From SFG20

Artificial Intelligence (AI) is no longer a buzzword or a futuristic concept. Across many sectors, AI is being adopted in various ways, with the building maintenance industry closely following behind.  

At SFG20, we’ve been the industry standard for building maintenance specification since 1990. It’s our mission to uphold building safety standards – and part of that mission is to help keep you up to speed with the latest tech developments such as AI.  

We’ve collaborated with Darien Jay, CEO of Vixus Property Advisory, Chris Adams, Chartered Engineer and Director of IoFMT Professional Services Limited and Andi Connelly Horsley, SFG20’s Technical Content Manager, to bring you this article which covers all angles of AI in the built sector. 

What Is Artificial Intelligence (AI) In The Building Maintenance Industry? 

AI in the building maintenance industry leverages machine learning algorithms and data analytics to enhance the efficiency, cost-effectiveness, and overall performance of building maintenance processes. 

AI can be used as a tool to help bring together, organise and make sense of the vast array of information involved with managing maintenance and the associated responsibilities. 

However, it’s important to note that if you don’t have someone with the know-how to properly understand the implications of the data and what it affects, this is where AI can go wrong. 

Examples Of AI In The Building Maintenance Industry 

Predictive Maintenance 

When used in buildings that are designed and built to minimise energy use and maintenance, AI-assisted sensor technology can bring efficiencies to a building maintenance regime.  

Rather than simply raising an alert when the equipment is about to fail, AI can analyse patterns and anomalies in the data that flows through it based on set parameters, in turn providing predictions as to the timing and significance of future failures.  

By analysing historical and real-time data as well as the requirements and parameters to be met, AI can be a great tool for predictive maintenance, helping to greatly inform maintenance decisions, optimise resource allocation, prevent plant failure and reduce downtime costs.

Energy management

Although good design, thermostats, valves, sensors, controls and good building energy management systems have been able to control set parameters of buildings for decades, the use of AI can analyse far more interdependent and important data, such as occupancy levels. 

AI systems can adjust the temperature in different parts of a building based on occupancy levels and external weather conditions. 

By analysing data from various sources such as weather forecasts, occupancy patterns and energy usage, AI can efficiently optimise a building’s heating and cooling.  

These adjustments not only reduce energy consumption but also enhance the comfort of building occupants. 

Digital Twins technology, which provides a virtual replica of a physical building or environment, can gather real-time data from sensors and systems to create a continuously updated digital representation. By monitoring, understanding and managing data, this can have a high impact on decarbonisation, energy savings and operational costs.

Smart Building Management Systems  

While smart building management systems have been around for a long time, AI has now made it possible to look at historical and current data, as well as include and analyse other factors that have an impact, such as occupancy levels.  

These systems use data from Internet of Things (IoT) devices to monitor and control building operations in real time.  

For instance, AI can manage security systems, fire alarms and access controls to ensure that the building is safe and secure.  

In light of the flexible working revolution that we have witnessed in recent years, smart building management systems are now being used to optimise space utilisation by analysing occupancy patterns.  

This is particularly useful in commercial buildings, where efficient use of space can lead to significant cost savings.  

By integrating various building functions, AI can help to create a more responsive and adaptive environment. 

What Are The Pros Of Using AI In The Building Maintenance Industry?

Saves Money

AI can be used to minimise maintenance costs by decreasing unplanned downtime and optimising energy consumption. 

Plus, as AI provides real-time data analysis and insights that can help facility managers make more informed operational decisions, this can reduce the likelihood of costly errors in judgment. 

Frees up time

We all want to work smarter, not harder, and AI can help you to do exactly that, for example by automating repetitive tasks.  

AI software tools can assist with and/or automate many traditionally manual tasks, speeding up repetitive processes and helping to standardise data.  

In the long term, this can save you and your team both time and effort which can be used in more strategic, high-impact areas. 

Maximises Asset Lifespan 

AI-powered solutions can extend asset lifecycles by predicting potential failures before they occur.  

AI can also recommend the best timing for maintenance (not applicable for statutory requirements) which in turn can prevent both over-maintenance (which can cause unnecessary wear) and under-maintenance (which can lead to premature failure).  

More reliable reporting & analytics

AI in facilities management is an incredibly helpful tool for collecting, analysing and simplifying the vast array of information involved with managing maintenance and the associated responsibilities including diagnosing problems. 

In the past, data had to be sorted manually, with decisions often being made without clear, evidence-backed reasoning.  

Now, through machine-learning AI, data reporting and analytics can be achieved faster and more reliably than ever before, lowering the risk of human error. 

Machine-learning AI is able to interpret data from various sources including sensors and real-time user inputs to identify patterns and make intelligent, personalised predictions about building management needs, for e.g. previous patterns of equipment failure.   

As this type of AI continuously learns and adapts, this means that its accuracy will only improve over time.  

However, it’s important to remember that AI won’t always be correct, and that overreliance on it can become a problem if you’re not careful.  

Although we know AI can be used for predictive maintenance in many industries, the facilities management industry may not be as straightforward: think the age-old rubbish-in-rubbish-out scenario. 

Andi Connelly Horsley, Technical Content Manager at SFG20 said:

“If the parameters we set for the analysis are not specific to the site or use of it, we’re going to get rubbish out.   

Also, having been a building services engineer for many years, I’m convinced that buildings would work perfectly well if it weren’t for the fact that variables such as people, all with different requirements, are introduced to the mix! 

How a building is used compared to the original intended use (and therefore design) is one of the main variables, which is why facilities management and maintenance can be so complicated. 

I think you still need a good understanding of the plant, equipment, systems and building you’re responsible for to ensure the information you receive isn’t erroneous. But are we loading too much onto the responsible person, having to learn another mechanism for managing maintenance?    

AI will be a brilliant tool for bringing together complicated data, analysing it, presenting it in a more manageable and easily understood format and diagnosing problems and potential fixes, as long as non-maintenance-related variables are included in the analysis.  

Providing that AI is used as an aid and not instead of knowledge, it’s intuitive to use and we give it the correct information to learn from, AI will help the industry immensely.”

What Are The Cons Of Using AI In The Building Maintenance Industry? 

High Initial Costs

Despite its benefits, the implementation of AI in building maintenance is not without challenges – the most obvious being the initial cost of deploying AI systems.

Installing sensors, upgrading infrastructure and integrating AI solutions can be expensive, particularly for older buildings.  Implementing AI systems can require significant upfront investment in hardware, software and training, so careful planning and budgeting is essential for a successful and cost-effective onboarding. 

Data Privacy and Security Concerns

As AI systems collect and process large amounts of sensitive building and occupant data, this may cause privacy and cybersecurity concerns for your organisation.  

