Bidvest Noonan

A leading provider of Facilities Management Servicess

Expertise

Why most workplace purpose initiatives fail

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Despite organisations’ best efforts, disengagement remains stubbornly high. Julie Mernagh explains what HR leaders must do differently to make work more meaningful

Despite our profession’s best efforts, many HR leaders would concede that a quiet disconnect still lingers in many workplaces. According to McKinsey research, 70 per cent of people seek purpose at work, yet only 15 per cent find it. Meanwhile, Gallup’s data shows 90 per cent of UK employees are disengaged, with many quietly stepping back from their roles. This is despite the fact many organisations have purpose statements prominently displayed on their office wall and town hall meetings are used to regularly reinforce the message.

So why do so many employees struggle to connect these statements to their daily work? The uncomfortable truth is that many organisational purpose initiatives are performative rather than transformative. They’re crafted to sound convincing in recruitment materials or investor presentations but rarely change how people experience work.

This isn’t simply scepticism. It’s a pattern I’ve observed across multiple sectors throughout my career. Leaders genuinely believe in their stated purpose, but they fail to translate it into the daily reality of frontline employees. As a result, purpose becomes another corporate buzzword that breeds cynicism rather than commitment.

Most purpose initiatives fail for three interconnected reasons. First, they’re developed in boardrooms, rather than through open dialogue with employees. Second, they remain abstract. Statements about ‘transforming lives’ sound inspiring but give no practical guidance to someone cleaning a hospital ward at 6am. Third, they lack accountability mechanisms. Leaders may announce the purpose but they quickly return to business as usual.

Creating authentic purpose demands a different approach – one that can feel uncomfortable because it requires ceding control and accepting vulnerability. Purpose cannot be imposed from above. It must be uncovered through honest conversations about what gives work meaning. These conversations often reveal a purpose that is grounded and specific. A facilities management company, for example, may discover that its purpose is less about ‘service excellence’ and more about creating spaces where communities feel safe and cared for.

Abstract statements fail because they do not guide behaviour. Purpose must be translated into concrete actions. Without this, it remains aspirational rather than operational.

The most critical factor is leadership accountability. Leaders must consistently ask themselves whether their decisions reflect the organisation’s purpose. This can require challenging initiatives that make commercial sense but contradict stated values. Without this accountability, employees quickly see purpose as performance rather than principle.

Purpose comes alive through stories of employees demonstrating it in everyday work. These stories must be authentic. Manufactured stories can breed cynicism. Instead, create simple ways for employees to share moments when they see purpose in action. These examples should be routine, illustrating the meaningful impact of everyday work.

Purpose also needs to be reflected in organisational systems. If purpose emphasises people and communities but HR functions remain transactional, the contradiction undermines credibility.

Embedding purpose into daily operations may require some restructuring. The traditional HR model may be replaced with a people and culture set up, centralised control might need to be ceded to distributed decision making and periodic surveys replaced with continuous listening.

Research shows that purpose-driven organisations tend to perform better in engagement, retention, safety, customer loyalty and even profitability. However, pursuing purpose primarily for these outcomes is itself a form of ‘purpose washing’. Employees can tell when purpose is instrumentalised, when it is more about metrics than genuinely valuing their contribution. The paradox is that business benefits follow only from authentic purpose, not from statements or campaigns alone.

Most organisations aren’t ready for genuine purpose. They want engagement, culture and performance benefits without the fundamental changes required to achieve them. Authentic purpose demands vulnerability, challenges power structures and requires sustained commitment without guaranteed returns.

But in a context where disengagement is high and talent scarce, the cost of purpose washing may now exceed the cost of transformation. The question for HR leaders isn’t whether purpose matters, it’s whether organisations are prepared to do what actually works, rather than what looks good in a presentation.

Julie Mernagh is chief people officer at facilities management company Bidvest Noonan

Nick O’Connor: How integrated FM services are driving success at a Dublin Shopping Centre

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The retail environment is evolving rapidly, and shopping centres are increasingly recognising the value of an integrated service model that brings together facilities management (FM) services to enhance operational efficiency and improve the overall experience for customers, retailers, and service teams alike. At Bidvest Noonan, we have long believed that bundling FM services improves efficiency and delivers long-term benefits for a growing number of clients. One exemplary site where this approach has proven successful is Liffey Valley Shopping Centre in Dublin.

