Examines the critical role that facilities management (FM), compliance and backlog play in maintaining the NHS estate alongside estate strategy and net zero ambitions. It also focuses on the influence of people, data and technology.
Maintaining the NHS Estate A strategic approach to delivering safe, resilient and sustainable spaces July 2026
NHS Property Services Maintaining the NHS Estate 2 Chapter 01 Estate Strategy: How to take a strategic approach to maintaining the estate. ............ 06 Chapter 04 Backlog: Tackling backlog maintenance....................................................................... 22 Chapter 07 Data: Improving data, technology and decisions.......................................................... 40 Chapter 03 Compliance: Driving consistent, reliable compliance.................................................... 16 Chapter 02 Facilities Management: The role of facilities management......................................... 11 Chapter 06 Workforce: Strengthening the estate through your workforce..................................... 34 Chapter 05 Net zero: Optimising investment to support net zero ambitions.................................. 28 About NHS Property Services........................................................................................ 46 Contributors................................................................................................................. 47 Contents
Maintaining the NHS Estate NHS Property Services 3 The NHS estate is at a crossroads. Buildings designed for previous models of care are now expected to support integrated services, rising demand, the digital shift and new ways of delivering care closer to communities. All while remaining safe, compliant and operational within increasingly constrained budgets. The scale of the challenge is significant. According to NHS England, the NHS maintenance backlog in 2024/25 has reached £15.9bn , increasing by 15.7% in a single year and it now exceeds the total annual cost of running the estate. High- risk repairs alone account for more than £3.5bn . These figures represent more than financial pressures; they pose immediate risks to service continuity, operational resilience and patient safety. Our recent survey of 77 NHS estate leaders in March 2026 highlights the realities facing organisations across the NHS, reinforcing familiar and widely recognised issues. This is a snapshot of the headline results: Key challenges • 63% - Ageing infrastructure • 53% - Funding constraints • 38% - Backlog maintenance Key priorities • 26% - Maintaining compliance • 25% - Reducing backlog maintenance While funding obviously remains one of the biggest constraints, operational pressures are often the greatest barrier to reducing backlog. Clinical demand leaves little opportunity to close spaces for essential works, meaning short- term fixes are prioritised while longer-term improvements are deferred. Balancing today’s operational needs with tomorrow’s requirements is one of the defining challenges of estate management. Backlog maintenance may be the most visible issue, but it sits within a wider set of pressures. Compliance requirements continue to evolve. Net zero commitments are reshaping how buildings are operated and upgraded. Workforce capacity affects how effectively organisations can plan and respond. While growing expectations around data and technology demand better visibility of asset condition, utilisation and risk. These pressures are interconnected and cannot be addressed in isolation. Making delivery happen The NHS already possesses much of the expertise, frameworks and data required to improve estate performance, but it exists in pockets and progress is impacted by cycles of change. So the greater challenge is translating them into consistent delivery — that is as much a cultural issue as a technical one. Success depends on how decisions are made, how evidence is used and how effectively leaders are aligned from board level through to operational teams. When these are in place, strategy becomes action, leading to better patient care, improved staff experience and greater service resilience. Foreword
NHS Property Services Maintaining the NHS Estate 4 Priorities for NHS estate leaders • Align maintenance planning and investment with estate strategy and optimisation • Understanding the asset condition lifecycle and operational criticality • Use technology and data insights to direct maintenance investment • Leverage investment in backlog maintenance to support net zero carbon opportunities • Build capability and insight in workforce and systems • Utilise resources and capital effectively • Keep buildings safe, well run and welcoming with compliance structures and accountability that protects patient safety This guide sets out what it takes to maintain the NHS estate well. The chapters ahead come together around these themes: Charles Siddons Chief Operating Officer NHS Property Services
Maintaining the NHS Estate NHS Property Services 5 About this guide This guide brings together expert insight from across NHS Property Services (NHSPS), drawn from managing one of the largest and most diverse healthcare estates in the UK. We examine the critical role that facilities management (FM), compliance and backlog plays in maintaining a NHS estate alongside estate strategy and net zero ambitions. We also focus on the influence of key enablers - people, data and technology. It provides practical guidance for Integrated Care Boards (ICBs), NHS Trusts and system leaders to support better decisions on estate maintenance. Related resources This guide is part of a series for NHS leaders. Read it alongside: NHS Estate Optimisation Guide (2025) How to maximise your space NHS Estate Funding Guide (2024) How to secure the right funding Together, the three guides help leaders optimise, fund and maintain their estates.
Chapter 01 Estate strategy: How to take a strategic approach to maintaining the estate
Maintaining the NHS Estate NHS Property Services 7 Introduction Estate strategies set long-term vision and objectives focused on future models of care, population needs and service transformation. In practice, the strategy is influenced by on-going clinical changes and day-to-day operational issues and decisions on whether to maintain assets, replace or defer work. Over time, these decisions determine which buildings remain viable, which require transformation, and which should be exited. For estate leaders, your priority is therefore not just defining strategy, it’s making sure maintenance and investment activity consistently supports it. In this chapter, you’ll learn the benefits of estate categorisation and intelligent estate planning, how you can use your estate strategy for maintenance planning, and get advice on how to plan your funding and investment decisions. Plan for change, not certainty When you create your estate strategy, it reflects the best decisions possible based on what you know at that time. As that information changes, the strategy must adapt too. Obviously, your strategy needs to change as service demand changes, but the relationship works both ways. For example, changes in buildings, infrastructure and asset condition can also drive wider service decisions. Leases end, infrastructure fails, and assets reach the end of their life. Today’s maintenance and investment decisions shape the options organisations have tomorrow. You therefore need to: ; Treat estate strategy as something that evolves and needs continual review ; Build formal review points into estate planning, at least every two to three years ; Expect clinical priorities, data and organisations to change, and plan for it ; Use condition, occupancy utilisation and service data to refine direction Strategies necessarily flex to meet population needs, policy, funding, organisational changes etc. It’s therefore essential to underpin intelligent estate planning with good data insights and ongoing engagement with stakeholders and partners.” Jake Roe Head of Estate Strategy NHS Property Services
