1760087998731

PTS returns to the security & fire excellence awards

PTS returns to the security & fire excellence awards

A second year as a finalist, and the team behind it / Recognised among the best in physical security

We are pleased to share that PTS has been named a finalist in this year’s Security & Fire Excellence Awards. It is the second year running that we have reached the shortlist, and that consistency means as much to us as the recognition itself.

A single nomination is a good year. Two in a row is a pattern, and patterns come from people. This place on the shortlist reflects the standard our Physical Security team holds itself to, and the results that standard delivers for our clients day after day.

A measure of the team

Recognition of this kind belongs to the people who do the work. The progress that has put us back on the shortlist has come from across the Physical Security team, and the credit sits there too. Congratulations to every one of them on a result that reflects real skill and real commitment.

We are proud to be named among the best in the industry, and we are looking forward to celebrating at the awards evening on Monday 1 December at the JW Marriott on Park Lane.

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Technology should solve problems, create opportunities, and deliver lasting value, not add complexity.

Whether you're planning a new workplace, modernising infrastructure, securing critical environments, or preparing for what's next, we'll help you understand the options and make informed decisions.

If we can help, we'll tell you how. If we're not the right partner, we'll tell you that too.


employee owned

PTS named a finalist at the eoa Awards 2026 / Recognised for what employee ownership has built

A Rising Star finalist, and proud of the journey behind it

PTS named a finalist at the eoa Awards 2026 / Recognised for what employee ownership has built

This week brought news we are proud to share. PTS has been named a finalist in the Rising Star of the Year category at the UK eoa Awards 2026. The eoa Awards recognise organisations across the country that are showing what employee ownership can achieve, and to be counted among them at this stage of our journey means a great deal.

Recognition like this is welcome, but it belongs to the people behind it. Everything we have achieved over the last two years has come from the work, the ideas and the commitment of everyone at PTS. The finalist place is not a reflection of a single decision or a single moment. It is a reflection of how a whole business has chosen to operate since ownership passed into the hands of the people who run it.

What the recognition reflects

PTS became employee owned in 2024. The change was structural, but its real effect has been cultural. When people have a genuine stake in a business, they think differently about it. They take a longer view, they hold each other to a higher standard, and they make decisions with the future of the company in mind rather than the next quarter alone.

That shift is what the Rising Star category is really about. It looks for organisations that have embraced ownership quickly and meaningfully, and turned it into something tangible for their people and their clients. We are proud that the way we have approached the last two years has been seen in that light.

A measure of the team

None of this sits with a leadership group or a job title. It sits with the co-owners who turn up every day and do the work. The progress that has put us on this shortlist has come from across the business, and the credit does too. We want to thank every person here who has shaped our journey so far. We are proud of how far we have come, and clear about how much there is still to build.

Being a finalist is a marker on the road, not the destination. It tells us the foundations are right and the direction is sound. The work now is to keep building on them, for the co-owners we have today and for those who will join us in the years ahead.

Congratulations to the winners, and to every organisation recognised at this year’s awards for showing what employee ownership can do.

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Let's talk.

Technology should solve problems, create opportunities, and deliver lasting value, not add complexity.

Whether you're planning a new workplace, modernising infrastructure, securing critical environments, or preparing for what's next, we'll help you understand the options and make informed decisions.

If we can help, we'll tell you how. If we're not the right partner, we'll tell you that too.


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EO Day 2026

EO day 2026

Owning it: what employee ownership has changed at PTS

Today is EO Day. Across the UK, employee owned businesses are marking the occasion behind a shared ambition: to move the sector into the mainstream and show what ownership can do for the people who build a business. We are proud to stand among them.

PTS became employee owned in 2024. It was a deliberate step, and it has changed more than our structure. It has changed how our co-owners think and how they act, and over time that has shaped the culture of the business itself.

We were always one team. What is different now is the power that comes with ownership. As co-owners we have a real say in the direction of the business, and we make those decisions together. We do it for each other, and for the long term health of the company we share.

