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. 

White paper from Assurity Consulting

Assurity will be exhibiting at Stand E4 at the show.

The inquiry into the Grenfell Tower tragedy has already seen significant changes with how in-scope buildings need to manage the risk of fire.

This has continued this month with the introduction of the Fire Safety (Residential Evacuation Plans) (England) Regulations 2025, so we are sharing information on the scope, enforcement and the measures that fall to the duty of the Responsible Person, for these requirements.

So, what does this mean for your business?

1. Introduction

The need for improved planning for the evacuation of vulnerable residents were recommended in the Phase 1 Inquiry Report and these were: 33.22(e) and (f) concerning Personal Emergency Evacuation Plans (PEEPs), which said:

“the owner and manager of every high-rise residential building be required by law to prepare personal emergency evacuation plans (PEEPs) for all residents whose ability to self-evacuate may be compromised (such as persons with reduced mobility or cognition)”; and “that the owner and manager of every high-rise residential building be required by law to include up-to-date information about persons with reduced mobility and their associated PEEPs in the premises information box’”

33.22(c) concerning evacuation plans which were to be actioned through legislation, which said:

“the owner and manager of every high-rise residential building be required by law to draw up and keep under regular review evacuation plans, copies of which are to be provided in electronic and paper form to their local fire and rescue service and placed in an information box on the premises”.

The new regulations, according to GOV.UK, addresses these with the aim to “improve the fire safety of disabled and vulnerable people in high rise and higher risk residential buildings.”

2. What are the requirements?

The Fire Safety (Residential Evacuation Plans) (England) Regulations 2025 were laid on 4th July 2025, will come into force on 6th April 2026, applying in England only.

Their aim is to improve the processes in place to evacuate residents in specified residential buildings in England who would have difficulties evacuating a building by themselves in the event of a fire, whether that be due to a:

• mobility;
• visual;
• hearing;
• or cognitive impairment

The Regulations will also make it mandatory for building evacuation plans to be developed and implemented.

3. Enforcement

The enforcing authorities (e.g. Fire and Rescue Authorities) under the requirements of the Regulatory Reform (Fire Safety) Order (2005), already have the power to enforce compliance, and as such, the Responsible Persons’ duty to follow the Residential PEEPs would be an extension to this.

4. Scope

Within England, the Regulations apply to all buildings that contain two or more sets of domestic premises, and which is either:

a. at least 18 metres above ground level or have at least seven storeys; or

b. is more than 11 metres in height above ground level that has a simultaneous/phased evacuation strategy in place (i.e. evacuation is the priority, rather than to stay put)

The Regulations also refer to the need for PEEPs for ‘relevant residents’ only. These are defined as domestic residents who occupy a building in scope, and it is their only or principal residence; and their ability to evacuate the building without assistance in the event of a fire is compromised because of a cognitive or physical impairment or condition.

5. Responsible Person- Measures

The Residential PEEPs process includes a set of measures which fall to the duty of the Responsible Person:

• The Responsible Person (typically the building owner or manager) must use reasonable endeavours to identify relevant residents who need Residential PEEPs
• A Person-Centred Fire Risk Assessment – a conversation between the Responsible Person and the resident, if one is requested by the resident – to understand their particular risks and identify how their fire safety and evacuation can be improved. The Person-Centred Fire Risk Assessment must include an assessment of the risks relating to the relevant resident and the premises considering that resident’s impairment or condition and consider the resident’s ability to evacuate the building without assistance in the event of a fire
• An emergency evacuation statement documenting what the resident should do in the event of a fire (if agreed between the Responsible Person and the resident)
• Information for the Fire and Rescue Services to help inform any operational response and in case they need to undertake evacuation (but only if the resident explicitly agrees to that information being shared) e.g. flat number, floor number, basic info on degree of assistance and whether an emergency evacuation statement is in place, documented in a premises information box or digitally (determined by the Fire and Rescue Services) but in line with GDPR requirements
• To review the Person-Centred Fire Risk Assessment, documented emergency evacuation statement, and the building emergency evacuation plan at least annually
• Personal Emergency Evacuation Plans (PEEPs) are well understood in the workplace, as they are intended to allow for the evacuation of everyone in advance of the Fire and Rescue Service’s attendance in the event of an emergency.

These types of evacuation plans should be specific to the individual and provide a suitable plan for the safe evacuation of this person whilst not relying upon the intervention of the Fire and Rescue Service to make it work. These are typically implemented using a ‘buddy system’ (on-site staff), designated evacuation lifts, evacuation chairs, and refuge points (where available).

