Andron’s HR Director, Elaine Ramage, has 20 years of HR experience. In this Q&A, she shares her career journey into facilities management, explains why a people-focused culture is essential to success in the industry, and outlines her priorities for People & Culture at Andron in 2026. She also reflects on her experience at Andron, including what drew her to the business as she approaches her first year with us, and how we maintain a strong sense of connection and family culture wherever our people are based.
Talk us through your career – what led you to HR in facilities management?
I joined Andron Facilities Management in 2025 as HR Director. My background includes roles in HR across facilities management, catering, energy and construction. My career began in retail management, where I gained early insight into the impact of great service and the value of a people-focused approach.
More recently, I spent over 9 years with my previous company, where I was proud to be part of a business that shared my values of putting people first, a culture I also see reflected at Andron.
Throughout my career, I have been drawn to organisations where people are central to success. I believe the connection an employee feels to their employer and how closely they align with its values directly impact how they perform.
In the FM industry, people are central to every aspect of service. In this environment, a people-focused approach is essential, as it can make a meaningful difference to both the employee experience and operational outcomes.
Why Andron? What drew you in?
As a family company, Andron stood out to me for its genuine values and its clear understanding that strong relationships with employees have a direct link to the service delivered to clients. That connection between people and performance is something I care deeply about. Family values resonate with me, and I was genuinely interested in how these are lived across the company’s culture.
Andron’s journey, from its beginnings in Aberdeen to where it is today, is something employees can take real pride in.
9 months in – what have been the highlights so far?
The pride our employees take in working for Andron is clear. Many have had long careers with the company, and it is evident there is real passion for delivering a high standard.
The pace at which Andron operates day to day has also impressed me. It is a fast-moving, operationally focused organisation, and that environment brings a positive energy. There is a strong sense of ambition and a genuine desire to keep improving, whether that is through new technology, the way we engage with our operational teams, or how we support people in a world where wellbeing, flexibility and feeling valued matter more than ever.
From a people and leadership perspective, there is a strong emphasis on creating the right environment for people to succeed, supported by fair and consistent leadership. That approach is something I value and am proud to be part of.
What do you see as the biggest people challenges in FM in 2026, and how is Andron positioned to handle them?
FM operates across a wide range of environments, from busy city buildings to large manufacturing environments. One of the challenges is staying connected as one company while respecting the different client environments our teams work in. At Andron, there is a strong desire to maintain that sense of connection and family culture wherever people are based. In 2026, we will continue to balance the use of technology for consistency and speed, while prioritising personal contact where it matters most, ensuring we never lose sight of the individuals behind the roles.
Recruitment and retention will remain key challenges in 2026. FM is a people-driven industry, and competition for good people is strong. We know that pay, wellbeing, flexibility and feeling supported all matter. By strengthening our wellbeing support and making it easier for people to access help when they need it, including around everyday challenges like healthcare and life pressures, we are creating an environment where people feel looked after and more likely to stay and grow with us.
What are your priorities for People & Culture in 2026?
I see 2026 as an opportunity to strengthen our culture further as the company continues to grow. As headcount increases, consistency in how people are treated becomes even more important. Continuing to embed our people-first approach and making our values visible in everyday actions and decisions will support a culture defined by how people are treated, how decisions are made, and how problems are handled.
To achieve this and to ensure Andron continues to be recognised as a business that works hard, cares about its people and takes pride in doing the right thing, a priority is for the HR function to continue to partner with operations to strengthen the support available to managers and position HR as a visible and trusted partner to the business.
Employment law is changing, including the introduction of the Employment Rights Bill. Rather than seeing this as a negative, it is a positive opportunity to reinforce clear, fair and consistent people practices. It supports the importance of getting the employee experience right from day one, setting expectations clearly, welcoming people properly into the business and giving managers the tools to lead well.
To do this, a key priority is to continue developing and supporting our managers so that good people practice becomes part of how we naturally work, rather than something seen as a rigid process. The aim is for it to feel instinctive and simply how we do things at Andron.
Andron is well placed because it has strong values and a genuine commitment to acting with integrity. By continuing to invest in our people, managers, and culture, we are in a strong position to grow with confidence and consistency.