That is the heart of employee ownership. It asks us to sustain the business today while building it for the co-owners who will follow. The decisions we take are not only about this year. They are about the people who will inherit what we create and carry it forward.

So today, as on any day, we want to thank our co-owners for the work and commitment they bring. And we want to celebrate the wider community of employee owned businesses owning it alongside us.

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The old guard is taking notice

It is ironic to think of the AWS and Azure as the “old guard” but they in many respects are playing a catch-up game in the effort to capture these same Enterprises and large companies’ business with substantial and demanding requirements around their edge assets. But these giants of public cloud are throwing their full weight behind this fight. In part two of the series, we will discuss who of the big three public cloud providers has the best strategy to take on competitors like Equinix in the battle for owning central governance and control of the digital edge.

Get in touch

Let's talk.

Technology should solve problems, create opportunities, and deliver lasting value, not add complexity.

Whether you're planning a new workplace, modernising infrastructure, securing critical environments, or preparing for what's next, we'll help you understand the options and make informed decisions.

If we can help, we'll tell you how. If we're not the right partner, we'll tell you that too.


ESG

The power of employee ownership: Why PTS is committed to your success

The power of employee ownership: Why PTS is committed to your success

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At PTS, we believe that delivering exceptional service starts with our team. That’s why we operate as an employee-owned business. This structure benefits not only our team members but also our clients. Here’s how our employee ownership model leads to superior service and unwavering commitment to your success.

The Importance of AI Governance in Real Estate

AI governance is essential for navigating the complexities of AI adoption. It provides ethical and accountability guardrails that organisations can rely on to make decisions aligned with their AI adoption goals. In the commercial real estate (CRE) sector, AI governance helps mitigate risks associated with data privacy, bias, and compliance, ultimately fostering trust among stakeholders.

AI governance is not just about ensuring one-time compliance; it’s about sustaining standards over time. As technology evolves, organisations must safeguard against financial, legal, and reputational damage to maintain quality and reliability.

A culture of commitment and quality

When you partner with PTS, you’re not just engaging with a technology services firm – you’re collaborating with business owners who are deeply invested in your success. Our employee ownership means every team member has a stake in the company, fostering a culture where quality and excellence are paramount. This personal investment drives us to go above and beyond, ensuring that our clients receive innovative solutions tailored to their needs.

Enhanced collaboration and innovation

Collaboration is at the core of PTS. Our employee ownership structure creates an environment where ideas are freely shared, and every team member actively contributes to our clients’ success. This collaborative spirit leads to creative problem-solving and innovative solutions, helping our clients stay ahead in an evolving marketplace. At PTS, every team member is empowered to contribute, ensuring we quickly adapt to new and emerging technologies.

Building long-term relationships

At PTS, we don’t just build solutions; we build lasting relationships. Our commitment to long-term partnerships has been a constant for over four decades. As an employee-owned business, we value these relationships and are dedicated to our clients’ sustained success. Our personal investment means we’re in it for the long haul, providing continuity and a deep understanding of your business needs. This perspective ensures that we are always aligned with your goals and objectives, fostering a partnership built on trust and mutual success.

Client-centric approach

Our clients are at the heart of everything we do. Being employee-owned means every team member is dedicated to providing exceptional service, as our success is directly tied to yours. This approach ensures we understand your unique needs and are fully committed to exceeding your expectations every step of the way. At PTS, we prioritise your success to help you achieve your business goals.

Sustainability and stability

In today’s rapidly evolving business environment, sustainability and stability are more important than ever. As an employee-owned business, PTS is built on a foundation of long-term stability and sustainable growth. This benefits both our team and our clients by encouraging responsible business practices and sustainable decision-making. Our ownership model ensures that we are a reliable partner for your technology needs now and in the future.

Celebrating success together

Success is sweeter when it’s shared. At PTS, our employee-owned structure means every milestone and achievement is celebrated collectively. This drives further motivation and commitment to excellence across our team. For our clients, this translates to a team that is not only passionate about their work but also deeply invested in your success. We believe that your success is our success, and we are committed to achieving great things together.

Get in touch

Let's talk.

