WORKTECH’s Smart Technologies25 London conference took place last week at WeWork Waterloo. An apt location considering the day explored the next generation of intelligent buildings and workspaces, and how tech can improve the workspace experience. Sara Bean reports.

WeWork Waterloo is billed as the world’s largest co-working office, offering pet friendly space, kitchen pantries and trendy bar/coffee areas. It was an appropriate place to hold a conference on smart workplaces, as this event didn’t feature endless sessions on BMS and building assets, but rather how tech can improve the workplace experience.

In her keynote address on the role of data driven innovation, Director of Unwork Imogen Privett advised when it comes to thinking about the digital workplace journey, “be more Disney”. The Disney theme parks she explained use tech innovation to shape visitors’ experiences. Applying this approach to the office she suggested, delivers a user centred approach resulting in a friction free day with seamless transitions across the workspace.

The autonomous building is becoming a reality said Elisa Rönkä of Kasvu Growth Hub and guest lecturer at Cambridge University. Agentic AI, which can make decisions without human intervention is beginning to automate tasks such as diagnostics, maintenance requests and workflow management, leaving FMs opportunities to focus on the experience side. This could mean a repurposing and redefining of the FM role, but the sector needs to be careful it’s not overridden by IT she warned.

In a panel session exploring the latest trends in technology innovation, Dan Drogman CEO at Smart Spaces said people don’t just move physically but digitally at work, so developers must take a leaf out of the consumer side and offer the convenience factor to encourage adoption. One example is the now ubiquitous Apple Pay which was first approached with some trepidation over privacy concerns. 

THE POWER OF DATA

People have different needs at different times said Arjun Kaicker from Zaha Hadid Architects so let’s utilise AI to match people to place. For instance, an occupant’s environmental needs depend on a variety of factors and agentic AI can work out ideal places to sit rather than just what is available. 

Matthew Potter, Head of Workplace Experience Technology, HSBC echoed this approach. The digital experience has gone from “give me a space’ to a much more personalised, ‘help me plan my day”. But avoid investing in the “new and shiny” he warned – aim for a process of evolution rather than revolution.

During a panel session on return on investment, Damien Renaut from Landsec said the relationship between landlords and tenants is a key aspect for unlocking ROI in Smart Buildings. The challenge is to manage the volume of tech that is often deployed by occupants and landlords within every building, he said, which is why all stakeholders must work together. However, Chris Boultwood of Workspace Group added, while ROI is often approached by measuring the value of the real estate space, there is also significant ROI factor in improving recruitment/retention and reducing churn.

CONNECTED WORKPLACE

Introducing the last panel of the day Jonathan Mills of Osborne Clarke LLP said future work is influenced by changing societal expectations as employees today seek flexibility more than ever before. This shift towards flexible, dynamic and employee centric work means organisations must rethink traditional office settings to offer a wealth of experiences which drive innovation and creativity.

Reflecting the event’s coworking setting Tom Redmayne from coworking specialists Industrious offered some insights into how organisations are utilising these spaces. A lot of enterprise businesses don’t want a single office he said and instead make “fractional purchases” where rooms are booked for hours or days. Flex strategies also mean corporate companies will concentrate on high quality fitouts in their regional HQs and as leases on other buildings come to an end replace them with flex spaces. 

Providing a bespoke solution is a key part in delivering the connected workplace said proptech provider Jack Sibley. Some organisations may want to create an environment where occupants don’t want to leave, or FMs might want to concentrate on making energy savings backed up with strong governance to make sure they’re managing risk. But the overriding purpose of smart workplaces argued Laura Woolcock of Savills is to provide flexible, customisable spaces over generic programming with an ability to personalise your space.

In the last presentation of the day, Ibrahim Yate from JLLT brought the discussion back to the human experience and the fact that one size won’t fit all. He argued the root problem of the controversial return to work mandates is a lack of definition on what is a workplace and not enough thought on ways of integrating remote and in-office environments.

