Eight kinds of estate, eight different weeks. The duty is similar everywhere. What differs is the constraint you are under while meeting it — and that is what these pages are about.
In-house FM teams
An in-house team is usually small, permanently interrupted, and responsible for a duty that does not scale down with headcount. The manager who knows where everything is also does the reactive triage, the contractor chasing and the board report, and every one of those is done from memory more often than anyone would like to admit.
Managing agents
A managing agent is accountable to landlords and leaseholders for buildings they do not own and did not specify. The estate changes as instructions are won and lost, the records inherited with a building are usually incomplete, and every client wants assurance in their own format on their own cycle.
FM service providers
A service provider carries contractual obligations rather than only statutory ones, and the two have different failure modes. Missing an SLA is visible immediately and priced into the next renewal; the evidence that you did not miss it is what you need eleven months later when the contract is reviewed.
Education estates
Education estates concentrate an unusual amount of duty into a small team: multiple buildings of very different ages, heavy public occupancy, long unoccupied periods that change the risk profile, and a governance structure that asks for assurance in writing. Trusts add the further problem that sites were run separately before they were run together, so records arrive in several incompatible shapes.
Healthcare estates
Healthcare estates run plant that clinical services depend on, in buildings that cannot be closed, for occupants who are more vulnerable to the consequences of a failure than the general population. The compliance burden is heavier, the tolerance for a lapse is lower, and the documentation standard is set by inspection rather than by habit.
Commercial offices
Lifts, lighting, heating and washrooms are the product as far as a tenant is concerned, and a failure in any of them arrives as a complaint rather than as a maintenance ticket. Underneath that sits a statutory layer running on unrelated cycles under different competent people, and the building's compliance position is the sum of them rather than a single state anybody can read off.
Retail portfolios
Each unit has modest plant, no engineer on site, and a manager whose job is selling. That makes reporting the weak link — if raising a job is slow or unclear, the store rings whoever they rang last time, which produces work with no record and invoices nobody expected. Meanwhile the commercial cost is immediate, because a store that cannot trade is losing revenue by the hour.
Industrial sites
Maintenance needs the line stopped and production needs it running, so planned work is deferred for commercially sensible reasons until the deferral is the reason something breaks. The statutory picture is heavier here than in commercial property too: lifting equipment, pressure systems and extraction are examined on their own cycles while in daily use, so the examination and the output have to be planned together rather than in competition.
Buildings & assets
Every building you look after, every asset inside it, and the service history attached to the asset rather than filed in a folder someone has to remember the name of.
Planned maintenance
PPM schedules that survive a busy week — recurring work planned against the asset, what is slipping visible before it lapses, and evidence captured at the point the job is closed.
Work orders
Reactive jobs from report through to sign-off, with the priority and the response time visible while there is still time to act on them.
Contractors & permits
Who you use, what they are approved to do, and whether their insurance and accreditations are still valid — checked before the job, not after the incident.
Statutory compliance
The checks a duty holder is legally expected to run, scheduled against the assets they apply to, with the certificate that evidences each one filed where an auditor can find it.
Reporting & dashboards
What is due, what has lapsed and what has been done, across the whole estate — built from the records engineers already entered, with nothing re-keyed for the report.
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