Transport for London (TfL) has expanded its wildflower verges by the size of around 18 football pitches – 130,000m² – a 50 per cent increase in the last financial year. This takes the total amount of rewilded space to 390,000m² – the equivalent of around 52 football pitches. TfL is now well over halfway to reaching the goal set back in 2024 of doubling the total area to 520,000m² of wildflower verges along its road network by 2026.

The newest sites range in size and include a verge along the A1 in Barnet (1,700m²), a central reserve on the A30 near Heathrow (2,900m²) and a large verge that backs onto woodland along the A312 in Hounslow (2,600m²). There are also some publicly accessible sites, so people can enjoy the green spaces, such as at Redbridge Roundabout via the pedestrian underpass and by a shared foot and cycle path alongside the A40 in Hillingdon.  

Each site is selected based on a range of factors, including the suitability of converting the existing vegetation to wildflower meadows, easy access for cut and collect mowers, as well as proximity to residential houses and maintaining road safety.

TfL manages each site to promote biodiversity, reducing the number of times it mows down from around five to eight times a year down to, typically, twice a year. This allows the grasses and wildflowers more chance to grow. The extra flowers and taller grasses create a supply of nectar and other food, plus shelter for wildlife, including bees, butterflies, birds and small mammals. Wildflower verges bring additional benefits beyond London’s biodiversity, including the transfer of carbon dioxide from the air into the soil and reduced carbon emissions from mowing.

There have been promising results from TfL’s changed management of roadside verges – particularly at the more mature sites where the new mowing regime has been implemented for at least two years. As well as butterflies, other insects such as hoverflies, craneflies, grasshoppers, dragonflies, damselflies, beetles, and bees have been observed across the capital.

To celebrate London Climate Action Week, Greater London Authority (GLA) employees and volunteers have been giving away 12,000 packets of wildflower seeds today (Monday 23 June) near the entrances of several stations spanning the London transport network. The aim is to encourage more people to develop their own green thumbs, planting and nurturing the seeds themselves at home.

Deputy Mayor for the Environment, Mete Coban, said: “I’m delighted that TfL has expanded London’s wildflower verges by an impressive 50 per cent since last year, boosting biodiversity and bringing much-needed green space across the capital for wildlife to thrive.

“This is a huge milestone and I’m proud to be working with our partners to engage Londoners in our efforts to rewild local areas, including giving away 12,000 packets of wildflower seeds to Londoners today for London Climate Action Week as we work to build a better, greener city for everyone.”

David Mooney, CEO of London Wildlife Trust, said: “It’s inspiring to see Transport for London making such strong progress in rewilding our capital’s road network. These wildflower verges are vital nature corridors for pollinating insects, birds, and mammals and they play an important role in nature recovery. At London Wildlife Trust, we applaud TfL’s commitment to creating a greener, wilder London — one verge at a time.”

William Walsh, a partner in the employment team at law firm DMH Stallard, explains.

“All employers have an obligation to ensure the health and safety of their employees in the workplace so far as reasonably practicable.

“Failure to do so can not only result in sanctions against the organisation, but also criminal liabilities for directors and managers.

“When it comes to working in hot conditions, there is no maximum working temperature specified in the Health and Safety at Work etc Act 1974. This would be impractical, as some work environments will always involve exposure to high heat, for example those working in glass works. From a risk perspective, there will also be a difference between those undertaking very physical tasks in the heat, compared to those with more sedentary roles.

“While there is no specified maximum temperature, this does not mean that heat can be ignored.

“The legal responsibilities in respect of health and safety in the workplace still apply and this means carrying out a risk assessment and ensuring that employees work in temperatures that are reasonable and do not place their health and safety at risk.

“The nature of the work will be relevant, as will factors such as whether employees need to wear protective clothing as part of their job that may make it harder still for employees to keep cool.

“For office workers, employers should also consider dress codes, particularly if the normal requirement is that employees wear long trousers, shirts and ties. Employers need to be aware of the health risks and the warning signs of an employee suffering from heat exhaustion or other physical effects caused by the heat.

“Employers need to remember that, if employees are working from home, the health and safety obligations still apply to that working environment.

“The risks should be much lower, as home workers are unlikely to be undertaking physical tasks and, even if they were told to stop working, those individuals would still be in their same home environment. But the issue should not be discounted altogether.

