directly with FM’s responsibility for creating and maintaining workspaces that support the changing demands of the workforce.

Practical collaboration starts with joint planning sessions. HR can provide insights into employee preferences, legal obligations, and attendance patterns, while FM offers data on office occupancy, technology, and workspace usage. This allows the two functions to develop integrated solutions, such as upgrading booking systems for desks or meeting rooms or improving remote working tools. 

Regular reviews of occupancy data and employee feedback will help both HR and FM adjust strategies based on real-world usage and evolving employee needs. For instance, if occupancy data shows low desk usage, this may signal an opportunity to reconfigure spaces or reduce the office footprint. 

Ultimately, this ongoing partnership between HR and FM ensures that flexible working models are practical, legally sound, and supportive of both employee satisfaction and business efficiency.

Building the future of work, together

In the face of evolving employment laws and shifting work patterns, HR professionals have a challenging road ahead. Navigating these changes requires a proactive approach, with HR teams staying on top of legal requirements, employee expectations, and the dynamic nature of office usage.

By establishing closer collaboration with FM, using occupancy data, and focusing on transparent communication, organisations can create a flexible working model that works for both the business and its employees. Flexibility, after all, isn’t just about remote work. It’s about building a workplace where everyone can thrive.

^[1] As Firms Push Back On Remote Work, Tribunal Cases Will Rise

^[2] Labour’s four-day week explained: How it will work and who can do it

^[3] Plan to Make Work Pay

^[4] Businesses could soon be deluged by flexible working requests – but that’s a good thing

Tom Roche, Secretary of the Business Sprinkler Alliance who will be exhibiting at Facilities & Estates Management Live.

As many reflect on the Grenfell Tower Inquiry and its recommendations, it’s important to recognise that the issues brought to light extend far beyond high-rise residential buildings. The challenges highlighted by this tragedy and highlighted in the report are not confined to one type of building or one type of issue, but permeate across our entire built environment.

Anyone watching may have seen a focus on high-rise buildings but if they looked close enough they will see that the changes put in place since the tragedy and called for in the Report are across the built environment. After all, if there are challenges with high rise structures why would there not be challenges with offices, warehouses and other buildings. The same contractors from the same industry groups used similar methods whether they be raw materials, regulations and guidance.

One only has to look at the Building Safety Act, born from the Grenfell tragedy in 2022, which has introduced wide-ranging responsibilities for designers and contractors. Importantly, and perhaps less well understood, these apply to all buildings, not just residential high-rises. This broader scope reflects a fundamental truth that the issues we face in fire safety and building regulations were systemic and universal.

One of the items that we have highlighted for some time is the widespread misunderstanding of building regulations and guidance. The Grenfell Tower Inquiry report makes this finding. It highlights that the Approved Document B (ADB), the go-to guidance for fire safety in common buildings, is often misinterpreted or applied incorrectly against the functional requirements of the Building Regulations. This confusion isn’t limited to residential buildings, we see it manifesting in industrial and commercial structures as well, and that causes problems. There are different risks in those buildings, but they still need to be addressed proportionately.

For instance, we are currently investigating a case of a series of large buildings with no internal subdivisions and no sprinkler system. They are beyond the scope of the guidance, Building Regulations and their functional requirements still apply. How does this happen under the current guidance?  The answer lies in the misinterpretation of that guidance and dare I say, a lack of enforcement. The scenario repeats the same issues that contributed to the Grenfell tragedy – misunderstanding of regulations and failure to meet functional requirements. So we need to be honest to see that there are some broader issues, perhaps with differing potential consequences.

The construction industry has long operated on a principle of compliance, meeting the minimum required and as the Report highlights without always fully understanding the intent behind the regulations. Government and industry can show they have acted. Yet many promised actions are yet to materialise and those regulatory items that are currently in operation are showing the signs of growing pains. It comes as no surprise the construction industry is facing a reckoning. With only 50% of submissions to Gateway Two in the new safety regime making it through, and 20% of submissions to Gateway One being rejected, it’s clear that the industry is struggling to adapt to the new reality. This pain is necessary but also indicative of how far we have to go.

One area we have watched closely has been the approach to guidance. A programme was established, an outline plan and now an ageing update still sits on a lonely page on a government website. Much has been promised. It has been good to see positive action on instructing research, engagement and output. There are a collection of items on externals walls, sprinklers in high rise residential buildings, alert systems, a second staircase and lately the removal of national classes with sprinklers in care homes. However, the plans promised so much more. 

