AI has triggered a shift in the facility management and built environment sectors, offering opportunities to streamline operations and enhance maintenance strategies. However, despite the promise of increased efficiency and cost savings, AI adoption comes with significant risks – especially when it comes to building maintenance schedules for high-risk buildings. 

Mike Talbot, Chief Technology Officer at SFG20, the industry standard for building maintenance, has shared his insights on the dos and don’ts of using AI in facilities management. 

The dos of using AI 

1. Using AI tools for deep research

AI is an invaluable tool for conducting in-depth research. Whether you’re assessing new maintenance technologies, gathering market intelligence, or researching evolving regulations, AI can quickly process vast amounts of data and extract relevant insights. In facilities management, where decisions often depend on the latest information about equipment performance, AI can significantly enhance the speed and quality of research. By automating this process, AI frees up human resources to focus on more strategic activities—such as adapting the findings to your unique operational context.

2. Leveraging AI to review and challenge 

AI can be a powerful tool for reviewing and challenging your work. From checking for compliance issues in contracts to identifying inconsistencies in documents, AI-powered tools can scan large volumes of information quickly and flag potential risks or errors. In facilities management, AI can identify gaps in existing workflows, prompting facilities managers to revisit and refine their strategies.

3. Maximise asset lifespan 

AI-powered solutions can extend asset lifecycles by predicting potential failures before they occur. By recommending the best timing for maintenance (not applicable for statutory requirements), AI can prevent both over-maintenance, which can cause unnecessary cost, and under-maintenance, which can lead to premature failure.

The risks of using AI

While AI offers clear advantages, its over-reliance can expose organisations to risks that could undermine maintenance effectiveness. One of the main risks is using it to create maintenance tasks and schedules, which may miss critical regulations or fail to take specific context into account.

1. Lack of human judgment when creating contracts or building maintenance schedules

AI-generated schedules and contract clauses can be useful tools, but they are no substitute for the judgement of experienced engineers and facilities professionals. Competent practitioners draw on years of technical training, practical experience and industry knowledge to interpret legislation, understand risk, and apply standards in context.

Without this human input, AI is prone to treating guidance as static and absolute, missing nuances that are critical to statutory compliance. An engineer or FM professional will recognise when a new code of practice affects an existing regime, when a manufacturer’s recommendation should be challenged, or when building-specific factors demand a more conservative approach. AI, by contrast, may uncritically reflect incomplete or out-of-date legislation, regulations or Approved Codes of Practice, creating an impression of compliance that does not stand up to scrutiny.

Human judgement is also essential in understanding how assets behave in the real world. Experienced practitioners know how changes in occupancy, usage patterns, environmental conditions or operational strategy will alter maintenance requirements. While AI might propose a schedule based on assumed or “ideal” usage, a professional can see when a change in activity renders that schedule inadequate, and adjust it to prevent missed maintenance, equipment failure and potential non-compliance.

2. Inability to adapt to unforeseen circumstances

AI systems are typically designed to follow patterns, a main reason they are beneficial in predictive maintenance. However, these systems may not respond well to unexpected changes. If a facility experiences a sudden surge in activity, a breakdown, or an emergency situation, AI-generated schedules might fail to adjust quickly enough to accommodate the new conditions. This lack of adaptability could result in improper or delayed maintenance, putting equipment and operations at risk.

3. Relying on outdated content in AI-written maintenance schedules

A key risk in using AI to generate maintenance schedules is that it may not keep pace with changes in legislation, regulations and standards over time. Maintenance obligations in the built environment are inherently longitudinal: statutory duties, Approved Codes of Practice and industry standards evolve, and maintenance strategies must be updated accordingly.

If an AI system is trained on, or continues to draw from, incomplete or outdated legal and technical sources, it may generate schedules that reference superseded standards or omit newly introduced requirements. This can create a false sense of compliance while exposing duty holders to enforcement action, contractual disputes, insurance challenges and increased liability – particularly in higher-risk settings such as healthcare and residential buildings.

The risk is not only about immediate accuracy, but about maintaining a defensible compliance position over the life of an asset. Where AI-generated schedules are not explicitly grounded in current legislation and updated guidance, organisations may struggle to demonstrate that their maintenance planning has followed the law as it has evolved, undermining both safety outcomes and legal compliance.

Mike Talbot, CTO at SFG20, says: 

“AI, like any professional tool, delivers its best results when guided by people who understand both the technology and the realities of managing complex building assets. It offers genuine value by speeding up early research, helping teams explore maintenance options in more depth, facilitating longer asset lifespans, and increasing overall efficiency. But even with these strengths, it still benefits from clear human direction and careful review.

“SFG20 recently tested creating a maintenance schedule for an L1 Fire Alarm system within a Large Language Model (LLM) and encountered a glaring error within seconds: the reference standard the schedule was based on was out of date. The problem here is that it could potentially put building occupants at risk and leave building owners exposed to legal consequences.

“When used in a controlled, informed way, AI can enhance efficiency and help organisations get more from their assets over time. Its role is to support professionals in making better decisions, not replace the experience and judgement that ensure maintenance strategies remain accurate, safe, and fully aligned with current requirements.”

As hybrid working becomes the norm, more and more companies are recognising the need to create a destination office that will attract and retain employees by offering more than just a place to work. The pandemic saw a shift to remote working, driven by flexibility and an improved work / life balance which has had a direct impact on city centres and office space use. This changing culture means today a workplace has to speak to an employee’s sense of wellbeing as much as to their desire to do a good job. It means workspace design, service excellence and facilities management all play a part in employee satisfaction and productivity.

Gary Seaton, Sales and Marketing Director, and John Norris, Head of Innovation at cleaning and security provider Samsic UK, look at how facilities management and the use of artificial intelligence (AI) can help create destination offices by providing healthier, happier workplaces.

From Gary’s perspective: “Creating a destination office today means aligning space with purpose – where AI, sustainability, and wellbeing intersect to support hybrid workforces.”

While John believes: “We’re not just cleaning offices; we’re transforming them into ESG-aligned, data-led spaces people want to return to.”