For the Residential PEEPs, the Fire and Rescue Service will support with the evacuation, but typical control measures may include the support of family, friends, neighbours or carers, providing relevant fire safety information in varying formats.

Resident consent is needed throughout every stage of developing a Residential PEEP. For instance:

• The decision as to whether to participate in Residential PEEPs lies with the resident and they cannot be compelled to participate.
• The decision as to whether to agree an emergency evacuation statement lies with
• the resident. This also needs to capture the costs associated with mitigating the risks
• The assessment as to whether a measure is ‘reasonable’ and ‘proportionate’ may differ depending on who is to bear the costs. It may not be deemed reasonable and proportionate if all residents are to bear the costs, and the mitigating measure doesn’t benefit the majority of the building’s residents. If the costs were to fall to the resident, and the resident declines to pay, then they may decline to have the measures or equipment provided.
• The decision as to whether the prescribed information can be shared with the local Fire and Rescue Services lies with the resident; sharing requires the resident’s explicit consent

The Government intends through future primary legislation to introduce further requirements on Responsible Persons. This is to consider the fire safety risks within the relevant resident’s domestic premises (as part of the Person-Centred Fire Risk Assessment in Residential PEEPs). This requirement will also mandate a consideration of reasonable and proportionate measures that the Responsible Persons and resident may take within the domestic premises to mitigate these risks.

While relatively new there is already advice and guidance being produced including “Residential Personal Emergency Evacuation Plans (Residential PEEPs)” from GOV.UK, which includes:

• A Residential PEEPs factsheet;

• A Responsible Person toolkit – including examples of Person-Centred Fire Risk

• Assessments and guidance on how to identify and engage with relevant residents;

• A Responsible Person toolkit – additional resources; and

• A Residential PEEPs impact assessment.

A new study by Attensi, the world’s leading provider of game-based solutions for skills and people development, has revealed a widespread but under-acknowledged workforce challenge: skill masking — the act of employees hiding skill gaps to appear more competent. The findings suggest that companies may be overlooking a quiet, internal struggle with confidence among workforces that begins during the onboarding process and continues through the employee lifecycle.

According to the study of 2,000 employees across industries and age groups, a majority (58%) say they’ve engaged in skill masking at some point in their current role. Nearly half (46%) admit to pretending to understand tasks they don’t, and 40% actively avoid asking for help, even when unsure how to proceed. 

“The data shows a clear mismatch between how organisations evaluate onboarding and what employees actually experience,” said Trond Aas, CEO of Attensi. “Too often, success is measured by checklists, not mastery and confidence. And when employees don’t feel safe learning in person, they mask their gaps rather than close them.”

This phenomenon, rooted in what the study terms skill-set anxiety, is especially pronounced among younger workers. Over half of employees aged 18-44 report frequent worries about being underqualified, and 29% say this anxiety strongly reflects their experience on the job. Importantly, these feelings take root early: the most common reported consequence of poor onboarding isn’t churn or performance — but diminished confidence (55%).

Yet the report offers hope. Despite the stigma, most employees (58%) say they would feel comfortable admitting skill gaps to a manager. Even more strikingly, two-thirds (67%) express willingness to use confidential, AI-powered role-play tools to practice and strengthen job-critical skills privately.

Aas adds: “The good news is that technology is catching up to human psychology. AI-powered simulations now allow people to rehearse tough conversations, practice decision-making, and close real skill gaps without fear of embarrassment. For organisations serious about performance, the key is creating environments where people can safely stop pretending and start progressing.”

The full findings offer organisations rich insight into how confidence, safety, and digital tools intersect to shape onboarding and upskilling outcomes.

“Skill masking is what happens when people don’t feel safe learning in front of others. They hide uncertainty, perform surface competence, and miss the chance to truly master their roles.”

“The data shows a clear mismatch between how organisations evaluate onboarding and what employees actually experience. Too often, success is measured by checklists, not confidence. And when employees don’t feel safe to share weaknesses, they mask their gaps rather than close them. This also creates a lot of bad data for employers who are trying to benchmark skills and implement training programs to improve employee confidence and performance.”

“The good news is that technology is catching up to human psychology. AI-powered simulations now allow people to rehearse tough conversations, practice decision-making, and close real skill gaps without fear of embarrassment. For organisations serious about performance, the key is creating environments where people can safely stop pretending and start progressing.”

From CBRE

Take-up of office space across the UK has reached 20.3m sq ft in Q2 2025, marking the highest rolling 12-month level since Q3 2022, which saw take-up of 20.6m sq ft, according to new research from CBRE.

The 12-month rolling take-up across the UK was split between Central London (11.8m sq ft), the South East (2.4m sq ft) and the UK regions (6.5m sq ft), representing an increase of 3% when compared to the same period last year, and 2% above the 10-year average.

