We are delighted to announce that Fergus Bird has joined the team at KPM Media as Events Director, focusing on the growth and development of Facilities & Estates Management Live.

Bird has extensive experience from 25 years in the events industry and brings a wealth of knowledge of the FM sector after successfully leading The Facilities Show through its expansion period from 2008 to 2015.

As a consultant on the hugely successful launch of Facilities & Estates Management Live in 2025, Bird’s input and leadership skills were invaluable, and we are delighted to have him join us on a permanent basis.

With his previous roles in print and online media, Bird will also help drive the ongoing growth of KPM Media’s suite of business development services across FM and associated industries.

Facilities & Estates Management Live 2026 takes place on 20^th and 21^st October at the Business Design Centre, London.

Property Management Consultancy launched to meet evolving investor and occupier demands.

As part of its pan-European Property Management strategy, BNP Paribas Real Estate has launched Property Management Consultancy, a new strategic consulting offer within its UK Property Management division, designed to help investors and landlords respond to rapidly evolving occupier expectations, sustainability requirements, and operational challenges.

The new consultancy brings together expertise in customer experience (CX), environmental, social and governance (ESG) and operational design, combining strategic advice with hands-on implementation, to better advise and assist clients as a trusted, long-term partner. The offer is an extension of the My Services solutions available across Europe.

Consultancy supports clients throughout the full property lifecycle – from pre-acquisition and mobilisation through to asset maturity, repositioning, and redevelopment – with a focus on occupier retention, climate resilience, risk management, and cost efficiency.

Steve Harber, Head of Property Management at BNP Paribas Real Estate commented: “Investor and occupier expectations have fundamentally shifted. Success in the market today is defined by how well assets perform environmentally, operationally, and experientially – not simply how they are maintained.

“Property Management Consultancy reflects our commitment to delivering a more strategic approach. By bringing ESG, customer experience and operational design into a single platform – backed by implementation on the ground – we are helping clients futureproof their assets and create places where people genuinely want to work, directly influencing occupier retention, operational performance and long-term asset value.”

As demand grows for more sustainable, people-centric and operationally efficient buildings, Consultancy is designed to bridge the gap between strategy and delivery. Services can work as part of a property management agreement or on an on-demand, project-led basis, enabling clients to access specialist expertise precisely when and where it is needed.

The launch builds on a strong track record of ESG and occupier-focused initiatives delivered across BNP Paribas Real Estate’s managed portfolio, including the rollout of Green Building Committees – collaborative platforms that bring landlords and occupiers together to shape and deliver sustainability strategies at building level.

To lead the new offer, Jon Podmore was appointed Head of Property Management Consultancy Services. With more than 18 years at BNP Paribas Real Estate as Head of Portfolio Management and Operations Director, Podmore brings deep expertise in aligning operational delivery with strategic outcomes.

Jon Podmore, Head of Property Management Consultancy Services added: “This is about helping investors make smarter, more informed decisions about the spaces they own and manage. It is a step-change in what commercial tenants expect – integrated experience-led and sustainability-driven spaces. The investors that respond to this now will be the ones that outperform in the long run.”

Managed assets with a robust delivery across CX, ESG or operational design within the London property management portfolio include 70 St Mary Axe, 200 Aldersgate, Belgrave House, 10 Fenchurch Ave and Devonshire Square.

BNP Paribas Real Estate currently manages more than 10 million square metres of commercial real estate in the UK and over 48 million square metres across Europe, positioning the business as a market leader in delivering high-performance, future-focused property management solutions.

I had never heard of the Worshipful Company of the Pattenmakers until a mentor of mine reached out to me and suggested I applied to Future Young Leader in FM award. Sitting in a rabies prevention centre in Cambodia after being bitten by a dog… I read the application criteria. “I have no chance of winning this”, I said to my father sat with me. “What have you got to lose?” he responded with. And that’s how my journey started.

After hours of research into the Worshipful Company of the Pattenmakers, what a Pattenmaker was, what a Livery company is, how it’s structured, how it all started – quiz me – I finally submitted my application. 

I didn’t think much of it, like I said, I was convinced I had no chance, until I opened an email saying I was a finalist… no time to waste, I had homework to do. Besides, there’s no point being interviewed by a judging panel and you do not know who you’re talking to. So, I began researching the judges, who they were, what they did, information about their daytime jobs and their involvement with the Pattenmakers- you might call me a stalker, I say that’s just due diligence!