NHS Property Services Maintaining the NHS Estate 8 Categorise your estate Any organisation managing a large property portfolio needs a way to separate long-term assets from those intended for transition or disposal. The Core, Flex and Tail framework remains one of the most practical ways of doing this. Category Strategic role Maintenance approach Investment approach Core Long-term assets supporting future care delivery Full lifecycle, proactive maintenance Sustained capital investment Flex Assets with a future role but requiring change Targeted, risk-based maintenance Conditional or phased investment Tail Assets not aligned with future strategy Maintain for safety and compliance Avoid long-term investment Review classifications every two to three years to reflect changes in policy, organisational priorities and service strategy. For success, it’s crucial that you apply the classifications consistently. But you also need to use them to influence your maintenance and investment decisions. Connect maintenance planning with estate strategy As mentioned above, the organisations making the most progress ensure that their estate strategy informs maintenance planning. This means it should help you to identify what is maintained, to what standard and for how long. Without that direction, it’s easy for maintenance teams to default to reactive activity rather than protecting what matters most. Core assets • Planned preventative maintenance (PPM) fully optimised • Lifecycle investment planned and funded • Assets maintained to support long-term use and performance Flex assets • Maintenance targeted at safety and operational continuity • Investment aligned to defined future use • Clear decision points on upgrade vs reconfiguration Tail assets • Compliance and safety maintained • Mitigation strategies to minimise investment • Clear transition or disposal plans What alignment looks like in practice
Maintaining the NHS Estate NHS Property Services 9 Property can be a catalyst for change and reshaping care, and sometimes you have to use a property risk or opportunity to drive that change.” Who should own what • Estate strategy: System-level leadership (ICS and organisational boards) • Maintenance and investment planning: Estates and facilities teams • Alignment decisions: Joint accountability (estates, finance, clinical leadership) What good governance looks like ; A defined forum where strategy and maintenance decisions are reviewed together ; Clear escalation routes for conflicting priorities ; Regular reporting on: • Investment by Core/Flex/Tail • Risk assessed backlog • Evidence based compliance risks within each category Simon Taylor Director of Estates, Policy, Strategy and Capital Projects NHS Property Services You can find out more about how to access eight different funding sources in our NHS Estate Funding guide Align estate strategy with funding decisions and governance Your strategy will be sensitive to available funding allocations from year-to-year. Without alignment, money can be wasted, backlog can grow, and transformation can stall. When making investment decisions, consider: 1. Does this asset support future service delivery? If no, avoid long-term investment 2. Is this the right building in the right location? If no, consider reconfiguration or exit 3. What is the consequence of not investing? Safety, compliance and continuity risk? Service disruption? 4. Is there a better alternative? e.g. consolidation, new build But alignment does not happen automatically. It works best when clear ownership and governance is in place.
NHS Property Services Maintaining the NHS Estate 10 1. Start with how health and social care is delivered, not buildings The best estate strategy starts with a clear understanding of how care is delivered today and how it is expected to change. Engage clinical and operational leaders early to understand current and future demand, service models and workforce needs. This helps build an effective strategy and secure buy-in. Without this alignment, buildings can hold services back instead of supporting them. 2. Accept that strategy needs to be flexible Your estate strategy is not a fixed plan. It should reflect the best position based on current information and should be revisited as that information changes. Shifts in clinical priorities, new insight into asset condition, funding constraints and wider policy direction all impact the plan. A strategy that is not reviewed regularly becomes disconnected from operational reality and less useful in guiding decisions. 3. Use categorisation to drive maintenance decisions The value of categorising your estate lies in what it drives, not just labelling buildings. You should align maintenance programmes to each category — sustained investment for Core, targeted spend for Flex, and compliance for Tail. This categorisation enables alignment of commissioning, workforce and estate plans and provides clear direction for maintenance programmes and prioritisation of investment decisions. 4. Link long-term direction with day- to-day decisions A strong strategy influences and informs estate decisions. It allows you to link maintenance and investment choices to the future intentions of each asset. Avoid longer-term investment in buildings that do not support future service delivery. Prioritise investment in core assets to a standard that supports long-term optimal use and net-zero ambitions. 5. Balance ambition with what is deliverable Estate strategies that are supported by dependable operational insights are most effective. Information on asset condition, utilisation, service dependencies, legal constraints and stakeholder priorities can help inform the best decisions. Early engagement and strong data are what turn a strategy into delivery. Find out how we can help you undertake simple utilisation monitoring to truly understand how your estate is used. Visit property.nhs.uk/nhs-open-space/ utilisation/ Five key insights You can learn more about Strategic Estate Planning here
Chapter 02 Facilities management: The role of facilities management
NHS Property Services Maintaining the NHS Estate 12 Introduction Facilities management keeps the NHS estate running safely and effectively every day, and we recognise that it’s a wide-ranging discipline. From sourcing strategies, supply chain management and contract delivery to asset maintenance, compliance, workforce challenges, sustainability, technology adoption and financial pressures, NHS estate leaders are navigating an increasingly diverse range of operational and strategic decisions. Given the scale of this topic we will examine these topics in more depth in blogs and articles from our experts, available on our website. In this chapter, we’ve chosen to focus on how FM can deliver safer environments and more efficient services by considering standards, building utilisation and monitoring. Understand the standards that protect performance NHS facilities are governed by a range of standards, including the National Specifications of Healthcare Cleanliness in the NHS, SFG20 maintenance frequencies and the Health Technical Memoranda (HTMs) covering electrical, fire, water and ventilation systems. Some are legislative, some regulatory and some represent recognised best practice. For more on compliance governance and assurance, see Chapter 3 . The strongest FM teams go beyond just following the standards. They understand the outcomes they are designed to protect. The national cleaning standards, for example, are designed to help reduce the risks of Healthcare Associated Infections, while maintenance frequencies reflect known failure patterns in critical systems. That understanding leads to better operational and investment decisions. What you can do: ; Know which standards apply to your estate and which are legislative, regulatory or guidance ; Understand the clinical, safety or operational outcome each standard protects ; Be clear on which responsibilities sit with your organisation and which sit with your FM provider ; Ensure the right people have the competence to interpret and apply standards correctly ; Consider how best to deploy resources to deliver the right standards and outcomes
Maintaining the NHS Estate NHS Property Services 13 Align services with how buildings are used Many FM services are still delivered to fixed schedules regardless of how buildings are actually used. The question leaders should ask is simple: Are services aligned to demand, or to historic assumptions? Utilisation data is increasingly providing the answer. One NHSPS programme found rooms formally booked for more than 80% of the week but actually occupied less than 20% of the time. Elsewhere, space reported as fully utilised was operating at only 7% occupancy. The same principle applies to FM services. If a room is only used on Tuesday and Wednesday, should it be cleaned Monday to Friday? Equally, heavily used spaces may require more frequent intervention than standard schedules suggest. Where to start: ; Challenge historic service schedules ; Use utilisation data to understand actual demand ; Review whether service frequencies reflect building use ; Redirect resources from low-value activity to higher-priority areas Utilisation data helps reduce costs but also improve service quality by putting resources where they are needed most. The purpose of the National Standards of Healthcare Cleanliness in the NHS is to set safe minimum frequencies of cleaning that are evidence-based to help reduce the risks of Healthcare Associated Infections, as well as to keep environments welcoming and provide confidence to colleagues and patients. Estate Managers need to understand not just what the standards are, but why they exist” Charlie Buck Head of Soft FM Strategy and Delivery Assurance NHS Property Services For more on utilisation and data- driven decision making, see Chapter 7 .