In Central London, five deals over 100,000 sq ft completed in the second quarter, the highest number of transactions of this scale in a quarter since Q3 2018. Outside of Central London and the South East, the largest deal of the quarter saw Altrad take 70,400 sq ft at The Apex, Howe Moss Crescent, Aberdeen. Completing the top three regional deals are Aviva Central Services with more than 38,000 sq ft in Southampton and Softcat, who took 35,400 sq ft in Manchester.

Availability across the regional markets decreased by 3% in the second quarter to stand at 20.7m sq ft at the end of Q2, broadly in-line with the five-year average. However, the supply of new stock remained constrained, representing less than a quarter of available space (23%).

A total of 1.6m sq ft of development space completed across the regional markets* in H1 2025, 41% of which was already let by the end of Q2. There is 0.8m sq ft of space under construction that is due to complete by the end of the year.

According to CBRE’s data, there is 3.1m sq ft of space under construction across the regional markets with the earliest possible completion dates up to 2028. Of this space, 17% is already pre-let or under offer.

At a sector level, Tech, Media and Telecoms (TMT) accounted for more than a quarter (27%) of total UK office take-up during H1 2025, a larger proportion of take-up than any H1 over the last ten years.

However, nuances exist at a city level. While TMT dominated in Manchester, accounting for 31% of office take-up over the last 12 months to the end of Q2 2025, the Banking and Finance sector led the way in Edinburgh and Central London at 38% and 30% respectively. In Oxford and the South East, Manufacturing, Industrial & Energy was the prevalent sector at 44% and 34% respectively. 

Simon Brown, Head of UK Office Research says, “Our data shows us that in recent quarters, take-up has started to climb back above the 10-year average, which aligns to our view that occupiers are starting to take larger office footprints again.

The UK office market is starting to show clear signs of normalisation after a period of relatively low demand. Driven by an increase in return-to-work mandates, we expect companies across the country to continue to acquire space to meet the demands of their growing workforces.”

Rob Madden, Head of UK Investor Leasing says, “We know that the quality of the building itself is a top priority for occupiers, but so is location. Choosing the right UK market to access the best talent will be determined by the sector you operate in, but beyond that, accessibility and surrounding amenities are incredibly important. However, the thinning supply of new stock and the physical cost of moving are likely to result in more regears. If the office is well located and can be refurbed to meet the future needs of the occupier, staying put is a compelling option.”

Join Dan Andrews Executive Director at CBRE Global Workplace Solutions (GWS) at Facilities & Estates Management Live where he will share his expertise in managing one of the most distinctive portfolios of CBRE GWS – the towers and skyscrapers housing thousands of occupants at any one time.

Kelly Donoghue: Head of Training and Education, looks at the importance of evidencing fire risk assessor competence.

The FPA Manifesto

In 2024, the FPA launched its 2024 Policy Manifesto to coincide with both a change of leadership within the association and a change of Government for the UK. The manifesto set out six targeted priorities to provide clear direction for the organisation and as a statement of commitment of purpose. One of the priorities focused on ensuring the competency of fire risk assessors. The FPA Manifesto proposed that all fire risk assessors are appropriately qualified and certified under a suitable, UKAS-accredited scheme, as well as being supported with ongoing development to maintain competence. 

Current situation

Establishing minimum standards for fire risk assessments ensures poor practices are identified and rectified efficiently.The BSI is due to publish ‘BS 8674: Built Environment- Framework for Competence of Individual Fire Risk Assessors’ which gives crucial guidance on the competence criteria for individuals conducting  fire risk assessments in occupied buildings. On 1 April 2025, Jenna Marsh, Deputy Director of the National Resilience and Fire Safety Unit penned, “It will be of significant interest to those of you interested in fire risk assessor competence, that we intend to bring into law, mandatory competence requirements for fire risk assessors, to be independently verified by a UKAS-accredited certification body and overseen by a regulator” and “certification bodies will also be required to use standards currently being developed by the British Standards Institution, against which they must assess competence”.

This step will provide accountability, enhancing the overall safety of buildings where the public live and work and improves the public’s confidence in the services provided. Without standards being mandated/formalised, historically some have chosen to ignore them and remain confused by the ambiguous landscape. To support this priority, end users must have an increased awareness and support the mandated requirement of the role. 

How to choose a competent professional in the current landscape

Whilst we await implementation of the British Standard and UKAS-accredited certification, we still operate in an unregulated industry where definitions of ‘competent’ are open to interpretations. 