Liffey Valley Shopping Centre has enjoyed a long-standing relationship with Bidvest Noonan, beginning with cleaning services and expanding over time to include security and technical services. This comprehensive service model has enabled greater operational efficiency and an improved experience for both customers and retailers. By consolidating these key services under one provider, the centre benefits from a seamless approach to facility management, where cleaning, security, and technical operations are closely integrated.

The integration of FM services has led to improved communication and collaboration among teams. Whether during a security patrol or a cleaning cycle, teams work together to identify and address issues promptly, ensuring the site is always operating at its best. This coordination reduces response times and minimises disruptions, enhancing the overall experience for shoppers and tenants.

Having a single provider for all FM services also simplifies communication for the management team at Liffey Valley. Issues can be escalated quickly, with solutions implemented efficiently, without the need for complex coordination between multiple service providers.

Issues can be escalated swiftly, with solutions implemented efficiently, without the need for complex coordination between multiple service providers. This streamlined structure supports a more responsive and flexible approach to facility management, ensuring all areas of the shopping centre are well maintained and secure.

For Liffey Valley, the results of this model have been impressive. The centre’s operations have become more efficient, with reduced overheads and increased service quality. For example, the security team not only performs its standard duties but also collaborates with the cleaning and technical teams to proactively address issues before they escalate. This integrated approach ensures the centre remains in top condition, supporting a positive shopping experience.

Nick shared, “Liffey Valley Shopping Centre has enjoyed a long-standing relationship with Bidvest Noonan, beginning with cleaning services and expanding over time to include security and technical services.”

Recognition of the operational excellence achieved through this model has come in the form of industry accolades, including the ICCA Award for shopping centre operations.

At Bidvest Noonan, we are proud of our partnership with Liffey Valley Shopping Centre. Our integrated FM services have played a key role in ensuring the centre’s continued success, demonstrating that when services are effectively bundled, they can drive operational efficiency, enhance customer satisfaction, and support the overall success of the retail sector.

The human story behind the surge in cleaning robotics

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The cleaning robotics market has experienced a remarkable 34% increase in installations over the past year, according to the International Federation of Robotics’ newly released 2025 report.

Recent advances have transformed what cleaning robots can achieve. Modern robots can sense their surroundings and adapt to unpredictable environments in a way that simply wasn’t possible just a few years ago. This adaptability is driving adoption across diverse settings. Shopping centres and university campuses use them for frequent cleaning of vast floor areas. Compact office machines support day-to-day operations; and robotic lawnmowers work alongside teams at outdoor areas of manufacturing facilities.

But technology is only half the story. The real challenge is getting people and machines to work well together.

Creating new opportunities 
The rise of cobotics in FM is creating new roles and opportunities. New positions such as robot supervisors and operators are emerging. These roles ensure machines operate efficiently and human judgement and expertise are regularly provided.

The success of any robotics implementation depends on the skill and training of the cleaning teams. Cobots handle repetitive and physically demanding tasks, freeing human teams to focus on higher-value work. This isn’t about replacement. It’s about supporting people, improving workplace safety and delivering better outcomes for customers.

The benefits extend beyond operational efficiency. Modern cleaning machines can reduce environmental impact by up to 90% compared with manual methods, cutting carbon emissions, water, chemical and energy use. Meanwhile, the data these machines generate provides performance auditing capabilities, tracking metrics such as task duration and resource consumption to support continuous improvement.

Organisations are also reporting improvements in staff wellbeing, higher retention rates and stronger team performance. By removing the most physically taxing elements of cleaning work, companies are making these roles more sustainable and attractive to talented individuals.

Cobotics: collaboration at the core 
What distinguishes successful robotics programmes from failed experiments? It comes down to how well organisations manage the human side of technological change. 

Training is critical. Teams need to understand how to work alongside these machines effectively. When done right, cobots provide consistency in repetitive tasks while human teams bring judgement, adaptability and service quality that machines can’t replicate.

This collaborative approach addresses one of the industry’s most persistent challenges: workforce retention. By enhancing rather than threatening jobs, robotics can make FM careers more appealing to both existing staff and potential new recruits.

Where this is going
Despite the impressive growth figures, the FM industry remains in the early stages of robotics adoption. Cleaning leads the way, followed by grounds maintenance and security applications, though many companies in our industry are not yet embracing this technology.