However, as I read the Grenfell Tower phase 2 report I have to admit my heart sunk. It rightly highlights what has been apparent for some time that the guidance is not clearly understood by all stakeholders and once again asks for change. It highlights that research, funded by the public purse, struggles to find the light of day. What has become of research awarded from contracts in the last five years? Perhaps an update will be forthcoming as part of the response to the Inquiry report from Government in March 2025. I am left to ask myself again whether it is change we need or total reformation of the guidance. Madness I here some cry, but wait, I have just told you and if you look carefully we appear to be in a loop on guidance doing the same things expecting a different answer. 

If you still think reformation is madness at least indulge me a little more. Should we not at least be asking whether our requirements and guidance are truly delivering the outcomes we desire? I sat in a conversation this morning where we discussed access to buildings and yet we still have not got our minds around egress for some of the most vulnerable. I stare at a picture of the flats in Dagenham and think about the other buildings over the last seven years that have been destroyed by fires leaving hundreds homeless and yet we treat them as some type of success. 

In my world of commercial property, those large compartment buildings that are destroyed by fires and sit for months as rusting hulks after the fire has been wrestled into submission by most of the resource of one regional fire service. Is this a form of success? I cannot help but wonder if we are missing an element of resilience as much as we should? In an era of climate change and evolving urban landscapes, resilience should be at the minds of our building design and safety considerations.

The lessons from Grenfell are not confined to one sector of our built environment. They call for a fundamental reassessment of how we approach building safety across the board. It’s time to stop looking through the narrow end of the telescope and start viewing the bigger picture. Only then can we hope to create a truly safe and resilient built environment for all.

For more information about the BSA visit the www.business-sprinkler-alliance.org

The facilities management industry will continue to thrive in 2025 by embracing big data, human-centric design, and digital transformation, according to the Trends in Facilities Management for 2025 report from CBRE.

The report which can be downloaded here, delves into the high-level drivers reshaping the FM industry, with an analysis of nine trends:

1) AI-optimised facilities management

2) Connected FM technologies

3) The data and insight economy

4) Human-centred workplace strategy

5) Simplification of ESG

6) Cost savings

7) The next generation workforce

8) Rethinking workplace metrics

9) Supply chain designed for strategic impact

Seventy-seven per cent of industry experts who were canvased for their views on key factors that will influence FM purchasing decisions in 2025, listed cost and value for money as the top driver, and 27 per cent thought ESG and sustainability would remain a driving factor. Service quality, innovation, partnership, workplace experience, technology, flexibility and data/insight were also cited as important drivers.

The report concludes that the outlook for 2025 is extremely positive for the facilities management industry. The economy is improving, facilities managers are empowered through more usable data than ever before, and the industry is flooded with innovation.

It also adds: “Organisations are becoming more insistent on working with facilities management providers who deeply understand the idiosyncrasies of their business, industry and facilities. FMs will become more effective at articulating their industry-specific experience and products to meet this demand. This will go hand-in-hand with partnership as the most important driver of facilities management success. People are the heart of facilities management, and this will remain even more pertinent in 2025 as organisations demand more value from their facilities budgets.

Staying ahead in 2025 will ultimately rely on an ongoing and passionate commitment to delivering exceptional value to organisations.”

CBRE Global Workplace Solutions (GWS) is a headline sponsor for Facilities & Estates Management Live.

Bernard Crouch, Managing Director at Acumen FM, tells his experience of networking in the FM sector.

You arrive at your first event, by yourself, you don’t know anyone, you look around? Someone approaches, they ask you, ‘are you here to learn about (insert acronym)’ DDA, RAMS, PHE, BCP, QSHE (or is that SHEQ?)! ‘I err, what does that mean or stand for?’ Not a great start, maybe it is time to leave and not return to this or for that matter any similar event ever!

That is close to how I started my networking journey. My boss suggested that I should try to attend networking events in our sector and so I went along. Everyone was older than me, their social conversations revolved around their houses, holidays, golf, fancy cars and their children. Meanwhile I had a basic company ford car, no house, no children and simply very little in common with them, except work! 

However, I persevered, in part because my manager had convinced me that this was something that I should do.

In time it started to make more sense to me, networking events could lead to job opportunities, either directly offered or via a head-hunter. New friends have been made as well, I remain in contact with many people who I have met over the years.

Here are two examples of how networking has benefited me!

Example one.