The key message of the day was to move beyond utilisation targets and instead reframe the smart workplace where employees are seen as customers. In this way HR and FM are the product managers who utilise smart technology to figure out user demand and provide a better return on experience for occupants.

Matt Bailey, workplace analytics specialist at Matrix Booking explores how data-driven insights can help organisations balance occupancy levels and adapt to changing work patterns.

Facilities and workplace managers have been at the forefront of addressing and navigating evolving challenges, from sustainability demands to the rapid adoption of hybrid work. It’s a role that requires agile and adaptable workspace strategies – something that only continues to gain momentum. 

In fact, the push for flexible work arrangements presents both opportunities and challenges for facilities and workplace managers. Initiatives like the four-day workweek, backed by Labour’s push to grant full-time workers the right to request compressed hours,^[i] offer an exciting opportunity to rethink traditional workplace models. 

However, with companies like Amazon, Barclays Bank and many more mandating a full five-day return-to-office policy, citing the value of face-to-face interactions,^[ii] facilities managers are forced to balance competing demands.

Now, with over 70% of companies reporting having excess office space due to hybrid work models,^[iii] vacant desks and underused rooms are not just a waste of space – they’re a drain on the bottom line. This leaves one pressing question: How can workplace and facilities managers effectively manage spaces to accommodate diverse working styles while aligning with organisational goals?

Competing demands in the modern workplace

Hybrid work has transformed office spaces into dynamic environments, leaving discrepancies between planned and actual workspace usage. This has left facilities and workplace managers having to negotiate between evolving work patterns and growing expectations from both employees and organisations. 

Take the UK-based online lender Starling Bank as an example, which manages 900 desks for over 3,200 staff. After its new CEO demanded more in-office requirements, some employees resigned over this mismatch, citing limited space and desk availability.^[iv]

And yet, organisations continue to advocate a return to the office, while employees demand increased flexibility and better working conditions.^[v] The findings from the Verdantix “Global Corporate Survey 2022: Smart Building Technology Budgets, Priorities & Preferences,” further underscores these tensions, with 23% of corporate facilities and real estate technology decision-makers identifying that reducing real estate costs was their top priority, followed closely by improving the wellbeing of occupants at 22%.^[vi]

This fluctuating dynamic only leads to unpredictable office occupancy, where spaces may be quiet one day and overcrowded the next. That lack of clarity about who will be in the office on any given day makes resource allocation even more difficult. Trends like “coffee badging” further complicate the issue, as employees briefly visit the office to meet attendance requirements without significant work.^[vii] What’s more, superficial tracking methods, like card scanning, also fail to provide meaningful insights into employee engagement or space usage. 

Facilities and workplace managers, therefore, find themselves in a delicate position. Without reliable data, it’s almost impossible to figure out not only who’s in the office but also for how long, or how spaces are being used.

Traditional office management methods are simply ill-equipped to handle the complexities of modern working patterns. To address this challenge, facilities and workplace managers need the right tools and strategies to efficiently manage resources and adapt to today’s workplace demands.

The power of data in balancing workstyles

In this era of unpredictable working patterns, data has emerged as the linchpin for effective space management. Verdantix reports 35% of organisations across EMEA have prioritised space utilisation monitoring – using commercial software that supports facilities and workplace processes – with 40% focusing on space planning initiatives to adapt to evolving workplace demands.^[viii]

This highlights the increasing importance of data-driven strategies and tools to manage fluctuating occupancy. By analysing the right data, facilities and workplace managers can gain valuable insights into workspace usage. However, it’s important to start in the right place. The first step is looking at historical data.