Fast forward to my interview – nervous was an understatement. I had my props and my script ready. One question from each judge, it can’t be that bad. Have you ever heard of intrinsic feedback? It’s when you know if you’ve performed well or not. “What are you talking about?!” is what was pulsing through my head every second I spoke. “You’re not answering the question”, “be more confident”, again, “what are you talking about.” So, my intrinsic feedback loop said I had stuffed it. 

Character building. Win or lose, I had met 6 new well established industry professionals, I’d pushed myself out my comfort zone, and I’d learnt about the history of the Pattenmakers – it’s not the end of the world if I didn’t win. But I did.

On Friday 23^rd January 2026, I received my award at Mansion House in the heart of the City of London. I bought my parents with me so they could experience a white tie dinner and the traditions. This was my third Pattenmakers dinner, so despite being a newbie, I’m starting to get my head around it, but let me tell you about my first dinner. 

I received an invitation with a “top tips” guide around dress code and traditions, such as the no phone use, the toast to the King, the guests and the company and a “stirrup cup” (a parting drink before you leave), so I knew it would all be formal and serious, therefore I was nervous, especially as I was attending alone. **If you were at the dinner at the Barber-Surgeons’ Hall and saw me pacing up and down outside for 10 minutes, you now know why**

Palms are sweaty, knees weak – you know the lyrics – I anxiously walked through the grand oak doors to be greeted by a man with a big red gown on. I was given a program with the evening events and seating plan with my name at the top. I was instructed to give the man with the red gown my program. I almost jumped out of my skin when he – what’s a nicer word then shouted? Boldly, loudly, stated my name to the entire room. I was then ushered to shake hands with a line of 5 or 6 people dressed in the same red gowns with medals around their necks. I soon after learned that they were the wardens (similar to a board of directors I suppose). I’m sure they were probably as confused as me when I was shaking their hands saying, “how’s it going, it’s a pleasure to be here and meet you.” But hey, I’m still learning.

We’ve all been there, stood amongst a group where you don’t know anyone – it’s daunting. But I was welcomed with open arms. The judges came over to see me and introduced me to a group of Pattenmakers, and then after chewing everyone’s ear off for half an hour we were called to dinner. A three-course dinner with wine flowing continuously – a 22-year-olds dream meal – shame I’m more of a Jägermeister girl. 

Regardless, what stood out most to me throughout this entire experience was just how welcomed and included I felt by the Pattenmakers. From my very first dinner to receiving the award itself, I was met with genuine warmth, encouragement and curiosity — never once feeling like the new one in the room. The willingness of members to give their time, share their stories and make space for conversation made what could have been an intimidating environment feel inspiring instead. It’s a presence I truly enjoyed being part of, and one I’m grateful to now call my own. I’m looking forward to getting more involved, volunteering with the Young Pattenmakers Committee and supporting the company’s charitable causes in any way I can. Thank you to everyone who has made this journey so memorable — I’m excited for what comes next.

2025 highlighted how firmly regulatory change has taken hold across the facilities management sector. The Fire Safety Act 2021, the Building Safety Act 2022 and the Fire Safety (England) Regulations 2022 continued to redefine responsibilities, sharpen accountability and raise expectations around building safety and compliance. For facilities management professionals, these regulations have moved from implementation to enforcement, setting a clearer baseline that will shape priorities, investment and operational decision-making as the industry looks ahead to 2026.

Paul Bullard, Product and Professional Services Director at SFG20, the industry standard for building maintenance, has shared his insights regarding how the facilities management industry will continue to evolve in 2026 and the changes he believes will be particularly impactful for those working in the industry.

1. Financial resilience becomes a core FM priority 

Facilities management enters 2026 under sustained financial pressure. The SFG20 State of Facilities Management Report 2025 revealed that 75% of facility managers identified budget constraints as their biggest challenge in 2025, and 40% reported a budget decrease between 2024 and 2025. Financial strain is no longer a short-term issue but a defining feature of the operating landscape.

As a result, FM teams are increasingly required to demonstrate value beyond day-to-day delivery. Maintenance decisions are being scrutinised more closely, with greater emphasis on cost avoidance, asset life extension and risk reduction. In 2026, facilities management is less about how much is spent and more about how intelligently budgets are allocated.