NHS Property Services Maintaining the NHS Estate 14 Maintenance, an accurate asset register, competent people and a clear audit trail — that’s the cycle. Once it’s in place, you have the assurance you can take to the Board, and use to prioritise day-to-day work. It’s not separate from how the estate is run. It’s how the estate is run.” Simon Knott Head of Hard FM Expertise NHS Property Services Move from inspection to continuous monitoring Many maintenance and compliance activities still rely on periodic inspections. Engineers visit sites, take readings and return later to repeat the process. Increasingly, condition-monitoring technology can provide continuous visibility without the need for manual checks. NHSPS has been piloting condition monitoring across water systems and critical plant. Sensors provide near real-time visibility of asset performance, enabling issues to be identified within hours rather than days or weeks and resolved before failures occur. What to challenge: ; Identify high-frequency inspection activities ; Assess whether condition monitoring could provide better assurance ; Reduce manual intervention where technology can improve visibility ; Focus engineering resource on resolving issues rather than collecting information The objective is not fewer inspections. It is earlier identification of risk and faster resolution. For more on technology, automation and data, see Chapter 7 . Use FM insight to improve performance FM teams often have more operational insight into how buildings perform than anyone else in the organisation and it’s important that you use this to inform decisions. As discussed earlier, utilisation data can release capacity and condition monitoring can reduce downtime. Better service design can improve patient experience and workforce productivity. Operational insight can help avoid unnecessary capital investment. How to shift the mindset: ; Treat FM data as a source of operational insight ; Involve FM teams in wider estate and service planning discussions ; Use operational performance to inform investment decisions ; Look for opportunities to improve outcomes, not just maintain standards
Maintaining the NHS Estate NHS Property Services 15 Hard FM Soft FM 1. Challenge assumptions with evidence Use utilisation, maintenance and operational data to test whether services, frequencies and resources reflect actual demand. 2. Match competency to task Combustion, electrical, water and ventilation systems each require specialist expertise. Generalist maintenance on specialist assets creates risk and weakens compliance. 3. Take ownership of standards Know which standards apply, where accountability sits and the outcomes they are designed to protect. 4. Turn data into decisions Most FM teams have more data than insight. Use it to inform service frequencies, lifecycle planning and resource deployment. 5. Pilot, prove, scale Test new technologies on a defined operational problem, demonstrate the benefit, then expand with confidence. Five key insights You can find out more about hard or soft facilities management here
Chapter 03 Compliance: Driving consistent, reliable compliance
Maintaining the NHS Estate NHS Property Services 17 Introduction In our survey of NHS estate leaders, compliance ranked second only to patient safety in driving day-to-day maintenance decisions. This is no surprise as the legislative landscape is constantly changing, adding resource and cost pressures to estate maintenance. It’s also one of the hardest areas to sustain. The same leaders identified maintaining compliance with legislation as their top priority for the next five years, ahead of backlog, workforce and data. It’s clear that compliance doesn’t sit alongside maintenance strategy — it needs to be embedded within it. In this chapter, you’ll learn how to avoid common pitfalls when it comes to certification, set up a Computer Aided Facilities Management (CAFM) system and plan ahead to make sure you can meet your compliance obligations. What we mean by compliance NHS estate compliance includes both statutory requirements and best practice standards. It’s how safe environments for patients, staff and visitors are maintained every day across key areas including: Fire safety Electrical systems Environmental Water hygiene Ventilation and critical engineering Lifts and pressure systems General health and safety management NHS Property Services
NHS Property Services Maintaining the NHS Estate 18 Check and sort your paperwork Compliance is demonstrated by safe, functioning assets with documented assurance. But a certificate doesn’t necessarily mean that the asset is compliant without the right verification. To avoid falling into this trap, you should: ; Ensure that all certification is reviewed by competent, technically capable staff ; Challenge and return incomplete or incorrect documentation ; Track all remedial actions through to verified completion Recognise early warning signs Compliance risks rarely appear suddenly. They often appear first as operational issues that could be indicators of wider risks that need to be addressed. It’s therefore important that you look out for: • Frequent asset breakdowns • Increasing reactive maintenance • Repeated remedial actions • Recurring failures after inspection If you notice any of these signals, you should trigger a review that investigates the root causes and escalate where patterns emerge. Plan compliance activity ahead of time There are many different pieces of legislation, but this is what some inspection cycles should look like (indicative): • Electrical (EICR): Up to every five years (risk dependent) • Fire risk assessments: Every five years or 20% of the system should be tested annually • Water hygiene: Continuous monitoring with regular review, or due to operation or service changes • Ventilation systems: Aligned to HTM guidance What good looks like: ; A 12-month forward view of all compliance activity ; Inspection frequency based on risk, not routine ; Lead times built into planning As an operator of a building that you’re in charge of, you are responsible and accountable for every person within that building at that given time.” Helen Showler Hard FM Compliance Lead NHS Property Services
Maintaining the NHS Estate NHS Property Services 19 Create processes Think about how you can build processes with clear ownership and defined routes for documentation and remedial tracking to ensure that compliance becomes part of the everyday. Consider these questions when creating your framework: • Where does certification go? • Who is reviewing it? • How are remedials tracked? • What happens if the documentation is incomplete? • When does the process restart? It’s also important to consider compliance obligations in leased and multi-occupied buildings where responsibility ultimately sits with the operator. Make sure that you have clear processes and explicit accountability in place to remain compliant. Invest in technology Digital systems like CAFM create structure, ownership and visibility. At NHSPS, introducing CAFM helped us reach and maintain 98% compliance. When choosing a system, make sure that it fits your organisation and addresses your specific compliance gaps. But in general, a well-configured CAFM system should provide you with: • A single, accurate asset register • Real-time visibility of inspection status • Clear tracking of certification and remedials • Consistent reporting across all sites It’s not just the systems, it’s the procedures that sit behind them. Clear process and the right signposting means we can harvest the data more meaningfully and things are actioned more quickly.” Lee Mockridge Head of Health and Safety NHS Property Services