Facilities managers can understand past trends and identify inefficiencies when analysing historical data, such as office bookings or occupancy sensors. This data can show which areas are popular at specific times of the day and which are underused. In a sense, it reveals a “past view” of how spaces have been used. As an example, a recent report from Matrix Booking detailed how an NHS Trust analysed occupancy data to identify a need for more meeting rooms. From here, 30 out of 160 desks were replaced with an extra meeting room, saving about £65k per year by eliminating the cost of booking external meeting spaces.^[ix]

Next, looking at real-time data offers immediate insights or a “present view” of the space. Managers can use this information to temporarily close underused areas which can lead to energy savings or address issues like overcrowding by reconfiguring layouts. Integrating environmental sensors, for example, can also provide real-time usage reports on what’s being used and where. From here, managing wider resources such as lighting or heating can be applied only when needed – reducing costs and creating an adaptive environment that works for everyone. 

Predictive insights take this even further, enabling managers to anticipate future workspace trends while ensuring that spaces are both functional and efficient. If data suggests higher attendance on specific days of the week, facilities teams can prepare by allocating resources accordingly. Facilities and workplace managers, therefore, benefit from this proactive approach or a “future view” of workplace trends. This includes adapting to changing workplace policies, such as mandatory in-office days or a potential four-day workweek.

Ultimately, by understanding data and usage patterns, facilities and workplace managers can strike a balance between creating policies that encourage meaningful office presence rather than superficial compliance. More importantly, it provides them with the insights needed to successfully adapt to any changes that may come their way.

Finding the right balance 

Modern workspace management systems offer more than just scheduling solutions, they provide the tools to create adaptable, efficient and engaging office environments. These systems allow facilities and workplace managers to align employee preferences with organisational objectives by using real-time insights, occupancy monitoring and predictive analytics.

As the world of work transforms, organisations that embrace a data-driven approach will be the ones better equipped to balance the competing demands of the workforce. Facilities and workplace managers play a pivotal role in this journey, ensuring that workspaces not only meet today’s demands but are also prepared for tomorrow’s changes.

^[i] https://www.hrmagazine.co.uk/content/news/government-plans-right-to-request-four-day-work-week/

^[ii] https://startups.co.uk/news/companies-ordering-return-to-office/

^[iii] https://www.linkedin.com/pulse/facility-managers-guide-right-sizing-your-office-hybrid-shaik-ismail-a3fwc/

^[iv] https://www.personneltoday.com/hr/starling-bank-employees-quit-over-office-working-demands/

^[v] https://www.circles.com/gb/resources/top-uk-organisations-mandating-return-to-the-office-employees-are-challenging

^[vi] https://www.verdantix.com/report/global-corporate-survey-2022-smart-building-technology-budgets-priorities-preferences

^[vii] https://www.fastcompany.com/91158036/what-is-coffee-badging

^[viii] Verdantix, ‘Market Size And Forecast: Space And Workplace Management Software 2023-2029’

^[ix] https://www.matrixbooking.com/resources/case-studies/solent-nhs-trust/

From the Business Sprinkler Alliance (BSA), one of our exhibitors.

The recent fire that tore through a 6,000m² mixed-use building on the Brucefield Industrial Estate in Livingston has highlighted the huge challenge faced by firefighters when fire breaks out. The blaze rapidly engulfed a business and several adjoining units, necessitating significant fire service resources and road diversions.

The extensive fire on Saturday, December 7^th required nine appliances, including two aerial ladder platforms, two pumping appliances, and a bulk water carrier from the Scottish Fire and Rescue Service (SFRS) to bring it under control.  While thankfully there were no injuries, the industrial unit was destroyed, impacting several businesses including an adjacent gymnastics club. 

Highlighting the dramatic visuals of the destroyed building, Tom Roche, Secretary of the BSA said: “What caught my attention was the sheer destruction of what was a simple industrial building. The number of units involved and need for additional water highlight how even limited buildings require significant resources to quell them. The scale of the fire service platform beside it demonstrates the enormity of the challenge faced by firefighters. It underscores how quickly these fires escalate when buildings are not protected by automatic sprinkler systems.”