This shift is driving a move toward whole-life costing, clearer prioritisation of statutory and high-risk assets, and more transparent reporting. Financial resilience is fast becoming a core FM skill, as organisations look to balance compliance, safety and performance within increasingly constrained budgets.

2. Compliance fatigue drives optimised maintenance strategies 

Compliance and safety remain top priorities, with 23% of facilities managers planning to increase investment in compliance and safety measures, despite continued budget pressure, according to last year’s ‘The State of FM Report’. At the same time, the volume and complexity of regulatory requirements are contributing to growing pressure across the sector.

As a result, 2026 is likely to see a continued shift toward optimised maintenance strategies. Rather than applying uniform regimes across all assets, FM teams are increasingly adopting a dual focus: meeting statutory obligations while strategically prioritising the critical assets that keep facilities operational. This optimised approach goes beyond pure compliance—it’s about maintaining business continuity by directing maintenance spend toward the equipment and systems that are essential to day-to-day operations.

This allows organisations to make more proportionate and defensible decisions about resources, balancing safety and compliance with operational resilience and financial sustainability.

3. Digital transformation and AI move from objective to active application

Digital transformation remains a strategic priority across the FM industry, with half of organisations previously citing it as highly important. Over the past year, advances in artificial intelligence and data-led tools have accelerated this agenda, shifting the conversation from potential to practical application.

FM teams increasingly see AI as a decision-support tool, from predicting asset failure and prioritising maintenance activity, to identifying compliance risks before they escalate. Rather than replacing FM expertise, these tools can be used to support speed and productivity, helping teams make better use of limited time and resources.

However, challenges remain. Integration with existing systems continues to be a key barrier, with a fifth of FMs identifying it as a main obstacle to adoption. As 2026 unfolds, success in digital transformation will depend less on deploying new technology and more on ensuring systems work together, data is reliable, and teams have the skills to interpret and act on insights generated by AI.

4. Information governance and accountability under the spotlight

The concept of the ‘golden thread’ has been firmly established in recent years, but 2026 marks a turning point where information governance becomes a measurable compliance requirement, rather than an aspirational goal.

Asset owners, accountable persons and facilities managers are under increasing pressure to ensure building information is accurate, accessible and up to date throughout the asset lifecycle. Incomplete records, fragmented systems and unclear data ownership are emerging as material risks, particularly for higher-risk and complex buildings.

Last year’s report revealed that 37% of FM teams have an asset register that is at most 50% accurate, with a further 6% admitting to not having any asset register, spotlighting the ongoing inconsistencies across the sector. 

As enforcement of the Building Safety Act continues to mature, maintaining reliable maintenance records and audit trails is no longer optional. 2026 will see a stronger focus on structured data management, consistent documentation practices and clear accountability for information accuracy across FM teams and supply chains.

5. Organisations will strive to close FM skills gaps 

Alongside technological and regulatory change, the FM workforce continues to face increasing pressure. An ageing workforce, recruitment challenges and growing role complexity are contributing to a widening skills gap across the sector.

Facilities managers are now expected to navigate compliance frameworks, interpret data outputs, understand digital systems and support sustainability objectives — often alongside traditional technical responsibilities. This expanding remit is placing greater emphasis on training, competence and knowledge retention.

In 2026, organisations that invest in upskilling their FM teams will be better placed to manage risk and adapt to change. Developing digital literacy and regulatory awareness across the workforce will be critical to meeting the industry’s evolving demands.

Global real estate advisor, CBRE, anticipates that the London flexible office market will reach 50m sq ft by 2030.

The flex market currently represents 12% of the total London office market. CBRE estimates this will rise to 20% by 2030, largely driven by evolving occupier demand for flexible solutions and increased landlord participation in the sector.

The evolving landscape of the office market and a heightened focus on customer service have prompted CBRE to define a new segment, the “shadow flex market,” which encompasses traditional office space not explicitly marketed with flexible terms, but available through negotiation.

All other subsegments are expected to experience substantial growth. “Brandlord” space, defined as flex brands that are created, operated, and managed by landlords, is predicted to reach 3m sq ft by 2030, representing a 200% increase. CBRE expects managed flex space to increase by 70%, reaching 12m sq ft, fueled by growing occupier demand for self-contained space with flexible lease terms.