The Regulatory Reform (Fire Safety) Order 2005 (RRO) states the responsible person (RP) is responsible for making “a suitable and sufficient assessment of the risks to which relevant persons are exposed for the purpose of identifying the general fire precautions he needs to take”. If employing a fire risk assessor, it requires effort for the RP to reassure themselves that they are receiving accurate and reliable information. Advice in this matter has existed for some time, for example some may lean on documents such as the Fire Sector Confederation’s ‘Guide to choosing a competent fire risk assessor’. 

However, those responsible may still be liable in the event of a fire if they cannot evidence that they have done what is reasonable to use a competent provider in ensuring that their fire risk assessment is suitable and sufficient.

According to the Fire Sector Confederation, there are currently two principal methods whereby a fire risk assessor can demonstrate their competence: professional body registration schemes and certification by a Certification Body that is UKAS accredited for the activity.  It is also important that the company who the fire risk assessor works for has adequate management systems in place, even if the fire risk assessor is self-employed. For a responsible person, understanding of the difference in meaning of schemes and registers can be confusing and therefore is defined within the aforementioned document in the following ways:

• A ‘scheme’ identifies what needs to be assessed and what methods of assessment are used.
• A ‘company scheme’ is operated by a certification body and looks at the competence of personnel and the management systems within the company.
• A ‘person certification scheme’ operated by a certification body and is concerned with the competence of the individual and not the competency of a company. 
• A ‘professional body scheme’ is operated by a professional body and is concerned with the competency of the individual and not the competency of a company. 

Certification bodies assess individuals or companies against the requirements of a scheme. UKAS will accredit certification bodies against agreed standards to confirm they are assessing correctly against the scheme.

By checking registrations and certifications, you will be able to ascertain that the chosen assessor and/or the assessment company meet competency criteria. As discussed, currently there is no legal requirement in the UK for fire risk assessors to be registered. However, we would advocate this is good professional practice as it means that the individuals or the organisation have evidenced competency. This registration allows the responsible person to locate and select a fire risk assessor that the third party has deemed competent. Ongoing accreditation will often require CPD evidence as part of these schemes, alongside other validation activities such as witnessed assessments. 

If you are considering an individual rather than a company, you should be aware that fire risk assessing is a very different skillset to any other fire safety profession such as a health and safety practitioner, installer, engineer, or maintenance professional to name a few. The different roles cannot be transposed or confused with each other. Complete your due diligence in reference to your criteria and record how you selected a professional who met the criteria at the time of employment. Once you have ascertained the scope, ensure this is agreed in writing with the fire risk assessor.

Individuals should provide you with a wealth of information regarding their competency. If this includes qualifications, you should request copies of certificates. You can confirm the qualification specification by using OFQUAL/SQA to check what they have learnt for the qualification. This can be conducted by inputting the qualification number to OFQUAL/SQA search engines. This will allow you to  seek further clarification. 

Fire risk assessors will likely have gained competence over a variety of ‘building types’. You should not only ensure a fire risk assessor is competent but that they are experienced in carrying out fire risk assessments on premises similar to your building or occupancy type. If you are responsible for a school, a church, or a leisure centre, you must ask whether they have previous experience with this type of building. Other questions might be what is the frequency, currency, or the independence of their fire risk assessment experience? Ask for references and contact their previous customers to see if they were satisfied with the service provided. A competent fire risk assessor should have no trouble in sharing this information with you.  Equally, you must ensure they have sufficient professional indemnity insurance and public liability insurance.

British Standard 8674

Soon, it is likely that BS 8674 will recognise three levels of competence which are expected to support individuals across a wide range of occupied buildings and workplaces. The competence levels broadly relate to high, moderate, and low levels of risk where fire risk assessors will meet criteria of competence in advanced, intermediate, or foundation levels. Each level of competence will require meeting the criteria for skills, knowledge, experience, and behaviours as a benchmark against which organisations and responsible persons can assess individual competence.

It is anticipated the new standard will have key principles for behaviours within a model code of conduct. Looking ahead, this aims to greatly assist with fire risk assessors understanding their competence and empowering refusal of tasks that are beyond their competence levels.

JLL’s new Occupancy Planning Benchmark Report reveals shifting workplace strategies across all regions, as hybrid adoption declines

In a dramatic swing that signals evolving corporate real estate priorities, JLL’s 2025 Occupancy Planning Benchmark Report reveals portfolio optimisation has surpassed cost-cutting as the primary focus for corporate real estate leaders and office utilisation has increased as organisations tighten policies on hybrid work. Improving space data accuracy and reporting; increasing employee presence on site; and growing the use of utilisation data for space planning round out the top five priorities.