After five years selling soft services into large commercial buildings, I was keen to broaden my FM knowledge and experience. At a BIFM event (BIFM now known as IWFM) I got into conversation with the MD of a small but growing FM consultancy. We bumped into each other again at an event the following month. He then invited me in for an interview, and the rest as they say is history. That opportunity (which I doubt would have come about through traditional recruitment channels) enabled me to significantly broaden my FM and Workplace experience and eight years later lead to the point where I felt confident enough to start up my own consultancy.

Example two.

So, twenty years ago I had decided to set up my own consultancy providing FM and workplace related services, including procurement. I did not have a marketing budget, nor did I set out to copy any of my past employers, who typically would maintain a list of past clients and potential future prospects and send out a newsletter every six months or so. I primarily relied on networking to meet new contacts and catch up with old ones. 

To provide an example of this, at a networking event I was chatting to someone, who I knew from networking events. He told me that his company were bidding for an overseas FM project, but didn’t have anyone available to manage the process. That conversation led to sizeable assignment for me which was my first piece of international work.

Best of all is my network of contacts which proves so useful when I need to contact someone and tap into their knowledge or perhaps ask their advice.

Leadership’s appreciation of real estate is growing, but there is significant potential for it to further support business strategy, according to CBRE’s inaugural C-Suite Perspectives report.

C-Suite Perspectives,which canvassed the views of 252 C-Suite leaders across Europe and the US, found that 94% of respondents see real estate as important to achieving core business objectives. According to the research, half of leaders see real estate becoming more important over the next three years, with Chief Executive Officers and Chief Operating Officers (63%) holding this view more strongly. At a sector level, 81% of manufacturing firms anticipate real estate will grow in importance, indicating that they are poised to manage their real estate assets much more proactively than they have in the past.

Most respondents (94%) believe that real estate plays a critical or very important role in shaping corporate culture and 72% said real estate is having a positive impact on achieving core objectives.

CBRE’s research found that leaders want their teams to have the best work environments. Elements that enable adaptability, resilience and continuity, such as increased lease flexibility, cost saving opportunities and better performance metrics, are top priorities.

To extract the most out of their real estate, leaders have become closer to it, with direct reporting lines for corporate real estate teams becoming the norm. Almost all (97%) respondents have a globally or regionally centralised real estate function with a reporting line into the C-Suite, of which 60% is direct.

More than two thirds (68%) of C-Suite leaders said direct reporting lines had been initiated since the pandemic, reflecting the increased alignment of real estate with supporting business transformation. There is a desire to optimise reporting structures further, with 77% of those who currently have an indirect reporting line to the C-Suite intending to switch to direct reporting in the future.

Despite widespread reconfiguration of reporting lines in recent years, C-Suite leaders still desire more influence over real estate decisions. 76% of respondents said that they want more personal influence or involvement, as real estate becomes key in supporting businesses growth plans and enabling business resilience.

Tasos Vezyridis, Head of Thought Leadership Europe, says “our research tells us that above all, leaders seek flexibility and want their real estate to be adaptable to the speed of business change. When viewed as an enabler instead of a cost, real estate can deliver places and spaces where teams and clients come together to generate ideas, innovate and achieve business growth.”

Nigel Dews, Managing Director of Restore (one of our exhibitors at Facilities & Estates Management Live) on how paper-based documents still hold power and why combining physical storage with digitisation can be the best ‘paperlite’ storage solution. 

Many businesses think that digitising their documents and leaning towards a completely digital future is an all or nothing deal, but this isn’t always the case. In fact, there are a variety of reasons why the paperless office didn’t happen.

A common reason is simply that people love paper and like to have the physical evidence in their hand. Also, going digital is not as straight forward as it initially sounds.  If advised correctly, organisations do not need to digitise all paper records as they might have originally believed. Instead, paper-light is a popular approach which means digitising high priority and highly active records while still maintaining a physical presence where it’s most cost effective. Many customers still prefer physical records, or don’t have full digital access, so businesses still need to accommodate customers’ preferences.

LEGAL REASONS

In the case of legal situations, storing paper records instead of digitising is beneficial and sometimes required. UK businesses must retain financial records for at least six years and some documents, such as patient records, may need to be stored longer depending on their nature or if there are any potential legal claims associated with them. Additionally, in the case of legal investigations or audits, having the original paper documents can be crucial. If a company is required to produce these documents, keeping them in their original form ensures compliance with legal requests.