Today, many companies are facing real challenges in getting people to return to their workplace because employees have grown accustomed to the flexibility and balance offered by remote working. The decision to commute to a fixed place of work (or not) is weighed heavily against factors such as impact on wellbeing, opportunities to collaborate and socialise, as well as the overall quality of the workplace experience.

According to the Office for National Statistics Opinions and Lifestyle Survey1, more than a quarter (28%) of working adults in Great Britain in late 2024 were hybrid, splitting their working hours between the office and home.

Many companies are now demanding office attendance two or three days a week, or are even looking to cut the hybrid model altogether with a full-time return, but could such a change in attitude turn into a stampede for the door? According to WTW’s Global Benefits Attitudes Survey2, 52% of employees indicate they would quit or look to leave if their company mandated a full-time return to the company premises.

The return-to-office battle has never been felt more keenly. Therefore, forward-thinking companies are trying to entice people away from remote working – rather than just demanding it – by creating more appealing workplaces, which have been termed ‘destination offices’.

The ultimate aim of a destination office is to provide a space that promotes a sense of community and belonging, strengthens company loyalty and enables a deeper connection with company culture. It should provide flexibility for people to work in the way they want, in premises that are comfortable, engaging, clean and hygienic. It means developing an employee-centric ethos and providing an experience-driven workplace that meets people’s emotional and physical needs.

The question is: how do businesses achieve this while also keeping an eye on the bottom line?

Wellness programmes and ergonomic workspaces are a given, but there are more subtle nuances that help to create an enticing workspace, such as using AI and intelligent data analysis in facilities management to greatly improve user experience. By analysing data, companies can optimise predictive maintenance, on-demand cleaning and smart resourcing, to support the creation of dynamic, employee-friendly spaces.

AI can tell you what people do, what they want and what they like. It can monitor their use of the building, lifts, canteens, washrooms, tracking trends that may help businesses identify what people are doing that makes them come to the office rather than stay working from home.

A healthy, hygienic environment is a mainstay of a destination office, particularly in this post-COVID world. This is where facilities management can make a real impact, especially by improving wellbeing through intelligent hygiene. Data-led auditing can track hygiene standards and target areas for improvement – ensuring healthier indoor environments. 

AI-led cleaning routines directly support the comfort and health of building occupants using sensor feedback to ensure spaces remain clean and inviting, while predictive replenishment ensures essentials, such as washroom products, are always available.

Touchpoint-focused cleaning and on-demand scheduling, which supports user comfort and safety, can be utilised, while scent management in reception areas can help to improve the sensory experience of employees and visitors.

Cleaning and security teams often operate with real-time feedback tools, allowing adjustments that improve comfort and user experience. It means site operatives can ensure shared spaces, such as washrooms, kitchens and breakrooms, remain clean, safe and welcoming.

If you look at Maslow’s Hierarchy of Needs3, it is AI that will help a destination office reach the top of that pyramid, covering physiological and safety requirements, creating social belonging, building self-esteem and achieving self-actualisation, where people can achieve their potential and feel a real purpose.

It is all about finding solutions so that you can move people’s mindsets from ‘I need to survive at the office’ to ‘I am happy to commute for an hour because I am going somewhere I want to be’.

AI can also provide energy and efficiency solutions helping to reduce water and chemical usage. Audits can also help to identify energy savings opportunities through LED lighting, and cleaning schedules that are tied to occupancy.

Therefore, a real benefit of AI for companies is how data analytics and AI-driven insights can support better service delivery, optimise building management, predictive maintenance, and operational efficiency. 

The use of data can also support a company’s ESG targets, using data-led ESG gains, whether it is eliminating chemical usage, reducing single-use plastics, or tracking energy and material savings, AI can help clients meet their ESG targets with measurable results.

Physical changes can also have an impact on people’s perception of a building with many businesses also prioritising green cleaning, using methods and products that prioritise human and environmental health and employee wellbeing.

Facilities management can have a direct impact on the creation of a destination office, which in turn can enhance productivity, wellbeing, and culture.

Reimagining office space is one thing, but it goes far beyond just enticing workers back into the office. A destination office is a powerful tool in helping to retain top talent, boost morale and motivate a workforce, and facilities management has a strong role to play in this modern office trend.

Claremont workplace psychologist Becky Turner explains why understanding the cost-per-visit is the first place for any organisation to start if considering attendance mandates for driving people back to the office.

Hybrid working still remains the most popular for organisations post pandemic, back to work mandates are becoming more popular as business leaders push to make office attendance compulsory. The practiced reality around return to work mandates can be as subtle a change as two set days a week in the office, but the very word can carry strong undertones of authoritarian and outdated leadership styles. 

The latest insight report from office interior design experts Claremont, reviews the impacts both positive and negative mandating employees back to the office can have on an organisation and its people. The balanced, conclusive guide is well worth a read for anyone reviewing policies around office attendance and is available here for free.

One of the key takeaways from the report (of which there were many), was the idea of driving visits not mandating attendance and with this, attributing an ROI against cost-per-visit. 

For decades the industry has measured value of office space in square feet with footplates equalling the total number of desks the space can hold, but in a tech-connected post pandemic workplace, it’s not just desks organisations need. It’s call booths, hot-desks, break-out spaces, quiet zones, meeting rooms and a whole host more. Dedicated desks and cellular offices are fast becoming a thing of the past. 

Set-up correctly, an office can be like a multi-functional member’s lounge dedicated to bringing employees together, naturally driving productivity, culture and creativity. And it’s by looking at the office as a member’s lounge dedicated to bringing employees together, organisations can think more creatively about how they drive attendance.  

Expensive real estate being underutilised is every CEO’s worst nightmare, but by running a cost-per-visit exercise, organisations can quickly understand how much a space costs by each day and by each visit. This practice highlights what days it delivers the least value and by understanding this, organisations can begin to drive off peak attendance and in some cases monetisation. 

Becky Turner, Workplace psychologist for Claremont said: “The pandemic changed the way we work dramatically, supercharging our adoption of technology to do business. It gave employees more autonomy, brought them closer to their loved ones and made them more productive. That rapid adoption of technology means offices can be left completely empty for a number of days a week and as a result, organisations are calling into question the value of its underutilised space.  

