Plans for the redevelopment of 99 Bishopsgate have been approved today by the City of London’s Planning Committee. The scheme will deliver over 1 million sq ft of best-in-class office space, alongside more than 60,000 sq ft of vibrant public and cultural amenities, reshaping the northern gateway to the City.

The development will also introduce extensive public realm enhancements, including a dynamic 7-day-a-week City Market and new pedestrian connections, improving access between Liverpool Street Station and the heart of the City.

A visibly green 54-storey tower will prioritise sustainability and occupier wellbeing with extensive vertical gardens enhancing urban greening.

A new, prominent standalone 6-storey cultural building will offer performance, exhibition, and studio spaces.

The City of London’s Planning Committee has today approved Brookfield Properties’ redevelopment plans for 99 Bishopsgate, a new 54-storey office tower of exceptional design quality combined with over 60,000 sq ft of vibrant and inclusive public and cultural amenities, set to transform the northern gateway into the City Cluster. 

Meeting the evolving needs of the future City workforce, the development is expected to deliver 1 million sq ft of best-in-class office accommodation in 2031, contributing 8.3% of the additional office space required by the City by 2040 to support employment growth and solidify the City’s position as a leading global financial district. 

Designed by RSHP, the scheme will significantly enhance the experience for workers and visitors while demonstrating a strong commitment to sustainability. 99 Bishopsgate prioritizes adaptive reuse, retaining the existing foundations, which make up nearly 50% of the building’s mass, to reduce embodied carbon. Vertical gardens and expansive terrace spaces will enhance employee well-being and foster biodiversity, while urban greening initiatives at ground level will further enrich the visitor experience.

The development will also introduce seamless new pedestrian routes, connecting Liverpool Street Station to the heart of the City. These routes will be animated by extensive landscaping, the City Market—a vibrant 7-day-a-week food and beverage destination—and Open Gate, a striking standalone 6-storey cultural building designed to attract new audiences.

Positioned at the junction of Old Broad Street and Wormwood Street, Open Gate reflects input from young creatives across London. Envisioned as a hub for community engagement, artistic expression, and collective enrichment, it will be anchored by Intermission Youth, a dynamic theatre group that uses Shakespeare to empower underrepresented voices and foster inclusivity in the arts. This partnership ensures the space will serve as a vital resource for young people while contributing to the cultural vibrancy of the City of London. 

Brookfield Properties will contribute significantly to the local community, investing over £70 million through its Section 106 obligations. The development is also expected to act as a catalyst for economic growth, generating an estimated 7,500+ new jobs and injecting an anticipated £8.5 million per annum into the local economy through increased worker spending.

Dan Scanlon, President at Brookfield Properties, said:

“We are delighted with today’s decision from the City of London to approve our plans for 99 Bishopsgate, affirming our continued commitment to invest and develop in the City. 

Our proposals for 99 Bishopsgate will be transformational, delivering a scheme of exceptional design quality which aptly combines best-in-class office space with newly created pedestrian routes and significant public and cultural amenity. 

As the demand for high quality commercial space intensifies, we look forward to delivering 1 million sq ft of desirable, well-being focussed office space to support employment growth in London’s globally competitive financial district. We are also particularly pleased that our ongoing engagement with young creatives has culminated in a cultural offer that is unique in the City and will deliver wide-ranging benefits for diverse groups, helping to change perceptions and attract new audiences to the City.

I would like to thank our expert professional team and the City’s design and planning officers for their collaboration and efforts to reach this important milestone, shaping a scheme which will transform this strategic site and showcase the ambitions and appeal of the City to all.”

Graham Stirk, Senior Design Partner at RSHP, said:

99 Bishopsgate reimagines the northern gateway to London’s financial district, honouring its historic heritage and context. Building on our Whole Life and Operational Carbon assessments, retaining the piled raft foundation generates a series of architectural and engineering features that manifest themselves in the overall architectural composition and language of our proposals. 

The structure creates a simple, flexible office floorplate and provides a visual framework that allows the building to be legible when viewed from distance, and at pedestrian level. This defines several small-scale façade typologies that reflect the functional office and wintergarden activities within. Terraces conceptually allow landscape to erode the structural framework creating a creating a visibly green building that defines the distinct character to the architecture. 

At ground level, 18m-high public arcades, a publicly accessible cultural building and a vibrant City Market are all provided within an enhanced step-free public realm, blending historical significance with sustainable, innovative design for a revitalized urban experience.”

Demanding requirements for clinical environments and squeezed budgets across the NHS are two of the key challenges for real estate professionals working in the health sector in the experience of property and construction specialists Watts Group. 

The NHS is one of the largest landowners in England. For consultants used to working on commercial projects, it is vital to understand that different priorities apply with the NHS and other health environments, experts at Watts say.

Rob Burke, the Lead Director for Building Surveying in London and the South at UK-wide Watts Group, says those challenges are manifest on NHS projects of all sizes from major fitouts to minor maintenance programmes and even new builds. For anything affecting existing real estate, there is a third hurdle that makes finding solutions in hospital environments particularly tricky – lack of space. 