PROTECTING AGAINST DAMAGE:

Digitising important documents to protect against damage may seem to be the safest choice. However, this is not the case. In fact, Restore stores more than 22 million boxes full of important records in highly secure facilities. Storing both digital and physical documents comes with risks, so it’s important to provide the right environment, as well as ensure that proper mitigations and standards are in place to minimise damage during the digitising process, such as correct equipment, handling, and preparation procedures. 

THE COSTS

For documents that are highly active and that need to be accessed by multiple people, digitising reduces costs and allows users the efficiency of accessing from anywhere, anytime. Information being used for downstream processing are often more cost effectively captured and input into relevant customer systems when stored as digital, rather than manual data. This is particularly effective when combined with technology driven decision making and the auto routing of documents (a process that automatically directs documents to the right person or department based on specific criteria) post-digitisation.

For documents that have long retention periods it will be cheaper in the long run to digitise them and destroy the original. However, documents that aren’t as important, and do not need to be accessed as often or kept for a long time, would be more expensive to digitise than to put in long term storage. This is why we suggest a smart, hybrid approach which provides the more cost-effective information management solution for customers by taking activity, length of retention and downstream processing requirements into account. 

SUSTAINABILITY

In terms of IT footprint, there is no real difference between digital and physical as both require systems and servers to maintain the service. Additionally, with both options the paper will be securely destroyed and recycled – it just happens sooner in the case of digitisation. 

One additional environmental impact of keeping paper records is that the documents require physical retrieval from storage facilities, which subsequently has further negative effect and contributes to a greater carbon footprint. Though one way of mitigating this is to have the document retrieved digitally. When a document is digitised, they can be accessed remotely regardless of the location . Furthermore, it is advised to digitise any documents that need specialist temperature-controlled environments, to avoid additional utility emissions. 

Consequently, physical storage offers no difference to digital if a document is not going to be active and does not need returning to the customer. Yet, for any documents that are expected to be retrieved more than once in the duration of their lifetime, digital offers a more sustainable and environmentally friendly outcome. 

SECURITY IMPLICATIONS

When it comes to deciding storing documents electronically is safer security wise than with paper, it is a little more complex. Both options have differing implications and depend on the security measures involved and the level of digitisation. 

Although one of the main advantages of digitising is that accessing the information is a lot easier, it also means that it is likely to be easier for that information to be accessed or misused by malevolent individuals, particularly when compared to the likelihood of someone being able to physically break into a high security facility and access a specific box. Therefore, from a criminal security standpoint, physical storage is probably the safest option.

On the other hand, there is no back up when a document is kept just in physical form. If a document is lost or the box is destroyed prematurely, then that information is permanently lost. 

Taking all of this into consideration, there are inherent risks with both approaches, so having the appropriate standards and measures in place is important to ensure that all reasonable precautions have been taken. 

PRIORITISING DOCUMENTS

There are several factors that will determine which documents should be digitised and in what order of priority. Understanding the documents and associated relevance means we can then work with the customer to conduct an analysis and agree which would provide the most benefits by being digitised. These factors include:

• Budget and required ROI – digitisation requires an immediate upfront cost, so understanding a customer’s budget helps to determine whether physical or digital is the best option. 
• Considering the organisation’s information strategy and available digital maturity – if their processes and systems aren’t set up to handle the digital content/ output then there is no point digitising.
• The number of people who need access to those documents – it is more cost effective and efficient having a digital document if a lot of individuals/ teams need access, and even more so if they are remote workers.
• Level of activity and required access – the more active documents provide faster ROI as it removes the cost and time to physically deliver the original paper document each time. 
• Downstream BPO (business process outsourcing) and the impact on the next stage of processing the information- if the information needs to be available in further systems for processing or needs fast actioning by the customer’s team, having it available digitally speeds up the process and removes the need for manual data capture further downstream.
• Retention period – digitising a document has a higher upfront cost than storing it physically. Analysis of the length of time to realise an ROI of the digitisation in comparison to the document’s retention period will determine the most cost-effective solution. 
•  Information criticality – highly important business information may want to be digitised to ensure that it is backed up in case of damage/ loss of the original.
• Legal/ regulatory requirements – documents that must be retained physically, whether digitised or not, will require additional advantages from digitising to be needed to justify the additional cost.
• Change management – it’s about changing the culture as customers transition from using physical to digital information and the training of systems to access.

The prevailing consensus on whether digitising documents or keeping them, as physical paper is that it overtly depends on many factors. While going entirely paperless is not the best solution for everyone, it’s about finding the right balance and beginning the transition to a digital future can bring many advantages to your organisation. 