NHS Property Services Maintaining the NHS Estate 20 If you need somewhere to start, the HSG 65 framework — Plan, Do, Check, Act — provides a well- recognised structure to tackle workplace health and safety, so we recommend you follow this. This continuous cycle strengthens compliance by identifying and managing risks early rather than responding only when legal breaches occur. As processes and controls improve over time, compliance becomes stronger, more consistent and easier to demonstrate. What good looks like Know exactly what you’re responsible for. Set inspection frequencies based on risk, not last year’s schedule. If an asset fails, what’s the consequence? That answer determines priority. Be clear on accountability across all sites, including leased and shared spaces. It’s better to have these tricky conversations up front than risk failing. Plan Build consistent processes. That means commissioning inspections, validating certification, and escalating risk. You need to make sure every certificate is checked against legal requirements and then flag any deviations and return invalid work. Receiving documentation is not the same as confirming compliance. Do Use your CAFM system to monitor compliance status in real time, from region to individual asset. A full-year PPM look-ahead is essential — EICRs alone can take up to two months to arrange, and without forward visibility that lead time becomes a compliance gap. If you are pulling this together manually, you do not have clear visibility. Check Close remedials, review recurring issues, and update risk assessments. Compliance is not a one-off activity; it is a continuous cycle. Act
Maintaining the NHS Estate NHS Property Services 21 1. Assumed compliance is the biggest risk The organisations most exposed are often those that believe they are covered. Build processes that validate documentation, rather than simply filing it. Make sure people reviewing certification have the technical capability to identify gaps. 2. Make governance structural, not personal If compliance depends on individuals rather than defined processes, it’s fragile and workforce pressures make this risk more acute. Create structures that continue to work when people change. 3. Strengthen governance through clear ownership and visibility In leased or multi-occupied buildings, accountability must be explicit. Define responsibilities clearly, review them as arrangements change, and maintain live visibility through integrated reporting. These are governance necessities that support proactive risk management. 4. Invest in technology Technology is a key enabler of compliance. A CAFM system tailored to your organisation’s needs creates structure, ownership and visibility across your estate, supporting consistent reporting. Sensor technologies provide real-time insight into utilisation, environmental conditions and building services performance, enabling proactive intervention through integrated BMS systems. 5. Culture holds the framework together Between inspections, compliance depends on behaviour. The risk is not lack of intent, but that operational pressure erodes consistency. Create an environment where managers challenge issues early and where concerns lead to action. Five key insights You can learn more about Statutory Building Compliance here
Chapter 04 Backlog: Tackling backlog maintenance
Maintaining the NHS Estate 23 Backlog maintenance is the cost of bringing estate assets that have fallen below the minimum acceptable standard (Condition B) back to a safe, compliant and operational condition. What is backlog maintenance? Condition C/D Require major repair or are at risk of failure and are therefore classified as backlog. Condition B Safe and operational; the minimum acceptable standard. Introduction Backlog maintenance is one of the defining pressures on the NHS estate. Across England, it’s reached £15.9bn in 2024/25, a 15.7% increase in a single year and now exceeds the total annual cost of running the NHS estate. High-risk backlog alone increased 28% in twelve months to £3.5bn . Fifty-one trusts now carry backlog challenges above £100m , accounting for two-thirds of the national total. These figures, alongside the survey results, illustrate the scale of the challenge, but not how it is addressed. In a system where funding is constrained and services cannot always pause, it is essential that backlog management is supported by clear planning and robust programme management, enabling better-informed decisions and more effective prioritisation. We know that tackling backlog is one of the hardest problems to solve for NHS estate leaders and we won’t be able to go into a lot of detail here. But in this chapter, our experts have focused on a series of recommendations, such as connecting backlog with funding and using risk scoring for most impact to help you navigate this challenging issue. Treat backlog as a lifecycle management process Buildings are living assets — boilers age, air handling units reach end-of-life and roofs fail. Organisations making the most progress treat backlog as a lifecycle management process rather than a list of repairs. This approach helps you to shift the question " What is broken? " to " What will fail next, when, and what can we do about it? " This matters because: ; Backlog is calculated using lifecycle assumptions ; It represents the cost of restoring assets to a minimum acceptable condition based on assessed risk ; Leaders who understand this can have a more productive conversation with organisations and decision makers about what investment the estate actually needs NHS England - www.england.nhs.uk/publication/best-practice-advice-establishing-and-managing-backlog/ NHS Property Services
NHS Property Services Maintaining the NHS Estate 24 Align backlog with capital funding Backlog is as much a capital issue as it is an operational one. The cost is too large for one year’s capital allocation, and the work competes with clinical, digital and new-build investment. This means building a funding strategy is an important component in tackling backlog. Build a complete backlog picture Produce a single view by detailing current backlog, emerging backlog and the cost of maintaining Condition B assets. This provides a clear view of the requirements and allows capital funding decisions to be made with confidence. Plan around capital cycles Create a multi-year programme and align it to capital planning timelines. This allows you to forward plan, highlighting the priorities and develop a rolling programme. Separate capital from revenue Be clear about what works are improvements and what is routine maintenance. This approach brings clarity to the plan and drives credibility with finance teams. Quantify the cost of doing nothing With limited spend and funding opportunities, it’s important to benchmark costs, weight risk appropriately and express consequences in service terms, not just engineering ones. The strongest business cases explain what happens if investment is delayed. Review asset data regularly You can’t manage what you can’t see so maintenance programmes rely on good data. Most organisations rely on a combination of forward maintenance registers, condition surveys and local knowledge. Each has limitations and most organisations overestimate how accurate or current their asset data really is. The organisations making good progress here treat asset data as an ongoing discipline. They refresh data, test it against operational insight and maintain a clear view of what their data covers and what it doesn’t. As a minimum: ; Review condition data annually ; Maintain a rolling five-year forecast of assets approaching end of life ; Trigger out-of-cycle reviews following major failures, service relocations, significant changes in clinical use or confirmed capital decisions ; Be explicit about where asset data is complete and where gaps remain Condition surveys date quickly, so annual review keeps the data live, and reviews of new work keeps it accurate. It’s also important to consider property as part of the overall estate strategy e.g. moving the from a flex to core asset. For more advice on how to access eight different funding sources, read our NHS Estate Funding guide here. Jenna Amedee National Capital Programme Manager NHS Property Services Track progress, make sure you have got updated reports, monitor milestones, risk, spend, and cash flow, so that you have visibility to identify issues early on and keep on track of things.”