Plus, as AI systems require high-quality, consistent data to function effectively, poor or incomplete data can lead to inaccurate insights or decisions.  

In other words, AI is only as good as the data that goes into it. 

Ensuring that this data is collected, stored, and used in compliance with privacy regulations is crucial. 

Ethical Considerations

The use of AI in monitoring building occupancy and usage patterns may raise ethical questions about privacy and consent within your organisation.  

Moreover, it’s important to consider the fact that certain facility management AI software tools may lead to role changes or even job losses in some areas of your organisation. 

Chris Adams, Chartered Engineer and Director of IoFMT Professional Services Limited said:

“By understanding the problem to be solved and how it will bring value, as well as applying engineering principles with data standardisation combined with development pathways of competency, the risk of adopting AI can be suitably and sufficiently managed.”

Emerging AI Trends In the Building Maintenance Industry  

We are now starting to get a glimpse of emerging AI trends set to shape the industry, and depending on your stance, this will either excite or terrify you.  

One such trend is the increasing use of AI-powered robots for process-type installations. 

These robots can perform routine inspections, clean surfaces and even carry out repairs, reducing the need for human intervention.  

WARNING: Some tasks are required to be carried out at a set frequency, as dictated by legislation or supporting guidance, and cannot be negated by the use of AI. Some tasks require a visual inspection or interaction, and others rely on the experience and competency of the engineer to evaluate the installation in person. 

Another trend is the integration of AI with other advanced technologies such as Augmented Reality (AR) and Virtual Reality (VR).  

These technologies can provide maintenance teams with real-time information and visualisations, enhancing their ability to diagnose and address issues.  

Moreover, as AI technology continues to evolve, we can expect more sophisticated predictive maintenance algorithms that can analyse even larger datasets and provide more accurate predictions. 

 Darien Jay, CEO of Vixus Property Advisory, said:

““For those who still fear the rise of machines, AI is not about replacing humans. 

History shows that the human workforce is remarkably adaptable.  

No doubt some may see the dawn of AI as their time to take early retirement, but the next generation of recruits will invariably be more tech-savvy. 

They will be the engineers who design and operate AI so that it delivers optimal efficiency for buildings. Those who adopt AI early and wholeheartedly will be at the forefront of the building maintenance revolution.  

The question you need to ask yourself is: are you going to be there with them?”

The Future Of Facility Management (FM) Software

The way that we are communicating and capturing information is changing, and there’s no denying the fact that AI has brought about a paradigm shift in the building maintenance industry.  

In most cases, rather than fully replacing roles, AI can act as a supplementary tool to reduce manual, repetitive tasks, better understand assets, save time, conserve resources and reduce costs.  

At SFG20, our long-term mission is to make buildings as safe as they can be. If you’re keen to learn more about future FM software trends and how to make your building smarter, safer and more sustainable, take a read of our ultimate guide below. 

By Caroline Hamilton, Commercial Manager at Origin Workplace.

The UK’s film and television industry is thriving, with production spend on film and high-end television reaching £5.6 billion in 2024 – a 31 per cent increase on the previous year (British Film Institute, 2025). And excitingly, this presents a unique and surprising opportunity for facilities and estates teams working in flexible workspaces – transforming everyday office environments into filming locations.  

From high stakes dramas to glossy adverts, production crews are increasingly seeking real-world spaces that offer authenticity, versatility and ease of access. Flexible workspaces are proving to be ideal candidates thanks to their adaptable layouts and varied design. And of course, behind the scenes, it’s the facilities professionals who make it all possible, ensuring these spaces are safe, functional and ready for the demands of a film shoot. 

Why flexible workspaces appeal to production teams 

Flexible workspaces typically feature a mix of open-plan areas, private offices, breakout zones, communal lounges and meeting rooms. This allows production teams to use a single location for multiple scenes, saving them time and budget. 

These spaces also tend to have more natural light and architectural features that lend themselves well to filming. And even more crucially, many flexible workspaces operate outside standard office hours or have downtime during evenings and weekends, making them ideal for shoots that don’t follow a 9-to-5 schedule. 

Cities like Bristol, Manchester, Glasgow and Leeds are already recognised as filming hubs, and demand is growing across the UK. For facilities and estates teams, this presents a unique opportunity to repurpose underused areas and unlock new value streams.  

Visibility and engagement 

While filming can provide a useful income stream, it also brings visibility and energy to a space. Staff and occupiers often enjoy the buzz of seeing their workplace on screen, and it can become a unique selling point when marketing the building or attracting new tenants. 

At Origin Workspace, filming has become a regular part of operations. What began during the pandemic as a way to utilise underused space has grown into a valuable connection with the city’s creative sector. The team has hosted shoots for national campaigns and built strong relationships with local production crews, all while maintaining a positive experience for members. 

There’s also a cultural benefit. Being part of a creative project can boost morale, foster community and add a sense of pride to the space. It’s a talking point that sets a workspace apart in a competitive market. 

The role of facilities and estates teams 

Facilities and estates professionals are central to ensuring filming activity in flexible workspaces runs smoothly. Their responsibilities go far beyond simply opening the doors. They should ensure the space is operationally sound, compliant with health and safety regulations, and able to accommodate the logistical needs of a production crew. This includes: 

• Managing logistics – Coordinating access, ensuring power availability, and providing essential facilities such as toilets, parking and secure storage. 

• Maintaining safety and compliance – Overseeing risk assessments, insurance requirements and safeguarding shared areas to avoid disruption to regular users. 

• Communicating with members – Ensuring they’re informed and comfortable with filming activity, especially in shared environments. 

• Liaising with production teams – Helping them understand the building’s layout, restrictions and capabilities. Their ability to respond quickly to changing requirements can make or break a shoot. 

Getting started 

For those considering opening their flexible workspace to filming, there are a few practical steps to take:  

• Create a location portfolio – Take clear, well-lit photos of key areas and compile basic information such as dimensions, access points, availability and any restrictions. Include images of stairwells, corridors and utility areas, as these are often in high demand. 

• Register with local film offices – Many councils have dedicated film liaison teams who connect property owners with production companies. Listing your space with them can open doors to new opportunities. 

• Start small – Begin with short shoots or independent projects to understand the flow of a filming day and refine your internal processes. These early experiences help build confidence and reputation. 

• Build relationships – Networking with location scouts, producers and local creatives can lead to repeat bookings and long-term partnerships. 

It’s also worth considering how filming fits into your wider operational strategy. For example, can filming be scheduled during quiet periods? Are there areas of the building that can be temporarily closed off? Thinking ahead can help minimise disruption and maximise value. 