“If, for example, it was known that an employee was working from their home office set up in a small box room up in a loft conversion, where it could get uncomfortably hot, they should be encouraged to move and, if necessary, given flexibility around their tasks to allow them to do so.” 

On this National Healthcare Estates and Facilities Management Day, NHS Property Services (NHSPS) proudly shines a spotlight on the unsung heroes who keep our hospitals running efficiently and sustainably. At the heart of this celebration is Tony Gatfield, Technical Services Supervisor, who leads a dedicated team of six in managing one of the largest hospitals in the NHSPS portfolio. Royal South Hants is primarily managed by Hampshire and Isle of Wight NHS Foundation Trust and the Hampshire and Isle of Wight Integrated Care Board (ICB).

With over 21 years of service in the NHS, Tony brings a wealth of experience, resilience, and leadership to his role. Based in a hospital that serves a diverse community, Tony oversees all aspects of the estate’s operations (from critical infrastructure to day-to-day maintenance) ensuring that patients and staff have a safe, functional, and welcoming environment. 

“People around the world look at the NHS and think, ‘Wow, I wish we had that.’ And they’re not wrong.” He said. “It’s something we should all be proud of. I know I am.  Every day, I see the difference we make, and it reminds me why this work matters so much.” 

Tony and his team are also the driving force behind the NHSPS’ largest heat pump installation, a landmark project in the organization’s journey toward net zero. This state-of-the-art system is not only a testament to engineering excellence but also a symbol of NHSPS’ commitment to sustainability. 

Tim Johns, Maintenance Technician – Electrical at NHSPS, said: “It’s the people and the patients who use the hospital that inspire me to come to work every day. They’re the heart of the hospital. Whether I’m fixing something small or working on a big project, it feels good knowing we’re making a real difference. That’s what keeps me going and proud to be part of the team.” 

Steve Wheeler, Maintenance Assistant at NHSPS, said: “I love serving the community I live in. It means a lot to know that the work I do is making life a bit better for my neighbours, friends, and family. That’s what makes it all worthwhile.” 

Heat pumps are a cornerstone of NSHPS’ major decarbonisation project at RSH. The works include the installation of four Air Source Heat Pumps (ASHPs), three Water-to-Water Heat Pumps, new triple-glazed windows, cavity wall insulation, insulated panels above windows, and solar panels across the roof elevations. This initiative represents the largest carbon reduction effort in an NHSPS building to date, with an estimated anticipated saving of 500 tonnes of carbon in the first year alone.  

Today, we celebrate Tony and his team, not just for their technical expertise, but for their unwavering dedication to keeping the NHS running behind the scenes. Their work ensures that healthcare spaces are not only operational but also sustainable, safe, and fit for the future. 

The National Healthcare Estates & Facilities Day is an annual celebration that recognizes the essential work done by our NHS colleagues and their value to patients. It takes place on the third Wednesday of June each year. 

To mark World FM Day, the Global FM Awards of Excellence 2025 has recognised Legal and General Investment Management Limited (LGIM) and FM Partners with a silver award for exceptional achievement. 

Nominated by IWFM, Hidden Workers focuses on improving the working conditions and benefits of security, maintenance and cleaning staff, developed in response to the challenges faced by the UK’s hidden workforces, particularly during the pandemic. The initiative was highly commended at last year’s IWFM Impact Awards in the Wellbeing category.

The initiative has had a profound impact on wellbeing. Surveys have demonstrated significant improvements across various metrics; baseline discussion data was collected from across the hidden workforce in October and November 2022, then the survey was repeated in October 2023. Of staff surveyed: 

• 100% of felt their jobs fit their lifestyle, compared to 95% previously.
• 100% liked their work-life balance, a dramatic increase from 71% previously.
• 96% liked engagement and communication levels, up from 87%.
• 87% were happy with benefits and incentives, an increase of 11%.

LGIM and FM Partners have detailed the full scope of the Hidden Workers initiative.

Jenny Thomas, Director of External Affairs, Insight and Impact of IWFM, said, ‘It is core to IWFM’s mission to highlight workplace and facilities management’s lynchpin role in the world of work, particularly the dedicated teams that enable organisations to prosper. Initiatives like Hidden Work are hugely important to ensure professionals can do their best work and are well supported as they progress throughout their careers. I’d like to congratulate LGIM and FM Partners and am confident that the initiative will continue to serve as an inspiration to the sector overall.’

