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Year: 2026

Q3 lands cleaning role at Jersey Opera House

Posted on by Ian Adams

Q3 has been appointed to deliver cleaning services at Jersey Opera House, one of the Channel Islands’ most recognisable landmark venues.

The contract, which started on 6 July, will see Q3 provide daily housekeeping, pre- and post-event cleaning, and periodic deep cleans across the historic St Helier venue.

Opened in 1900, Jersey Opera House has recently undergone a major refurbishment and has returned to its role at the heart of the island’s cultural life. The venue’s programme ranges from theatre, music and comedy to community performances and special events, creating a varied and sometimes unpredictable operating environment.

Q3 worked closely with the Opera House management team to develop a bespoke cleaning specification that reflects both the heritage of the building and the flexibility required by a live events venue. Unlike a conventional hospitality or commercial setting, the Opera House is not in constant daily use, and every month’s performance or event programme can place different demands on the cleaning programme.

The service will be delivered by two dedicated housekeepers, supported by an additional post-show team as required. This approach gives the client a consistent core team, while providing the agility to scale cleaning resources around the venue’s performance schedule.

Q3 was selected for its operational knowledge, local experience and partnership-led approach. The company worked with the Opera House to shape a solution that met the building’s specialist requirements while remaining aligned with the client’s budget.

Matthew Galvin, Managing Director at Q3, said: “We are delighted to be working with Jersey Opera House, a landmark building with a special place in the island’s history. This is exactly the kind of environment where a flexible, thoughtful and partnership-based cleaning model can make a real difference. Our team is looking forward to supporting the Opera House as it continues to welcome audiences, performers and visitors back through its doors.”

The win further strengthens Q3’s presence in Jersey and reflects the company’s growing reputation as a leading cleaning business across the Channel Islands.

Square deal for Q3 at Camberley

Posted on by Ian Adams

Q3 Services has secured a new five-year contract with The Square, Camberley’s leading retail shopping centre, following four years of successfully delivering cleaning and security services at the site. The new contract starts in August.

Home to around 140 national and independent retailers, The Square spans 550,000 sq ft in the heart of Camberley town centre, which is benefiting from an ongoing regeneration programme through to 2034.

Q3’s successful bid was supported by its proven track record of innovation, including chemical-free cleaning, as well as the agility and responsiveness it brings as an SME.

Commenting on the new contract, Q3’s COO, Stuart Bellew, said: “This is a significant win for Q3. It reinforces our position in the retail shopping centre sector and reflects the value we deliver as a trusted soft services partner.”

Gavin Vidler, Shopping Centre Manager, said: “We have built a strong team ethos with Q3 and look forward to continuing our partnership as we take The Square to the next level as a premier shopping destination for the Surrey, Hampshire and Berkshire catchment.”

 

Compliance in Facilities Management: Why It Matters More Than Ever

Posted on by Ian Adams

By Kelly Skeels Compliance Manager, at Q3 Services

In facilities management, statutory compliance isn’t a nice-to-have. It’s a legal, operational and moral obligation. Yet, across the sector, it remains one of the most misunderstood and underestimated areas of responsibility.

At Q3 Services, we see first-hand the consequences of that gap between perception and reality. Compliance is often treated as a checklist. In reality, it is a system and one that demands accurate data, clear accountability, and consistent management.

Compliance Is Not Optional

Statutory compliance sits firmly at board level. Organisations have a legal duty to maintain key building systems and ensure they are safe and fit for purpose. There are no grace periods, no allowances for oversight. Once something is overdue, you are non-compliant – simple!

Crucially, compliance isn’t just about completing tasks. It’s about identifying issues and resolving them. If defects are raised but not addressed, the organisation remains exposed. And if there’s no evidence to prove that work has been carried out, from a compliance perspective, it simply hasn’t happened.

The Real Consequences of Failure

The risks associated with non-compliance are significant and multi-layered.