Learning from others in the sector 

During a recent webinar hosted by the Flexible Space Association (FlexSA), we shared our experience at Origin Workspace in Bristol of opening our doors for filming. Whether it’s chatting with other workspace operators nearby or connecting through industry bodies like FlexSA, speaking to people who’ve already opened their space to filming can be incredibly helpful. They’ll have practical advice and can help set realistic expectations. No matter how well prepared you are, filming days often come with unexpected twists, so it’s worth thinking ahead about things like allowing buffer time in contracts or whether you’ll need extra staff on hand. Those with experience can offer valuable insights into what works, what doesn’t, and what to watch out for. 

As demand for filming locations continues to rise, flexible workspaces are well-positioned to meet it, and facilities and estates teams are the ones who can make it possible. By thinking creatively and planning strategically, they can unlock new value, build relationships with the creative sector and help their buildings play a starring role in the UK’s thriving film and television industry. 

By Loraine Perkins, Owner / Co-Founder, DSE Assessments Ltd

When we talk about workplace ergonomics, the conversation typically centres around working with a computer at a desk. But for thousands of employees across the UK, the most important workstation they use isn’t a desk at all… it’s the driver’s seat of a vehicle.

Mobile and field-based workers spend hours each day in cars and vans, yet vehicle ergonomics remains one of the least understood (and most underestimated) risk factors in workplace health and safety.

The Road to Discomfort

Driving, especially for long distances or as part of a daily routine, places unique and repeated stress on the body. Unlike a desk setup, vehicle cabins offer limited scope for personalisation. Seat shapes, pedal positioning, cabin height, and access to controls are fixed by the manufacturer and not tailored to individual needs.

This becomes a concern when you consider the cumulative effect of:

• Static posture for extended periods
• Whole-body vibration from the road
• Repetitive foot movements on pedals
• Limited adjustability of lumbar support or headrest
• Reaching or twisting to access controls or boot space
• Long journeys without sufficient comfort breaks

The result? A gradual build-up of strain that can lead to musculoskeletal issues such as lower back pain, shoulder tightness, hip discomfort, and neck tension. According to the HSE, over 543,000 workers suffer from work-related musculoskeletal disorders (MSDs) annually, and it’s clear to see how time spent in ill-fitting vehicles can add to this growing problem.  

Ergonomics Behind the Wheel: A Silent Priority

In our experience, organisations are increasingly aware of desk-based ergonomic risk, but far less confident when it comes to assessing and addressing discomfort linked to driving. This is especially true in sectors with large field-based or sales teams, where vehicles serve as both transportation and mobile offices.

While comfort is often considered a matter of preference, in an occupational health context it becomes a matter of prevention. Some of the recurring themes we’ve observed in workplace vehicle assessments include:

• Drivers unable to achieve a neutral seated posture due to seat depth or angle
• Poor leg support leading to fatigue and poor circulation
• Steering wheels positioned too far or too high
• Boot designs requiring awkward lifting and twisting
• Cabin access posing challenges for drivers 
• Regular eyesight testing.  Are prescription glasses required for driving and are they suitable to view the road and instrument panel clearly

In many cases, discomfort goes unreported because it’s seen as “part of the job” or a personal issue. But discomfort, if left unchecked, reduces concentration, increases stress, and contributes to avoidable absence or even vehicle incidents.

Choosing the Right Vehicle: A Shared Responsibility

Vehicle selection is often driven by fleet efficiency, fuel economy, or ESG considerations, but ergonomic suitability must also factor into procurement decisions. Facilities managers and fleet teams can work together to assess whether current vehicles support the physical needs of their workforce.

Key ergonomic criteria to consider when reviewing or replacing fleet vehicles include:

• Seat adjustability: Vehicle models can differ greatly in terms of seat adjustability. Can the driver achieve full contact with the seat while reaching the pedals and steering wheel comfortably?
• Cabin height and entry: Are drivers ducking or straining to enter and exit?
• Boot access: Is it easy to lift and retrieve equipment without over-reaching, stooping or twisting?
• Interior layout: Are commonly used controls and storage ergonomically designed and within safe reach?

In one recent assessment project, we evaluated multiple vehicle models for a national sales team, scoring each against ergonomic criteria to inform fleet replacement. The differences between models were significant, and often overlooked by spec sheets alone.

Practical Steps for Improving Vehicle Ergonomics

For organisations looking to strengthen their vehicle ergonomics strategy, here are five starting points:

1. Start with Awareness

Encourage employees to report discomfort early. Discomfort that seems minor today may be a signal of long-term strain building up.

2. Offer Guidance on Setup

Simple training or checklists can help drivers adjust mirrors, seats, and steering correctly. These small tweaks can make a big difference.

3. Assess Before You Procure

If you’re reviewing your fleet, involve Health & Safety professionals in the process. A few models may look similar on paper, but differ drastically in comfort and usability.

4. Support with Equipment

Consider investing in approved posture cushions or lumbar supports where necessary, especially for drivers who report recurring discomfort.

5. Keep It on the Radar

Include vehicle ergonomics in your regular DSE or Health & Safety reviews. It’s just as vital as desk setup in terms of supporting your workforce.

In the age of hybrid working and evolving workplace health strategies, it’s easy to focus attention on the office environment or remote workstation policies. But field-based employees are equally at risk, and less likely to be monitored or supported consistently.

Discomfort is not an inevitability of the job. With better awareness, smarter vehicle choices, and a commitment to ongoing assessment, organisations can work towards minimising the risk of the physical toll on their mobile teams. Facilities professionals are uniquely placed to lead this shift. By incorporating vehicle ergonomics into your broader workplace wellbeing strategy, you demonstrate a holistic commitment to safety, performance, and employee care.

Because when work is on the move, your support strategy should be too.

White paper from Assurity Consulting

Following a period of consultation and amendments the Terrorism (Protection of Premises) Act 2025, also known as Martyn’s Law, received Royal Assent on Thursday 3rd April 2025. The aim of the legislation is to improve protective security and organisational preparedness across the UK, following the Manchester Arena Attack.

So, what does this mean for your business?

1. The background to Martyn’s Law

At 22:30 on 22nd May 2017, in a foyer filling with people following an Ariana Grande concert at the Manchester Arena, Salman Abedi detonated a bomb killing 22 children, teenagers, parents and others, injuring another 1,017. One of those who died was 29-year-old Martyn Hett, after who the law is named and who’s mother Figen Murray led the campaign for the new law.

Since them Counter Terrorism Policing (CTP) report that they “and the UK Intelligence Services have stopped seven late-stage terror attacks since the start of the Covid-19 pandemic”.

“That takes the total number of foiled terrorism plots since March 2017 to 32 – with 18 related to Islamist extremism, 12 to Extreme Right Wing Terrorism (XRWT) and two to Left, Anarchist or Single Issue Terrorism (LASIT)”.