“Evolving employer demands, shifting employee preferences and changing work styles mean facilities managers must not only be resilient but also adaptable. Gone are the days of designing standardised workspaces. Now, FMs face the challenge of creating connected workspaces that tackle this fresh set of requirements. Whilst it’s no easy feat, doing so will mean they design offices where people want to work – not just where they’re required to be.

“This poses the question: how can FMs overcome this challenge to unlock the potential? The answer lies in valuable data that can be gathered via smart workplace technology such as access control systems, occupancy sensors and resource booking software. A workplace strategy that combines the essential data from these sources stands to help businesses make more informed decisions that benefit them and their teams before they enter the office, during their time on-site and after they leave. This could look like optimising offices for efficiency, accessibility, productivity and sustainability. With the right insights and supporting technology like machine learning in place, facilities managers can anticipate demand and allocate resources more effectively – making sure they match the desired employee experience and remove potential barriers to entering the office.”

More than four times as many UK businesses (45 per cent) are looking to expand their office space in the next 12 to 18 months rather than to reduce it (10 per cent) according to a new survey commissioned by law firm Irwin Mitchell Office Occupiers Survey 2025 – Office Occupiers Report 2025.

This shift comes as more workers return to the office to work, prompting many companies to reassess their current space allocations. 64 per cent of those surveyed admit they overshot their downsizing efforts during the Covid era.

Of those planning to expand, 49 per cent said they would do this by reconfiguring their existing premises rather than relocating to entirely new sites (23 per cent). And in a vote for flex, 44 per cent of respondents are considering incorporating flexible workspace options in their property portfolios – perhaps creating the “breathing space” needed as they adapt to evolving operational requirements.

Furthermore, organisations are capitalising on a marked shift in working habits. Over the past year, 72 per cent of employers have noted an increase in office attendance, with 74 per cent predicting further growth in the next 12 to 18 months. This trend is particularly pronounced in London, where 81 per cent of businesses expect higher in-office numbers, and in the Northwest, where 71 per cent forecast a similar rise.

The survey also reveals a decisive tilt towards more days expected in the office, reflecting a strong push for traditional office engagement following the pandemic.

Rising costs are the main concern for businesses who seek greater productivity from their office and staff. Other concerns include escalated employment costs and risks, adverse tax policies, and mounting property costs covering energy, rent, business rates, insurance, and service charges. 

To entice employees back into the office, 46 per cent of businesses are integrating workplace environment and design into their broader strategies to attract and retain talent—and a further 35 per cent are considering doing so. A decisive 95 per cent have already involved HR teams in making decisions on working spaces, and 97 per cent are offering employee incentives. 

Additionally, businesses acknowledge the importance of sustainability in their property strategies, but cost and return on investment remain primary drivers for making changes. Only one sixth of businesses said sustainability was not a priority. 

Many businesses showed limited concern about government’s current EPC regulations, with a lot of office occupiers see EPC compliance as a landlord’s responsibility rather than their own. Despite these reservations, corporate engagement with environmental initiatives is growing. 85 per cent of businesses now report on their carbon emissions policies (Scope 1, 2 and 3), with 89 per cent voluntarily doing so. 

Considering the overall results of the survey, Will Scott, Real Estates Disputes Partner at Irwin Mitchell said, “Our survey shows that the office and its place in the world of work continues to evolve, particularly as working patterns change. As rising costs and inflation impact corporate decision making and in line with the need to reduce unnecessary expenditure, businesses appreciate they need to improve the productivity of their current office space so that it can both accommodate increasing numbers of staff coming back in to work, but also one that can satisfy internal stakeholders’ needs and wishes.”

A survey conducted by Baxi of 200 state school estates managers, consultant engineers and M&E contractors has found that while enthusiasm for net zero and support for low carbon heating systems in schools is thriving, persistent barriers remain.

The survey found extremely strong support for net zero within schools, with 90 per cent of estates managers who responded agreeing that net zero is a priority, a sentiment echoed by 78 per cent of consultant engineers and contractors. 99 per cent of the school estates managers surveyed reported having a net zero plan in place. Experience and satisfaction with low carbon heating systems within schools was also high, with 95 per cent of school estates managers having replaced a fossil fuel boiler with a heat pump in their buildings previously. 97 per cent of all school estates managers (87 per cent of all respondents) viewed heat pump performance and operating costs favourably. 