Space efficiency

In 2016, a report by Lord Carter highlighted the potential to save more than £1 billion by enhancing estate efficiency across the NHS in England. In the nine years to 2023, the cost of occupying and operating buildings across NHS secondary care fell 2.5 per cent to just under £12 billion, and the amount of floor area per patient attendance fell by seven per cent. Those falls came against a backdrop where the number of patients using the facilities rose by nearly 14 million. 

Space in existing hospitals is frequently squeezed to capacity and sometimes beyond. Fluctuation in demand for space, for example during winter flu outbreaks, is another factor that is pretty alien to the commercial sector. Even so, a talented project manager would be able to make useful recommendations for changes to a hospital layout that could improve efficiency and optimise space usage. 

Watts Group has performed audits on NHS properties ranging from high level technical and strategic reviews to the more prosaic such as the study of a single room to assess how it could be reused. “Often, the first priority is for NHS managers to get a handle on what real estate they have,” explains Rob Burke. “With accurate data, it is much easier to make the right decisions about how to manage that space going forward.”

Part of that process will be assessing which spaces might be reused in specific ways. For example, some rooms might be repurposed for radiography while others would be unsuitable for conversion.

Breadth of Experience

Watts Group is currently managing Technical Due Diligence (TDD) on the possible acquisition of 100,000 sq ft of mixed-use accommodation for an NHS client in the Midlands.

The project is imperative as the client is considering a very long lease on the building. The Watts team’s role includes a full TDD survey of the building and its services, as well as dilapidations advice to estimate the likely costs for capital repairs and replacement up to the first break clause in the contract in 12 years.

Clinical challenges

The challenges with working in clinical environments compared with most other kinds of real estate are fairly obvious, but one of the effects of this is that it makes extending clinical spaces to new locations much harder than other use types.

 “In particular, you can’t easily repurpose other kinds of real estate for clinical purposes,” says Rob. “At the most basic, if a hospital was to take one floor of an office block that was mostly occupied by commercial tenants, there would be problems with large numbers of patients visiting the shared reception area.”

 Converting such a space to health needs away from central resources in the main hospital would be difficult if not impossible. In the main hospital, it’s possible to quickly mobilise high performance flooring or clean air kit but away from the complex, that would not be so easy. Challenges like these require lateral thinking, says Rob. “For example, could moving the accounts team to an office free up space in the main hospital that could more easily be repurposed as, say, a treatment room or operating theatre?” he asks.

Compliance

When it comes to compliance, different rules may apply to maintenance of different spaces across a hospital estate, for example. “A tear in the floor covering of an office might not be a priority for repair but the same damage in a clean environment would need urgent remediation,” Rob points out.
 Construction

When it comes to new builds, Steve Harper has first-hand experience of multi-million-pound projects with household name hospitals.

Budgets for these kinds of projects may be enormous but that doesn’t allow for any profligacy, says Steve, who is National Director of Cost Management at Watts Group. “With any project, you have to be cost conscious,” he points out. “As QS on these projects, you are always looking at ways to value engineer and get the maximum from the contractors. It’s about making sure you understand the brief and that your tender documents are completely accurate.”

Compared with the private sector, Steve’s experience is that there is more scrutiny over expenditure because these projects are financed by public money and charitable donations. Typically, QS are reporting to senior management of the NHS Trust as well as the Trust’s real estate team with very strict requirements including explaining the details on changes to the construction programme and budgets and allocating responsibility for those.

A factor affecting many health estates is their location in built up areas. New works may attract noise complaints, despite being in the public interest. Road congestion is an issue, especially in emergencies. At St George’s Hospital at Tooting, London, Steve managed a contract that included a helipad on the roof of one of the blocks for an emergency ambulance- when estates can’t expand, sometimes the only way is up.

Maintenance

Watts Group’s Vickie Oni has first-hand experience of managing NHS real estate at the coalface. Now a Project Manager at Watts, she says the multitude of maintenance issues and other challenges facing most hospitals would in almost all cases be best solved by rebuilding the entire facility. That is not entirely out of the question.

Ambitious plans announced by the previous government for 40 new hospitals are progressing, though the definition of a new hospital has been somewhat watered down. Nevertheless, in a “start from scratch” scenario, M&E teams such as those at Watts Group can build strategies and technologies into the design, for example to minimise the spread of pathogens, that would go beyond anything possible in a smaller-scale refit. Even at that smaller-scale level, however, there is still much scope for improvement under the M&E banner with improvements such as installing technology like advanced air filters and bacterial screens.

NHS budgets don’t generally allow for a wholesale rebuild of the entire health sector estate so in most existing hospitals, there is a sense among managers and maintenance teams of trying to make things work even when it feels that the odds are stacked against you, explains Vickie.

The process begins with the Quality Care Commission setting budgets for the hospital that need to be distributed and used within the year for which they are allocated. Senior members of the maintenance team will tour the hospital and prioritise what needs to be done, on both the patient side such as a ward refit and the staff side such as upgraded staff facilities.