The Act therefore finally delivers on successive governments commitment to strengthen the security of public events and venues. GOV.UK explaining that the law will see “the public are better protected from terrorism by requiring those responsible for certain public premises and events to take reasonably practicable steps to be prepared and ready to keep people safe in the event of an attack. Certain larger premises will be required to consider and, where appropriate, take steps to reduce their vulnerability to acts of terrorism.”

2. What does Martyn’s Law cover?

The Act sets out a tiered approach to make sure that the controls required are in keeping with the level of risk posed. Subject to conditions, qualifying premises will be where 200 or more individuals (including staff) must, from time to time, be reasonably expected to be present at the same time in connection with one or more uses specified in the Act.

Dependant on numbers likely to be present at the premises or event, a two-tiered approach Standard and Enhanced.

Standard duty premises (Standard tier) – Premises whereby it is reasonable to expect that at least 200 individuals may be present at least occasionally but not more than 799. If 800 or more individuals may be expected, the premises will be enhanced duty.

Responsible person – For qualifying premises, the responsible person is the person who has control of the premises in connection with the use e.g. the use of a venue as a sports ground. For multi-use premises this is the person who is responsible for the premises principal use.

Requirements for standard duty premises:

-Notify the Security Industry Authority (SIA) of their premises; and

-Have in place, so far as reasonably practicable, appropriate public protection procedures.

These public protection procedures are those which should be followed by people working at the premises if an act of terrorism were to occur at the premises, or in the immediate vicinity. These are meant to be simple, low-cost activities with costs relating primarily to time spent. There is no requirement to put in place physical measures.

Enhanced duty premises (Enhanced tier) – An event where it is reasonable to expect that there will be at least 800 individuals present at some point during it.

Responsible person – For qualifying events, the responsible person is the person who has control of the premises at which the event will be held for the purposes of the event. For example, if a concert is to be held in a park and the company putting on the event takes control of an area of the park for the purposes of that concert, the company putting on the event will be the responsible person. However, if a stately home puts on a concert in its grounds and maintains control of the site for the purposes of that concert, the stately home will be the responsible person.

Requirements for enhanced duty premises:

• As per standard duty

• Have in place, so far as reasonably practicable, appropriate public protection measures that could be expected to reduce both (i) the vulnerability of the premises or event to an act of terrorism, and (ii) the risk of physical harm being caused to individuals if an attack was to occur there or nearby. For example, bag checks, scanners, CCTV or physical security presence.

• Document the public protection procedures and measures in place and provide this document to the SIA.

• Where the responsible person is not an individual, they must designate a senior individual with responsibility for making sure that the responsible person complies with these requirements.

3. What premises and events qualify/fall in scope for Martyn’s Law?

For qualifying premises, those in scope for standard tier will be:

• There is at least one building (or the premises are in a building);

• The premises are wholly or primarily used for one or more of those specified in Schedule 1 of the Act (see below);

• It is reasonable to expect that at least 200 individuals may be present “at least occasionally”; and

• The premises are not excluded under Schedule 2 of the Act

Where 800 or more people would be expected at the premises, these will become enhanced duty premises.

For qualifying events the criteria that apply to those falling into scope for enhanced tier are:

• They take place at a building, other land or a building and other land, including parts or groups of buildings;

• Members of the public will have access for the purpose of the event;

• It is reasonable to expect that, at some point, 800 or more individuals present for the event;
• Measures will be in place, for the purpose of attending the event, to secure or check that members of the public who wish to access it:

-Have paid to do so;

-Have tickets or passes allowing access; or

-Are members or guests of a club, association or similar body; and the event is not excluded as mentioned above in relation to premises.

Schedule 1 of the Act “Specified uses of Premises” includes:

• Shops etc. – where the sale, display or service is principally to visiting members of the public

• Food and drink – where the food or drink is principally for consumption on the premises by visiting members of the public;

• Entertainment or leisure activities – where the activity is principally for the benefit of visiting members of the public;

• Sports grounds (UK definitions apply);

• Use as a library, museum or gallery where admittance is principally to visiting members of the public;

• Halls etc. used as venue for hire for events or activities/an exhibition hall, or a conference centre;

• Visitor attractions – where used of cultural, historic, touristic or educational value;

• Hotels – incl. hostels and holiday parks;

• Places of worship;

• Healthcare – inc. hospitals;

• Bus and railway stations;

• Aerodromes (exc. military);

• Childcare (UK definitions apply);

• Primary and secondary education;

• Further education;

• Higher education;

• Public authorities – use (other than use mentioned elsewhere in the Schedule) for the provision by a public authority of facilities or services to visiting members of the public; and

• References to visiting members of the public – the schedule states: In determining for the purposes of this Schedule whether premises are used by visiting members of the public, it is irrelevant that access to the premises may be limited (at all times or particular times) to members of the public who:

a. Have paid to access the premises;

b. Have tickets or passes allowing access; or

c. Are members or guests of a club, association or similar body

Schedule 2 of the Act “Excluded premises and events” includes:

1. Legislatures and devolved administrations – purposes of either House of Parliament;
2. Devolved parliaments in Wales, Scotland and Northern Ireland;
3. Parks, gardens, etc. where members of the public have not paid to do so, don’t have tickets or passes allowing access, are not members or guests of a club, association or similar body;
4. Transport security (various exceptions apply);
5. Events to be held on certain excluded premises; and
6. Events at certain places of worship, schools, etc.

4. Martyn’s Law other considerations

Regulator and enforcement – The Security Industry Authority (SIA) will be the regulator and responsible for providing guidance and making sure compliance is up held with the new legislation. Sections 12 to 26 of the Act covers enforcement, fines and offences, with penalties for non-compliance as big as £18 million or 5% of qualifying worldwide revenue.

Commencement – It has been proposed that the requirements will not be enforceable for 24 months, providing time for the responsible persons of qualifying premises and events will have time to appropriately plan and implement as relevant the requirements, as well as the SIA to set up their new internal functions and provide further guidance

Public protection procedures – Measures to be followed by individuals working on the premises or at the event if there is reason to suspect that an act of terrorism is occurring, or is about to occur, on the premises, at the event or in the immediate vicinity of the premises or event include:

a. For evacuating individuals from the premises or event;

b. For moving individuals to a place on the premises or at the event where there is less risk of physical harm being caused to them;

c. For preventing individuals entering or leaving the premises or event; and

d. For providing information to individuals on the premises or at the event.

For enhanced duty premises and qualifying events, they also relate to:

a. The monitoring of the premises or event and the immediate vicinity of the premises or event;

b. The movement of individuals into, out of and within the premises or event;

c. The physical safety and security of the premises or the premises at which the event is to be held; and

d. The security of information in relation to the premises or event.