But we’re beginning to see truly connected buildings – buildings that use sensors to calculate how much use spaces have had and then deploy robots as needed. Facilities managers will monitor and control machines through digital twins. Occupancy sensors will trigger robotic cleaners to adjust schedules when spaces aren’t in use.

This integration between robotics and building digitalisation will transform how we manage facilities. But success requires a holistic approach that considers people, processes and technology together. The organisations that thrive will be those that invest as much in their teams as they do in their machines.

Looking ahead
As the robotics market continues its rapid expansion, the FM sector faces a choice about how to integrate these tools. Organisations that take a collaborative approach, investing in training and focusing on workforce development alongside technological adoption, are seeing the strongest results.

The 34% growth in cleaning robotics has not resulted in reduced job opportunities in the sector. Rather than automation replacing human workers, the future appears to be one where people and machines work together, each contributing their unique strengths to deliver better outcomes.

For an industry facing ongoing workforce challenges, this human-centred approach to robotics adoption may prove to be the most significant innovation of all.

Peter Smyth, director of innovation & technology

Stronger together: How collaboration strengthens London’s security

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London’s security depends on teamwork. As the city faces evolving threats, collaboration between police, private security, and local partners is proving essential to creating security solutions. Together, they’re building a network of awareness and action that keeps London safer.

London is facing a new generation of security challenges. The city’s size, its global profile, and the pace of change all increase exposure to risk. Crowded places, complex infrastructure, and constant movement make London both vibrant and vulnerable. Threats are evolving too. Criminal networks adapt quickly, activism has become more organised, and hostile actors continue to look for opportunity within busy London environments.

In this environment, collaboration matters more than ever for security teams in London. Organisations that work together achieve stronger, faster, and more reliable outcomes. Partnerships between public authorities and private security teams operating across London are proving that information shared early, and action taken jointly, can prevent incidents or reduce their impact. No single organisation sees the whole picture alone, but together, the security industry can stay one step ahead.

This collaborative approach, which has taken root in recent years, marks a shift in how London security operates. Security is no longer a collection of isolated efforts. It has become a network. When public and private teams, local businesses, and communities cooperate, they create layered protection that keeps people safer. Each layer strengthens the next, forming what security professionals often refer to as defence in depth.

Good security starts well before a threat reaches a door. Across London, private security teams are building closer working relationships with neighbouring offices, retailers, transport hubs, and hospitals as part of joined-up security provision. When something looks wrong, that information moves fast. A report about suspicious behaviour in one location can help another team prevent a similar incident. This joined-up thinking is changing how districts across the city operate and manage risk from a London security perspective.

Local knowledge is the backbone of this model for any London security provider. A guard who notices a vehicle parked repeatedly outside a site, a receptionist who spots someone testing access controls, or a hospital porter who sees unusual interest in service entrances all contribute to the bigger picture of local security intelligence. The difference now is speed and structure. Formal communication channels between private security providers, local stakeholders, and police allow awareness to be turned into action without delay.

Working with emergency services

The relationship between private security and emergency services has matured within the London security sector. It is now based on preparation, training, and trust rather than ad hoc coordination. Project Servator is one of the best examples of this in London security operations. It brings together police, private security, and the public through unpredictable deployments designed to deter and disrupt crime and terrorism across the capital.

Private security officers play a vital part in these operations. Their understanding of local environments helps shape police planning and deployment. In a major incident, trained security personnel are often first on the scene, managing evacuations, providing first aid, or securing locations until emergency services arrive.

Earlier this year, Bidvest Noonan put this level of collaboration into practice. Working with St John Ambulance and other partners, we delivered a Protective Security Training Programme in London. The exercise simulated a Vehicle-as-a-Weapon attack, focusing on decision-making and communication during the first ten minutes after an incident, known as the Platinum 10 Minutes. This period is critical. The right actions taken quickly can save lives across complex London environments.

The scenario was built around UK Protective Security Guidance and aligned with preparations for the implementation of the Terrorism (Protection of Premises) Act, commonly known as Martyn’s Law. It translated national counter-terrorism frameworks into practical, on-the-ground skills that London security teams can apply in real situations.