Once maintenance is scheduled, it is not always as simple as carrying it out, Vickie recalls. “If we were looking at refurbishing a ward, for example, we would often come across blocks in the road, generally technical issues, and these would frequently have a knock-on effect. An asbestos survey could suggest specific work to address an issue, but a related review of air quality might also raise questions about how old the hospital’s M&E systems are.

People Power  

In the NHS, there are a lot of people involved in decisions and a lot of approvals required, even down to the choice of paints that can be used.

It is usual for multiple people, both in-house NHS managers and private consultancies, to be involved with new builds, refits and estate maintenance, whereas in the private sector, whether residential or commercial buildings, there might be a single point of contact.

Last Word

From basic estate maintenance to new builds, the expertise of project managers, M&E consultants and other real estate professionals can be invaluable. For their part, the consultants must understand the NHS environment and adapt their thinking and methodologies to maximise value.
 About Watts

Watts is recognised as one of the UK’s leading independent property and construction consultancies providing a range of services including building surveying, cost management, independent monitoring, project management and public sector specialisms.

The Sustainable Restaurant Association have shared the 2025 sustainability trends for hospitality, packed with insights for forward-thinking operators.

1. TALKIN’ ‘BOUT REGENERATION 

While regenerative agriculture as yet lacks a clear, legal definition, the concept of farming in ways that restore nature, protect biodiversity and replenish soils is gaining traction among industry, governments — and customers. As technology has improved and AI has entered the arena, farmers can now use data to tailor their approach at a localised level and apply regenerative practices in the most effective ways.  

What does this mean for restaurants? In addition to the chance to work with thoughtfully produced, high-quality ingredients, it means an opportunity to have a positive impact on nature through your procurement choices, as well as a powerful narrative to share with your customers. 

2. WASTED NO MORE 

Driven by the need to reduce costs and cut carbon emissions (and by increasingly stringent legislative requirements, like the Simpler Recycling law that will come into effect in the UK from March 31st), more businesses are taking a more exacting look at their waste. 2025 will see more innovative packaging alternatives to plastic, including new, planet-friendly biodegradable or home compostable materials (made from things like seaweed) as well as more reusable solutions designed with circularity in mind.  

When it comes to food waste, the lines between primary products and by-products are blurring, and more chefs are planning their menus in ways that use every part of each ingredient, often across multiple dishes. In 2025 and the years ahead, the idea of wasting food will become increasingly socially unacceptable.

3. AI IS COMING TO DINNER 

The advent of AI and improvements in automation are reshaping the dining experience, from handling reservations to offering data-driven menu suggestions based on customer preferences. Their applications are also revolutionising back-of-house operations, improving speed, accuracy and efficiency. Expect to see more automation in managing kitchen tasks like dishwashing, waste segregation and stock control, all of which will have a significant positive impact on metrics like water use, waste and carbon footprints. 

4. HEALTH IN THE TIME OF OZEMPIC 

Health and wellness have featured on food trend lists like this one for years and show no signs of disappearing from the discourse. What is notable this year is the growing impact of GLP-1 weight management drugs like Ozempic, which are increasingly prevalent and changing how – and how much – many people eat. Research suggests that restaurants and other F&B outlets that offer lighter, healthier options will be better placed to handle this shift. Offering the same menu items in various sizes – for example, small plate, main course and sharing – is another way to cater for a variety of appetites while avoiding plate waste. 

Elsewhere in wellness trends, interest in foods that perform specific functions in our body continues to grow; think mushrooms that support memory and cognitive health, or microbiome-friendly fermented foods. Meanwhile, plant-based eating has seen a retreat from ultra-processed meat alternatives, with consumers in 2025 more likely to want natural, whole-food dishes. The most popular proteins on our plates will come from legumes and pulses, tofu, tempeh and seitan, mushrooms, nuts and other plant-based sources. 

5. FAST FOOD MADE GOOD 

Speaking of health, the rise of nourishing, high-quality fast-food options is by no means over. Customers are increasingly interested in food that is healthy and sustainable as well as delicious, and they want fast, casual food options that reflect this demand. 2025 will welcome more QSRs and high street eateries that focus on fresh, locally sourced wholefood ingredients, including plenty of plant-rich dishes. 

Nostalgia has a role to play in this; since the advent of the pandemic, continued economic and social uncertainty has led consumers to seek solace in classic comfort foods. In 2025, we’ll see more menus that offer healthy, creative, modernised and often plant-based iterations of familiar favourites. 

6. FLEXIBILITY IS THE NAME OF THE GAME 

Restaurants are operating in a highly pressurised business environment and dealing with multiple, concurrent challenges on a daily basis — so the most successful F&B businesses in the years ahead will be those who find new ways of becoming more flexible and adaptable. Driven by supply chain disruptions and a growing consumer interest in local food and provenance, restaurant operators are seeing the value in building short, resilient supply chains and working directly with small-scale local growers, fishers and producers. This will translate into shorter, more agile menus that can adapt based on ingredient availability. 