Read more of Restore’s case studies here: https://bit.ly/40LhK6Q

The British Council for Offices (BCO) has launched the third edition of its flagship Guide to Fit-Out, which sets out best practice and expert advice on office interior design for occupiers and built environment professionals. 

The Guide is an important resource for occupiers and their design teams seeking to attract and retain talent amid changing working patterns and environmental regulations. It offers recommendations for every stage of the fit-out process, from the selection of materials and procurement processes to regulations for the management of office spaces in-use. It is intended to be used in conjunction with the BCO’s Guide to Specification, which offers a framework for delivering best-in-class workplaces tailored to occupier needs. 

Key guidance for best-in-class office fit-out includes:

• Facilitating hybrid working – through the design of a variety of flexible spaces 
• Adopting human-centric design – to help people feel comfortable and able to do their best work
• Embedding AI and smart building technology – to enable intuitive interaction with building systems
• Minimising life cycle carbon – through circular design and efficient operations to support the net zero transition
• Enhancing well-being – by providing a healthy and productive workplace

This is the first new edition of the Guide to be published since 2011, which now includes standalone sections on health and well-being, fire, acoustics, vertical transportation and structural engineering. These changes reflect the increased importance of these areas for occupiers seeking greater flexibility, adaptability and connectivity from their workspaces.

It highlights the growing importance of offering a variety of amenities and spaces to help meet the changing needs of diverse workforces. It notes a shift in workspace design in reaction to hybrid working patterns, whereby space previously allocated to desks can now be used for collaborative and social spaces, as desks are made to ‘work harder’ through a hot-desking approach. The Guide likewise offers a checklist for multisensory design interventions to promote occupier health and wellbeing, these include connections with nature through the introduction of plants and natural materials. The promotion of active working is covered, through a mix of spaces and furniture for standing, walking and sitting. The Guide also recommends spaces for quiet work and rest, and the use of sports facilities and artwork to alleviate stress and stimulate thought. 

The growing integration of smart technology is reflected throughout, with recommendations included on its application for a host of operational needs, from security and maintenance to managing space and helping to attract talent. 

The Guide offers comprehensive guidance on setting clear, KPI-driven sustainability briefs aimed at reducing the life cycle carbon of offices. Along with monitoring energy use to identify areas for improved efficiency, it encourages occupiers to consider their environmental and social ambitions before deciding on a brief for fit-out.

To help with the reduction of embodied carbon, the Guide outlines the benefits of a circular economy approach to fit-out, whereby incoming and outgoing occupiers can work together with building owners to minimise waste and maximise reuse and retention of furnishings and fixtures. The adoption of materials passport systems is also singled out as a means of increasing opportunities for the reuse of building materials. 

In addition, to help the industry access case studies of best practice, the Guide includes examples from BCO Award-winning projects. The interactive digital publication links to a rich online library that will be updated on an ongoing basis.

The production of the Guide was led by Neil Pennell, Head of Design Innovation and Property Solutions, Landsec and Peter Williams, Senior Technical Advisor, Stanhope – Chair and Deputy Chair respectively of the BCO Technical Affairs Committee. Over 100 industry professionals contributed to and supported the creation of the final document, through participation in working groups or peer reviews. 

Neil Pennell, Head of Design Innovation and Property Solutions at Landsec, said: “The new edition of the Guide to Fit-Out reflects the evolution in the way people use offices over the past decade. With sustainability increasingly influencing business decisions, reducing embodied carbon in the fit-out process is more important than ever and the advice on circularity principles shows how multiple stakeholders can play a part in helping to cut waste during the fit-out process.” 

Peter Williams, Senior Technical Advisor at Stanhope, said: “The Guide is ultimately a tool for attracting and retaining the best workforce possible. The pandemic accelerated changes that were already in train in the sector, meaning that office spaces now need to work harder to set themselves apart. By creating sustainable, human-centric and tech-enabled workplaces, office occupiers can offer an experience that simply can’t be recreated in the home working environment. The increased flexibility we’re seeing in office design is recognition that offices are ultimately spaces for people to come together, spark new ideas and collaborate.”

Richard Kauntze, Chief Executive at British Council for Offices, said: “The BCO Guide to Fit-Out is not just theoretical but highly practical. In today’s climate, the importance of health, wellbeing, and sustainability cannot be overstated. Encapsulating the latest industry trends, the new edition of the Guide is an indispensable resource in the current era of rapid workplace transformation. This is essential reading for anyone involved in office design and fit-out, reaffirming the BCO’s role as a leader in shaping the future of work environments.”