New Partnerships and Mobilisations

This quarter, we’re proud to announce several significant contract wins that reflect growing confidence in DMA Group’s ability to deliver compliant, technology-enabled building maintenance across complex environments.

Our expansion in the public sector continues with new Hard FM partnerships with both London Borough of Sutton and Thurrock Council, where we will support diverse civic estates including corporate offices, libraries, community facilities and frontline service buildings. Both contracts focus on strengthening compliance, improving operational resilience and creating long-term estate value through data-led maintenance strategies.

We have also been appointed to deliver planned and reactive M&E maintenance at One Nine Elms, one of London’s most prestigious mixed-use developments. Delivered in partnership with LRM Prime, this contract brings together luxury residential, hospitality and shared infrastructure assets, requiring the high standards of technical assurance, responsiveness and compliance visibility expected in premium live environments.

We’re also proud to continue growing our expanding portfolio of education customers with the successful appointment to support another Multi Academy Trust.

This new partnership extends our role in helping education estates perform at their best, with responsibility for the planned, 24/7 reactive and statutory compliance-related MEP maintenance across 11 primary and secondary schools in London. By ensuring these buildings remain safe, compliant, comfortable and fully operational, we are helping create the right conditions for more than 10,000 students to thrive.

Across each of these new partnerships, a consistent theme is emerging: customers are looking for more than maintenance delivery alone. They want real-time estate insight, transparent governance, sustainability support and confidence that critical assets are being proactively managed.

By combining experienced engineering teams, strong account leadership and the operational intelligence of BiO®, we’re helping customers create safer, smarter and more resilient buildings from day one.

Raising the standard in customer service

Over recent months, our Customer Service team has made significant progress in speed, consistency and visibility.

By introducing robust SLA monitoring, the team is now consistently achieving 99%+ compliance against a 95% target, giving customers confidence that enquiries are handled within agreed timeframes.

A move to a cross-functional service model has also strengthened resilience. Rather than relying on a single point of contact, customers now benefit from wider team knowledge, quicker resolutions and better service continuity.

Structured workflows, inbox triage and live dashboards have further improved visibility, creating a more transparent and consistent support experience.

What this means for customers

• Faster, more reliable response times
• Greater continuity of support
• Better visibility of enquiry progress
• Stronger accountability and continuous improvement
• Better customer experience

Over the past quarter, we’ve taken our audience on a thought leadership journey exploring What Good Facilities Management Really Looks Like in 2026. What began as a flagship cornerstone article examining how FM has evolved beyond maintenance into a strategic function for safety, performance, energy and sustainability has since developed into a multi-part campaign unpacking the realities of modern estates management.

Each pillar has been designed to explore a critical dimension of today’s FM landscape — from the growing interdependence of safety, compliance and operational performance, through to the power of data-led visibility and the role of integrated technical services in creating stronger, more resilient estates.

The campaign has allowed us to move the conversation beyond “keeping buildings running” and into the strategic value FM delivers for organisations, their people and their long-term goals. Together, the series creates a connected narrative that helps customers benchmark their own estates approach against what best-in-class FM now demands.

You can view the all the blogs in our news section of the website, but below are a few key ones that tell the story.

Delivering impact through trusted partnerships

A standout example is our growing social value work with Leigh Academies Trust, where our relationship with Leigh UTC has accelerated significantly into 2026. What began as careers engagement has evolved into a pilot three-month tutorship programme for a select ‘Golden Group’ of students, led by our Managing Director Wendy Bennett and Head of Operations Katie Simmons. The programme is designed to give students meaningful exposure to real business challenges, workplace behaviours and the expectations of modern engineering and service environments. It is already creating genuine momentum, with work experience placements now underway and even wider recognition from external organisations such as Amazon, who have since offered their support. The feedback from participating students has been overwhelmingly positive, with near-unanimous agreement that they would recommend the scheme and want to see it continue.

This is a powerful example of how partnership-led account management can create lasting value beyond the buildings themselves.

We’ve also returned to the Leigh Academy Tonbridge careers fair for a second year and are proud to be sponsoring the Leigh Academy Staff Awards this summer, further reinforcing our long-term commitment to the trust and its wider community.

Alongside these social value initiatives, our customer partnerships continue to deepen through technically complex operational delivery.

With Notting Hill Genesis, our teams recently supported their upcoming office relocation through a carefully phased programme of enabling works in a fully live environment. This included the complex relocation of air conditioning condensers from a difficult existing position to the building roof, supported by structural design input, bespoke steelwork and precise sequencing. The success of the project was not simply in the engineering, but in the trust placed in DMA to deliver critical infrastructure changes while keeping systems fully operational and ensuring a seamless move with zero disruption.

Our long-standing relationship with citizenM also continues to go from strength to strength as we approach our fourth year of partnership. Most recently, we completed a full fire alarm upgrade at citizenM Shoreditch, introducing a modern self-testing solution within a live hospitality setting. Delivered with guest safety, operational continuity and customer experience at the centre of every phase, the project reflects the strength of a mature partnership built on trust, repeat delivery and a deep understanding of how the customer’s buildings need to function.

These examples demonstrate how strong account management, technical planning and collaborative delivery combine to create genuine partnership value.