Despite the strong support for low carbon heating and net zero in schools, the study also uncovered significant challenges faced by respondents when opting to install a low carbon heating system. The most prominent was technical difficulty as a barrier to deployment. With 36 per cent and 39 per cent of school estates managers and consultant engineers and contractors respectively identifying the challenge, there may be a skills gap which can stall decarbonisation projects. 

Both groups also agreed that additional electricity capacity needed for low carbon heating solutions was a challenge, with 36 per cent of consultant engineers and contractors outlining this as a barrier to decarbonisation. Further challenges include, the financial and technical feasibility of school heating system changes, infrastructure requirements, and the length of project timelines as any major refurbishment projects are typically restricted to the fixed window of time of the summer holiday period.

The study did identify potential solutions in the form of hybrid heat pump systems and prefabricated packaged solutions. 80 per cent of the consultant engineers and contractors surveyed would be likely to recommend a hybrid system, and support for hybrids among school estates managers increased with school size. However, grant support for hybrid heat pump solutions under the Public Sector Decarbonisation Scheme (PSDS) is limited, despite strong backing for the technology.

Policy recommendations:

Baxi is calling for four clear steps that we believe the Government must take to ramp up the decarbonisation of our state schools and remove barriers preventing the installation of hybrid heating systems within public buildings. 

1. Include heating system upgrades for schools within existing public sector support schemes, utilising GB Energy to support
2. Include hybrid heating systems within existing support schemes
3. Address the imbalance in price between gas and electricity
4. Address the skills gap to help deliver clean energy projects.

According to a recent survey, by SFG20, the industry standard for building maintenance, 34 per cent of facility maintenance professionals do not update their asset registers or do not know how frequently they are updated. Only nine per cent believed their asset registers to be 100 per cent accurate and up to date, with a further 37 per cent stating their register is at most 50 per cent accurate. 

SFG20 surveyed 190 professionals from various sectors to assess challenges and priorities regarding facility management for its State of FM Report 2025. The survey reveals that asset registers were the leading investment priority for respondents over the next three years, spotlighting the industry-wide issue that FM professionals face in keeping their registers complete and updated. 

The report also reveals that almost a third of FM professionals (31 per cent) still keep their asset registers in a spreadsheet. A further five per cent have a mix of software, spreadsheets, and paper-based registers, splitting their assets across different formats. 

Davy Clark, Implementation Consultant at SFG20, said: “One of the most common issues we encounter is the lack of consistency and specificity in asset registers. Too often, assets are recorded with vague descriptions like ‘boiler’ or ‘pump,’ making it incredibly difficult to map them to the correct maintenance tasks. 

“Several factors contribute to this challenge, including the collection of asset data across large estates, which may have been surveyed at different points in time and by different people, causing inconsistencies in data quality and accuracy. 

“This leads to inefficiencies, increased risk, and compliance challenges. Ensuring asset data is consistently structured, complete, and digitally maintained in a single source of truth is essential—not only for effective planned maintenance but also for long-term cost savings and compliance.”

By: Kristen Mierzejewski, Senior Consultant at Acclaro Advisory

Recent months have seen a regression in ESG commitments, from Trump’s election and the rollback of key climate policies in the U.S. to proposed weakening of the CSRD through omnibus regulations. Corporate responses have followed suit, with the six largest U.S. banks withdrawing from the Net-Zero Banking Alliance and several energy companies scaling back low-carbon investment plans. Yet, climate challenges remain urgent: January 2025 was declared the warmest January on record, accompanied by devastating wildfires in California. The World Meteorological Organization has confirmed that 2024 was the hottest year on record, marking the first time global temperatures exceeded 1.5°C above pre-industrial levels.

Despite this, sustainability remains a priority for many companies and investors. In the UK, several key pieces of legislation are set to be introduced this year, reinforcing the need for action. Within the Facilities Management (FM) industry, organisations continue to make progress, with many FM leaders identifying new revenue streams and market differentiation through high-return sustainability initiatives.