“There are plenty of arguments for mandating attendance to make better use of this expensive real estate, but it isn’t something organisations should choose to do without also considering the adverse effects it can have on an organisation, its culture and its ability to recruit and retain top talent. 

“For anyone looking to get a rounded picture here, I recommend you read our insight report on mandating workplaces, but for now, I’d like you to consider how much each visit costs your organisation and how you could incentivise visits before ‘laying down the law’ on when people should attend?  And with this, consider what a creative approach to off-peak office use could look like?

“Every organisation we speak to knows just how important their office is for embedding company culture, bringing people together, increasing creativity and getting stuff done. Quite often they come to us with problems too. They want employees to use their workplace more. Post-pandemic the office isn’t working for them like it used to. In many cases, that’s down to office design and the way we’ve adopted technology, but for some employees, home feels like a more compelling place to be. For example, those with caring commitments are likely to feel as though a long and busy commute is eating into time they can be getting on with their work, whilst adding daily stress when it comes to school or nursery pick-up.

“The benefits work both ways too, that parent with care commitments may be able to work later because that commute isn’t part of their day. They’re better connected to their devices, less stressed, working longer hours and feeling more productive. Throwing an office mandate into that person’s life, is a sure-fire way to get them to jazz-up their CV and look for a role which offers more flexibility.” 

“If increasing visits is the target outcome, how could an organisation offer fluid working hours to support those with care giving responsibilities? If empty, underutilised space is the problem, how could the organisation drive monetised out-of-hours use through its workforce? 

“Cost per visit can also provide a better benchmark for the power of location. A well-connected location can drive visits, it can support recruitment of underrepresented groups. It can reduce the requirement for dedicated workstations, demonstrates the value of shift patterns and team days.” 

“By getting a cost per visit base line, organisations can quickly understand what activity has the most cost-effective impact on attendance. Can it be the backdrop for an early morning yoga club that creates a community use with free attendance for employees (can that club help to drive attendance and embed culture)?  

“Training, mentoring, creative workshops, socials are all great ways to bring people into the office on off peak days where the implications of booking meeting rooms out could have a greater impact on peak days.

“It’s by shifting away from traditional bricks and mortar valuations of office space and adding a cost per visit approach into the mix, we can start to think more creatively about how we drive attendance rather than just stipulating attendance which can only be a positive.” 

To download the complete insight report by Claremont visit: https://claremontgi.com/mandated-workplaces/

By Laura O’Sullivan, Rubberdesk 

Every week I speak with businesses exploring serviced and managed office options. And while location and cost are still part of the conversation, there’s one topic that consistently takes centre stage: amenities.  

Not just the essentials like Wi-Fi and coffee, but the kinds of features that shape how people feel about their workplace – wellness rooms, rooftop terraces, concierge-style services.  

Take FORA’s Chancery House, for example. It has a fitness facility to rival a number of high street gyms, complete with private training pods where users can follow guided workouts and train solo. The changing rooms are spa-like, designed to make transitions between work and wellness seamless. 

Similarly, Uncommon’s High Holborn location features a dedicated studio space that hosts a rotating schedule of wellness classes catering to a wide range of interests and fitness levels.  

And this isn’t just confined to serviced office operators, either. At GPE’s fully managed location at 141 Wardour Street, wellness is embedded into the design itself with a gym, biophilic elements, and a green roof terrace that brings nature into the heart of Soho. 

These examples highlight a wider trend: amenities are no longer just perks, they’re an expectation 

Wellness spaces: and I’m not just talking about quiet rooms 

Wellness amenities have moved from a quirky added benefit to front-and-centre. In London, we’re seeing operators introduce meditation pods, nap rooms, and even on-site yoga studios. And they’re not just for show. CBRE’s Occupier Survey found that 79% of employees believe wellness amenities positively impact their productivity. That’s a compelling figure for any business trying to get the most out of its team. 

For facilities managers, this means thinking beyond maintenance. It’s about creating spaces that support mental health, reduce burnout, and encourage balance. 

It’s also worth noting that this shift is being driven in part by generational expectations. 

Younger employees, particularly Millennials and Gen Z, are more likely to prioritise wellbeing, flexibility, and purpose in their work environments. FM teams need to be attuned to these evolving expectations to remain competitive in attracting and retaining the best talent. 

Rooftop terraces are the new breakout space 

Outdoor space is becoming a major draw, especially in cities where green space is limited. Rooftop terraces are multifunctional. Teams use them for more casual catchups, client drinks, or just some fresh air between meetings. 

Outdoor spaces are also a great way to boost sustainability and support ESG goals. 

Not only do green roofs look fantastic, but they also help cool down city buildings, clean the air, and create little pockets of nature for birds and insects. For companies focused on doing their bit for the environment, these features are a smart, meaningful investment. Facilities managers play a big part in making sure these spaces are both welcoming and eco-friendly, so everyone can enjoy them with a clear conscience. 

Facilities managers are key to making these spaces welcoming, ecofriendly and usable year-round – whether it’s installing heaters for winter or shade sails for summer. It’s about turning a feature into a functional asset. 

Concierge-style services 

Concierge services are fast becoming a staple in premium office offerings. From dry cleaning and bike repair right down to booking taxis and restaurant reservations, these services add a layer of convenience that employees genuinely value. 

For FM teams, this means collaborating closely with front-of-house staff and service providers. It’s about ensuring consistency, quality, and responsiveness. And it’s a shift from operational to experiential thinking. 

Technology is playing a growing role here too. 

App-based platforms now allow employees to book services, reserve wellness rooms, or even order lunch from their desks. FM teams are increasingly working alongside IT departments to make sure these systems are secure and user-friendly.  

From operations to strategy 

With 60% of tenants now saying amenities are a key driver in office choice (JLL), the role of facilities managers is evolving. They’re no longer just keeping spaces running – they’re helping shape the workplace experience. 

This shift positions FM professionals as strategic partners. They’re working with landlords, operators, and HR teams to deliver environments that go beyond the desk. It’s about understanding what people value, and making sure the space reflects that. 

The challenges 

Budget constraints, existing infrastructure, and changing employee needs mean FM teams need to be nimble and creative. Many are turning to data in order to track usage patterns, gather feedback, and then use those analytics to inform decisions about which amenities to invest in and how to optimise them. 