First and foremost, there is the moral responsibility. Failure in areas such as fire safety, electrical systems or water hygiene puts people at risk – employees, visitors, and the public.

Beyond that, reputational damage can be severe. Organisations risk losing trust from clients, partners and stakeholders if compliance failures become visible.

Financial implications follow closely behind. Increased insurance premiums, failed audits and lost tender opportunities can all stem from poor compliance management.

And finally, there are legal consequences. These can include substantial fines and, in the most serious cases, imprisonment for those deemed responsible.

Where It Goes Wrong

In our experience, compliance rarely fails because people don’t care. It fails because systems, processes and understanding are misaligned.

Common issues include:

  • Inaccurate or incomplete asset data
  • Limited understanding of complex legislation
  • Confusion over roles and responsibilities
  • Poor alignment between client and contractor
  • Weak record keeping and audit trails
  • Failure to effectively manage remedial actions
  • Over-reliance on “100% compliance” reporting without scrutiny

These challenges create a dangerous illusion of control — where organisations believe they are compliant but lack the evidence or systems to prove it.

The Compliance Gap

One of the most persistent challenges in FM is what we call the “compliance gap” – that’s the difference between what organisations believe is happening and what is actually taking place on the ground.

We regularly encounter assumptions such as:

  • “We’re compliant,” without supporting data
  • “That’s someone else’s responsibility”
  • “The task was done, so we’re covered”

In reality, compliance responsibilities sit with the client or duty holder. Completing a task does not automatically equate to compliance, particularly if follow-up actions are not managed.

This gap is further compounded by governance structures where boards are reassured that “everything is fine”, despite underlying issues remaining unresolved.

Compliance Is a System, Not a Checkbox

True compliance requires a structured, system-driven approach.

At its core, that means:

  • Accurate, validated asset data
  • Clear allocation of responsibility across stakeholders
  • Robust processes for tracking and evidencing actions
  • Effective management of remedial works

Without these elements, compliance becomes reactive and fragmented, rather than managed and transparent.

Moving Towards True Compliance

To bridge the compliance gap, organisations need to shift their approach from task-based activity to strategic oversight.

At Q3 Services, we advocate for a model that embeds compliance into everyday operations, supported by:

  • Dedicated compliance expertise
  • Clear board-level reporting and visibility
  • Integrated CAFM systems to manage data and workflows
  • Alignment with industry standards such as SFG20
  • Strong supply chain assurance and performance monitoring

This approach ensures that compliance is not only achieved but sustained.

What Good Looks Like

When compliance is managed effectively, the outcome is clear:

  • Operations run smoothly and safely
  • Risks are controlled and proactively managed
  • Data is transparent and auditable
  • Stakeholders have confidence in the system

Ultimately, compliance becomes an enabler, supporting business performance rather than hindering it.

Final Thought

Compliance in facilities management should never be viewed purely as a risk to avoid. When done properly, it becomes a foundation for operational excellence.

The organisations that succeed are those that recognise this early — and invest in the systems, expertise and governance needed to get it right.

Q3 and Maximus partnership helps create employment opportunity in Leeds

Posted on by Ian Adams

A collaborative approach between Q3 Services and Maximus has helped to fill a key cleaning operative role at Coronet House in Leeds, while also supporting someone back into sustainable employment.

The vacancy arose as part of the transfer of the Maximus cleaning operation from an in-house arrangement to Q3, becoming part of the integrated facilities management contract. With the service due to go live on 15 June, Q3 needed to move quickly to identify the right person for the role and ensure a smooth transition for the site team and client.

Rather than following a conventional recruitment route, Q3 approached Maximus directly. As a business whose core purpose is to help people move into sustainable employment, Maximus was ideally placed to recommend suitable candidates who were ready for work and already supported through the employment process.

Maximus quickly put forward four candidates and arranged interviews for Friday 12 June, with support from Lucy Hayes, Q3’s HR Director. Deborah Pollard, Cleaning Account Manager at Q3, conducted the interviews and selected Cheryl Leyland as the best fit for the site.