Researchers at Nottingham Trent University (NTU) are investigating how indoor plants may improve the health and wellbeing of office workers.

A team of biophilia experts have developed a ‘green’ office with more than 20 plants and a green wall in order to monitor whether, and in what ways, people working among greenery develop improved health.

Participants will have their heart rate and blood pressure monitored while working in the green office, and this will be compared to their measurements while working in a separate office space which features no plants.

The project is led by Professor Emeritus Derek Clements-Croome, who is also a visiting professor at NTU from University of Reading, with Dr Yangang Xing, an associate professor at NTU, and Dr Tatsuya Matsuoka, a visiting scholar at NTU from Shimizu, Japan.

Dr Matsuoka said: “While it’s commonly believed that being surrounded by nature is good for your health and wellbeing, we’re keen to design a methodology which can prove whether or not this is the case in an office environment.

“When you consider how many people work in offices around the world – whether onsite or from a home office – the implications for people’s wellbeing could be considerable.

“And with increasing interest in healthier work environments, our findings could help shape how offices of the future are designed and maintained for long-term health benefits.”

The study is taking place until December this year and will result in published research which will be open for the public to read free of charge.

The chosen plants are selected based on related research carried out by the North American Space Agency (NASA) for their air-filtering abilities, primarily for their capacity to remove volatile organic compounds (VOCs).

They include tall plants such as the kentia palm, barrier plants like the sansevieria, as well as snake plants, monsteras, the Dracaena Janet Craig and more.

A series of short tests of 30 minutes per participant will take place this summer before 24 hour tests will take place later in the year for a more detailed analysis.

Participants will wear Google Fitbit 6s to monitor their blood pressure and heart rate and be asked a series of questions about their experience of working in both environments. 

Their wellbeing outside of the office, including quality of sleep, will also be monitored as part of the later study.

Dr Matsuoka is working at NTU for a period of 12 months before he returns to the Institute of Technology at Shimizu Corporation in Japan.

The plant scaping was done in collaboration with the Benholm Group, a company in Falkirk which specialises in interior plant scaping to support biophilic design.

Research supervisor Professor Clements-Croome said: “We are connected to nature and it affects us deeply in many ways physically and mentally. At a fundamental level, nature makes an impact on the brain and hence decision-making.”

Research supervisor Dr Yangang Xing, of NTU’s School of Architecture, Design and the Built Environment, said: “Biophilic design may not only support employee wellbeing but could also enhance productivity and job satisfaction over time.

“We hope that this study will pave the way for further international collaborative research into optimising inclusive biophilic design and will inform better designed work places to support human health, well-being, and contribute to one-planet health over time.”

By Clare Hancock, Managing Director, Thrive London

When we think about workplace wellness in 2025, our minds often go to flexible hours, remote options, or the latest mindfulness app. But what if the most powerful tool for building a thriving workforce was already sitting in the break room? New research suggests that barista-quality coffee is no longer just a perk—it’s become a cornerstone of a productive, people-first office culture.

At Thrive London, we’ve explored this idea through an in-depth survey of 1,000 employees and 100 UK employers. The results confirm that high-quality, sustainably sourced coffee is not only appreciated—it’s expected.

The Research Is In: Coffee Is Core to the Employee Experience

Our findings reveal a striking shift: specialty coffee is now viewed as an essential part of the modern workplace. Employees overwhelmingly say that good coffee improves both their mood and productivity. Nearly three-quarters consider chats over coffee to be the most sociable moments of their day. And employers are paying attention—almost all surveyed agree that coffee contributes directly to workplace wellbeing, while over 90% say the office coffee area serves as a vital hub for collaboration and camaraderie.

Despite this, a large number of offices still rely on outdated setups, with two-thirds of employees reporting that their only in-office option is a kettle in the corner. This disconnect underscores a broader point: small, daily rituals like coffee breaks are being redefined as strategic tools for culture-building and employee satisfaction.

The Social Impact of a Coffee Break

Coffee’s real influence goes beyond the caffeine. It’s the social pause that matters. Our research highlights that the coffee machine is now the most natural gathering point in the office. It’s where conversations begin, stress levels drop, and spontaneous collaboration often takes root.

Employees describe coffee breaks as the most sociable part of their day, while employers view the coffee machine as a driver of cross-team interaction. One manager summed it up perfectly: offering high-quality, ethically sourced coffee in a thoughtfully designed space doesn’t just fuel work—it fuels connection and community. That’s what brings people back to the office, day after day.

Coffee and Wellbeing: Small Pause, Big Impact

In a workplace era increasingly shaped by digital fatigue and burnout, wellbeing isn’t always about big interventions—it’s about intentional moments to pause, reset, and connect. High-quality coffee breaks serve as these micro-wellness moments.

Employees report tangible benefits. Many say a good coffee break lifts their energy and focus. Stepping away from screens even briefly reduces stress, while regular, informal interactions over coffee foster a deeper sense of belonging. Especially in hybrid workplaces, this sense of inclusion can make a measurable difference to morale and mental health.

Happy Teams Mean Better Business

Investing in premium coffee might appear like a luxury, but the business case is strong. Providing these kinds of shared, high-quality experiences demonstrates that a company genuinely values its people. And when employees feel cared for, they tend to stick around—and perform at their best.

The ripple effects are significant. Happier staff are less likely to leave, helping to reduce costly recruitment cycles. They’re also more engaged, more productive, and more willing to innovate. A strong internal culture also becomes a powerful magnet for external talent, enhancing both reputation and recruitment outcomes.

As I often say: when budgets are tight, it may feel counterintuitive to invest in something like coffee. But our research shows it’s one of the smartest investments you can make in your people. The kettle hasn’t moved with the times—but workplaces should.

Sustainability and CSR: Brewing Coffee with a Conscience

Beyond boosting morale, barista-quality coffee offers an opportunity for businesses to walk the talk on Corporate Social Responsibility. At Thrive London, a certified B-Corp, we work exclusively with independent UK roasters who align with our values on ethics and sustainability.

Our partners prioritise fair pricing and direct trade, ensuring that coffee growers are paid fairly and their communities supported. We also reduce our carbon footprint through sustainable delivery methods, including walking, public transport, and electric vehicles.

Transparency is another key feature—every bean can be traced from farm to cup. This level of accountability helps our clients easily meet their Environmental, Social, and Corporate Governance (ESG) commitments, while delighting their teams at the same time.

And because coffee is essential, reliability matters too. Thrive London’s 2-hour breakdown response time ensures that no team has to go without their daily brew for long.

Creating a Better Workday, One Cup at a Time

Wellness in the modern workplace doesn’t need to be complicated, but it must be intentional. As our research makes clear, something as simple as coffee—done well—can be transformative. It brings people together, lifts performance, and aligns with the values that today’s employees care about most.