What a restaurant looks like is evolving, too; with lower overheads and great adaptability, food trucks and pop-ups are more popular than ever, allowing operators to test new offerings without taking the financial leap of opening a physical, full-service site. ‘Ghost kitchens’ that service only takeaway orders are also gaining traction as a cost-effective solution.  

7. YOU CAN GO YOUR OWN WAY 

Oliver Truesdale-Jutras, founding member and current Chairman of Singapore’s F&B Sustainability Council, recently spoke with us about what he calls a ‘monoculture of the mind’. “Chefs are pulling from social media, using a standardised global palette of ingredients pushed by massive distributors, and following a well-charted path to the same tired awards,” he said. “Food that could be produced anywhere is being made everywhere […] Instead of making menus anyone could create with common ingredients, chefs should craft menus only they could envision — specific to their time and place. This would make food scenes more unique, exciting and sustainable by championing indigenous products, seasonality and local farms, and reinvesting in communities.”  

In 2025, we hope to see more rebel chefs carving out their own path, rather than regurgitating more iterations of the same tired dishes. We often speak about the urgent need for more diversity in our diets and on our menus; here’s where adding that diversity can really help differentiate your brand. Think rare breeds of livestock that are unique to your area, heritage grains and pulses, less commonly eaten but plentiful varieties of seafood or invasive species that pose a threat to local ecosystems. Explore the culinary traditions of your region and how they can be adapted for modern plates and palates. Find inspiration outside of what other chefs are doing on Instagram, tap into your creativity and make your menu truly your own. 

8. ADD THAT VALUE 

As the cost-of-living crisis continues, people still want the opportunity to treat themselves – so they’re increasingly looking for out-of-home meals that feel like real value for their hard-earned money. Restaurants need to create memorable dining experiences by using high-quality and unique ingredients (like those we just mentioned), leveraging the power of provenance and storytelling, and adding personalised touches.  

Here, again, flexibility has a role to play; today’s customer wants customisable options depending on their tastes, dietary preferences, allergies and appetite level. Digitalised ordering systems that include data-driven insights can make all of this more achievable, creating added value based on individual histories. It’s all about arming front-of-house staff with the right information. If servers know that a particular guest has a sweet tooth, they can call their attention to a new dessert option; someone who only ever orders meat-free meals could be offered a vegetarian-only menu. While small, these gestures make sure that your customers feel valued and understood, helping your restaurant stand out from the rest. 

9. COMMUNITY IS KING 

We’re always quick to point to social impact as a crucial part of what it means to be a sustainable operation. With more people seeking connection in an increasingly isolated society, the need for restaurants to act as community hubs has never been more clear. Fostering a sense of community by engaging with local activities, hosting events, hiring local people and working in collaboration with other local businesses will boost reputation and build customer loyalty, helping restaurants to thrive. Whether it’s starting a book club, stocking beer from the brewery down the road, hosting cooking classes on quiet Monday evenings, donating excess food to a local shelter or organising team volunteer days at a local charity, give back to your community and it will give back to you.

Orega, the flexible workspace provider, has now fully let its high spec flexible office space at 51 Lime Street in the City of London- in nine months, beating time expectations.

The 36,000 sq ft office space, run under a Corporate Management Agreement with WTW now names several financial service and insurance businesses among its occupiers including SAP Fioneer, who provides software solutions for financial services and insurance businesses.

Orega’s space at Lime Street was launched in April 2024 and is part of the flex operator’s successful London letting story. Orega has now “sold” some 60,000 sq ft of space in London since April.

Other London successes include at 70, Mark Lane, London EC3, where Orega launched 27,832 sq ft flexible workspace in July 2023. This building is also nearly fully let, with occupancy rates at 91%. 

51 Lime Street, designed by Norman Foster and located in the centre of the City opposite the Lloyd’s Building, is one of the City’s most iconic developments with 44,000 sq m of space in one of the taller buildings in the City.  

Orega’s managed office space in the building has been designed to be a modern, flexible base for the City’s professional and financial businesses, providing a large number of workstations on the 6th and 7th floors of the 27-storey tower. There are additional substantial collaboration, restaurant, terrace, meeting and event spaces.

Susan Loftus, Partnerfrom SAP Fioneer said, “We are extremely pleased to have our London Headquarters at Orega Lime Street.  The building, offices and common areas are well designed, fit-for-purpose and welcoming.  We especially like 51 Lime Street kitchen for its convenience and meal offerings.  

The Orega Lime Street Team provides superior service and support – they are professional, highly organized, and customer service focused.  Our office is a positive reflection of our company and our brand.”

A second spokesman, the global head of property services from a leading insurance business added, “Orega has helped deliver a turnkey solution that optimises our needs with cost effective, dedicated workspace and which also supports our flexible working strategy.  The customer mobilisation experience, quality of facilities and translation of our needs has been excellent.”