The demand for high-quality, experience-led amenities will only grow. 

FM teams will need to stay ahead of trends, anticipate user needs, and continue to evolve their approach. The most successful will be those who see amenities not just as features, but as integral to the workplace experience. 

In essence, amenities are the new differentiator. And facilities managers are the ones making them work. 

Matt Etherington, Public Sector Workplace Specialist at Matrix Booking explores how NHS and local authority estate sharing can transform services and budgets

The shift to hybrid working in the UK public sector has created both a challenge and an opportunity around effective estates usage. While hybrid models offer staff flexibility, they’ve also put a spotlight on how public sector buildings are managed. From hospitals to council offices, the public sector estate is vast. It’s under pressure, budgets are tightening, space is often underused, and yet communities expect services to be more connected and accessible than ever. 

The recent criticism of the UK government’s brand-new £150 million headquarters in Glasgow highlights the problem. After a recent visit to the headquarters, MP Angus Macdonald tweeted his disapproval of not only the “oppulance” of the offices, but also crucially the “emptiness” of the space. He later went on to tell The Times that the office was “massively over-specified” given the number of employees working from home – showcasing that, for public sector organisations, estates management is not just a matter of efficiency, it can have huge reputational impact.

The picture is further complicated by the fact that councils increasingly share space with partner organisations, government agencies and NHS Trusts. Take the NHS and local authorities: both hold large, expensive estates and face rising demand – from stretched health services to councils delivering housing, welfare and social care. Yet, despite often sharing premises, they still tend to operate in silos, duplicating costs and efforts while missing opportunities to integrate services under one roof.

The challenge: why estates are hard to share. 

Encouraging staff back into offices has proven difficult. Buildings can swing from half-empty to overcrowded depending on the day. For the NHS and local government, this makes planning even harder when teams share estates. They face too many empty desks on quiet days, but too little space on busy ones. This leads to frustrated staff and unnecessary costs – for example, lighting, heating or cooling an empty floor.

On top of this, cultural habits and operational silos make sharing difficult. NHS trusts and councils have long managed their estates separately, with different systems, regulations and funding streams. Concerns around accountability, data privacy and health and safety complicate estate sharing. And while investment is needed to redesign buildings and install supporting tech, budgets are tighter than ever.

Shared infrastructure, stronger services

However, there’s a significant opportunity: by reimagining the NHS and local authority estate as a connected body, organisations can eliminate duplication of efforts for overlapping communities, optimise space usage, reduce costs, better support cross-organisational collaboration and – most importantly – transform how services are delivered. We’ve seen this in action through the One Public Estate and Kent Connects’ Shared Spaces Project.

In practice, estate sharing can look like integrated community hubs for GPs, social workers and council welfare teams, which support faster referrals, earlier intervention and reduced duplication of efforts. It can also look like underused council offices hosting NHS outreach clinics or mental health drop-ins, while surplus NHS buildings could become council access points for children’s services hubs. It can also look like budget relief.

This raises the key question: how do we make it happen?

To solve this new workspace puzzle, many public sector organisations are turning to workplace tech to manage shared spaces. Far from being a free-for-all where employees simply turn up and work, workspace management systems are being used to provide real-time insights to ensure desks, meeting rooms, IT peripherals and other resources are available when and where needed. Alongside providing visibility, the insight from these systems is helping organisations to audit the success of cross-organisational working, and to help them plan for the future.

Cross-organisational working and shared spaces are still relatively new concepts, and the public sector is working harder than most to ensure these first forays aren’t being taken blindly, or as a kneejerk reaction to the wider working world. But what is absolutely clear, is that they’re having a hugely positive impact, providing flexibility, security, improved productivity and an overall reduction in cost thanks to a consolidation of real estate.

Make the opportunity a reality

The public sector faces increased financial and service pressures during a period of unprecedented change. Sharing estates between the NHS and local authorities is not just a cost-saving measure – it’s a way to redesign services around citizen and staff needs. Vacant and underused buildings can be turned into connected hubs that improve access, reduce duplication and support integrated care with little to no detrimental impact to staff working practices.

To achieve this, estate leaders should look to embrace estate-sharing strategies and the technologies that underpin them. This is about more than balancing hybrid work with efficient estates. It is about building public sector estates fit for the future: flexible, shared and focused on delivering maximum value. Indeed, the UK government’s own local government reorganisation process highlights the importance of rethinking how councils use resources and estates, reinforcing that this shift is both a strategic and a structural priority. 

Those who move early will set the standard – not just for the public sector, but for any organisation rethinking how its spaces can work harder.

Claremont’s Workplace Psychologist Becky Turner will be taking part in a panel session on Wellbeing in the workplace – Keynote Theatre, 8th October at 12.30 pm – 13.00 pm.

Zero carbon, 100% renewable electricity supplier Bryt Energy has moved into its new UK headquarters with the help of award-winning nationwide interior design and fit-out business Claremont.

Bryt Energy, part of the Statkraft Group, supplies British businesses with zero carbon, 100% renewable electricity*, sourced solely from solar, wind, and hydro power. The company is proud to be accredited as a Silver Carbon Literate Organisation, making it the first renewable electricity supplier globally to achieve Carbon Literate status.

Previously located in Victoria Square, Birmingham, Bryt Energy signed a lease at the end of 2024 for 12,500 sq. ft of space in Bruntwood Sci-Tech’s Cornerblock, situated in the heart of the city’s central business district. The building offers a range of shared amenities, including an on-site gym, secure bike storage, and Birmingham’s largest private roof terrace.

Cornerblock was a strategic choice for Bryt Energy, aligning with its commitment to sustainability. As a renewable electricity supplier, Bryt Energy had specific environmental criteria for its new office, including the use of renewable energy, to ensure their move aligned with their near term SBTi targets set in 2023.

Claremont has now completed an ambitious 14-week design and fit-out programme to give Bryt Energy an inspiring and attractive workspace for its 150-strong and growing team. Claremont’s strategy was to embody Bryt Energy’s environmental values by making sustainable choices throughout, including the use of furniture made from natural fabrics and recycled plastic. As a result, the scheme has achieved the RICS SKA Silver standard. 

