That a leading FM industry event, Workplace Futures, has wellness as its theme is testament to the growing recognition of this as a vital part of any business. But why is it so important, and how can businesses ensure their strategies are effective?

The phrase 'business uncertainty' is becoming more prevalent as the implementation of Brexit moves into a more intense phase. Martin Reed, looks at the impact this is having both for his company and the sector as a whole.

In the year 2020, I am approximately 43 years into a career that has been more or less exclusively focused on corporate real estate. So writes Chris Hood, looking back in order to see forward more clearly.

Welcome to a new decade, which I predict is going to be far better for the FM sector than the last one!

The BBC's 2019 drama The Capture, about a young soldier accused of a crime he denies, feels particularly pertinent for these times of tumultuous politics and rapid technological advancement.

Wellness has quite quickly gone from being something one asks about almost automatically (and often with little interest in the answer) to a key concept in current management thinking.

Recent research looking at women in facilities management relayed the disappointing finding that half of FM businesses in the UK have no female representation at board level.

If organisations were to remove their commitments to recycling from annual reports, would they risk an adverse judgement? And how does this reflect on the role of waste management?

The concept of social value, and the notion that businesses should be striving to improve economic prosperity, is not a new thing. As a marketing professional, I have been developing these themes for some time now.

A few years ago, I was fortunate enough to lead the UK financial and professional services outsourcing business for one of the world’s largest technology companies. We worked with some of the biggest banks, law firms and advisory groups.

World-renowned business consultants McKinsey & Co tell us that facilities management is “ripe for disruption”. There’s some truth in that, for sure; but just how much truth depends on where you're standing.

When we work with clients on outsourcing projects, we’re often asked the same question: once my new provider is in place, how can I ensure they are delivering on everything agreed?