The SFMI

At the Sustainable Facilities Management Index (SFMI), we work closely with FM leaders to assess and advance their ESG strategies. Established by Acclaro Advisory in 2013, the Sustainable Facilities Management Index (SFMI) is dedicated to driving ESG leadership within the FM sector. Through a unique partnership programme rooted in research, assessments, strategic solutions, and collaboration, the SFMI provides a forward roadmap and challenges the industry to adopt best practices and embrace innovation.

Each year, the SFMI conducts comprehensive assessments, evaluating how FM providers integrate sustainability across 23 ESG criteria. We help FMs learn how to avoid risks, capitalise on opportunities, and become leaders in their industry. Our 23 Criteria each have numerous subtopics to fully understand the policies, strategies, and activities of FMs in achieving a more sustainable business. These criteria cover essential areas of operations and management, ensuring a holistic view of sustainability performance.

Each year, we update and adjust our assessment criteria in order to reflect changes in legislation, frameworks and societal trends affecting the industry. 

2024 Trends

The FM industry is becoming more complex. Beyond supporting workplace and operational property needs, FM providers must now navigate regulatory shifts, societal pressures, economic uncertainty, staffing challenges, and increasing environmental requirements. Despite these headwinds, SFMI assessments indicate steady ESG progress, with rising performance across Governance, Social, and Environmental categories.

Through expert insights and in-depth evaluations, SFMI has identified four dominant sustainability trends shaping the FM sector in 2024:

• Decarbonisation
• Wellbeing
• Social Value
• Risks & Opportunities

These themes reflect the industry’s growing maturity in commercialising sustainability, turning ESG efforts into tangible business benefits. They also underscore the importance of collaboration, innovation, and strategic integration to maintain competitiveness and resilience in an evolving market.

Decarbonisation: Turning Ambitions into Opportunities

FM leaders are at the forefront of transforming decarbonisation from a compliance-driven goal into a dynamic, revenue-generating opportunity. By bringing new service offerings to market that involve decarbonisation, not just for them but for their clients, they are setting new benchmarks for commercial success in FM. 

With a deeper understanding of the challenges and opportunities in decarbonisation, SFMI Partners have matured their approach. This has enabled the development of service offerings, and, due to increasing demand for these services across industries, is driving their commercialisation.

To meet complex client needs, FM providers are diversifying carbon services, including climate risk mapping, EV infrastructure, and sustainable building solutions. Fleet decarbonisation is a major focus, with companies implementing data-driven approaches to optimise EV adoption and mileage reduction. Leadership plays a crucial role in sustaining these efforts, requiring continuous upskilling and strategic foresight to integrate decarbonisation into business growth. Additionally, engaging supply chains to tackle Scope 3 emissions is becoming essential, as FM firms collaborate with suppliers to reduce indirect carbon impacts. By leveraging high-quality data and enhancing governance, FM providers can capitalise on the commercial potential of sustainability while staying ahead in a competitive market.

Wellbeing: The Value of Doing What’s Right

Wellbeing has become a key differentiator for FM providers, with SFMI Partners seeing commercial benefits through improved employee retention, customer satisfaction, and organisational diversity. Last year, wellbeing scores rose, but significant potential remains untapped. The FM sector is expanding beyond traditional health and safety measures, incorporating aspects like sleep, neurodivergence, and menopause into wellbeing initiatives. These efforts reduce absenteeism, enhance employee engagement, and strengthen business performance.

FM leaders are also integrating wellbeing into broader sustainability strategies, linking it with net zero and biodiversity initiatives. Forward-thinking companies are embedding wellbeing into leadership priorities, with executives championing programmes that enhance workplace culture and attract talent. 

However, there remains significant room for growth in integrating wellbeing with nature, decarbonisation and net zero strategies. While wellbeing and nature are beginning to find their place in strategies, they are not yet at the core. The next phase involves refining metrics, deepening integration into contracts, and leveraging nature-based solutions to maximise the commercial and social benefits of wellbeing-focused sustainability strategies.

Social Value: Turning Purpose into Profit

Last year, SFMI partners made significant strides in social value, with scores rising about 14% across the relevant criteria. This reflects a growing recognition that the partners have been giving to this area. As companies expand their social value activities, driven by government mandates or client requirements, measuring the benefits is increasingly proving commercial value of these new approaches. 

Beyond fulfilling regulatory requirements, social value initiatives enhance company reputation, employee satisfaction, and recruitment efforts. FM firms are now demonstrating structured approaches to social impact, ensuring initiatives translate into tangible business benefits.