Technology should solve problems, create opportunities, and deliver lasting value, not add complexity.

Whether you're planning a new workplace, modernising infrastructure, securing critical environments, or preparing for what's next, we'll help you understand the options and make informed decisions.

If we can help, we'll tell you how. If we're not the right partner, we'll tell you that too.


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Generative AI governance: A toolkit for commercial real estate leaders

Generative AI governance: A toolkit for commercial real estate leaders

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Generative AI is poised to revolutionise industries worldwide, and the UK real estate sector is no exception. As a leader in this sector, you have a critical role in leveraging AI to enhance operational efficiency, customer experience, and overall business growth. However, the deployment of AI technologies must be accompanied by robust governance frameworks to ensure ethical, transparent, and responsible use.

This white paper is part of a toolkit developed by PTS to help the UK real estate market implement effective AI governance. It provides insights into best practices, ethical considerations, and practical steps tailored specifically for the real estate sector.

The Importance of AI Governance in Real Estate

AI governance is essential for navigating the complexities of AI adoption. It provides ethical and accountability guardrails that organisations can rely on to make decisions aligned with their AI adoption goals. In the commercial real estate (CRE) sector, AI governance helps mitigate risks associated with data privacy, bias, and compliance, ultimately fostering trust among stakeholders.

AI governance is not just about ensuring one-time compliance; it’s about sustaining standards over time. As technology evolves, organisations must safeguard against financial, legal, and reputational damage to maintain quality and reliability.

Key principles for responsible AI adoption in real estate

To ensure the ethical and effective use of AI, CRE organisations should consider adopting a set of design principles. These principles guide decision-making throughout projects, unifying collaborators around what is most important to the business.

  • Ensure a Clear Design Focus: Adopt a human-centric approach where the well-being of individuals is a primary concern. Design AI systems that augment rather than replace human capabilities. Alternatively, focus on solution-oriented approaches that streamline customer interactions, property management, and decision-making processes.
    Have a Clear Purpose: Define specific objectives for AI deployment, such as improving property valuations, enhancing tenant experiences, or optimising energy efficiency in buildings. Ensure that AI initiatives align with your organisation’s values and long-term goals.
  • Respect Safety & Compliance: Implement robust safety measures to mitigate potential risks associated with AI, such as inaccurate property valuations or biased tenant screening processes. Regularly update and audit AI systems to ensure they operate reliably and safely. Establish mechanisms to identify and address biases, errors, and unintended consequences.
  • Secure Data: Safeguard personal data by implementing strong data protection protocols and complying with GDPR and other relevant regulations. Ensure transparency in AI-driven decisions, allowing stakeholders to understand how their data is used. Protect AI systems from unauthorized access and cyber threats by implementing advanced security measures to maintain data integrity and confidentiality.

Practical steps for implementing AI governance in real estate

The inevitability of future IT crises necessitates that we all consider a proactive approach to capacity-building:

  • Establish an AI Centre of Excellence (CoE): Form a multidisciplinary team including executive leaders, IT and cybersecurity experts, legal and compliance officers, and representatives from key business units. Define the CoE’s scope, responsibilities, and objectives to ensure alignment with organisational goals.
  • Develop Comprehensive AI Policies and Procedures: Create policies covering data privacy, bias prevention, and ethical AI use. Regularly review and update these policies to keep pace with technological advancements and regulatory changes.
  • Conduct Regular Risk Assessments: Identify potential risks related to AI adoption, such as data breaches, biased algorithms, and compliance issues. Implement mitigation strategies, such as rigorous data anonymisation, diverse training datasets, and continuous monitoring of AI systems.
  • Implement Continuous Auditing and Monitoring: Set up processes for regular audits to identify and rectify biases and errors in AI systems. Use performance metrics to evaluate AI applications, ensuring they meet accuracy, reliability, and fairness standards.
  • Foster Transparency and Stakeholder Engagement: Communicate clearly about AI initiatives, including data usage and decision-making processes. Engage with stakeholders, including tenants, property owners, and regulatory bodies, to build trust and ensure alignment with their expectations.
  • Provide Training and Education: Ensure that all employees involved in AI strategy, development, and deployment receive training on the ethical and responsible use of AI. Promote AI literacy across the organisation to foster a culture of responsible AI use.