Information and intelligence sharing

Modern security depends on information moving quickly and accurately. In the City of London, police command systems increasingly draw on data from private security intelligence networks, creating a shared real-time operational picture. If a disturbance occurs at one site, nearby teams can be alerted immediately. This level of coordination helps contain incidents and prevent escalation across high-risk security environments.

Technology is strengthening this cooperation further. Secure cloud platforms and mobile reporting tools allow security teams to share updates, images, and incident data in real time. A security manager overseeing multiple sites across London can monitor activity from a single dashboard, directing resources where they are needed most. Over time, these systems also reveal patterns and trends, supporting early risk identification and improved prevention strategies.

The benefits of collaboration

Collaboration delivers measurable results for London security operations. It improves response times, increases accuracy, and builds public confidence. When a security officer identifies a potential threat, that information can reach police and neighbouring buildings within seconds, creating a unified security posture across entire areas of London city

It also underlines the professionalism of private security teams. Their situational awareness, local insight, and readiness are essential to London’s overall safety. They represent the first layer in the city’s defence in depth, bridging the gap between prevention and emergency response.

There is still work to be done. Information-sharing systems are not yet fully consistent, and some organisations remain cautious about collaboration. However, the direction of travel is clear. Security professionals across London are learning from one another, building trust, and strengthening partnerships that make the entire security ecosystem more resilient.

Ian Martin

Director of Risk and Intelligence, Bidvest Noonan

How Facilities Management in Airports Enhances Passenger Safety

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Airports are among some of the busiest and most complex environments in the world. Every day, tens of thousands of people move through busy terminals, navigate car parks, security areas, and retail zones, each with different individual needs and expectations. Families, business travellers, and passengers with reduced mobility all share the same routes and facilities, relying on everything around them to work safely and efficiently.

Managing such a vast and high-pressure environment requires extraordinary precision. Every system, surface, and service have a role to play in keeping people safe. From the cleanliness of floors and air quality to the reliability of escalators and lighting, airport facilities management safety underpins the smooth operation of the entire airport.

At Bidvest Noonan, our people, technologies, and expertise are dedicated to ensuring that airports remain secure, hygienic, and reliable. We understand that passenger safety is a defining feature of a successful airport experience.

Managing Some of the Most Complex Spaces in the World

Airports in particular are complex spaces, combining restricted zones, and high-security areas, each with its own risks and regulations. Managing this mix is a challenge unlike any other in facilities management. The goal is to ensure that every element works in harmony so that passengers can move freely and safely from the moment they enter the terminal until they board their flight. This is the everyday challenge of airport FM safety. It is a continuous process of risk management, coordination, and professional care that keeps complex systems functioning and passengers protected in one of the most demanding environments.

A smiling cleaning staff member wearing a navy and turquoise uniform and blue gloves stands in an airport check-in area, holding onto a barrier post. Check-in signs and queue barriers are visible in the background.

Building Passenger Confidence Through Safety

Passenger safety is a fundamental element of overall passenger experience. When people feel safe, they also feel calm, confident, and well cared for. A secure and well-maintained airport environment helps travelers navigate easily and reduces stress of both passengers and staff

From check-in to boarding, every touchpoint contributes to that feeling of safety. Clear signage reduces confusion, lighting improves visibility, and temperature control ensures comfort. These details can have a strong influence on how safe and prioritised a passenger feels.

Professional airport passenger security measures also play an essential role. Visible officers, CCTV systems, and controlled access points protect passengers without creating a sense of intrusion. When safety is handled professionally and with empathy, it becomes an invisible assurance enhancing airport experience.

How Does Facilities Management Improve Airport Safety?

Facilities management is a key pillar of airport safety. It integrates a number of services including cleaning, security, maintenance, PRM, and more, to create a safe and efficient environment. Every service is interdependent, and together they prevent accidents, protect infrastructure, and safeguard wellbeing.

At Bidvest Noonan, we take a holistic approach to airport facilities management safety. Our teams work together across all disciplines to anticipate risks and maintain consistent standards. Experience is vital in an environment with so many moving parts. Our teams draw on deep industry knowledge and established best practices to manage operations that meet both aviation regulations and passenger expectations.

Safety is the foundation of airport life. It extends far beyond emergency procedures or visible security. It is built into every routine activity, every process, and every interaction.

Airport facilities management safety connects the work of multiple disciplines. Cleaning protects public health, maintenance ensures structural and mechanical safety, and security safeguards people and property. Together, these functions create an environment that feels controlled and trustworthy.