Innovative programmes, such as one company’s ex-offender employment scheme, highlight how FM providers can drive measurable social outcomes while improving operational efficiency. The industry is also advancing social value tracking, with some companies integrating real-time ESG dashboards to measure impact. Successful FM firms are embedding social value into contracts and linking initiatives to financial performance, strengthening their market position. To sustain this momentum, FM leaders must continue fostering collaboration, refining data measurement, and upskilling teams to turn social value commitments into long-term commercial success.

Risks and Opportunities: Turning Risks into Rewards

As the FM industry faces more risks, SFMI leaders are turning challenges into opportunities. Encouragingly, the majority of SFMI partners are demonstrating a deeper understanding of monetising sustainability, with some already leveraging their expertise to deliver services that enhance both their own sustainability goals and those of their clients. The SFMI’s latest findings reveal that companies with a strong grasp of monetising sustainability are successfully integrating climate risk assessments, decarbonisation strategies, and supply chain improvements into their business models. 

However, challenges such as data reliability, Scope 3 emissions, and ecological risks remain key barriers that require innovative solutions. Yet, these same risks can serve as springboards for innovation. FM leaders that turn these hurdles into opportunities – such as through enhanced decarbonisation services, decarbonising fleets, assessing climate risks, contracts improvements, and upskilling decision makers – are positioning themselves as market leaders in the industry.   

The sector’s governance practices are also evolving, with board-level upskilling enabling companies to better manage risks and improve ESG performance. FM providers that proactively embed sustainability into governance, contracts, and service offerings are positioned to lead the industry, securing long-term financial and environmental resilience. Looking ahead, it’s reasonable to expect that commercialised opportunities will continue to grow, while less monetisable risks may lag. Factors such as regulatory deadlines and potential commercial impact will likely drive prioritisation, with supply chain and climate risks taking precedence. 

Insights & Next Steps

The 2024 SFMI Assessments show significant ESG progress, with Governance leading due to improvements in Diversity and Collaboration. Social aspects, particularly Wellbeing and Sustainable Communities, have strengthened, while Environmental gains are notable in Energy but remain weak in Ecology, Biodiversity, and Water.

Key Takeaways:

• Governance is driving sustainability progress, with further potential in integrating ESG into financial decisions.
• Social Value & Wellbeing are becoming embedded across operations, but Supply Chain Management remains a challenge.
• Environmental Progress is growing, yet critical gaps in Ecology, Biodiversity, and Water demand urgent attention.

Next Steps for FM Leaders:

• Upskill & Assess Risks: Conduct materiality assessments and climate risk evaluations.
• Invest in Sustainability: Allocate resources to pioneering ESG initiatives.
• Turn Risks into Opportunities: Innovate solutions that create both sustainability and commercial value.

By prioritising collaboration, data-driven insights, and strategic investments, FM providers can lead in sustainability while driving business growth.

Join the SFMI 2025 Programme Launch webinar: 

The SFMI is hosting its 2025 Programme Launch webinar on 15^th May at 10am. This is a fantastic opportunity to learn more about the SFMI and discover the plans for this year’s programme. Register now. 

CIBSE are supporters of Facilities & Estates Management Live

This ambitious initiative is set to create a lasting legacy for the building services engineering profession and support future generations of engineers in their journey towards net-zero and sustainable building performance.

A key element of this campaign is the recent opening of CIBSE’s new head office in London, which will serve as a central hub for innovation, knowledge-sharing and lifelong learning. This new space will empower engineers to lead the way in shaping a sustainable built environment.

A home for innovation, learning, and progress

CIBSE’s vision for its new head office is to create a world-class Skills Hub that will serve as a central focal point for both CIBSE members and the wider built environment community. The facilities will feature a modern theatre for lectures, events, and knowledge-sharing, outstanding training facilities to support professional development and collaborative workspaces designed to foster networking, learning and industry engagement.

CIBSE’s CEO, Ruth Carter, commented: “At CIBSE, we are committed to fostering innovation, collaboration and sustainability in the built environment. Our new head office is more than just a new space; it’s a symbol of our commitment to shaping the future of the profession globally and ensuring that the next generation of engineers is equipped to meet the challenges of tomorrow. With the support of our members and partners, we can make this vision a reality and continue driving progress for the building services sector worldwide.”