Great coffee isn’t just about taste. It’s about culture, connection, and care. And that’s what the best workplaces are built on.

Thrive London: https://thrive.london/

White paper from Assurity Consulting

1. The importance of senior management engagement

Health and safety senior management engagement refers to the active and visible participation of your top-level executives in the development, implementation, and continuous improvement of your health and safety performance. They set the tone, directly influencing the behaviours and attitudes of employees to health and safety and so are critical to your organisations prevailing culture.

Senior management engagement provides strategic leadership in aligning your health and safety objectives with the wider business goals. It communicates a clear message to employees, contractors, and other stakeholders that safety is a core value rather than just a regulatory obligation. Having said that, regulatory compliance/risk management has been (and still is for many) the primary driver for health and safety in organisations.

Financial risk, particularly with the introduction of revised sentencing guidelines for health and safety and food safety in 2016: and the significant increase in penalties for both organisations and individuals where prosecutions occur (currently about 3 a week on average according to HSE figures) – which may surprise some and certainly does for more than a few directors!

Moral risk management, back to culture and trust, has been a developing driver, hand in hand with EDI, staff attraction/retention, pay and conditions and the greater expectation employees have for their working life. But being a caring employer and having ‘a good place to work’ is always a benefit.

Of all these though, reputational risk management is the aspect that is having most traction. With more information about organisations being expected by consumers, customers, investors and employees, the importance of non-financial risk management (particularly health and safety) cannot be discounted. Are you adding any content/information to your health and safety initiatives? How could you engage with your senior management to deliver better/more/verifiable health and safety content?

Leadership commitment is a key component in safety management systems, i.e. ISO 45001 and publications such as “Leading health and safety at work” (HSE). If your organisation is looking to secure or maintain such systems, what is in place to actively demonstrate this commitment?

All these points offer opportunities to not only promote the positive benefits of successful health and safety management but also remind senior managers of the responsibilities and accountability they have as duty holders.

2. Factors to consider/sell when engaging senior management

Good health and safety is good for business. The positive impacts you and your senior management should be considering and promoting are:

• Keeping employees and others safe in work – effective health and safety management reduces accidents, illnesses, and serious injuries at work (less lost time).

• Complying with legislation – and promoting the positives not just minimising the risk in legal and/or civil action and reputational damage.

• Improving productivity/efficiency – minimising disruptions caused by accidents and incidents, therefore delivering more consistent operations and higher employee productivity.

• More effective cost management – such as compensation claims, medical expenses, legal fees, and insurance premiums.

• Employee morale and retention – a strong health, safety and wellbeing culture improves morale and reduces turnover.

• Positive reputation – being able to demonstrate a positive and proactive safety culture shows professionalism and responsibility, that can help attract better talent, partners, and customers.

• Better risk management – good health and safety management helps identify and control risks before they cause harm, protecting your people, places and processes.

• Better business continuity – serious accidents/safety failures can have a major impact on business; good safety management is key to long-term operational stability.

• Better ethical management – well-managed health and safety reflects ethical leadership and corporate responsibility.

3. What should good senior management be doing?

Senior management can demonstrate genuine and active engagement in health and safety through a variety of practical and visible actions. These include:

Setting the right example

What senior management see as important, so do the rest of the organisation. Adopting or ignoring the health, safety and wellbeing procedures you have in place either helps promote or undermines what you have in place.

Establishing clear policies and objectives

Senior leaders should make sure that robust health and safety policies are in place, clearly articulated, and aligned with the organisation’s goals. Your policies should be more than formal documents – they should reflect the way you want to do business.

Providing resources and support

Effective engagement means not only promoting safety but allocating adequate resources in terms of time, money and people to implement safety initiatives. A mentality of investing– rather than spending – in appropriate risk assessments, training, equipment, and health surveillance is fundamental to good health and safety.

Getting involved

Visibility reinforces the importance of safety and encourages employee involvement. Does your senior management actively participate in health and safety audits, inspections, toolbox talks, or safety meetings, they all demonstrate commitment.

Integrating safety into business process

Put health and safety considerations into your strategic planning, procurement, project management, and operational procedures embeds it into your business operations. Safety becomes ‘business as usual’.

Monitoring performance and learn from incidents

Review your health and safety performance (through e.g. KPIs, accident, incident and near-miss reports) helps make informed decisions. When incidents occur, senior management should lead or be actively involved in investigations and learn from any lessons.

Create the right culture

An engaged senior management team creates a strong health and safety culture. Culture, in this context, is about the shared beliefs, practices, and attitudes toward health and safety across the organisation. A culture shaped by engaged leaders is one where safety is considered everyone’s responsibility.

We’ve seen many examples where senior management getting involved has had a real impact on standards and performance.

4. What barriers to good health and safety management do we see and how can they be avoided?

While few, if any, senior managers have said health and safety is not a priority, there can be several potentially conflicting interests or barriers that can cause challenges in what and how is implemented. These can include:

Competing priorities: business pressures, such as meeting financial targets or deadlines, can sometimes overshadow safety considerations. This can be avoided by using data (i.e. accident investigation information) and your business intelligence to demonstrate the financial and reputational benefits of proactive safety leadership. Underlying causes is key here.

Lack of understanding/training: some senior managers may lack the technical knowledge or understanding of their role in promoting and influencing safety culture. Many directors and senior managers are sadly unaware of their specific responsibilities particularly with health and safety and the law.

This can be avoided by incorporate health and safety leadership training into executive development programs or providing specific training/briefings on health and safety. Current topics, such as Martyn’s law and updated guidance, are always good conversation starters.

Delegation of responsibility: leaders erroneously believing that safety is the responsibility of others – health and safety officers, line managers and even contractors. Yes, everyone has a responsibility for health and safety, but the primary duty is with those who create the risk in being responsible for managing it (to paraphrase the HSE).

This can be avoided by making safety performance visible throughout the organisation, part of senior managers’ appraisals and incentive structures and with good policies, procedures and training in place.

5. In summary

In summary, fundamentally effective senior management engagement is about creating and maintain the culture of the organisation. Promoting and delivering good health and safety benefits everybody, and while some may seem a little more intangible, those benefits can include:

• Reduced incidents, injuries and lost time: a culture led by engaged leaders results in fewer workplace accidents.

• More effective cost management: preventing incidents means less downtime, fewer compensation claims, and lower insurance premiums. As the saying goes if you think safety is expensive, see what having an accident costs!

• Improved compliance and risk management: better systems and clear expectations drives better performance, especially when driven from the top.

• Better employee relations: workers feel more valued and respected, leading to improved morale and lower turnover.

• Enhanced reputation: organisations with a strong safety culture and leadership will attract better talent, customers and potentially investors.