Michael Glynn, Head of UK Flex at CBRE, said: “We are confident that the market will continue to expand due to the sustained and increasing demand for flexibility from occupiers. Defining the flex market, while challenging, is crucial for accurately assessing the opportunities within Central London.”

Manchester University NHS Foundation Trust (MFT) has gone live with a digital twin of six hospitals as part of its strategy to create a smart estate. Designed to provide a single source of estates data to support new workflows and better decision making, the 3D model is a major milestone in MFT’s digital transformation to improve operational efficiency and patient safety.

Replacing disparate systems and paper-based processes, the digital twin visualises floors, rooms and spaces with associated data and is already being used to understand space optimisation and support the management of RAAC and asbestos. Future plans include adding indoor navigation, patient contact tracing and real-time asset tracking.

Created using Esri UK’s GIS (Geographic Information System) platform, which includes indoor mapping, spatial analysis, navigation and asset tracking, the digital twin went live in October 2025. BIS Consult, MFT’s strategic data partner, led the development of the underlying data strategy and the integration of the multiple information sources required. 

Spanning 274,000 square metres of internal floor space, the 3D model includes Manchester Royal Infirmary, Royal Manchester Children’s Hospital, Manchester Royal Eye Hospital and Saint Mary’s Hospital on the Oxford Road campus, plus Altrincham Hospital and Withington Community Hospital.

David Bailey, Head of Digital Estates at MFT, who led the project, said: “Integrating all of our existing data into one 3D model has created the foundation for building a digital twin and is driving new opportunities for efficiency gains. Moving from analogue to digital achieves a better understanding of our buildings and assets which helps improve their management and maintenance, as well as improving patient safety.”

The digital twin is being used in a trial to better understand the use of space, by quickly showing where room usage is not being optimised. Full roll-out will provide all staff with a real-time view of occupancy levels and space requests, while clinicians will be able to examine existing facilities more easily and plan new services.

New applications for RAAC and asbestos management involve performing digital surveys on mobile devices, which feed directly into the 3D model and visualise the different risk levels. By providing more accurate and timely data, the new system is driving more effective maintenance regimes to improve safety. Digitising asbestos management has cut the time needed to prepare information by up to 10 days per month at one hospital site alone.

The next phase will map the remaining four hospitals in MFT’s estate and digitise building condition surveys to help tackle the maintenance backlog. This will involve mobile data capture feeding into the digital twin, providing a clearer picture of requirements and helping to prioritise resources. Replacing a manual spreadsheet approach, data and reports will be shared more easily among project teams. Energy usage data will also be added to the digital twin to help analyse and reduce energy costs.

The project overcame a major data integration challenge, which involved combining MFT data from multiple systems, including CAFM (Computer-Aided Facility Management) and CAD (Computer-aided Design) floor plans and improving the overall data quality. Establishing new data governance so information connected to the 3D model was accurate and up to date was also achieved.

Duncan Booth, Head of Health & Social Care, Esri UK, said: “Indoor mapping is playing a central role in the modernisation of MFT’s estates and facilities department by giving users situational awareness of the entire site. Optimising the use of existing buildings and making RAAC and asbestos management more efficient are the first of many new benefits. Already used at airports, universities and industrial sites, the technology is helping large organisations realise plans for digital twins and is now experiencing growth in healthcare.”

Plans for the future include using Esri’s GIS platform to create applications for indoor navigation for patients and staff to reduce missed appointments, contact tracing of patients to help stop the spread of pathogens inside the hospital and digital asset tracking, enabling equipment such as beds, scanners or wheelchairs to be located more quickly.

Nicholas Campbell-Voegt, Director at BIS Consult, commented: “This project shows how smart use of data can transform NHS estates. By creating a single source of truth for assets and space, MFT is paving the way for a new standard in how Trusts manage their estates. The approach provides a blueprint that other NHS organisations can follow, helping build smarter, safer and more sustainable healthcare environments.”

Across the industry, FM teams are struggling with incomplete asset registers, inconsistent data, and manual processes that slow operations, drive up costs, and increase compliance risk. Now SFG20’s new software module, is set to save building owners and service providers hours with rapid contract mobilisation.

The SFG20 Mobiliser, the latest innovation in the 35-year journey of SFG20, the industry standard for building maintenance is the world’s first AI-powered solution that identifies the correct maintenance for assets with speed and accuracy, enabling maintenance strategies to be defined in hours rather than weeks.