NHS Property Services 25 If it’s a tier one hospital site, then the priority is higher than an office building. That also plays into your risk ratings and the impact if an outage was to occur.” Steven Morris Regional Capital Programme Manager (North) NHS Property Services In doing this, you can prioritise the assets whose failure would have the greatest impact on patients in terms of service delivery and risk, as well as financial exposure and the cost of inaction. This makes your case stronger to your organisation and brings clinical leaders into the conversation allowing you to frame backlog as a service issue, not simply an estates issue. Scope before committing Including a structured pre-capital scoping stage helps to filter out misclassified or overstated projects. This will help you make better decisions. Define what qualifies as capital Capital investment should deliver improvements and routine maintenance remains revenue. If you’re clear on the distinction, then it will avoid one of the most common causes of programme drift. Avoid the risk-scoring trap Most estate leaders say risk drives priorities, but risk scoring often becomes a way to secure funding rather than measure real impact. When budgets are tight, everything gets labelled high risk, scores inflate and true priorities become unclear. That’s why it’s important to apply risk scoring more consistently and with greater discipline to strengthen prioritisation: Weight by service impact, not just technical condition A score doesn’t mean the same thing in a hospital as it does in an office. Patient impact, operational criticality and resilience must be built into scoring. Validate scores independently Scores should be reviewed by someone without a stake in the outcome to provide an independent measure. Maintaining the NHS Estate
NHS Property Services Maintaining the NHS Estate 26 Backlog is often framed as the cost of standing still. But some organisations are making real progress by treating it differently. They use backlog investment to improve the estate while they are fixing it, rather than viewing it as a separate project later at significantly higher cost. Every backlog decision is an opportunity to: Backlog is an opportunity, not just a liability Improve energy efficiency and reduce running costs Replacing failing plant with lower- carbon alternatives cuts emissions and operating costs through the same intervention. Backlog spend and decarbonisation spend are often the same pound, spent better. Read more about this in chapter 5 . Release capacity and improve utilisation Refurbished and modernised space can support more clinical activity without expanding the estate. Decants create an opportunity to improve flow, not simply restore compliance. Read more about this in our NHS Estate Optimisation Guide. Reduce long-term cost Planned investment is consistently cheaper than reactive response, repeated remediation and premature replacement. When this is done consistently, backlog investment becomes a route to improve service delivery, rather than simply condition recovery. Problem Carter Bequest Hospital had significant vacant, underused space and limited clinical capacity. The building also faced maintenance challenges, including damp conditions and a deteriorating roof, restricting effective service delivery. Solution NHSPS delivered a £1.3m refurbishment, including roof renewal, lift replacement, and full internal upgrades. We also decided to develop new consulting and treatment rooms and made improvements such as lighting, flooring, and a self- testing fire alarm system. Impact The project increased clinical capacity with two clinical and two treatment rooms. Along with five new clinical rooms in a vacant space. All of which are now available for community services. Case study Carter Bequest Hospital – delivering additional clinical capacity Improve the working environment Better lighting, ventilation and welfare facilities improve staff wellbeing, retention and productivity.
Maintaining the NHS Estate NHS Property Services 27 1. Build decisions on accurate asset intelligence Keep asset information up to date and challenge it against operational reality. You can’t plan what you don’t understand or prioritise what you can’t compare. Review forward maintenance registers, surveys and asset registers regularly and test them against what site teams are seeing. 2. Get the project brief right at the start Weak briefs lead to wasted scoping, misclassified projects that collapse once they reach site. Define scope, outcomes and responsibilities early. 3. Plan ahead and track progress Use the forward maintenance register to look two, three or even five years ahead. If a boiler is due to reach end of life in two years, plan the replacement now, not when it fails. Planned replacement is consistently cheaper, faster and less disruptive than reactive response, but only when progress is tracked and delivery stays on course. 4. Prioritise by patient impact, not just asset condition The same risk score can have very different consequences depending on who relies on the building. Prioritise by impact on patients, services and operational continuity, not technical condition alone. 5. Communicate and keep people engaged Priorities look different from the plant room than they do from the clinical ward. Involve building users early so investment reflects operational need, not assumptions. And keep them engaged throughout delivery to ensure expectations are aligned throughout. Five key insights You can learn more about Capital Project Management here
Chapter 05 Net zero: Optimising investment to support net zero ambitions
Maintaining the NHS Estate NHS Property Services 29 Introduction The NHS has committed to net zero by 2040 for direct emissions and 2045 for its wider footprint. For estate leaders, this is shaping decisions on maintenance, upgrades and capital investment. Organisations making the most progress are embedding net zero into everyday decisions, not treating it as a separate workstream. This is about more than compliance. Reducing fossil fuel use lowers exposure to energy costs, improves environments for patients and staff, and supports better health outcomes. Decarbonisation is a practical decision for sustainable, high-quality care. This chapter will help you to understand how backlog can drive decarbonisation and provide guidance on how to approach demand reduction and what regulations you should be aware of. Embed decarbonisation and climate adaption with your backlog programme It’s important that you don’t treat decarbonisation or climate adaption as a separate programme that competes for attention. Embedding it into your existing backlog and using it as a route to delivery will drive progress to become simpler, faster, and part of everyday work. Every job offers you opportunity to move in the right direction: ; Replace boilers with lower-carbon alternatives rather than like-for-like systems ; Upgrade insulation and fabric during planned works ; Improve windows and building performance during replacement programmes ; Use maintenance programmes to identify and plan wider decarbonisation opportunities ; Consider adaptive control and nature based solutions as part of your requirements Approximately 70% of NHSPS decarbonisation investment runs alongside other projects such as new builds, retrofits, and planned replacements. The returns are significantly greater because infrastructure, access, and disruption costs are already built into existing programmes. Building a costed pipeline early is important. Funding routes such as the National Energy Efficiency Fund (NEEF) and GB Energy funding are best deployed through a defined pipeline of works. If your projects and plans are ready, you can move quickly when funding becomes available. Our NHS Estate Funding guide provides advice on what’s available and how to apply for funding to support your estate.