Cheryl was able to start with Q3 the following Monday, in time for the go-live date. This rapid turnaround helped ensure continuity of service at Coronet House and demonstrated the value of a close, practical working relationship between client and service provider.

Deborah said that Maximus’ support made a real difference because the team knew the prospective candidates, understood their readiness for work, and were able to provide people with the right documentation already in place. Without that support, Q3 would not have been able to source and interview candidates so quickly.

The result is more than a successful appointment. It is an example of how partnership working can create social value, strengthen mobilisation, and deliver positive outcomes for clients, service teams, and individuals looking for the right opportunity.

Cheryl has already become a capable and valued member of the Q3 cleaning team. She has fitted in well at Coronet House, and the Maximus staff have responded very positively to her work. Q3 hopes this successful approach will continue to benefit both organisations and help more people access meaningful employment in the future.

Mastering Mobilisation: Turning a Contract Win into Operational Success

Posted on by Ian Adams

Fabio Goncalves LinkedIn

By Fabio Gonçalves, Key Account Manager, Q3 Services.

In facilities management, winning a contract is an important milestone but it’s what happens next that really defines success.

Mobilisation is often treated as a transitional phase. In reality, it’s the foundation on which the entire contract is built. Done well, it reduces risk, builds confidence and ensures operational readiness from day one.

From my experience, successful mobilisation isn’t a single event. It’s a structured process and one that demands planning, discipline and a relentless focus on people, communication and detail.

Here’s my blueprint for a smooth contract mobilisation:

Start with Structure, Not Assumption

Every mobilisation should begin with strong governance.

Before any operational activity starts, there needs to be clear ownership, defined responsibilities and a fully mapped mobilisation plan. This includes setting milestones, assigning accountability and tracking progress closely – ideally through a shared platform that gives full visibility to all stakeholders.

When everyone understands what needs to be done, by whom, and by when, the team can proactively manage delivery rather than react to problems.

Understand the Estate in Detail

No mobilisation succeeds without a clear understanding of the environment you’re stepping into.

Detailed site surveys and due diligence are critical from reviewing buildings and assets to assessing compliance records, documentation gaps and site-specific risks.

The goal is simple: create a complete picture of the operational landscape before services begin. When that insight is in place, decisions become faster, risks become clearer and mobilisation becomes controlled rather than unpredictable.

Turn Insight into Action

Information alone isn’t enough. It must be translated into structured action.

This is where risk assessment becomes central. By developing a clear risk register, defining mitigation actions and assigning responsibility, teams can manage uncertainty rather than reacting to issues as they arise

Common risks such as asset condition, resource availability or incomplete documentation should be identified early and actively managed before they impact delivery.

Communicate Early, Communicate Often

If there is one principle that underpins every successful mobilisation, it’s communication.

Regular, structured mobilisation meetings ensure alignment across all stakeholders, providing progress updates, escalating risks and enabling timely decision-making.

The guiding principle is simple: no surprises. Consistent communication builds confidence and prevents small issues from becoming major blockers.

Put People at the Centre

Mobilisation isn’t just about systems and processes, it’s fundamentally about people.

Where TUPE applies, managing the transition of employees with clarity and care is critical. This means transparent communication, thorough consultation and strict compliance with legal obligations.

More broadly, mobilisation success depends on engaging teams, maintaining morale and retaining the knowledge that ensures continuity of service.

Be Ready Before Day One

Operational readiness doesn’t happen by chance… it’s built in advance.

From system configuration and reporting frameworks to helpdesk readiness and team onboarding, every element must be in place before go-live.

This is validated through a formal pre go-live review with the client, confirming that mobilisation actions are complete, risks are mitigated and the operation is ready to proceed.

If you’re still solving problems at this stage, you’re already behind.

From Go-Live to Gaining Momentum

Sadly, Go-live isn’t the finish line, it’s just the starting point.