Commenting Alan Pepper, CEO of Orega said, “Demand for high spec flexible office accommodation in London is still high, particularly in iconic buildings in prime locations. As businesses continue to need to attract and keep the best staff, as well as encourage back to the office working, they want the highest standards but also the ease of not managing their space themselves. At the same time, they continue to want flexibility and to not be tied into long leases.”

“Our office space at Lime Street has met these criteria as the testimonials show. We are delighted in the building’s success.”

“We are continuing to look for similar office space in the London market to help meet this growing demand for flex space.”

This is part 2 of a 3-part series looking at the main Scope 3 emissions challenges in the FM industry. Kristen Mierzejewski, Senior Consultant at Acclero Advisory, talks tackling data challenges in Scope 3 Emissions for FM companies.

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. 

The need for high quality data

High-quality, comparable, and reliable data is the foundation of an effective Scope 3 emissions strategy. For FM providers, where indirect emissions account for a large portion of their carbon footprint, accurate data is essential to understand the company’s full environmental impact. 

Reliable data allows companies to set accurate baselines, track progress, and identify key opportunities. High-quality data supports better decision-making, enabling organisations to develop robust sustainability strategies and communicate credible emission reductions to clients. Transparency is a key tenet of disclosure, and allows a company to demonstrate its commitment to decarbonisation. Comparability, meanwhile, allows organisations to benchmark themselves against the industry, as well as track progress towards their sustainability goals.

Navigating data gaps and inconsistencies in complex supply chains

However, achieving this standard of data has proven difficult for FM providers. Obtaining accurate and sufficiently granular Scope 3 emissions data from suppliers is both costly and time-consuming. FM providers frequently lack the knowledge and training to understand what information to request, and what format it needs to be in. A comprehensive understanding of Scope 3 emissions is essential to requesting the correct data from suppliers. Certain services provided will have more of an environmental impact, but without an understanding of what these are, FM providers may not be getting an accurate picture of their overall emissions.

Suppliers often lack the resources, tools, or expertise to provide reliable data. Smaller suppliers, in particular, may lack the tools, resources, and training to respond effectively to emissions data requests. This issue is further complicated by the diverse and complex nature of supply chains of in the FM sector. Suppliers can span across countries and industries, with varying approaches to data collection and reporting. 

In many cases, FM providers rely on spend-based estimations to calculate emissions. While permissible under the GHG Protocol, this approach lacks precision and limits the company’s ability to identify emissions reduction opportunities. Spend-based methods use financial data to estimate emissions based on industry averages but fail to capture the unique characteristics of individual suppliers or activities. This limitation makes it difficult to identify reduction opportunities or report transparently.

Activity-based data, which directly measures emissions from specific activities, is far more reliable but harder to obtain. To achieve this level of granularity, FM providers must work closely with their suppliers to understand operational details and establish streamlined data-sharing processes. For example, instead of relying on overall spend for cleaning services, activity data might include the specific energy consumption of cleaning equipment, or the emissions associated with transportation of cleaning staff. Gathering this type of data allows for an FM provider to find inefficiencies and areas for improvement, and they can work collaboratively with suppliers to reduce emissions.

Increasing Regulatory and Client Pressure

Another challenge in data collection is the lack of consistency in reporting standards among suppliers. Larger suppliers may follow specific frameworks to record their data, while smaller suppliers may not adhere to any standards. This can make it difficult for FM companies to aggregate, compare, and verify data across their supply chain. Variations in reporting standards, differing levels of granularity, and lack of verification adds to the problem. This can not only prevent accurate reporting but also hinders FM companies’ ability to meaningfully engage with their suppliers on sustainability topics.

As explored in our previous article, the demand for high-quality data will only continue to grow. Regulatory requirements like the CSRD in the EU and frameworks like ISSB and the Science-Based Targets Initiative (SBTi) are driving the push for more accurate Scope 3 emissions reporting, increasing the pressure on FM companies to improve their data collection processes. For FM providers to remain competitive, they must align their practices with these frameworks while meeting client expectations for transparent and accurate reporting.

How the SFMI can help with Scope 3 emissions for FM 

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 key focus of the next phase of this project is the Scope 3 Emissions Tool, which is designed to help FM companies comprehensively map their emissions. This tool builds on The Scope 3 Framework for Facilities Management, which outlines what data is needed, from whom, and how it should be structured. Through breaking down emissions across various categories, the tool helps FM companies identify the data required to build up their Scope 3 emissions profile. Our data tool analyses this data to identify hotspots and opportunities for reductions. This structured approach ensures no area of the value chain is overlooked, and provides FM companies with critical insights to allow them to engage more effectively with their clients and value chain. 

For example, by identifying high-emission hotspots such as energy-intensive activities or inefficient transportation methods, FM providers can collaborate with suppliers to implement more sustainable practices. This might include switching to renewable energy sources, optimising logistics, or adopting circular economy principles in procurement.

As regulatory requirements come into effect in the EU and the UK, FM companies will increasingly need to have oversight over their value chain and provide clients with data on their emissions. Ensuring data quality is the foundation of effective emissions management. Through our Scope 3 Project, Partners benefit from thorough data validation and an organised approach to data collection. This not only improves data reliability but also enhances reporting accuracy, ensuring FM companies can trust the insights they derive. 