NHS Property Services Maintaining the NHS Estate 30 Reduce demand, then decarbonise supply Decarbonisation and energy efficiency are not the same, and the sequence matters. Efficiency reduces how much energy a building requires. Decarbonisation changes the source of energy used. The right sequence is to: We just get so much more scale out of embedding decarbonisation into existing projects. Every backlog maintenance programme becomes an opportunity — and the returns are significantly greater than trying to do it all standalone.” Cameron Hawkins Head of Energy and Environment NHS Property Services Start with building controls Ensure heating, cooling, and ventilation systems are operating efficiently as possible before anything else. This is often the quickest and lowest-cost intervention. Upgrade to LED lighting Proven technology with strong payback, and easy to deliver. Improve building fabric Insulation, windows, and airtightness reduce demand and improve the performance of everything that follows. Often deprioritised due to longer payback, but fundamentally important. Check available grid capacity Understand whether the site can support increased electrical demand or if upgrades are required. Reducing demand first frees up more capacity for decarbonisation. Install solar PV alongside electrification Shifting from gas to electric heating can increase energy costs. Solar PV helps offset both, making decarbonisation more financially viable. Plan it as part of the same project, not later. Then decarbonise supply Once demand is reduced and generation is in place, low-carbon systems can be correctly sized, efficient, and affordable to run. Remember: good planning of backlog maintenance projects help ensure works e.g. boiler replacements are highlighted in advance, allowing time for enabling works to be carried out.
Maintaining the NHS Estate NHS Property Services 31 Look at upcoming regulatory changes Decarbonisation is an increasing compliance requirement, with over 100 environmental regulations already affecting estates and facilities management. It’s important to plan for future requirements as well as current obligations. Key areas to monitor include: The more we reduce the combustion of fossil fuels, the better the health of the general population will become. Studies have linked harmful particulates to increased health costs within the NHS.” Nick Macdonald-Smith Net Zero Carbon Lead NHS Property Services There are a lot of people out there who are really engaged in the environment and net zero agenda — it may not be their day-to-day job, but they care deeply. Utilise that enthusiasm. It influences culture and drives change from the ground up.” Esther Ukala Environment and Compliance Lead NHS Property Services Energy performance (MEES) Standards are rising (likely to B by 2030–33), so poorly-rated buildings will need major upgrades. Heat networks Will bring new regulations and possible requirements to connect to local systems. The medium combustion plant directive Controls emissions and requires systems to be ready for low carbon use. Climate-related financial disclosures Be ready to assess and report climate risks and impacts on your organisation. CCC Adaptation Monitoring Framework Rising temperatures mean designs should limit heat gain and improve resilience. Biodiversity and nature related frameworks Policies like Biodiversity Net Gain require you to protect and enhance natural spaces. Air quality and exposure Standards for emissions and exposure are becoming stricter.
NHS Property Services Maintaining the NHS Estate 32 Case study An investment in sustainability and resilience Problem Torrington Primary Care Facility faced significant backlog maintenance, including a failing boiler, roof repairs and other compliance issues, all while remaining fully operational. Solution A £3m NHSPS internal funding scheme, Regional Energy and Environment Fund (REEF), combined essential maintenance with full electrification. Works included replacing gas boilers with air source heat pumps, upgrading insulation and pipework, installing solar PV, increasing electrical capacity with a new substation, and renewing the roof and infrastructure. Impact Within 12 months, carbon emissions reduced by 68%. Solar PV supplies 33% of electricity, and running costs have decreased, while the site is now future-ready and fully compliant. Read our NHS Estate Funding guide for advice on how to set up an internal funding stream for sustainability here.
Maintaining the NHS Estate NHS Property Services 33 1. Plan asset replacements before they fail Understand the age and condition of the key assets across your estate, alongside the energy data and site capacity. Planning costed low-carbon alternatives before failure occurs means that replacement becomes an upgrade rather than an emergency like-for-like decision. 2. Make decarbonisation and energy efficiency part of every project brief Look at every project - new build, retrofit, lease event, or planned replacement — as an opportunity. Specify energy efficiency and decarbonisation as standard as part of new works. If it’s not in the brief, then it may not happen resulting in more expensive changes later. 3. Define success before the project starts Be clear on what you want to achieve. It might be carbon reduction, energy savings, compliance, resilience, or user comfort. If you establish baselines before design begins then projects have clear, measurable outcomes that build confidence and attract further funding. 4. Get the right people involved early Work together. The best results happen when finance, estates, operations and clinical teams are engaged at the beginning. Importantly, include those who will operate and maintain the asset ensuring that design and operation is fit for purpose. Unresolved questions late in design can stall delivery. 5. Start somewhere and build momentum Don’t wait for a perfect programme or the ideal time. Getting started with a single building, technology, or programme create evidence, confidence, and capability that leads to bigger things. Identify engaged individuals with energy and passion, give them ownership, and build from there. Five key insights You can learn more about our Net Zero Strategy here You can learn more about Carbon Reduction and Energy Management here
Chapter 06 Workforce: Strengthening the estate through your workforce
Maintaining the NHS Estate 35 Introduction The NHS estates and facilities workforce is approximately 100,000 strong, (8% of the NHS), spans over 300 roles and is critical to service delivery. However, it is under increasing pressure. Around a third of the workforce are aged over 55, compared with 19% across the wider NHS. Our research indicated an ageing profile which is not being replaced at the pace of exit, hard FM skills that are in short supply, and pay struggling to compete with other sectors. Repeated restructures also risk weakening morale and local knowledge. Organisations that align workforce and estate strategies and invest in capability now will be better placed to deliver fit for purpose reactive and planned maintenance and capital programmes. In this chapter, we’ll cover the benefits of a skills- based approach, how to broaden your talent pool and the impact people investment can have on your organisation. 1. Gaps are addressed more deliberately The decision to build, buy or borrow capability becomes a conscious choice, rather than a default response to recruitment. A skills-based approach focuses on matching people to the work required to maintain the estate. It identifies where those skills already exist or can be developed. Start simple: map core estates functions, identify the skills required, and compare them with your current workforce. Even a basic view can reshape workforce decisions. Take a skills-based approach This allows you to focus and change three things: 2. Existing capability becomes visible Skills that sit outside formal job titles come to light, particularly where practical experience and cross- functional expertise are often overlooked. 3. Future needs are planned earlier Digital estates, net zero delivery and data-led decision making are evolving faster than job roles. A skills-based view allows organisations to prepare for what comes next, not simply respond to current gaps. NHS Property Services