The early days of service delivery require increased communication, visible leadership and rapid response to issues.

Handled well, this period builds trust quickly and sets the tone for long-term success.

What Success Looks Like

Ultimately, a successful mobilisation is measured by outcomes:

  • No disruption to service
  • An engaged and confident workforce
  • Fully operational systems and processes
  • Strong governance and stakeholder confidence
  • A platform for a long-term client partnership

Because mobilisation isn’t just about starting a contract. It’s about creating confidence from day one.

Q3 secures IFM contract with Health Sciences University

Posted on by Ian Adams

Q3 has secured a three-year integrated facilities management contract with Health Sciences University (HSU), worth £2 million, covering cleaning, security and engineering services across the university’s Bournemouth and London campuses.

HSU is a specialist health sciences university delivering education, research and clinical services, with a growing reputation in disciplines including chiropractic, osteopathy, physiotherapy, psychology, sport and exercise science, and radiography and imaging sciences.

The appointment strengthens Q3’s presence in the higher education sector and reflects growing demand for agile IFM partners able to support complex, multi-site campus environments.

The contract will support around 30 on-site roles and sees Q3 deliver a coordinated service model designed to enhance operational resilience, user experience and estate performance.

Q3 said its successful bid was driven by a combination of service innovation, sector understanding and SME agility.

  • A technology-led operating model including Q3’s bespoke Facilio CAFM platform
  • The proposed use of cobotics to support smarter, more efficient service delivery
  • Toucan chemical-free cleaning technology, aligning with sustainability goals

HSU was also attracted by Q3’s position as an agile SME, offering a flexible and responsive approach tailored to the operational demands of a specialist university estate.

Commenting on the contract award, Stuart Bellew, COO at Q3, said “The win marks an important step in the company’s continued growth in the university sector and underlines the strength of its integrated, customer-focused IFM offer.”

Elizabeth Sharma, Senior Estates and Facilities Manager at HSU, said: “Health Sciences University is excited to be entering this new partnership with Q3 and looks forward to the benefits it will bring across our campuses. The contract will provide greater consistency and resilience to support our growing student population, alongside enhanced planned and preventative maintenance to minimise downtime and improve reliability. Increased cleaning and engineering presence throughout the week, combined with new opportunities for students to share feedback, will further enhance the overall student experience and support continuous service improvement.”

The modern FM helpdesk: from reactive service to intelligent experience

Posted on by Ian Adams

Thoughts on the workings of the modern helpdesk, by Lynne English, Operations Director

Lynne English front picture of her face.

For many organisations, the helpdesk has traditionally been viewed as a reactive function – a place where issues are logged, tickets are raised, and problems are fixed. But this view is rapidly becoming outdated. As facilities management (FM) evolves, so too must the role of the helpdesk.

At Q3, we see the helpdesk not as an administrative function, but as the operational brain of a high-performing FM environment.

More than a service desk

Today’s helpdesk sits at the centre of the workplace experience. It is no longer just a phone line or inbox, but a 24/7, multi-channel front door to the organisation. It connects people, buildings, services, and suppliers, acting as a central hub for insight into what’s happening on the ground.

Crucially, it is responsible for far more than logging issues. A modern helpdesk manages reactive and planned work, coordinates compliance activities, controls supply partners and owns communication across the contract.

When viewed through this way, the helpdesk becomes a powerful source of operational intelligence – shaping performance, not just recording problems.

A fundamental mindset shift

The biggest change we see in FM is not technological but a shift in mindset.

The modern helpdesk moves:

  • From reacting to faults to preventing them
  • From technical language to simple, human communication
  • From fixing buildings to enabling people’s productivity and wellbeing

This is more than incremental improvement. It represents a step-change in how FM is delivered and experienced.

Increasingly, success is no longer measured by how quickly jobs are completed, but by how effectively disruption is avoided and how well the workplace supports performance.