The new office is rich in choice and offers ample room for collaborative working and enhanced employee facilities. The movement design concept takes clever design cues from the renewable energy sector.  In reception, visitors are welcomed by a striking brand wall featuring angled ribbon lights, echoing the angles at which sunlight hits solar panels and a blade shaped reception desk made from recycled CDs and refrigerators. A tunnel walkway continues the theme, with jagged acoustic panels mimicking wind turbines, and bespoke turbine-inspired divider walls to zone the space.

A social and collaboration zone is at the heart of the floorplate, which acts as a town hall space for company events and is fully equipped with AV, plus there’s an impressive client suite. As employee wellbeing was a driving force behind the design, a wellbeing and multifaith room, enclosed focus rooms, and multiple quiet zones have also been included.  

Heidi Wilbor, Customer Operations and HR Director at Bryt Energy said: “We are proud to have an office that prioritises both sustainability and employee wellbeing, ensuring that our growing team has all that they need to thrive. Our Silver SKA rating reflects the thought and care that was put into crafting our office with sustainability in mind, at every level. We will continue to seek ways to develop our new home even further, to make it as welcoming and inclusive as possible.”

Patrick Ames, Client Director at Claremont said: “Sustainability is no longer a nice-to-have, it’s becoming a core driver in the design and fit-out briefs we’re seeing, especially from value-led businesses that know the importance of action when it comes to environmental responsibility and carbon reduction.

“From day one, Bryt Energy has brought a real energy and commitment to doing things differently, and we made sure that passion for sustainability was embedded in every part of the design – not just in materials, but also in the way the office supports their team. Now the team has moved in, we’re excited to see how they use their new Destination Office and put its many features and spaces to work.”

Claremont has been delivering office interior design and fit-out projects across the UK for over 48 years. 

Visit CBRE on stand B3, C3, C4 at the show. Additionally, listen to talks from CBRE’s Laura Toumazi (7th at 10:30) and Dan Andrews (8th at 10:30).

Introduction 

The facilities management industry has demonstrated remarkable resilience in recent years, adapting to economic shifts, hybrid work models, and the pandemic’s impact. FM services often represent significant expenditure, highlighting the constant demand for value-driven workplace solutions. Outsourcing FM remains a key strategy for future-proofing commercial estates, leveraging specialised expertise.

This report explores the major drivers reshaping the FM industry, offering insights for organisations seeking to thrive in this evolving landscape. It focuses on three key areas: Digital, Physical, and Human (Workplace PHD).

Economic stability

CBRE anticipates economic stability, with inflation near target levels and potential base rate cuts. This will likely result in a modest market growth of 3.2% in the UK’s outsourced FM market, which is currently worth over £35 billion according to Frost & Sullivan.

The Top Facilities Management Trends

Digital

Mature organisations are developing holistic digital strategies for facilities management data to support their goals. By connecting facilities management, real estate and project management data, businesses can invest more wisely and derive greater value from their workplace technology investments.

1) AI-optimised facilities management:

Artificial intelligence (AI) tools have exploded over the past 12 months, with businesses in every sector exploring how they can drive efficiencies and change. The integration of AI and automation into facilities management services is accelerating and we are already seeing the potential it has to transform operational excellence, user experience, skills and talent, innovation, data and sustainability.

AI is rapidly transforming facilities management, offering significant improvements in operational efficiency, user experience, and sustainability. Over the next year, we’ll see further impact, including streamlined workflows, automated tasks, and optimised building systems. 

Agile companies are leading the way, with industry-specific AI variations emerging. Demand is increasing, but the human element remains crucial. Organisations must cultivate a culture that values critical thinking and empathy alongside technology. 

Expect AI to enhance, not replace, human decision-making in the near future. The “human-in-the-loop” approach, combining AI with human input, is key for accuracy and long-term reliability. Data quality will be critical for successful AI implementation, driving advancements in machine learning and expanding AI’s applications within facilities management.

2) Connected FM technologies:

Facilities Management will continue to focus on implementing and scaling key technologies to support core business goals. Smart FM solutions, including IoT sensors, BMS alarm analytics, HVAC optimisation, AI-powered BIM and predictive maintenance, will drive operational efficiencies and sustainability efforts, leading to tangible cost savings.

The industry is evolving towards flexible, on-demand service models, with technology as the key enabler. Remote monitoring, IoT, and predictive maintenance will optimise resource allocation and facilitate pay-as-you-go models.

“Living intelligence,” integrating AI with advanced sensors, will be a key trend. This continuous data analysis will boost workflow efficiency, reduce costs, and improve sustainability. Expect increased PropTech M&A activity, driven by reduced inflation and investment, aiding data unification and unlocking AI’s full potential.

3) The data and insight economy:

Data is an increasingly valuable business asset, and FM data is no different. In a data-driven world, facilities managers derive meaningful insight from large volumes of information to support organisations in making strategic decisions. Improving quality in proprietary facilities management data will be a central focus, with the aim of supporting decision-making through enhanced accuracy and usability, thus creating meaningful pathways for successful action and outcomes.

Data protection and cybersecurity remain top priorities as systems become increasingly connected. With enterprise data projected to grow significantly, enhanced security controls are essential.

This year, companies will start feeling the effects of the environmental impact of data storage as a Scope 3 emission, particularly as AI becomes more prominent. We will begin to see whether AI will enable the net zero transition or derail it

Physical

4) Human-centred workplace strategy:

The narrative around workplace strategy is expanding far beyond hybrid working and the common thread will be the need to reimagine our offices to meet the needs of workforces in 2025 and beyond. The focus is on creating a human-centred workplace experience, supporting the “untethered workforce” with flexible policies and environments. This involves measuring and strategically leveraging the workplace to gain a competitive advantage.

Inclusion remains paramount, with spaces designed to accommodate diverse needs, including accessibility and neurodiversity. Sustainability is also crucial, with a focus on renewable energy, energy-efficient technology, and sustainable building certifications like NABERS or BREEAM.

Friday occupancy remains a challenge, prompting companies to explore strategies to boost attendance or repurpose office space. Facilities management will need to offer flexible, demand-led services. While the four-day workweek and the metaverse are emerging discussions, the focus will be on addressing burnout and digital overload.