NHS Property Services Maintaining the NHS Estate 36 Build broader pathways into and across your workforce Understanding and developing talent internally is often faster, cheaper and more effective than hiring externally. It also protects the local knowledge that is critical to maintaining buildings safely and effectively. To strengthen and widen your talent pipeline: ; Understand the capabilities that already exist within your workforce ; Encourage movement across teams and system partners where skills can be shared ; Review whether role structures reflect the work required or inherited ways of working ; Consider approaches such as shift redesign, job sharing or alternative working patterns to attract a wider range of candidates ; Use apprenticeships and professional accreditation to strengthen capability pipelines Be open to squiggly careers too. This is where colleagues move across functions as well as upwards. This helps individuals gain broader experience, strengthen retention and create organisational understanding that external hires take time to develop. Upskill with industry qualifications Professional accreditation remains one of the most under-used workforce levers, with only around 1% of the estates and facilities management workforce holding professional body membership. NHSPS supports colleagues through organisations such as IWFM and RICS and is also a Gold Member of The 5% Club, with more than 5% of our workforce participating in apprenticeship, graduate or development programmes linked to professional pathways at any one time. Designing roles differently can also broaden participation in professions people may not previously have considered. For example, NHSPS has used initiatives like our Women in Construction campaign and apprenticeship programmes to improve representation across hard FM roles that have traditionally been male dominated. We’re taking a skills-based approach through our career framework, helping us understand the capabilities that underpin our core professions and the future skills needed to support organisational priorities” Theakreh Mosleh Head of Strategic Workforce Planning and Insights NHS Property Services Don’t just jump to recruit. Really think internally first. What talent do you have within the organisation that you can help to retain by upskilling them, rather than buying in that talent - because it can create uncertainty, and it could create attrition.” Theakreh Mosleh Head of Strategic Workforce Planning and Insights NHS Property Services
Maintaining the NHS Estate NHS Property Services 37 Invest in leadership development Treat leadership development as an ongoing discipline, not a one-off initiative. Large programmes can create momentum, but consistency creates lasting change. At NHSPS we find that smaller programmes create greater long-term impact. To create lasting impact: ; Be clear on your approach to future talent development. Think about what your organisation needs and align your programmes to deliver the skills and knowledge to deliver it ; Develop and agree your plan with senior stakeholders to ensure buy-in for sustained delivery even when budgets tighten ; Build leadership development into organisational culture, not standalone programmes Quantify the cost of doing nothing When budgets tighten, workforce investment is often cut first. But you can protect it by focusing on the cost of doing nothing. ; Highlight hidden costs like agency spend, delays, staff loss and sickness ; Combine costs across budgets to show the full impact ; Frame workforce capability as a risk and performance issue, not a nice-to-have ; Use an invest-to-save approach: test, measure and scale what works We consistently invest in leadership development, which is reflected in our colleague engagement results and helped to embed our culture at NHSPS. Colleague development is a priority, aligned to business needs and succession planning.” Suzanne Jones Head of Leaning and Development and Performance NHS Property Services
NHS Property Services Maintaining the NHS Estate 38 Case study Developing Project Management Talent at NHSPS Problem NHSPS identified a gap in entry-level project management skills and a need to strengthen succession planning and internal career pathways. Solution The Project Management Academy was launched, selecting 12 colleagues from over 100 applicants for a 10-month programme. It combined practical experience, mentoring, formal training and a foundation APM qualification alongside their day-to-day roles. Impact The programme achieved an 80% completion and qualification rate, with three colleagues moving into project roles. It has strengthened the internal talent pipeline and created a clear route into project management, supporting colleagues to efficiently deliver projects for customers.
Maintaining the NHS Estate NHS Property Services 39 1. Take a skills-based approach Map the skills your organisation needs rather than relying on existing job structures. This makes gaps visible and turns decisions around building, buying or borrowing capability into deliberate choices. 2. Make full use of the development levers Apprenticeships, professional accreditation and structured development programmes remain some of the most underused workforce levers across estates. There’s often a significant opportunity to build capability from within and strengthen long-term talent pipelines. 3. Look internally before recruiting externally Assess what capability already exists within your team before going to market. Upskilling an existing colleague is typically faster, cheaper, and retains the asset knowledge that external hires take time to build. External recruitment is the answer when internal development cannot close the gap in time, but should not be the starting point. 4. Design workforce structures around capability and organisational need Review role structures regularly to ensure they reflect organisational priorities, future capability requirements and changing service demands. Flexible workforce models can broaden talent pools and improve access to scarce skills while maintaining operational resilience. 5. Invest in leadership development, and keep investing Consistent, year-on-year leadership development is what creates the culture colleagues want to stay in. The impact comes from reliability — leaders who are supported, challenged and developed over time. Five key insights
Chapter 07 Data: Improving data, technology and decisions
Maintaining the NHS Estate NHS Property Services 41 Introduction The NHS estate costs over £14bn a year to run, uses 11.3 billion kWh of energy, and around 30% of space is not in active use. Managing and maintaining an estate of this scale requires better decisions about how buildings and resources are used. Data and technology are essential to this. Organisations need clear insight into asset condition, utilisation and risk to use resources effectively and support care delivery. The technology largely exists. The challenge is using the right data and turning insight into action. Success depends not just on systems, but on the culture and governance needed to make better decisions. The importance and use of data is mentioned throughout this guide as a key enabler to success, so in this chapter our experts explain how data can be used to support estate maintenance, including what good looks like and how you can use technology to make better decisions. Collect the right data and assign clear ownership Start by treating data as an asset with real value. Understand what data you have, its quality, who uses it and how it connects across systems — this helps you see which decisions rely on it. Estate data is often fragmented across sources like maintenance records, surveys, CAFM, Building Management Systems (BMS) and lease data. Mapping it all gives you a clearer picture of what you have and how to use it. How you can strengthen data management: ; Be clear on the data you need and why — for what decisions, and to what standard ; Map your key data — what it is, where it sits, how it connects ; Assign clear owners for each dataset and system ; Build ownership into core roles, not side-of- desk tasks ; Set consistent standards across teams and systems, with a shared understanding of the data lifecycle — why it matters, and what happens when it slips ; Ensure cross-functional collaboration is central to data use and management, not the exception ; Prioritise the data your operational decisions depend on If you make progress on this, then data quality improvements compound over time, creating better insight, better decisions and greater confidence in future investment.