How Does Cleanliness Impact Passenger Safety?

Cleanliness is one of the most visible indicators of safety in an airport. It directly reduces risks such as slips, trips, and falls, and the spread of infection. But aside from the practical benefits of well-maintained spaces with high footfall, a clean environment also signals control, care, and professionalism. 

Bidvest Noonan’s cleaning teams follow carefully planned cleaning regimes to ensure high standards of hygiene. High-touch areas like handles, handrails, and seating are cleaned frequently using environmentally responsible products. Air quality and waste management are continuously monitored to maintain a healthy atmosphere for passengers and staff alike.

Our focus on cleanliness goes beyond presentation. It is an integral part of airport FM safety, providing both physical and mental reassurance to travelers while preventing the very real health risks that can quickly escalate in these busy public environments.

Preventative Maintenance and Operational Reliability

Every airport relies on thousands of interconnected systems: escalators, baggage conveyors, lighting, heating, ventilation, and fire protection. Each one must perform flawlessly to maintain a safe environment for passengers, as well as meeting the core function of air travel

Preventative maintenance across all these systems ensures that critical touchpoints remain reliable from entry to exit. Regular inspections by experienced personnel, data-driven monitoring with the latest technology, and proactive maintenance across every facility prevent failures that could compromise safety or cause operational delays.

At Bidvest Noonan, we use advanced digital tools to record and analyse asset performance, allowing engineers to predict and prevent faults before they occur.

This proactive approach to maintenance is essential in a 24-hour environment. By preventing breakdowns and maintaining infrastructure at peak performance, we help airports operate safely and efficiently for passengers and staff.

Technology Supporting Safer Operations

Technology now plays a central role in enhancing airport safety. Smart systems and data analytics allow FM teams to identify risks faster, make informed decisions, and improve performance.

Bidvest Noonan uses advanced technology such as smart sensors to monitor air quality, temperature, and energy use. Predictive maintenance platforms track asset conditions and highlight potential failures before they impact operations. Integrated digital dashboards provide real-time visibility across cleaning, maintenance, and security functions.

This data-driven approach strengthens both safety and sustainability. It enables teams to allocate resources efficiently, reduce downtime, and respond immediately to emerging issues. 

A Safe Airport is a Better Airport

At Bidvest Noonan, we bring together innovation, expertise, and deep industry experience to deliver world-class airport FM solutions built to enhance passenger safety. Our focus on technology, training, and operational excellence ensures that airports remain safe, efficient, and welcoming for everyone who passes through them.

In aviation, safety is the measure of trust. Through our commitment to excellence in airport facilities management safety, we help airports protect their passengers and staff while delivering the smooth, confident experiences that define the world’s best airports.

Bidvest Noonan launched our own innovative patient discharge app

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Bidvest Noonan has developed a new digital discharge app that is improving coordination and efficiency in hospital bed turnaround.

The app was designed in response to needs identified at one of the company’s hospital sites in Ireland, where teams sought a faster, clearer way to manage discharge cleans. Built entirely in-house within Bidvest Noonan’s digital operations platform, the new system replaces manual coordination through calls, spreadsheets, and messaging apps with a fully connected, real-time workflow.

When a bed becomes ready for cleaning, ward staff notify a discharge coordinator, who logs and assigns the task through the app. Cleaning teams receive the notification instantly, record progress in real time, and complete digital sign-offs that create a full audit trail of the clean. Bed management and ward teams gain live visibility of every request, including reasons for delays and completion times.

The app has improved communication, provided a single source of truth for all parties, and eliminated the need for personal devices on wards. It has also established a reliable framework for capturing and analysing live data across the discharge process.

“This innovation was built by our own digital operations team to meet a real operational challenge,” said Susan Howard, Director of Operations at Bidvest Noonan. “It’s helping our people and hospital teams work together more efficiently and with greater transparency. This is what our digital platform is all about, turning insight from the frontline into smarter ways of working.”

Since its launch in September 2025, the app has been adopted successfully with no reported issues and is now being piloted across additional hospital sites.

This initiative forms part of Bidvest Noonan’s wider investment in its digital operations platform, which integrates systems for cleaning, security, and maintenance management, providing clients with real-time visibility, data-driven assurance, and greater operational efficiency across facilities services.