Roche emphasised the critical importance of early fire suppression, explaining that while the average response time to a primary fire in the UK is eight minutes and 50 seconds¹, the actual development of a fire can begin long before the first appliance arrives. Delays in discovering the fire, assessing its nature, and notifying the fire service can allow the fire to grow unchecked. Upon arrival, firefighters must evaluate access, water supplies, and the safety of the scene—all while the blaze continues to intensify.

As a fire grows, the resources needed to tackle it also increase. Larger fires demand greater amounts of water and personnel, with efforts often limited to external firefighting due to the scale of the inferno and associated risks. The UK fire services are already noting challenges with the available water in the supply network for hydrants. “This scenario is precisely what we see with fires in unsprinklered industrial buildings. They escalate rapidly, overwhelming fire service resources and leading to catastrophic damage,” Roche explained.

In stark contrast, incidents involving buildings equipped with sprinkler systems demonstrate the dramatic difference these systems can make. When fire broke out at a Winsford Packaging Factory in January 2022, the fire was contained by the premises’ sprinklers, preventing significant damage and allowing the Fire and Rescue Service to manage the situation quickly. Similarly, a fire at a Lutterworth Warehouse in March 2022 that started in storage racks was suppressed by sprinklers, enabling firefighters to extinguish it with minimal disruption to operations. The business was able to resume operations the following day.

“The outcomes of these sprinkler-protected fires are notably different from the large-scale devastation we saw in Livingston,” Roche added. “Automatic sprinkler systems activate early, containing or extinguishing a fire before it can spread. They are an essential component of a fire protection strategy, reducing the burden on fire crews, minimising property damage, and helping businesses recover faster.”

Call for sprinklers

The BSA is advocating for the wider adoption of sprinkler systems across the UK’s built environment, including industrial and commercial buildings. Fires like the one in Livingston serve as a reminder of the true cost of inadequate fire protection. Beyond the immediate destruction of property and business interruption, these incidents disrupt local economies, jeopardise jobs, and place enormous pressure on emergency services.

“Automatic fire sprinklers are a proven solution to mitigate fire risk,” Roche stated. “It is time to prioritise their inclusion as a key part of the fire strategy at the earliest stages of the design process, ensuring a safer and more resilient future for businesses and communities alike.”

Words by Mike Talbot, CTO at SFG20, the industry standard for building maintenance

Artificial Intelligence 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. 

AI in the building maintenance industry leverages machine learning algorithms and data analytics to enhance efficiency, cost-effectiveness, and overall performance of building maintenance processes. Used for predictive maintenance, energy management, and smart building management systems, AI technologies come with a host of benefits. 

Recent technologies can summarise maintenance schedules for quick reference, highlighting asset types and locations, easing the process for engineers and facility managers. Similarly, AI is capable of analysing asset register data to automatically identify and map appropriate maintenance schedules to each asset – a task that frequently takes months to do manually. 

What are the pros of using AI technologies in a building maintenance strategy? 

1. Cost reduction 

AI can automate the repetitive tasks associated with setting up maintenance plans and ensuring they are optimal and legally compliant. Efficient and effective maintenance relies on a strong understanding of the facilities and assets that require maintenance and an informed plan to address them. AI provides a new capacity to create a deeper understanding that would be unfeasibly costly to implement using human resources.

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

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. 

2.  Time-efficiency 

By automating tasks, AI tools can help maintenance professionals work more efficiently by streamlining processes and cutting down on timely repetition. AI software tools can assist with many traditionally manual tasks, speeding up repetitive processes and helping to standardise data. In the long term, this can save those responsible for building maintenance both time and effort, which can be used in more strategic, high-impact areas.

3.  Maximises 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, in turn, prevent both over-maintenance, which can cause unnecessary wear, and under-maintenance, which can lead to premature failure.

4.  Provides more reliable reporting and analytics 

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

Machine-learning AI can 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 example, previous patterns of equipment failure.  

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. 

What are the cons of leveraging these technologies?