By cutting down manual asset-to-schedule mapping time by up to 95 per cent, SFG20 Mobiliser delivers massive savings in time, money, and effort.

SFG20 Mobiliser enables building owners and occupiers to mobilise contracts quickly while maintaining compliance with confidence. The solution strengthens and validates asset registers, providing clear visibility into the quality of asset information. By mapping assets once and applying updates as needed, organisations can create accurate maintenance strategies that ensure the correct maintenance is carried out faster, reducing compliance and operational risk while delivering value for money. The ability to apply the SFG20 standard consistently across entire estates brings both efficiency and peace of mind.

For service providers and contractors, the new software solution dramatically reduces contract mobilisation time, enabling teams to win more work with AI-powered precision and speed. The solution saves weeks of manual effort by rapidly processing data and identifying the correct maintenance for assets. This accelerated approach allows contractors to deliver projects faster, cut costs, and build client confidence through accuracy and efficiency. By standardising maintenance strategies across estates, service providers gain long-term scalability that supports business growth and gives a competitive advantage.

Mike Talbot, Chief Technology Officer at SFG20, says:

“At SFG20, we recognise that one of the industry’s biggest challenges is identifying what tasks need to be performed on assets to preserve life, reduce costs and stay compliant. 

 “The launch of SFG20 Mobiliser is at the forefront of a new AI-driven era for digital facilities management. Initiatives like this take us a long way from manual, even paper-based processes that have hampered the facilities management industry. Today’s industry professionals can harness vital standards like SFG20 in conjunction with the latest software to transform the way they manage their assets, leading to new efficiencies and reduced risk.”

CBRE Global Workplace Solutions (GWS) has secured a contract with East London NHS Foundation Trust (ELFT), a leading mental health and community health services provider serving over 1.8 million people. The new agreement will see CBRE deliver hard facilities management services across more than 130 sites, working alongside ELFT to enhance their estate and services.

ELFT is a recognised leader in mental health and community healthcare, having recently achieved its third consecutive ‘Outstanding’ rating from the Care Quality Commission (CQC). Working in partnership, CBRE will support ELFT in further enhancing its services, ensuring safe and secure spaces across all facilities and improving experiences for service users and staff.

CBRE’s services are underpinned by its industry-leading technology stack, which will enable ELFT to access greater insight into the performance of its assets and facilities. The bespoke solution includes a dedicated Service Performance Manager who will leverage cutting-edge AI to analyse facilities data from across the complete estate.

In addition, CBRE will integrate social value into its services, prioritising local suppliers, partnering with schools, and employing early-career apprentice engineers, amongst other initiatives.

David Stevens, Director of Estates, Facilities & Capital Development at ELFT, said: “We are excited to be partnering with CBRE to improve the delivery of hard services across our estate. This collaboration will be transformational for the Trust, enabling us to enhance our facilities for patients and staff across ELFT, while also continuing to support our local communities.”

Wayne Goldsmith, Managing Director, Health & Care Division at CBRE, said:

“We’re proud to partner with ELFT on this transformational journey. Together, we will create and maintain environments that support the Trust’s vision to promote healthy lives for all.”

New research from Beazley uncovers a sharp and rapid shift in how leaders within the real estate and construction sector are prioritising risk.

Having surveyed 3,500 global business leaders, including senior executives across this sector, it’s clear that shifts in risk perception are reshaping how businesses allocate resources, assess partnerships, and pursue growth in volatile markets.

Key pressure points for property and real estate businesses in 2025:

• 29% of executives identify economic uncertainty as the top risk to their business in 2025
• This is followed by 26% saying political risk and also 25% stating inflation risk
• A further 20% noted war and terrorism risk as a top concern

More widely the standout stats below show how globally business leaders across all sectors are reacting:

• 68% of business leaders globally cited geopolitical and economic uncertainty as a roadblock to growth, rising to 83% in July 2025.
• 87% of business leaders globally plan to adjust suppliers or reroute operations due to geopolitical tensions.

Bethany Greenwood, Group Head of Specialty Risks at Beazley, comments:

“Resilience isn’t just about surviving disruption; it is about turning risk into competitive advantage. Innovative insurance solutions, including political risk coverage, parametric supply chain protection and crisis management services, are helping businesses act confidently in uncertain conditions.”

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

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

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

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

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

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

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

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

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

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

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

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