To become involved in the next stage of this project and position your company as a leader of sustainability in the FM industry, please get in touch. 

From SFG20, one of our exhibitors at Facilities & Estates Management Live.

2024 felt the lasting impact that regulatory change has had on the facilities management sector. The introduction of the Fire Safety Act 2021, the Building Safety Act 2022 and the Fire Safety (England) Regulations 2022 fundamentally reshaped responsibilities, focus areas and challenges for facility maintenance professionals, establishing new compliance requirements and standards that will continue to influence the direction of the industry this year. 

Jason Instrell, Industry Lead at SFG20, the industry standard for building maintenance, has shared his insights regarding how the facilities management industry will continue to evolve in 2025.

1.   Sustainability at the forefront in the race to net-zero

The landscape of the UK’s built environment is set for a profound environmental transformation. With the Prime Minister announcing an 81% reduction in carbon by 2035, the race toward carbon neutrality is accelerating, propelled by technological efforts, evolving government policies and heightened public climate awareness.

As we look towards 2025, the need for sustainable building maintenance practices will only grow. As the global urban population continues to expand rapidly, construction and, ultimately, carbon emissions will follow suit. 40% of global carbon emissions are from the built environment, with 30% coming from building construction, operation and demolition. 

To mitigate this, businesses and building owners must consider and implement ways to reduce greenhouse gas emissions. Improving the energy efficiency of existing buildings, through sustainable maintenance, and ensuring that new buildings incorporate this into their initial design is one way to help reduce greenhouse gas emissions. Training and competence remain firmly in the spotlight, with businesses needing to develop the knowledge and experience to help hit their carbon reduction strategies in 2025. 

2.    Building compliance in the spotlight

Regulations and legislation are constantly evolving. These changes, whether small or large, can lead to confusion and can change requirements around the design, installation, verification and maintenance of buildings. 

With the ongoing developments in the RAAC (reinforced autoclaved aerated concrete) scandal across UK schools and Universities, and the final report from the Grenfell Inquiry, 2025 will likely see an even greater spotlight placed on competence and compliance in line with the Building Safety Act 2022. The industry’s barrage of building and structural integrity issues means it comes as no surprise that compliance has risen to the top of many priority lists.

Building owners, property managers and contractors will need to ensure that regular risk assessments are undertaken, statutory works are being scheduled, a principal accountable person (PAP) is appointed, and that all maintenance information is evidenced as part of a golden thread. 

3.    AI integrations 

Recent developments in AI create an opportunity to revolutionise how the industry approaches building maintenance. The biggest challenge for Facility Managers is identifying what tasks must be performed on each asset in a building to preserve life, reduce cost, and stay compliant with current regulations. This can sometimes be costly and time-consuming, and essential maintenance can be missed, leading to an increased risk of equipment failures and faults. 

IoT (internet of things) technology relies on sensor technology mounted on assets to monitor statuses such as energy consumption, pressure, vibration and flow rates. Its adoption can allow businesses to accurately plan maintenance tasks in an efficient and cost-effective way. Digital twin technology provides a virtual model of an asset that can mimic the installed equipment, allowing for real-time data and facilitating efficient, data-driven decisions for Facility Managers. 

Businesses are still under pressure to develop the necessary skills and teams to successfully work alongside AI technology, such as IoT and Digital twin technology, for predictive maintenance, data analysis and a cost-effective allocation of FM budgets. The construction industry is reported to have one of the lowest adoptions of AI technologies, with only 12% of businesses currently using some form of artificial intelligence. 

2025 will see a continued push to overcome these challenges and take full advantage of AI assistance within the FM space- this will likely continue through training and development opportunities.

4.   Adoption of digital-led maintenance strategies 

With 43% of FM companies naming systems integrations as the most significant problem in their business in 2024, 2025 will not see this changing. Digital integration of mechanical, electrical and building services systems remains a top priority.

The reluctance to adopt digital-led maintenance was initially due to the effort and high costs of hardware and software. However, the landscape is changing as more options become available. Yet challenges remain, as businesses work to develop the necessary skills to install sensors, monitors, and interpret the generated data effectively. Overcoming these hurdles will be essential over the next year to unlocking the full potential of digital maintenance.

5.    Enhanced connectivity 

Property managers must collaborate with multiple stakeholders, from building owners to facility management consultants and engineers, who all play a crucial role in the safe and legal maintenance of a facility. 

Managing extensive workforces, with a mix of internal and external resources, tends to make streamlined collaboration much trickier. Ensuring the right people receive the necessary information at the right time becomes a challenge. 

In a recent poll conducted by the experts at SFG20, 66% of asset owners and property managers revealed that maintaining the ‘golden thread’ and ensuring all the information is captured and accurate, remains a concern for their business. This shows that many current FM systems are not aligning in a way that helps facilitate efficient, collaborative working. 