Senior management engagement in health and safety is not optional – it is a fundamental part of business management and those that do it well will benefit from the investment.

By leading from the front and committing to allocate resources, setting the right example and embedding safety within the core of business operations, your senior management have a significant role to play in your health and safety culture.

When your senior management show that health and safety matters to them, it starts to matter to everyone else in the organisation too.

CIBSE’s Measuring Performance and Facilities Management 2025 Conference brought together leading voices from across the built environment to explore the evolving landscape of building performance. Madeleine Ford reports

CIBSE’s Measuring Performance and Facilities Management Conference, held on June 19, centred around driving data-led decisions for a sustainable, efficient future. It set out to foster participation, challenge assumptions and share experiences. Leading voices from across the built environment brought a range of experiences and honest reflection on important themes such as building management systems, post-occupancy evaluation, data-driven decision making, and health and wellbeing metrics.

TECH & SUSTAINABILITY

The event highlighted the urgent need to move from theoretical targets to operational outcomes, specifically in the context of net zero ambitions. The agenda offered actionable insights into optimising building performance through smarter FM strategies in the panel discussions and real-world case studies presented throughout the day. 

COLLABORATION AND ACCOUNTABILITY

The day started with a session on collaboration and accountability with a unanimous call for a culture shift in project delivery, which involves bringing FM and operations teams into the conversation from the very beginning. The discussion, chaired by CIBSE President Vince Arnold, highlighted how aligning objectives across disciplines, setting clear responsibilities, and prioritising operational knowledge can achieve greater value in facilities management. Arnold proclaimed that in the built environment, there is a growing recognition that performance must be “understood as something that evolves and must be designed, maintained, monitored, and improved at every opportunity”. 

His message was that achieving true operational excellence goes far beyond a tick box exercise, it’s about ensuring buildings work as intended, that they are efficient, safe, resilient, and support the people who live and work in them. And to do this, a collaborative model must be taken. 

HUMAN-CENTRIC SPACES

A key theme of the conference was the human dimension of performance. Multiple sessions focused on strategies for harmonising performance optimisation with occupant wellbeing, in particular, how buildings can be tuned not only for energy and cost-efficiency, but also for health and comfort. 

Dr Philip Webb emphasised this in his discussion on the significant impact of poor environmental quality on health, noting that 83 per cent of non-communicable diseases and deaths in western populations are linked to air quality. Webb explained the long-term health consequences of having poorly built and designed buildings, particularly those that are frequented by vulnerable individuals such as schools. He called for better regulation and monitoring of building designs to ensure health and safety regulations are met. Webb’s talk closed with an emphasis on the need for a stronger focus on the economic and moral implications of building design.

CLOSING THE DESIGN TO OPERATION GAP

Several sessions throughout the day focused on the persistent disconnect between design intent and actual building operations. Panellists shared real-world experiences that had failed operationally due to over-engineered or inaccessible plant, lack of commissioning clarity or assumptions made without FM input. It was frequently noted among speakers that FM involvement in projects and greater collaboration across disciplines will help to ensure buildings perform as intended long after handover. 

The key takeaways presented from different speakers’ experiences were the value of designing with maintainability and accountability in mind and ensuring that building systems are fully understood by those who are running them. 

Alongside this, the concept of ‘soft landings’ was highlighted to ensure buildings are easily maintained and accessible, which means improving operational performance and minimising defects by involving all key stakeholders from the outset. It was argued that achieving this shift would reduce long-term costs, improve system reliability, and empower FM teams to manage more proactively. 

STRATEGIC ROLE FOR FM

The conference reaffirmed that facilities management is no longer simply about upkeep and compliance, it is evolving into a strategic discipline; one that enables buildings to meet performance goals over time, respond to user needs, and support the transition to a low carbon future. CIBSE Vice President David Stevens stated that FM professionals should lead proactively, as they are central to this shift whether through better collaboration, smarter use of data, or human-centred design thinking. 

CONCLUSION

CIBSE’s Measuring Performance and Facilities Management Conference provided a platform for the FM sector to rethink its role, not just as a service provider, but as a strategic partner in delivering better, healthier, and more sustainable buildings. Additionally, as the sector looks to tackle both climate challenges and growing performance expectations the day allowed for vital knowledge exchange, innovation and collaboration. 

As stated by Dr Anastasia Mylona, Technical Director at CIBSE: “Sharing practical approaches and lessons learnt is central to improving outcomes and empowering the professionals who shape the buildings we live and work in.”

By Paul Scott, CTO of Matrix Booking 

The way we use workspaces has evolved at a rapid pace. Hybrid working, shared offices and flexible schedules have reshaped how we work. In fact, as of early this year, 62 per cent of UK workers have the option to work from home regularly, and 16 per cent work from home exclusively. This is in stark contrast to the 4.7 per cent of UK employees who worked from home in 2019, prior to the COVID pandemic.

However, this shift in workplace evolution has shaped not only the physical office layout but also how people interact with these spaces. Now, employee-specific permanent desks and five-day weeks are mixing with hot-desking, unstructured attendance and organised team schedules.

While this shift brings new opportunities for flexibility and collaboration, it also introduces a huge challenge for facilities and workplace managers: visibility. On any given day, it’s difficult to know how many people will be in the office, where they’ll be sitting or even which teams will be working together. 

This results in inefficient space usage, frustrated employees and increased operational costs. Yet, this is more than just a logistical issue. It’s a health and safety issue. The question now is no longer about attendance, but about accountability: do you really know who is in your building?

Legacy is lacking 

Many organisations still rely on outdated tools to manage occupancy, from paper-based sign-in sheets to siloed digital datasets. But these legacy approaches were not designed with the complexity of hybrid work environments in mind. 

Fragmented datasets are often the result of multiple disparate digital systems – for example, separating employee attendance from visitor records – making it difficult to gain a unified view. Manual processes only compound the problem, offering even less visibility and control. They offer no real-time insights and leave critical blind spots when it comes to managing foot traffic, tracking visitors or preparing for emergencies. What’s more, they fail to reflect the flexible ways people use the office today. Simply put, they are no longer fit for purpose.

Yet, modern digital systems are not infallible; they present their own challenges. Organisations often face cultural and operational challenges with how they manage access to the building with Return-to-Office (RTO) mandates. Companies like PwC and EY aremonitoring swipe-card data to enforce in-office attendance, but these methods are often perceived as intrusive. When people feel monitored, they find workarounds – whether it’s sharing cards, signing in for others or simply avoiding entry systems altogether by not turning up. Trends such as ‘coffee badging’ – where employees check in briefly to meet attendance requirements before leaving – only add to the problem.  