5) Simplification of ESG:

After a year of newsworthy climate impacts there will be a sharper focus for Environmental, Social and Governance (ESG), driven by the urgency of net-zero targets and heightened climate impacts. The focus will shift from initiatives to data, with governance and climate risk taking precedence. Organisations are moving from target setting to concrete action, demanding data integrity.

Facilities managers will play a critical role, facilitating advanced ESG benchmarking and supporting budget allocation for decarbonisation projects. Expect a stronger emphasis on the “S” of ESG, going beyond healthy workplaces. FM can enhance local impact by sourcing from ethical suppliers, conducting community needs assessments, and designing effective social value strategies.

6) Cost savings:

Cost and value for money will remain the primary drivers of FM purchasing decisions. Facilities managers are well-positioned to deliver savings, even on mature contracts.

Innovation and cost savings will go hand in hand, with organisations that invest in digitisation seeing the greatest benefits. Cost will also drive ESG initiatives; demonstrating the financial benefits of ESG will help organisations reach net-zero targets faster.

A challenge to the ability of facilities managers to support cost savings is the National Insurance increase, as outlined in the current Government’s budget scheduled to take effect in April 2025. As a result, facilities management providers will seek innovative strategies to mitigate its impact on employment opportunities and service quality.

Key Decision Drivers in Purchasing FM Services (Survey Results):

• Cost and Value for Money (77%)
• ESG and Sustainability (27%)
• Service Quality, Innovation, Partnership, Workplace Experience, Technology, Flexibility, and Data/Insight

Human

7) The next generation workforce:

The arrival of Gen Z is reshaping workplace expectations, requiring companies to navigate a multigenerational workforce. Workplace experience and design are key to fostering collaboration across generations.

Gen Z expects personalisation and flexibility, challenging traditional office attendance models. An enforced five-day office attendance is generally seen as less attractive by younger generations, so companies must decide their stance on this as they build their future workforce

Wrapped up in this trend is the growing need to digitally reskill the workforce, address the skills gap and continually enhance the capabilities of facilities managers to meet the needs of new buildings. AI is changing job types, necessitating more digitally literate facilities management professionals. The Government’s newly formed skills board recognises the fractured skills landscape and could prove useful in driving next generation talent into engineering and facilities management careers across the whole of the UK.

8) Rethinking workplace metrics:

We will continue to see an evolution of traditional measures of workplace performance. We will see a move from efficiency measures, like desk density and sharing ratio, to effectiveness measures such as utilisation and employee sentiment or satisfaction. Total cost of occupancy will become a common and crucial measure of estate performance and a valuable data asset that facilities management can deliver to their clients.

Expect improved data analytics and connectivity, linking FM performance to workforce and business outcomes. For example, correlating lift uptime with footfall or retail sales.

New metrics that measure employee experience, organisational dynamics and ESG are also gaining prominence and will become more common.

9) Supply chain designed for strategic impact:

Facilities Management supply chains must flex and adapt to meet evolving organisational needs. This includes driving technological innovation, service efficiencies, and aligning with ESG goals, particularly reducing Scope 3 emissions. Differentiated partnerships will remain crucial for delivering diverse spend and fostering innovation.

In today’s fast-paced marketplace, organisations need a facilities team that that fosters a culture of proactively identifying advantage – and evolving solutions to keep at them at the cutting edge. Whether organisations are targeting efficiencies, cost savings, smart solutions or other innovations, facilities supply chains will be designed to deliver strategic impact.

The Final Word

The current FM industry is poised for success, driven by economic recovery, data-driven insights, and technological advancements. The industry must remain resilient and flexible. Organisations will increasingly seek FM providers with deep industry knowledge and a commitment to partnership. Success will rely on delivering exceptional value through big data, human-centric design, and digital transformation.

Valerie Miller has had a long and successful career in facilities management, working her way up from supporting an FM call desk, to executive board level at one of the UK’s largest organisations in the sector, and now as Chief Customer Officer for hard FM specialist and workflow management software pioneers, DMA Group. Passionate about FM, and passionate about empowering more women and other underrepresented groups into the space, Val gives her top tips for creating more inclusive and diverse workplaces.

Valerie will be taking part in a panel discussion on training & recruitment in FM at the show- at 11:10am on the 7th of October.

I’m sure it is of no surprise to readers that the FM sector is still largely male dominated. According to an IWFM survey in 2021, at the time, men accounted for 66% of the workforce. While things are moving in the right direction, there is certainly more than could be done to empower women in FM to progress into senior roles and crucially, encourage young people of all demographics to consider a career in this space.

Overall, demand for FM services is rising, yet FM employers are finding it hard to find staff to meet this demand. To realise the potential of this exciting and varied industry, which has such sway in ambitions such as the UK’s drive to net zero, we need a collaborative and 360-degree approach that focuses on nurturing existing talent, while bringing fresh blood into the fold, starting in schools and colleges. I certainly didn’t know much about facilities management until I fell into it by chance and I’m sure that is true for many people in this industry. It’s time to put FM on the map, which leads me to my first tip: 

Promote FM careers to the next generation

Facilities management has an image problem; it covers such broad and far-reaching areas it can be hard to distil its essence and present a case that is appealing to career starters and changers. There is so much opportunity however, with a wide array of roles, pitched at a variety of levels. Apprenticeships are key and employers interested in taking on an apprentice are currently at an advantage. With University costing vast amounts of money there is a real opportunity to attract the brightest talent directly from schools and colleges.

I would argue that more emphasis needs to be placed on the Facilities Management apprenticeships available and/or educational pathways that focus on the other areas covered by FM such as contract and supply chain management, data analytics (including AI), customer service, procurement, sales and marketing. Engineering has traditionally been the starting point for many in FM, but there really is so much more to offer and this needs to be better communicated.

Inspire and support

For young women specifically, we must be demonstrating that FM is a space they are welcome and can thrive in. In my own career, inspiring women have been instrumental to helping me achieve the things I have. Without their guidance, I wouldn’t have had the self-belief to reach my full potential; they showed me how to be professional, organised, confident and reach for the stars. I’m sure this is true for many people, men and women alike – having someone who inspires and lifts you up is a game changer.