Business benefits and use-cases

Effective AI governance can lead to significant benefits for UK real estate firms:

  • Enhanced Operational Efficiency: AI can automate routine tasks, such as property maintenance scheduling and tenant communication, freeing up staff to focus on higher-value activities.
  • Improved Customer Experience: Personalised AI-driven services can enhance tenant satisfaction and retention.
  • Risk Mitigation: Robust governance frameworks help avoid costly legal and regulatory issues by ensuring compliance and ethical use of AI.
  • Competitive Advantage: Firms that implement strong AI governance can differentiate themselves by showing a commitment to responsible innovation.
  • Use-cases typically fall into two categories: improving the customer/occupier experience and journey (enhancing sales, marketing, investor relations, and support functions) and improving asset management and operations (using property-level data for forecasting, budgeting, and strategic planning).
  • AI can optimise office space utilisation by analysing occupancy data and usage patterns, helping companies adjust office layouts to better suit employee needs, support hybrid work models, and reduce costs.

Get in touch

Let's talk.

Technology should solve problems, create opportunities, and deliver lasting value, not add complexity.

Whether you're planning a new workplace, modernising infrastructure, securing critical environments, or preparing for what's next, we'll help you understand the options and make informed decisions.

If we can help, we'll tell you how. If we're not the right partner, we'll tell you that too.


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Are we missing the value that neurodiversity could bring?

Are we missing the value that neurodiversity could bring?

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The incidence of autism in the United Kingdom is now 1 in 42 among boys and 1 in 189 among girls, although the true number is likely higher due to challenges in accessing formal diagnoses for autism or ADHD, according to the Office for National Statistics. A recent Labour Force Survey by the same organisation found that around half of disabled people (52.1%) aged 16 to 64 years in the UK were employed in 2022, compared with around 81.3% of non-disabled people. Within this group, just 21.7% of autistic people were employed.

It is estimated that 15-20% of the UK population is neurodivergent. While corporate programs have so far primarily focused on autistic people, they could be extended to individuals affected by dyspraxia (a neurologically based physical disorder), dyslexia, ADHD, social anxiety disorders, and other conditions. Many people with these disorders have higher-than-average abilities. Research shows that some conditions, including autism and dyslexia, can confer unique skills in pattern recognition, memory, mathematics, attention to detail, and the ability to resist “herd mentality,” as well as a strong work ethic and loyalty. However, those affected often struggle to fit the profiles sought by prospective employers.

Recognising the value of neurodivergent employees

In recent years, the value of neurodivergent employees has started to be properly recognised. However, we still have a long way to go in designing equitable workplaces that nurture diverse individuals day-to-day. Inclusive design sometimes involves practical physical interventions, like wheelchair ramps. For neurodivergent people, the barriers may not be visible; many face sensory obstacles in the built environment.

It is common for people on the autism spectrum to have hyper- and/or hypo-sensitivities to one or more senses. While the severity of sensory issues is specific to the individual, there are several considerations we can take in designing the working environment to address sensory overload conditions, specifically around light, noise, focus, and even odours. It is important to note that these concepts of hypo- and hyper-sensitivity can also apply to the wider population. For example, extroverts tend to enjoy loudness and stimulation, while introverts typically prefer less stimulating, quieter environments.

How can workplaces help support Neurodivergent team members?

There is no single environment in the workplace that will cater to everyone, but the creation of sensory spaces within the office that offer a different and controllable experience is important. These spaces can use technology to deliver changes in lighting, acoustics, and even aroma

Lighting

Did you know that 70% of all sensory receptors in our bodies are in our eyes? Lighting is therefore essential to our mood, productivity, and well-being. Its impact is even more significant for neurodivergent individuals, whose sensory experiences differ from neurotypical norms. Optimising lighting environments within sensory zones can enhance comfort, functionality, and quality of life for everyone using the space. Recognising and accommodating sensory processing differences in lighting design and individuals’ ability to control their lighting is crucial for creating inclusive spaces.