Project Delivery Momentum Across Key Sectors

Our Projects team, led by DMA’s  COO – Projects & Engineering Ian McGregor, has entered 2026 with strong momentum across education, healthcare and leisure.

Highlights this quarter include:

• Fast-track MEP and fabric works across multiple UCL laboratory and research facilities
• Fire alarm, electrical and medical gases infrastructure upgrades at Queen Mary University of London
• Continued leisure upgrades with Rother District Council, including Rye Leisure Centre pool and emergency lighting improvements
• Boiler replacement works at Ealing Hospital alongside Vital Energi

Across every sector, the consistent theme is the ability to deliver safely in live, highly operational environments with minimal disruption.

Why Fair Contract Terms Matter More Than Ever

This quarter, DMA Group has also been contributing to an important wider industry conversation around fairer contract terms in construction and engineering delivery. In collaboration with Turner & Townsend alinea and Gloster MEP, our commercial and projects teams explored how heavily amended contracts can create unnecessary risk, inflate pricing, weaken collaboration and ultimately impact project outcomes.

For customers, the message is simple: balanced and transparent agreements lead to stronger delivery partnerships, clearer accountability and better long-term value. When risk is allocated fairly, projects move forward with greater confidence, reduced ambiguity and improved programme certainty.

We’re proud to support Turner & Townsend alinea’s call for more transparent, equitable and practical contract approaches, and we encourage customers and consultants alike to consider how balanced terms can unlock better outcomes for everyone involved.

You can read the full Turner & Townsend alinea article here.

Investing in leadership and scale

As DMA continues to grow, we’ve strengthened both leadership accountability and frontline capability.

Recent leadership developments include:

• Katie Simmons stepping into the role of Head of Operations
• Nic Gofford leading as Head of Customer Service
• Louise Kitcatt moving into Head of Talent Acquisition
• Recruitment underway for a Head of Commercial at the time of publication

Alongside leadership growth, we are welcoming more than 16 new team members and TUPE transferees across projects, engineering, HR, planning, customer service and mobilisation.

This investment ensures we remain agile, scalable and equipped to support customer estates as operational demands evolve.

Strengthening technical services

Within our maintenance business, our Technical Services team has also been significantly strengthened to support long-term scalability.

A key milestone this quarter has been the promotion of Joe Bates to Head of Technical Services. Joe brings a wealth of technical knowledge and leadership experience, providing clear direction as we continue to strengthen this critical area of the business.

To further enhance our capabilities, we’ve also welcomed two new Technical Service Managers, Simon Ruff and Matt Waldron. Working alongside our established specialists across projects and water, these roles are focused on providing dedicated technical support across HVAC and gas disciplines.

For customers, this means stronger technical guidance for our engineers and service partners, helping to ensure greater consistency, compliance and best practice across all works. It also strengthens technical governance, improves small works and project pricing accuracy, and provides better oversight from planning through to delivery.

This increased technical depth helps minimise risk, improve decision-making and maximise long-term building performance.

BiO® updates that put customers in control

The latest developments in BiO® are focused on faster access to information, smarter automation and better scheduling flexibility.

New enhancements include

• Data export functionality across key grids, enabling rapid Excel reporting
• Automated Work for the Week notifications sent directly from BiO®
• Weekly service partner documentation and works notifications
• Improved due date alignment for quoted and reactive works around customer operational constraints

Together, these enhancements provide customers with faster reporting, better visibility and service delivery that fits around real operational needs.

Turning sustainability into better building performance

As organisations continue to balance rising operational costs with increasing sustainability expectations, the conversation around energy use and efficiency is becoming far more strategic. It is no longer simply about carbon targets or compliance reporting. It is about creating a stronger commercial, operational and long-term performance case for better buildings.

This quarter also marks the launch of our Energy Services thought leadership campaign, designed to help customers and the wider market take a practical, staged approach to smarter estate performance.

Over the coming months, we’ll be producing a series of blogs, insight articles and thought leadership pieces, exploring how organisations can move from quick-win efficiencies to longer-term demand reduction and decarbonisation roadmaps. These will be shared primarily through LinkedIn, our main social platform, where we continue to publish regular sector-led commentary, project insights and strategic thinking.

Key themes in the campaign include:

• Why sustainability should be viewed as a commercial advantage, not simply a compliance exercise
• How existing buildings can move towards net zero through phased, practical interventions
• Which KPIs and reporting measures genuinely support better decision-making
• How data-led visibility helps estates teams prioritise investment with confidence

For existing DMA customers, this creates a clear opportunity to align energy strategy with maintenance, lifecycle planning and projects, helping buildings perform better both financially and operationally while also benefiting from the latest sector thinking and practical guidance.

Building a higher-performing service partner network

A major development this quarter is the appointment of Alexandra Draper as Supply Chain Manager, leading the next phase of our service partner strategy.

With stronger BiO® performance scoring now established, we have better visibility across communication, due dates, documentation turnaround and overall engagement.

This is allowing us to strengthen relationships with consistently high-performing partners such as Forge, GGS and DSP, while creating an even more dependable network for customers.

What this means for customers

• More reliable service delivery
• Faster response and clearer communication
• Stronger tendering capability
• Improved performance visibility across the supply chain

Alexandra Draper – Supply Chain Manager

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