I have mentored women myself, particularly in regards to juggling the work-life balance and ‘having it all’. I recently helped a young lady finishing maternity leave; she has great potential but was so worried she couldn’t cope with her job and her new family when she returned. Through several coaching sessions, we put aside all her worries. She is now back at work receiving proper support and encouragement, which gave her the push to apply and secure a promotion.

Progression routes need to be clear and well-structured. Consider matching women (and others) with senior leaders who can provide guidance and advice. In my experience, one of the biggest things holding women back is a lack of self-belief; you get more men going for senior roles because there are statistically more men in FM, it could also be that some women feel less inclined to throw their hat in the ring. 

Management development programs are a fantastic way to recognise talented, hard-working people who have the potential to reach senior leadership roles. By investing in the development of their employees, organisations can build engaged and committed workforces. 

Accommodate, don’t discriminate

We also need to ensure that workplaces don’t discriminate based on old fashioned assumptions around childcare and family duties. Women do still take the lion’s share of care and domestic duties – just 6% of women in a relationship say their partner manages this work, according to research by YouGov – but that does not mean that these women don’t want fulfilling careers and can’t bring much to the table. It just means that flexibility is essential to ensure diversity; for women and anyone else that is responsible for others outside of their job role. 

If statistically we know women’s careers are more disrupted than their counterparts: childbirth, family caregiving, mum’s taxi service, and, as it’s now being brought to the forefront, menopause, then shouldn’t we being doing more to help? Another way of looking at it is that YouGov statistic is that potentially 94% of women are having a really hard time trying to balance home commitments with their careers; understanding and accommodating employers could just be the catalyst to balance things out across the board. More equal paternity leave, for example, would be a real gamechanger. 

Overall, modern employers that care about the wellbeing of their staff and understand the positive impact this has on creating enjoyable and productive workspaces, will see the value in being supportive. One of the reasons I moved from the large corporate world was that DMA allows home working, which in turn has allowed me to improve my work life balance, be a better mother and employee. In fact, one of the only good things to come out of the pandemic is the acceleration of working from home culture, a trend that, according to the International Ltd.’s Women in Business report, will continue to benefit women’ career trajectories long-term.

Ultimately, more diverse workplaces with a range of voices and different experiences result in greater creativity, versatility and agility – attributes that have certainly helped DMA over the years. 

White paper from Assurity Consulting

Assurity will be exhibiting at stand E4 at the show.

Whether, until now, you’ve heard of zinc whiskers or not, they are a phenomenon and one which can pose significant risk to electronic equipment, computer rooms and Data Centres.

Having been providing work on zinc whiskers for over 20 years, we have assessed more than a few computer rooms and facilities, with some, but not all identifying the contamination to be present. More recently however, we have seen a trend away from the traditional surfaces prone to zinc whisker growth, to finding it in more unusual places and in relatively new rooms.

So, we thought for this month we’d take a look at the subject.

What are zinc whiskers?

Zinc whiskers are microscopic, metallic filaments that can spontaneously ‘grow’ from surfaces coated with zinc. Because of this fact and their resemblance to hairs they are termed whiskers.

The ‘whiskering’ of some metal surfaces has been know about for many decades and is not unique to zinc, with cadmium, germanium, tin and lead amongst the metals having been documented producing these structures.

It is believed that compressive mechanical stress in the host metal encourages the process, and this can be caused by a range of factors including electroplating.

Whiskers only grow to a few microns (μm) in diameter, but over time can reach several millimetres (mm) in length – typically grow at less than 1mm per year. There also appears to be no consistency in when the process starts, with some surfaces showing signs of whisker growth quickly, and other taking years before they appear. Mechanical strain, thermal cycling, or corrosion on and of the coatings/surfaces are amongst the conditions the that it is believed trigger growth.

Why are zinc whiskers a problem to electrical equipment and how do you know they are there?

Various installations can pose a risk, including, raised access floor tiles, stingers and pedestals and cable trays/baskets. Often these are manufactured in steel and have an anti-corrosion coating applied to them. Where zinc is used as this coating, the process is called galvanisation and the methods of which can include hot dipped, sprayed or electroplated. Zinc whisker growth appears to be limited to electroplated steel surfaces.

In the context of modern computing environments, and other hi-tech areas, the number of components with these surfaces, combined with the density of electronic equipment present, is what leads to the issue.

Zinc whiskers are electrically conductive, so if they contaminate a room and then settle inside servers, switches, and other hardware, they can cause electrical shorting resulting in intermittent or permanent equipment failures.

Following a short/failure, the whiskers tend to ‘atomise’ in the process, so there is usually nothing to identify what caused the malfunction. Regular problems like this can be an indication of zinc whiskers.

What factors could affect zinc whiskers becoming a problem?

There are a number of aspects to consider when assessing the potential for zinc whiskers to cause issues with your work environment. These would include:

• The type of coated metal surfaces within your rooms is primary. If you do not have any electroplated galvanised surfaces (i.e. they are hot dipped, sprayed or other materials), you should not have an issue. Equally, the more electroplated surfaces you have, the greater the potential for whiskers to grow.
• Whiskers take time to grow, age of the room and the structures within it is another factor in that the older the room the more likely and possibly longer the whiskers will be.
• The frequency of activity around surfaces potentially containing zinc whiskers. Especially with floor tiles, the more movement the more likely any grown whiskers will be come dislodged and enter the atmosphere.
• The levels of management. Poorly maintained rooms, poor filtration, clogged floor voids, overcrowding, etc.) can all again contribute to the release of whiskers or the volume of them in the area.
• The levels of cleaning. Poor cleaning with inappropriate equipment can spread more whiskers (and other potential contaminants) around, rather than remove them.
• Circuitry within hardware is another issue where increasingly the size and spacing of components has reduced over time, therefore increasing the likelihood of any entrained zinc whiskers causing a short/damage.

Zinc whisker assessments

A zinc whisker assessment combines a visual and microscopic inspection of galvanized surfaces, sampling for lab confirmation, and a structured evaluation of risk. The outcome guides whether any remediation or ongoing monitoring is necessary.