Developing and providing software solutions that enable teams to share data and work efficiently will continue to characterise industry changes throughout this year. 

Record volume demonstrates the ongoing flight to quality in the capital.

LONDON, 19 December 2024: Leading commercial real estate developer and operator, Brookfield Properties, has announced a series of new lettings across its London office portfolio, surpassing 800,000 sq ft of leasing transactions in 2024. 

This record volume of activity, together with strong rental growth for prime office space, has seen new benchmark rents achieved at 100 Bishopsgate, One Leadenhall, 30 Fenchurch Street and Citypoint and office occupancy across Brookfield Properties’ 5M sq ft portfolio nearing 98%.

New lettings in the quarter included global recruitment specialists Phaidon International at Citypoint (42,000 sq ft), British gas distribution company SGN at Nexus (15,000 sq ft) and the Association of British Insurers at 30 Fenchurch Street (14,000 sq ft).

Alongside this, Brookfield Properties have had great success retaining and accommodating additional term and growth opportunities for its existing occupiers. Almost 185,000 sq ft of expansion has been accommodated for existing occupiers in 2024, including Fried Frank, Royal Bank of Canada, and Pilsbury Winthrop Shaw Pittman LLP at 100 Bishopsgate, Latham & Watkins at One Leadenhall, Simpson Thacher & Bartlett and Squarepoint at Citypoint, and Uber at Aldgate Tower.

These deals illustrate Brookfield Properties’ track record of retaining long-term tenants, reflecting the high quality of its properties, it’s leading engagement programmes – Activatedand Accelerate ESG – and the strength of its relationships with occupiers across its London office portfolio. 

Martin Wallace, Head of Leasing at Brookfield Properties UK, said: “From these deals it’s clear that there remains strong appetite for high quality buildings in the right locations. We’re especially pleased to be continuing our relationship with established, long-term tenants. Repeat business is something that the team at Brookfield Properties takes a lot of pride in as we continually work to deliver the best possible experience to our tenants.”

Building retrofit programmes to improve energy efficiency must also have appropriate ventilation to provide healthier, safer indoor environments, according to a new report published today by the National Engineering Policy Centre (NEPC).

The UK has set ambitious legal targets for reducing greenhouse gas emissions and achieving net zero by 2050. With the heating and cooling of buildings contributing 17% to national emissions, retrofit schemes are an essential step towards the UK achieving net-zero by 2050, to mitigate the threats of climate change. As 80% of our existing buildings will still be in use by 2050, making them energy efficient is a key part of any net zero plan.

The government’s Warm Homes Plan presents an ideal opportunity to future-proof buildings and embed health outcomes in retrofit schemes, as well as improving energy efficiency, through insulation and airtightness, ventilation and air cleaning, and low-carbon heating.

Led by CIBSE, the Royal Academy of Engineering and the Institution of Mechanical Engineers, this is the final report in a major programme of work by the NEPC on infection resilient environments. It makes five key recommendations to help embed health outcomes in building retrofit programmes; enable specialist training for retrofit professionals and trial digital records for building performance and maintenance. 

Recommendations:

1. Health-Based Outcomes: Embed health outcomes in retrofit programmes, supported by public information campaigns.
2. Public Buildings Assessment: Large-scale assessment of health risks in public buildings to inform retrofit delivery.
3. Digital Passports for Buildings: Trial digital records for building performance and maintenance to support long-term management.
4. Training and Skills Development: Incorporate health into training for retrofit professionals.
5. Research and Development: Address knowledge gaps on long-term health impacts of indoor environments and integrate findings into policy and practice.

An opportunity ‘to improve the nation’s health’

Retrofit schemes deliver many benefits, through the process of upgrading buildings. This includes:

·       Structural change: installing insulation, upgrading windows, improving airtightness to reduce heat loss and energy demand, and provision of appropriate ventilation

·       Changes to building services: such as switching to low-carbon heating

·       Monitoring and control tools: installation of monitoring and control tools for energy use to empower users to adapt user-behaviour

Professor Peter Guthrie OBE FREng, Chair of the Royal Academy of Engineering’s Infection Resilient Environments Working Group, says:

“There are many ways to improve the nation’s health and improving homes is a key one. Setting out clear definitions and targets of what healthy homes and buildings look and feel like, sets out a roadmap to get us to that destination. Finally, training in the art and science of healthy homes, by building professionals who do this work, will be fundamental to the long-term success of retrofit schemes.”

Kristen Mierzejewski, Senior Consultant at Acclaro Advisory.

The first in a series of articles from the Sustainable Facilities Management Index (SFMI) around Scope 3 in FM. 

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. 

The emergence of CSRD and ISSB 

The evolving regulatory landscape adds another layer of complexity. Recent regulations, like the EU’s Corporate Sustainability Reporting Directive (CSRD), and global frameworks, like the International Sustainability Standards Board (ISSB), are setting new expectations for companies to report on their Scope 3 emissions. In the UK, the government is currently determining how to incorporate ISSB standards into the upcoming UK Sustainability Reporting Standards (SRS), with plans to consult on the proposed legislation early next year. Last year, the government launched a Call for Evidence to gather feedback on Scope 3 emissions reporting, signalling its intent to standardise and strengthen sustainability disclosures.