Rather than simply slashing expenses, companies are now strategically reimagining their workspace footprints with 73 per cent of respondents identifying portfolio optimisation as their top objective, overtaking improved reporting and cost reduction (70 per cent) for the first time. Additionally, sustainability continues as a key priority, with 74 per cent of organisations reporting active sustainability programmes integrating with occupancy planning through waste reduction initiatives, rightsizing scenarios and furniture reuse plans.

“JLL’s report highlights that workplaces are at a pivotal moment of transformation signalled by corporate real estate leaders changing their priorities,” said Paul Morgan, COO of Work Dynamics at JLL. “Data has become the critical factor in enabling organisations to better understand how their spaces are being used so they can best leverage their real estate portfolios and navigate new work styles. Forward-thinking companies are employing data to reimagine their workplaces as strategic assets that drive both organisational performance and employee satisfaction in the evolving hybrid-work era.”

Global office utilisation improves with organisations taking action

The global office utilisation rate grew to 54 per cent globally, up from 50 per cent in 2024, and utilisation targets are up 4 per cent to 79 per cent. Regional improvements include North America (+4 per cent), EMEA (+8 per cent), APAC (+3 per cent) and Latin America (+9 per cent). This highlights the ongoing tension between workplace flexibility and maintaining vibrant office environments, as employers recognise delivering compelling reasons for office attendance is critical.

Badge swipe data remains the predominant utilisation tracking method (90 per cent), while reservation systems (49 per cent) and visual observations (41 per cent) are also widely used. Effectively analysing the data collected through these tracking methods is a key component of a successful space optimisation strategy.

“Despite most organisations tracking utilisation through various technologies, our research reveals a startling capability gap: Only 7 per cent of rate their data collection as excellent,” said Wei Xie, Head of Research and Strategy for Workplace Management at JLL. “A successful real estate strategy starts with an effective data strategy. Organisations with advanced data capabilities gain significant advantages in pattern identification, space allocation and ultimately portfolio optimisation.”

Additionally, companies aren’t just talking about utilisation – they’re acting, with 55 per cent cutting real estate footprints, 42 per cent implementing return-to-office mandates and 38 per cent completely reimagining their workspaces. The data also reveals that structured office mandates are delivering the strongest results with a remarkable 61 per cent effectiveness rate, proving that clear direction can significantly outperform other utilisation strategies.

Hybrid work displays signs of deceleration

The report shows hybrid work adoption declining by 10 per cent year-over-year, and approximately half of employees now work in offices three to five days per week. As 37 per cent of organisations reported increased in-office expectations, 51 per cent of organisations are mandating specific numbers of in-office days, up 5 per cent.

“The pendulum has swung dramatically toward structure in hybrid work arrangements, with nearly half of organisations mandating specific in-office days, nearly double from 2022,” said Melissa Michalik, Global Leader of Occupancy Planning and Management at JLL. “Even more telling is the collapse of fully flexible arrangements, which have plummeted from 40 per cent to 15 per cent in the same timeframe, signalling a definitive shift as companies reclaim control of workplace attendance patterns to drive collaboration and culture.”

To facilitate effective hybrid environments, organisations continue investing in supporting technologies and facility modifications, with reservation systems (58 per cent), collaboration spaces for overflow occupancy (56 per cent) and furniture reconfigurations (50 per cent) being the most common adaptations.”

Space standards evolve for balance between efficiency and experience

Space standards continue to change as companies refine workplace strategies. The average space per person for office and administrative space has decreased from 171 to 165 rentable square feet year-over-year, though still above the target of 132 rentable square feet. Sit-to-stand desks continue becoming standard, with 77 per cent of organisations providing them in new buildouts, up from 67 per cent last year.

Workplace designs also are evolving, and the report shows a year-over-year increase in more substantial workspace changes, including space program modifications (44 per cent from 36 per cent) and major facility renovations (30 per cent from 17 per cent). Organisations are notably expanding both focused work and collaborative spaces, including private phone booths, focus areas and small meeting spaces to meet employee needs for privacy, in addition to concentration, and collaboration areas to support team interactions. Companies also are increasing health and cultural spaces like mother’s rooms, prayer and meditation spaces and wellness areas.

“Organisations are increasingly sophisticated in their approach to space planning, with 78 per cent using occupancy planning services to maintain their space data,” said Matt Quadro, Senior Director, Occupancy Planning and Management at JLL. “The workplace is transforming into an experience-centered environment that prioritises collaboration and employee wellbeing while optimising real estate investments, with the most successful organisations balancing portfolio optimisation with human-centric design to create magnetic workplaces that attract employees through experience-rich environments while delivering strategic value.”