You will also need, unless you already have them, access to a suitably accredited laboratory to analyse any samples collected to positively determine if zinc whiskers are present. This will involve scanning electron microscopy (SEM) and electron dispersive X-ray (EDX) analysis. We use a UKAS accredited laboratory for our work.

Anyone undertaking a zinc whisker assessment must be competent, as the potential to add to a problem rather than help solve it is a real risk. It also needs to be properly planned and executed.

Unsurprisingly, detailed analysis of room surfaces can identify significant types and amounts of material that could be possible whiskers, much of it however isn’t. Excessively contaminated surfaces are relatively easy to identify, but these are relatively rare fortunately. Mineral fibres, swarf, debris and other artifacts can be less easy to differentiate, as can spotting whiskers on more dirty surfaces. A trained eye is always best.

If zinc whisker contamination is confirmed, the remediation strategy will depend on the nature of the contaminated surfaces, their location and extent of the growth. Mitigation could include:

For grossly contaminated surfaces/rooms:

• The careful and systematic removal of the contaminated components, specialist room clean and conducting a follow-up assessment(s) to confirm success. Specific risk assessments and arrangements with detailed procedures should be produced and followed.
• Coating or removing whiskers and replacing the room components has been recommended in the past, although this does not guarantee the potential re-growth or indeed whiskers growing back through the coated surface in the future.

In other scenarios:

• Limiting the disturbance of floor tiles, increasing filtration quality and optimising cleaning processes;
• Incorporating checks for zinc whiskers into routine inspections of the room/area;
• Training staff to recognise risk areas and avoid unnecessary disturbance of galvanised components; and
• Periodically repeating assessments, especially after facility upgrades or moves (very important if you are introducing equipment from a different area and you don’t know the status of that area/equipment).

Some additional observations:

Recently, several zinc whisker assessments that we have carried out has positively identified their presence on some less ‘traditional’ surfaces such as metal brackets, conduit and connectors. Exacerbating these findings in instances being they were found directly above CRAC units. The other factor was that the Data Centres were less than ten years old.

This means that even in locations considered to be at less risk, proper checks for zinc whiskers or the potential for them to grow, should be considered.

SFG20 will be giving a talk on their role in ensuring standards and compliance are met across the FM sector at Facilities & Estates Management Live.

Davy Clark, at SFG20, shares the top five FM challenges and risks involved with non-compliant maintenance of council estates.

The UK government is set to reorganise a number of local government structures, replacing two-tier systems with single-tier unitary authorities. The plan aims to streamline operations and reduce duplication, but the merging may come with a new set of challenges, particularly for facilities management professionals, who are responsible for safe and compliant maintenance of estates.

Councils are grappling with ageing infrastructure, limited budgets, rising legislative demands, staffing shortages, and the complexities of devolution. These pressures risk a strain on resources, making it increasingly difficult to maintain safe, compliant, and efficient estates while balancing immediate operational needs with long-term planning.

Davy Clark, Implementation Consultant at SFG20, the industry standard for building maintenance, has outlined the top five facilities management challenges arising from council devolution and the risks involved with non-compliant maintenance of council estates.

1. Varying standards and practices

Merging teams from different councils involves bringing together different working cultures, historic practices, and management styles, risking potential friction and resistance to new ways of working. Councils may adopt different approaches to maintenance priorities, compliance, procurement, and risk tolerance, creating inconsistencies and complicating benchmarking. This may even lead to variable service quality and increased compliance risk, especially in multi-site or regional portfolios.

2. Skills shortages and capacity challenges

As responsibilities expand under devolution, many councils face skills gaps and capacity constraints, inheriting new duties without the relative boost in resources or FM expertise. 

Smaller, under-resourced teams are particularly impacted, struggling with strategic decision-making, contractor management, and compliance, often with limited tools and support. A recent study from SFG20 revealed that 80% of FM professionals say their teams are understaffed, with 24% reporting significant understaffing*. The difficulty in recruiting and retaining skilled FM professionals at a local level may further complicate the challenge. 

3. Managing complex asset portfolios

A significant challenge for devolved councils is managing complex, ageing asset portfolios, including schools, libraries, and social housing. These assets frequently require significant capital investment or remedial work, but budgets are typically constrained. FM teams must balance reactive maintenance, planned preventative regimes, and capital investment planning with limited funding.

4. Procurement and supply chain issues

The increased autonomy that comes with devolution risks complexities in procurement and supply chain management. While councils now have more freedom in procurement, this autonomy often comes without the benefit of centralised frameworks or economies of scale. 

As a result, councils are likely to duplicate procurement efforts, risking higher costs, and inconsistencies with suppliers. This fragmentation of procurement practices complicates efforts to ensure service quality, regulatory compliance, and the delivery of social value. 

5. Lack of asset-level visibility in data management

Finally, the shift towards centralising property data across increasingly complex estates has raised concerns about the loss of asset-level visibility. As councils aggregate data to manage large portfolios more efficiently, there may be a sacrifice in detail. 

Outdated, incomplete, or lost asset data, such as maintenance history or regulatory status, causes operational friction during building handovers, service transitions, or ownership changes. This lack of visibility forces FM teams into reactive decisions, hindering strategic planning and leading to delays, duplication, and increased compliance risks.

Davy Clark, Implementation Consultant at SFG20, says: 

“The devolution of councils is reshaping the facilities management landscape by presenting significant operational and strategic challenges, including fragmented standards, skills gaps, complex procurement, and the loss of asset-level data. FM teams must adapt and innovate to meet the growing demands of their estates.

“Building management requires strict compliance and safety. Neglecting maintenance can lead to severe consequences, including multimillion-pound fines, reputational damage, and even imprisonment for injury or fatalities. In 2023, Newham Council faced 9,000 overdue fire risk assessments, 5,400 open repairs, and 40% of homes lacking electrical tests for over 11 years. This led to a £25 million task force to address damp and mould, highlighting how neglecting maintenance can far exceed the cost of proactive care.

“Building safety issues often arise from lapses in judgment and poor asset management. To ensure safety, FM teams must ensure that asset registers across all estates are up to date and that all team members have a thorough understanding of the Golden Thread of Information, as well as the risks associated with non-compliance.“