Technology can play a key role by implementing lighting designs that minimise glare or shadows, common causes of distraction and discomfort, and leverage smart technology to provide personalised control and customisation to suit individual sensory preferences.

Acoustics and sound

It is not just loud noises that can cause distress and distraction for neurodivergent people; smaller trigger sounds, such as others breathing or eating, can also be problematic. Neurodivergent individuals may also struggle to comprehend a conversation when there is other speech happening in the background. “Sound masking” can reduce distractions like these.

Sound masking traditionally uses filtered pink or brown noise played through loudspeakers within the space at low levels to mask other sounds. However, intelligent biophilic (the tendency for humans to interact with nature) soundscaping can provide additional benefits by reducing distraction while also enhancing well-being. Biophilic soundscaping uses natural sounds, such as babbling brooks or bird calls, instead of filtered pink or brown noise. Nature-based sound masking has been shown to be subjectively preferred to other masking sounds. Additionally, people performing cognitively demanding tasks maintain higher productivity over time in the presence of natural water-based masking sounds. Intelligent soundscaping systems can recognise distractions, like speech, and introduce masking sounds only when needed. This is a useful feature for quieter sensory zones, as the soundscaping provides support for distractions when needed and fades away when it is not

Technology can play a key role by implementing lighting designs that minimise glare or shadows, common causes of distraction and discomfort, and leverage smart technology to provide personalised control and customisation to suit individual sensory preferences.

Aroma

Hypo- and hyper-sensitive people can find odours distracting, such as the smell of kitchens, bins, coffee, or even the perfumes of those around them. Careful consideration of the placement of sensory zones is therefore important. Technology can also be introduced to provide aromas into the space. Recent research has shown that fragrances, particularly naturally occurring smells, directly and indirectly affect the psychological and physiological conditions of humans, significantly modulating brain activity. The use of scent diffusion technologies, integrated into the HVAC system, can provide a controllable olfactory experience within sensory zones that can be automated with the soundscaping system to provide a full sensory experience.

It is common for people on the autism spectrum to have hyper- and/or hypo-sensitivities to one or more senses. While the severity of sensory issues is specific to the individual, there are several considerations we can take in designing the working environment to address sensory overload conditions, specifically around light, noise, focus, and even odours. It is important to note that these concepts of hypo- and hyper-sensitivity can also apply to the wider population. For example, extroverts tend to enjoy loudness and stimulation, while introverts typically prefer less stimulating, quieter environments.

User experience

Giving people direct control of their environment, whether it be lighting, sound, or aroma, allows neurodivergent individuals to choose the environment that best supports their working style. This can be achieved through smart technology that provides a user interface, whether through an app or dashboard, allowing individuals to find a sensory zone that best suits them or tailor the environment of the zone they are in. The smart experience can also be tailored to support them in various other areas, such as helping them plan their journey to work before they leave, find and communicate with colleagues and friends in the office, plan their route within the building to suit their preferences (perhaps avoiding noisy or highly populated spaces), and find support while at the office if needed.

Technology can play a key role by implementing lighting designs that minimise glare or shadows, common causes of distraction and discomfort, and leverage smart technology to provide personalised control and customisation to suit individual sensory preferences.

Get in touch

Let's talk.

Technology should solve problems, create opportunities, and deliver lasting value, not add complexity.

Whether you're planning a new workplace, modernising infrastructure, securing critical environments, or preparing for what's next, we'll help you understand the options and make informed decisions.

If we can help, we'll tell you how. If we're not the right partner, we'll tell you that too.


critical infrastructure

Lessons from the recent CrowdStrike IT outage

Lessons from the recent CrowdStrike IT uutage

The recent global IT outage sparked by a software glitch in a CrowdStrike update serves as a potent reminder of the vulnerabilities inherent in our increasingly complex digital world and the importance of a comprehensive release management strategy.