1. 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, such as sensor installation and integrating AI solutions. This upgrade can be particularly costly for older buildings. 

Implementing AI systems can require significant upfront investment in hardware, software, and training, so careful planning and budgeting are essential for a successful and cost-effective onboarding.

2.  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 an organisation.  

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

3.  Overreliance 

Industry professionals must always approach AI adoption with caution and not fall into a cycle of overreliance. Artificial intelligence tools are not infallible; they require rigorous data validation and continuous human oversight. Facility management systems are complex and demand nuanced interpretation that AI algorithms may not fully comprehend

Intelligent technology for data-based space optimisation, cost reduction and environmental sustainability

Matrix Booking, a leading provider of workplace management solutions, has announced the launch of its new Matrix Booking Sense solution. Designed to help organisations optimise their use of space, reduce operational costs and improve energy efficiency, Sense sets a new industry standard for workspace management.

Addressing the evolving needs of modern workplaces, particularly the challenges posed by hybrid work models, sustainability demands and economic pressures, Sense enhances Matrix Booking’s existing workplace analytics and resource booking software by integrating data from a wide range of occupancy and environmental sensors. 

Central to this solution is the Matrix Booking Insight workplace analytics system, which combines booking and check-in data with sensor data, providing organisations with anonymised, actionable insights into how a space is being used.

Karl Breeze, CEO at Matrix Booking said, “Many organisations are struggling to understand how their workspaces are being used, leading to wasted resources, unnecessary costs, and a decrease in overall productivity. Matrix Booking Sense is designed to tackle these challenges head-on. By providing precise, real-time data on space usage, we’re empowering businesses to make informed decisions that not only reduce costs but also create more effective and sustainable work environments. This solution is crucial for any organisation looking to thrive in the face of ongoing economic and environmental pressures.”

With accurate reporting, organisations can significantly reduce their costs related to underutilised spaces and unnecessary energy consumption. The system provides real-time visibility into space availability, enabling employees to find and book available workspaces more efficiently. This is particularly beneficial for hybrid work models, where employees need flexible, on-demand access to various workspaces.

Additionally, Sense supports health and safety compliance by helping to prevent overcrowding and by monitoring and maintaining environmental conditions within optimal ranges. This proactive approach promotes a safer and more comfortable working environment for all employees.

Sense is compatible with various sensor types, suited for both single-occupancy and multi-occupancy spaces. For single occupancy, such as desks or privacy pods, sensors can determine whether a space is occupied. For multi-occupancy areas like meeting rooms or collaboration spaces, sensors detect occupancy and provide data on the number of occupants in a space at any given time.

Environmental sensors integrated with the system further enhance workplace management by measuring factors such as temperature, noise levels, humidity, pollutants and CO₂ levels. This comprehensive data supports better decision-making regarding workplace conditions.

For more information on Matrix Booking Sense or to request a demo, please visit https://www.matrixbooking.com/product/workplace-management/occupancy-and-environmental-sensors/

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

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

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

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

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

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

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

ENHANCING BUILDING PERFORMANCE

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

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

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

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

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

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

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

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

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

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

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

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

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

TOWERING ACHIEVEMENTS

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

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

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

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

FUTURE THINKING

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

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

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

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

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

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

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

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

Iain Cox, Chair of the Business Sprinkler Alliance

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

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

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

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

How do they work?

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

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

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

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

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

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

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

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

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

Understanding Client Priorities for FM Scope 3 Emissions 

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

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

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

The Role of FM in Decarbonisation

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

How we can help:

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

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

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

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

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

Karl Breeze, CEO at Matrix Booking

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

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

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

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

HR pressures and legal challenges

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

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

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

Impact on office usage

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

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

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

Closer collaboration between HR and FM

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

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

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

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

Building the future of work, together

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

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

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

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

^[3] Plan to Make Work Pay

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

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

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

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

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

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

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

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

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

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

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

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

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

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