This is only exacerbated in multi-tenant buildings or shared spaces, where employees, contractors, cleaners and visitors move in and out with little oversight. Access control systems might exist, but organisations often don’t own the data – landlords do – and it may not include vital data such as visitor information. Even in single-tenant buildings, visibility can still be a significant issue if data is siloed across systems. Without a unified view, facilities teams can’t ensure compliance or respond effectively to emergencies.

And the stakes are continuing to rise. Particularly in light of the Building Safety Act 2022 – which mandates a continuous ‘golden thread’ of information about a building’s design, occupancy and maintenance. As such, organisations cannot afford non-compliance. Yet only 26% of workplace managers are currently familiar with the Act’s implications for their role. Without reliable, real-time data, meeting these obligations becomes a significant challenge.

Working smart 

Therefore, as workplace models evolve, so too must the tools facilities and workplace managers use. This is particularly important, with research from Verdantix showing that many organisations are ramping up investment in real estate technology – with more than 60 per cent saying they’re strengthening physical security management plans, up from 46 per cent in 2022.

But effective occupancy management is not just about adding more tools. The most effective workplace strategies avoid siloed point solutions in favour of integrated and unified platforms that understand how an environment is being used.

Rather than tracking individuals, unified smart workplace systems track trends: which days are busiest, how certain teams use meeting rooms or whether areas are consistently underutilised. These insights can inform everything from cleaning schedules to long-term property decisions. Additionally, in multi-tenant environments, technology also needs to be intelligent enough to protect sensitive information. This means making sure only authorised users see specific data, while maintaining an overall picture of building occupancy and access patterns.

Unlocking the right space

Forward-looking organisations are already rethinking their approach. They’re moving away from isolated, reactive tools and towards unified configurable platforms that deliver visibility, flexibility and control in real-time.

With these systems, organisations can establish a view of how a space is being used – whether across a single floor, an entire building or even multiple regions – without compromising privacy.  Within this context, occupancy and environmental sensors play a valuable role in the workplace technology stack, by capturing real-time data on space usage, air quality, temperature and other key factors. These actionable insights help optimise day-to-day operations, reducing wasted space and energy usage while enhancing employee satisfaction. A recent report from Matrix Booking detailed how critical integrated platforms are in managing complex, dynamic environments. One example it highlighted was EDF’s Energy Campus. Faced with the challenge of coordinating bookings across accommodation, conference rooms, transport and other facilities, EDF consolidated every aspect of the visitor journey into a single platform. This resulted in a fully connected, seamless experience for its visitors – built around security, visibility and efficiency.

Ultimately, workplace management today is about balance. Safety, efficiency, usability and trust don’t have to be at odds. With the right blend of tools and transparency, it’s possible to keep people safe while giving them the freedom to work how they choose.

Looking ahead

The hybrid office is here to stay – but managing it effectively requires better insight into who is using the space, how often and why. From meeting compliance regulations to enhancing the employee experience, modern workplace systems must be smarter, more connected and less invasive.

It’s no longer enough to rely on outdated and disconnected check-in systems or incomplete data sets. Facilities and workplace managers need platforms that can integrate resource booking, occupancy analytics and visitor management – delivering a real-time, accurate picture of activity across the workplace. When platforms offer a full view across past usage, current activity and future needs, organisations gain the foresight to optimise space, improve experiences and plan with confidence.

From SFG20, an exhibitor at Facilities & Estates Management Live.

The NHS estate has long faced a serious and growing challenge: an overwhelming £13.8 billion backlog in essential maintenance, with costs only rising. Delays in upkeep not only endanger patient safety but can also expose Trusts to legal risks, including fines and increased long-term expenditure.

33% of building maintenance professionals reported “defending maintenance budget cuts” as their biggest challenge*, a problem intensified by the Building Costs Information Service’s prediction of a 4.8% rise in maintenance costs in 2023.

In response, Paul Bullard, Product Director at SFG20, the industry standard for building maintenance specification, has shared a step-by-step framework to help address the £13.8 billion maintenance backlog, even amid tight financial constraints.

Reflecting on the true costs of inaction and the risks posed by failing assets, the following strategies identify proven methods for healthcare estates to manage budgets better during inflationary pressures. 

1. Establish risk appetite and tolerance

To begin addressing the NHS maintenance backlog, organisations must first define their risk tolerance and appetite, the level of risk they are willing to accept to meet strategic objectives. 

Clearly articulating this helps inform cost forecasting and ensures consistency across decision-making and governance. A well-defined risk appetite supports better prioritisation, reduces uncertainty, and strengthens spending reviews and resource allocation.

2.                  Fix your asset register

Accurate and up-to-date asset registers are critical for maintenance planning, compliance, and safety in NHS estates. They are also a fundamental part of the Golden Thread of Information under the Building Safety Act 2022, supporting transparency and accountability throughout a building’s lifecycle. 

Despite this, 43% of organisations report poor data accuracy, and 6% have no register at all**. 

After creating or fixing your asset register, the next step is to match your assets within your asset register to the right maintenance tasks.

3.                  Understand your statutory obligations

Delays in maintenance, especially those that are critical, can result in ward closures, cancelled treatments, and increased costs across NHS estates. While non-statutory tasks fall outside legal requirements, completing them can often play a key role in preventing asset failure and minimising disruption. 

The Government’s FMS 002: Asset Data standard emphasises the use of SFG20 criticality codes as a basis for producing complete and accurate asset registers. Aligning with this guidance helps healthcare estates plan effectively, manage risk, and maintain safe, compliant operations.

4.                 Cost forecasting

Effective maintenance planning depends on applying compliant, standardised tasks to each asset and accurately forecasting the associated costs. Facilities management technologies, such as CAFM systems with integrated finance modules, can support this by linking asset data with cost and compliance tracking.

Without this structure, NHS trusts may struggle to communicate risk profiles and budget needs to decision-makers, hindering efforts to reduce the growing maintenance backlog and increasing exposure to serious legal, financial, and reputational consequences.

When SFG20 spoke to David Hemming, Civil Engineer and leading FM expert at NHS Shared Business Services, he said:

“Currently, the NHS uses the Premises Assurance Model when they [the board of each trust] look at assurance… they could benefit from having a more directed tool to really understand their resources and their finances, to say this is what we need to get on top of it.

“This is important because if you’re doing asset management well and you’ve integrated tools like SFG20 into CAFM systems, asset management systems, enterprise asset management systems etc., then you should have a clear horizon of when you need to undertake tasks, what it’s likely to cost and the risks involved by not doing it. 

“This is important because it gives you a rich risk picture that you can then use to brief the decision makers about finances and resources.

“Doing things in a standardised way is invaluable and therefore doing a procurement/investment strategy that is linked to that, can save you thousands and thousands of pounds.”