IT Infrastructure 

Global impact

  • Over 8.5million Windows devices were affected
  • The cost of this disruption to Fortune 500 companies is forecast to exceed $5billion.

While the event caused understandable concern among stakeholders and the general public, it also provided invaluable lessons that will continue to strengthen our resilience and response capabilities.

Addressing stakeholder concerns

Stakeholders have every right to be concerned when a significant IT outage occurs. The recent disruption highlighted several critical issues, including operational interruptions, data accessibility, and potential security breaches.

For IT leaders in the built environment and commercial real estate sectors, the CrowdStrike outage presents specific lessons and action points:

  • Smart Building Systems and IoT Security: With the increasing adoption of smart building technologies and IoT devices, the potential attack surface has expanded significantly. Ensuring the security of these interconnected systems is critical. Regularly updating firmware, using robust encryption, and monitoring network traffic can help prevent breaches.

 

  • Building Management System (BMS) Resilience: Building management systems control critical infrastructure like HVAC, lighting, and security. Implementing redundant BMS servers and ensuring regular data backups can minimise the impact of IT outages on these essential services.

 

  • Tenant Data Protection: Commercial real estate often involves handling sensitive tenant data. Ensuring the security and privacy of this data through strong encryption, access controls, and regular security audits is crucial.

 

  • Remote Monitoring and Management: The ability to remotely monitor and manage building systems is essential for operational efficiency. Ensuring secure remote access protocols and multi-factor authentication can safeguard against unauthorised access.

 

  • Disaster Recovery and Business Continuity for Facilities: Developing and testing disaster recovery and business continuity plans specifically tailored to facility management can ensure quick recovery of operations. These plans should enhance the scheduled ‘black building tests’ and consider physical security, emergency power supplies, and alternative communication methods.

 

  • Collaborative Risk Assessment: Working closely with other stakeholders, including facility managers, tenants, and security teams, to conduct comprehensive risk assessments can identify potential vulnerabilities and address them proactively.

Future implications

The inevitability of future IT crises necessitates that we all consider a proactive approach to capacity-building:

  • Investing in Redundant Systems: Implementing redundant and failover systems can prevent complete outages. These systems should be regularly tested to ensure they function correctly during an actual crisis.

 

  • Enhancing Incident Response Training: Regular training and simulations for IT teams can improve their readiness to handle real-world incidents. These exercises should include scenario-based training to cover a wide range of potential crises.

 

  • Developing Comprehensive Continuity Plans: Business continuity plans must be comprehensive, detailing steps for maintaining operations during various types of disruptions. These plans should be reviewed and updated regularly to adapt to evolving threats.

 

  • Leveraging Advanced Monitoring Tools: Utilising advanced monitoring and diagnostic tools can help detect and address issues before they escalate into full-blown outages. Continuous monitoring ensures early detection and swift response.

Identifying longer-range implications and remedies

The events of 19th July also highlighted several longer-range implications that must be addressed to ensure sustained resilience.

  • Strengthening Cybersecurity Posture: The outage serves as a reminder of the constant threat posed by cyber-attacks. Organisations must continually invest in advanced cybersecurity measures, including AI-driven threat detection and response systems.

 

  • Encouraging Industry Collaboration: Collaboration among industry peers can lead to the sharing of best practices and the development of standardised response protocols. Industry consortiums can play a pivotal role in fostering this collaboration.

 

  • Regulatory Compliance and Standards: Adhering to regulatory standards and compliance requirements ensures that organisations maintain a baseline level of preparedness and resilience. Regular audits and assessments can help identify and address potential vulnerabilities.

 

  • Promoting a Culture of Resilience: Building a culture that prioritises resilience involves educating employees at all levels about the importance of cybersecurity and crisis preparedness. This cultural shift can enhance the overall security posture of the organisation.

Get in touch

Let's talk.

Technology should solve problems, create opportunities, and deliver lasting value, not add complexity.

Whether you're planning a new workplace, modernising infrastructure, securing critical environments, or preparing for what's next, we'll help you understand the options and make informed decisions.

If we can help, we'll tell you how. If we're not the right partner, we'll tell you that too.


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