NHS Property Services Maintaining the NHS Estate 42 A data-driven organisation is not one that gets its data right and then gets the insights. It’s one that works with a level of confidence on insights and then wants more confidence to drive the behaviours.” Michael Litterick Head of Architecture NHS Property Services You don’t start with the technology. Technology is an enabler of the solution. It’s not the solution itself.” Chris King Head of Open Space NHS Property Services Start with outcomes when choosing technology When you have your data foundation in place, the next step is choosing the right technology that supports your plan. You need to make these decisions based on your business priorities and the outcomes you need to achieve. To help, focus your decisions on questions such as: • How can we improve operational efficiency? • Where can the existing estate create additional clinical capacity? • How can we reduce energy, maintenance and operating costs? • Which assets and buildings create the greatest operational or compliance risk? • Where can better insight improve service delivery or release value? For organisations working across multiple providers and delivery partners, this becomes even more important. Making technology decisions based on shared outcomes will help you create a single view of performance, capacity, utilisation and cost across the estate, regardless of where the data sits. Improve data alongside operational use Working with large datasets can be daunting so taking a smaller, iterative approach that helps you make improvements alongside daily operations is a good approach. This also helps build your confidence in doing so. Start with a small number of decisions where better data delivers measurable value. For example, space utilisation, statutory compliance schedules, or estate cost centres. Use early results to build confidence, sponsorship and demand for wider improvement. Improve data quality continuously as systems, processes and behaviours mature.
Maintaining the NHS Estate NHS Property Services 43 Property technology is a value enabler, not a value finder. You don’t just throw technology at a site and find value. You change how people work, and the value follows.” Jack Peters Modern Workplace Architect NHS Property Services Using technology and AI to learn how space is being used, identifying problems earlier, automating routine activity means estates become less reactive and more predictive. This allows resources to be focused where they create the greatest value. To build a smarter estate: Use technology to automate repetitive operational tasks where possible. Prioritise specialist workforce time on higher-value activity. Identify faults earlier through connected systems and monitoring. Use operational data to improve performance continuously over time. Create smarter buildings
NHS Property Services Maintaining the NHS Estate 44 Problem Organisations often lack clear insight into how estate space is used, leading to an inability to effectively manage the space. This can lead to unnecessary costs and avoidable capital investment. Solution NHSPS used its space management solution, NHS Open Space, to monitor and analyse room usage and tenant behaviours across 8,000 rooms. This has enabled the NHS to understand actual usage, increase service provision locally for patients, and inform operational decisions to reduce costs and increase optimisation. Impact ; Enabled over 11 million patient consultations locally ; Identified underused space to facilitate 730,000 hours of charitable and PCN delivery. ; Through a utilisation study discovered that a site considered to be fully occupied was only using 7% of its ground floor. The space was refurbished and provided to another trust and an ICB move, enabling them to exit their current costly premises. ; A £1.5m extension was avoided when a £10k study found many rooms were underused. Space was reorganised, creating 6–8 extra consulting rooms in the existing building to enable a GP to expand and deliver additional services. Case study How data combined with the right technology can deliver value Data and the right technology solution can help drive a better understanding of estate utilisation. This allows estate leaders to make informed decisions about the usage of their spaces and how to manage their estate maintenance plans.
Maintaining the NHS Estate NHS Property Services 45 1. Establish a clear information management framework Identify your key data, why it matters, where it sits, how it connects and how it should be managed. The framework gives context to every other decision about data and creates the basis for ownership, quality and use. 2. Build clear ownership and combine datasets Be clear on who is responsible for key datasets and systems. Data quality improves when ownership is embedded within operational roles. Connect utilisation, maintenance, energy and operational data to have a real impact on decision making and reveal opportunities 3. Treat data as a continuous discipline Know what data you need and why — for statutory compliance, operational decisions, financial control. Then improve it alongside normal day-to- day work activities rather than through one-off exercises. The quality of insight improves over time as organisations build confidence and maturity. 4. Start with outcomes, not the technology Focus PropTech investment on clear operational and business outcomes such as releasing capacity, reducing cost or improving compliance visibility. 5. Invest in culture and change, not just technology Don’t rely on technology alone to deliver transformation. It can play an important role but organisations also need the leadership, behaviours and operational capability to adopt new ways of working consistently. Five key insights
NHS Property Services Maintaining the NHS Estate 46 About NHS Property Services NHS Property Services provides strategic estates services to enable excellent patient care. We partner with Integrated Care Boards, Trusts and GP practices across England to better assess, adapt, and manage around 3,000 buildings — safely and sustainably. As part of the NHS, we know how it works and help our customers navigate the system more easily. Last year, for example, we unlocked more than £150 million to reinvest or reimagine spaces. With over 5,500 experts, our local teams make the real difference by understanding individual estates and community needs. From estate strategy to town planning and cleaning, through to selling inefficient assets and reinvesting the proceeds, our end to-end service supports every life stage of an NHS building. Saving significant time and money so our customers can spend more time delivering the best patient care. Because we’re part of the NHS, every penny stays within the health system and is reinvested across the NHS. So, we can continue to focus on delivering brilliant service and building an NHS estate that is fit for the future. property.nhs.uk
Maintaining the NHS Estate NHS Property Services 47 This guide was created by experts from a range of teams at NHS Property Services. Each of whom have a wealth of experience in estate maintenance across the NHS - including ICBs and trusts. Jenna Amedee - National Capital Programme Manager Charlie Buck - Head of Soft FM strategy and Delivery Assurance Cameron Hawkins - Head of Energy and Environment Suzanne Jones - Head of Learning and Development and Performance Chris King - Head of Open Space Simon Knott - Head of Hard FM Expertise Michael Litterick - Head of Architecture Nick Macdonald Smith - Net Zero Carbon Lead Lee Mockridge - Head of Health and Safety Theakreh Mosleh - Head of Strategic Workforce Planning and Insights Jack Peters - Modern Workplace Architect Jake Roe - Head of Estate strategy Adam Shepheard - Regional Capital Project Lead Helen Showler - Hard FM Compliance Lead Andrew Strange - Estate Strategy Lead Simon Taylor - Director Estates Policy, Strategy and Capital Projects Sally Tombs - Managing Director London Esther Ukala - Environment and Compliance Lead James Wakeham - Head of Capital Projects Contributors:
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