In the EU, 2024 is a pivotal year for companies that fall within the scope of CSRD, as it marks the first reporting period for material sustainability impacts, including Scope 3 emissions. For most companies, this will mean adopting a full value chain approach, requiring them to identify and address indirect emissions. The demand for detailed and transparent reporting is no longer optional, and this represents a significant shift towards more comprehensive disclosures to ensure regulatory compliance.

Challenges for FM providers in aligning with Scope 3 reporting demands

For FM providers, these changes will bring significant challenges. Many companies currently lack the internal capacity or expertise to measure and report on Scope 3 emissions effectively. A lack of accurate and granular data from suppliers is a significant hurdle, and gathering data requires significant resource and time. Unlike emissions directly controlled by the organisation, Scope 3 emissions entail extensive engagement across the supply chain. Companies that have not regularly tracked their Scope 3 emissions before may be unaware of the data they need to collect or lack the tools to analyse it. 

Many FM companies are often driven by compliance needs, focusing on minimising costs rather than integrating sustainability into their core strategies. The patchwork of various regulations, each with different reporting requirements, can make it difficult to establish a consistent approach. Meanwhile, as FM clients adopt their own sustainability goals, and begin reporting on their emissions in line with regulations such as CSRD or frameworks such as ISSB, FM providers are likely to face growing demands to provide robust Scope 3 data as part of their services.

How the SFMI can help with Scope 3 emissions for FM 

The SFMI (Sustainable Facilities Management Index)’s Scope 3 Framework for Facilities Managementprovides the industry’s first standardised approach to emissions measurement. This is an important step toward standardising emissions reporting across the FM sector, helping providers align with regulatory requirements and build a foundation for meaningful action.

Building on the success of the framework, the SFMI will launch the next phase of their Scope 3 Research Project in February 2025. This phase will focus on developing a Scope 3 emissions tool with input from FM providers and representatives from professional institutes such as IWFM, RICS, and IEMA. Project Partners will gain the ability to report emissions transparently, engage effectively with value chains and clients, and respond to growing demands for data. This competitive edge will not only help FM providers stand out amongst their peers, but also prepare them for regulatory changes.

As the regulatory landscape continues to evolve, FM providers have an opportunity to position themselves as decarbonisation leaders, and to get ahead of evolving regulation. By addressing Scope 3 proactively, they can not only ensure compliance but also position themselves as trusted partners for clients and stakeholders. With the right tools and strategies, the FM industry can transform these challenges into opportunities, driving impactful change across their operations and supply chains.

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

Madeleine Ford, Editorial & Events Assistant

WORKTECH Panel: James Kendall, Director of Enterprise Engineering at SwiftConnect, and John Psyllos, Global Security Technology Lead at IBM discuss the future of mobile access control in the workplace. 

Providing seamless access for employees, customers and visitors while still maintaining robust security is a key priority in sustaining top employee experience according to both Kendall and Psyllos. Speaking on a panel at WORKTECH London about the partnership between SwiftConnect and IBM, they both reiterated the basic fact that, at the very least, workplaces must be buildings where people want to come and work. Creating ‘smart offices’ enables great cultures to be built within these spaces.

SwiftConnect, “a unified, software-first approach to permissions and credentials”, is an access network, centred around ‘smart office’ solutions offering employee experience enhancements, office space management and building operations. Services focus on improving the efficiency, flexibility and general experience of the workplace.

Kendall stated that the top reason that clients deploy the technology is for user experience. The aim is to allow people to have a similar experience of travelling through the tube in London, with a simple tap and go into the building using Apple or Google wallet credentials. This allows access in the same way a plastic card would, but with more security and less plastic. This point was reiterated by Psyllos who confirmed that the user experience was the main driving factor in the decision to deploy the technology at IBM’s New York office this past September, where they now have just under 2000 users.

This goes much further than just building access. SwiftConnect’s booking system means reserving desks, meeting rooms, and shared workspaces on demand through an app. This delivers a seamless experience and the insights show organisations which areas are overcrowded or underutilised. Data-driven insights which show how an office space is being used means companies can better configure workspaces to fit the needs of their employees. This leads to increased cost efficiency and resource optimisation. 

Practicality is at the core of SwiftConnect’s workplace solutions. In cities such as London and New York where it is common practise to tap throughout your day for the tube, to buy lunch, and to add your train ticket to your Apple wallet – life revolves around this convenience. John Psyllos is definitely accurate in stating that this practise is not only becoming familiar, but it is becoming increasingly expected and the best thing companies can do for employee experience is lean into it.

Safety, comfort and convenience have become three key factors in successful employee experience and are all something that mobile access and ‘smart offices’ can provide on a daily basis. Simplifying the way offices are managed and accessed allows for a seamless, touchless and practical experience day-to-day in the workplace, and enhanced employee satisfaction.