From building-focused to people-focused

As organisations place greater emphasis on employee experience and productivity, the helpdesk must evolve accordingly.

The focus is shifting:

  • From buildings to people
  • From tasks to outcomes
  • From service delivery to managing customer experience

In practical terms, this means designing helpdesk interactions around the needs of the user by ensuring communication is clear, responsive, and aligned to how people actually engage with services day-to-day.

Technology as an enabler, not the answer

Technology plays a critical role in this transformation, but it is not the sole driver. The next-generation helpdesk is increasingly digital, incorporating:

  • Virtual-first operating models
  • AI and automated agents
  • IoT-enabled monitoring and insights
  • Consumer-style interfaces and communication channels

However, at Q3, we believe the real differentiator lies in integration by bringing together people, processes, and technology into a single, cohesive model. This is what turns fragmented estates into connected, intelligent workplaces.

The outcome: enabled, high-performing workplaces

Ultimately, the role of the helpdesk is not to manage tickets it is to enable the workplace to work as it should.

The most effective helpdesk operates almost invisibly. Issues are anticipated and addressed before they impact users, communication is seamless, and the environment simply works as it should.

At Q3, we have a clear view of how this all works:

  • The helpdesk is the intelligence layer of FM
  • It is central to delivering consistent, high-quality workplace experience
  • It is pivotal in moving organisations from reactive service to proactive, insight-driven performance

As FM continues to evolve, organisations will need to seriously rethink the helpdesk so as to be best placed to deliver smarter, more resilient, and more human-centric workplaces.

Q3 Colleague Recognised at The Square, Camberley

Posted on by Ian Adams

We are proud to share that Waqar Hussan, a Q3 Security Officer working at The Square Camberley, has been recognised as Employee of the Month.

This recognition, awarded at the centre managed by Praxis, is a fantastic reflection of the commitment, professionalism and high standards Waqar brings to his role every day.

Gavin Vidler, Centre Manager said, “Waqar has made a real impact at The Square through his hard work, reliability and flexibility. His willingness to support the wider on-site team, adapt to changing demands and consistently deliver a high standard of service has clearly been valued.”

Working as part of the Q3 team at The Square, Waqar plays an important role in helping to create a safe and welcoming environment for occupiers, visitors and colleagues across the centre.

We are delighted to see Waqar’s contribution recognised and would also like to thank Gavin and the team for acknowledging the excellent work being delivered on site.

Congratulations to Waqar on this well-deserved achievement.

Q3 supports Maximus with people-first cleaning service transition

Posted on by Ian Adams

Q3 Services is supporting Maximus through the transition of cleaning services from an in-house model to a fully managed Q3 delivery model, with 31 colleagues transferring under TUPE to be part of the broader IFM contract team.

The mobilisation is designed to strengthen service consistency, improve responsiveness across sites and create a better day-to-day experience for both the client and the people delivering the service.

A strong emphasis has been placed on a smooth and supportive transition. Every transferring colleague has been engaged through direct consultation, with one-to-one conversations helping to ensure the process is clear, compliant and reassuring. All Right to Work checks have been completed, and the incoming team will also benefit from access to Q3’s wider employee support and benefits.

Q3’s leadership team has maintained a visible presence throughout mobilisation, meeting stakeholders, visiting sites and building a clear understanding of local requirements. The contract is further supported by a strengthened management structure, including Jack Goodchild as Key Account Manager and Deborah Pollard as Cleaning Manager, helping to ensure strong accountability, consistent standards and close operational support from day one.

The transition also reflects Q3’s commitment to investing in people. Moving colleagues onto the Real Living Wage supports workforce wellbeing and engagement, while the new operating model gives Maximus greater flexibility, clearer oversight and a service that can evolve quickly around site needs.

For Q3, it is another example of how a people-first approach can strengthen service delivery and long-term partnership working. Maximus UK describes itself as a trusted partner delivering complex public services across the UK, making service reliability and responsive support especially important.