Following on from our previous features, this third instalment in our leadership series shines a spotlight on another key member of Strata’s senior leadership team, someone who plays a pivotal role in driving our UK delivery and shaping the future of their department.
In this edition, we sit down with Martin Burgess, our HR & Compliance Director, to explore his crucial role at Strata and gain insight into how he supports the business’s growth and success.
Can you walk us through your professional journey and how you came into the role of HR & Compliance Director?
“My professional journey started when I was 19, working at a construction materials testing company. Over time, I worked my way up to managing one of the departments, which was very heavily compliance-focused. We had to meet strict standards and were accountable to UKAS and other accreditation bodies, so that experience gave me a strong foundation in compliance from the very beginning.
After about 10 years. I was offered the opportunity to join Strata as one of the first employees. At the time. It was a chance to be part of something new and help contribute to building the company. I initially came on board as a Site Supervisor, overseeing material deliveries and supporting site activity and bringing my knowledge to help them.
Although I had limited formal qualifications at the start, Strata invested in my development. I undertook various training courses, including SSSTS, SMSTS, CSCS and a range of health and safety programmes. These helped me to grow into a project manager and progress from there, as my knowledge of the business developed.
Eventually. I transitioned into the health and safety side of the company, gaining IOSH and NEBOSH qualifications and using my broad understanding of Strata to help implement and develop key procedures. From there, it was a natural step into the role of HR & Compliance Director, where I now oversee the wider compliance framework and support the ongoing development of our people.”
What are the core responsibilities you oversee in your role as HR & Compliance Director at Strata?
“In my role as HR & Compliance Director, I oversee several key areas critical to the smooth running and compliance of the business. This includes managing recruitment and disciplinary procedures to ensure we have the right people in the correct roles and that any issues are handled fairly and effectively.
I’m also responsible for the management of our company handbooks and policies, making sure that they stay up to date and that the whole organisation is compliant with them. This ties into managing our accreditations, such as Construction Line, Safe Contractor and other industry standards, where we provide necessary information and evidence to maintain those certifications.
On the health and safety front, I oversee audits to ensure our staff are working safely and adhering to risk assessments. I also manage our training programmes, ensuring we have a structured training plan aligned with both the needs identified through our personal development reviews and the company’s overall compliance obligations.
In essence, my role is about ensuring we have a compliant, skilled and safe workforce, supported by clear policies and developments.”
In your view, what are the most important factors in building a positive, productive working environment?
“For me, one of the most important factors is fostering a strong sense of teamwork. When people work collaboratively, they build a more cohesive, motivated team that can achieve great results together. At Strata, we emphasise a positive team ethic, which sets us apart from others. New employees often comment on the supportive atmosphere Strata has compared to previous companies they have worked at
Company culture also plays a huge role. We believe in supporting our people not just at work, but their personal lives. One example of this is our Vitality Healthcare membership, which encourages physical wellbeing through exercise and other health-focused incentives. It’s one of those additional benefits that reflects how much we care about our team’s overall health and happiness.
Our approach is underpinned by our CARE values: Customer Service, Aptitude, Respect, and Energy, guiding everything we do and fostering an environment where people feel valued, supported, and empowered to grow both professionally and personally.”
FM can be a demanding and fast-paced environment. What do you find most rewarding about leading HR and compliance efforts in this industry?
“For me, the most rewarding part is seeing the positive impact on our people, when staff tell me they’re happy at work, when they arrive with a smile and leave feeling the same way. That everyday feedback, whether it’s through a conversation or our positive feedback forms, reinforces that we’re getting something right.
Of course, there will always be challenges and moments of disagreements, but knowing that we’ve created an environment where people feel supported, listened to and genuinely want to be here, that’s what makes it worthwhile. In HR and compliance, success isn’t just measured by policies and procedures, but by the well-being and morale of the people behind them. And if I can help ensure that people go home healthy, happy, and looking forward to coming back the next day, then I know I’ve done my job well.”
What strategies do you use to promote leadership development and career progression within the company?
“We focus on aligning individual aspirations with the company’s broader goals. This begins with regular performance and development reviews (PDRs), where we evaluate each person’s strengths, ambitions, and areas for growth. From there, we work together to create development plans, training opportunities, and mentoring opportunities. The idea is to ensure that employees are supported in progressing toward their goals while also contributing to the organisation’s long-term vision.”
How important is mentorship and early career development in retaining young professionals who are interested in your job role in facilities management?
“It is massively important. Mentorship and early career development are key to not only helping young professionals grow but also making them feel valued and invested in the business. At Strata, we currently have several apprentices, and their progression is heavily influenced by the quality of mentorship they receive.
Without strong mentorship, it’s difficult for apprentices to progress. If the person mentoring them isn’t genuinely interested in their development, they’re unlikely to gain much from the experience. We’re fortunate that one of our former apprentices, who’s been with us for nearly 13 years, is now mentoring two of our electrical apprentices. He’s doing a fantastic job because he truly takes an interest in what they’re doing and remembers what it was like to be in their shoes. That level of commitment makes a real difference.”
With the skill shortage in our industry continuing, how are you handling recruitment and finding the right personnel for Strata?
“It’s definitely challenging to find the right people at the moment, especially when it comes to recruiting engineers.
At Strata, we’re working with several recruitment agencies to help us source suitable candidates. However, the recruitment landscape has changed quite a bit. Agencies now take a more proactive approach, reaching out directly to potential candidates rather than relying on the people to respond to job adverts or to browse a notice board, like they might have done in the past.
It’s an ongoing challenge, but we’re adapting by exploring multiple channels and being more strategic in how we attract and engage talent.”
