Facilities Management Journal

VOLUME 22 | 3 MARCH 2014

FACILITIES MANAGEMENT JOURNAL

CITY HALL

Behind the scenes at the heart of London

24

32

36

Traditional vs Design and Build

The forgotten FMs at Britain’s sports arenas

Are you ready?

DESIGN & FIT OUT

SPORTS FM

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STRESS-FREE PLANT REPLACEMENT

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FMJ.CO.UK

EDITORIAL COMMENT

this month...

EDITORIAL

PRODUCTION

Assistant Editor Charlie Kortens charlie.kortens@kpmmedia.co.uk Mob: 07796 262551 Tel: 01322 476817

SALES

Managing Editor Cathy Hayward cathy@kpmmedia.co.uk Mob: 07971 400332

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comment

At times recently itâ&#x20AC;&#x2122;s seemed like weâ&#x20AC;&#x2122;re headed back in time. England was completely outplayed in an Ashes series Down Under. Thereâ&#x20AC;&#x2122;s the prospect of an independent Scotland north of Hadrianâ&#x20AC;&#x2122;s Wall and now the threat of Irish Republican attacks has been felt in Brighton, Oxford and Reading. So itâ&#x20AC;&#x2122;s nice to be reminded that some traditions are seemingly set to carry on forever.

T

raditions such as the people of Norway sending a massive Christmas tree to these shores, every year since 1947, as a token of thanks for British, and especially Londonerâ&#x20AC;&#x2122;s, support during World War Two. What most people donâ&#x20AC;&#x2122;t know is that responsibility for this tree lies with the facilities management team at Londonâ&#x20AC;&#x2122;s City Hall.

Since the formation of the Greater London Authority in 2000 their FM department

has since accepted responsibility for Parliament Square and Trafalgar Square as well. Head of facilities management Simon Grinter is an unassuming man who nevertheless carries immense responsibilities. Heâ&#x20AC;&#x2122;s also a man with many

team has remained, toiling away.

Countless articles have been written about the GLA, the Mayor and City Hall itself, but few, if any, have focused on the FM department, so this month FMJ has gone behind the scenes at the heart of Londonâ&#x20AC;&#x2122;s government to report on the weird and wonderful duties of Grinter and his team. I donâ&#x20AC;&#x2122;t know of many other FMs who consider religious festivals, political protests and fashion shoots as all just part of a dayâ&#x20AC;&#x2122;s work.

Also this month we take a closer look at the unique challenges facing FMs working at famous sports stadiums up and down the country, as well scrutinising whether the FM industry is ready to adapt to the incoming governmental regulations regarding Building Information Management. The Master Locksmiths Association

! " !

#

and emergency exits. We also hear the competing viewpoints of Ranne Creative Interiors, BDGworkfutures and former Barclays head of projects Brian Teale as they argue in favour of traditional and design and build approaches.

As always, weâ&#x20AC;&#x2122;d welcome your feedback about any aspect of the magazine, together with your insight into whatâ&#x20AC;&#x2122;s happening in the FM sector.

charlie.kortens@kpmmedia.co.uk

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FMJ.CO.UK

CONTENTS

Follow us on Facebook and Twitter Y &

THIS MONTH...

FEATURES

DESIGN AND FIT OUT

24

20 CASE STUDY

20

All organisations need someone to run their buildings for them. Even the people whose job it is to run entire cities need someone to run

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FM IN SPORTS STADIUMS

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environments can learn lessons from their sporting FM counterparts.

BUILDING INFORMATION MODELLING

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REGULARS

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FMJ NEWS

FIRST PERSON

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facilities management profession.

THE BUSINESS OF FM

36 48

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partnerships and acquisitions in the FM world.

ADVICE AND OPINION

12

Legal advice: 1 ( /

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$ $ " dilapidation issues that can arise when an occupier leaves a building.

NEW FMJ.CO.UK To register for your free copy of FMJ visit fmj.co.uk

COMMENT

14

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investigates.

KPI SURVEY

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Next Month We discuss the many ways that facilities managers can cut their washroom costs other than simply by buying cheaper products; look at the importance of measurement and analysis within a long term waste management plan; examine how FMs can create a wellbeing strategy and take a look at FM in the education sector. So if you have any thoughts or feedback please email:

cathy@kpmmedia.co.uk MARCH 2014

5

INDUSTRY INSIGHT

FMJ.CO.UK

BIFM launches Professional Standards for FM sector A new set of facilities management professional standards has been launched by the British Institute of Facilities Management. The standards have been created in consultation with industry stakeholders and are intended to provide a global competence model for the profession.

Key functions performed by FMs are clearly

The BIFM believes these standards will be vital tools for both experienced and new FM professionals, as well as employers of FM personnel so that everyone is aware of the responsibilities and required standards across the industry. The new standards could also have implications for recruitment practices, training methods, monitoring systems and the planning of careers.

Gareth Tancred, CEO of the BIFM, said: â&#x20AC;&#x153;Professionalisation of facilities management is needed to ensure the relevance and

/

Organisations and business leaders now have a framework with which they can ensure they are fully utilising the management discipline of FM.â&#x20AC;?

To complement the framework, new tools for both individuals and organisations to use in their professional development programmes will be introduced in due course.

The FM Professional Standards are closely

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attempt to ensure consistency and relevancy.

FMs LACK TOOLS TO MONITOR ENERGY USE

energy use compares to the original design according to a survey by the BIFM and the National Energy Foundation. FM professionals claim to be committed to maximising energy improvements â&#x20AC;&#x201C; but still lack the metering and monitoring tools to establish accurate baselines and track progress.

While 90 per cent of respondents know their annual energy costs, nearly a third were not comparing the buildingsâ&#x20AC;&#x2122; performance over time. Building management systems were used by 40 per cent of those surveyed but monthly consumption data is still the primary data tool available for most FM professionals.

Three-quarters of respondents are working towards a relative percentage energy reduction target, although the survey found

The online survey was conducted during October 2013.

6

MARCH 2014

Professionalisation of facilities management is needed to

of the discipline to business.â&#x20AC;?

OFFICES ARE A WASTE OF SPACE

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NATURAL LIGHT TOPS SURVEY AS â&#x20AC;&#x2DC;MUST-HAVEâ&#x20AC;&#x2122; FOR A PRODUCTIVE WORKFORCE 2 ) 35 6

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When it comes to agile working and hot-desking, UK employees prefer to have their own designated space with 86 per cent of those questioned saying they preferred to have their own desk. A mere 1 per cent of respondents were pro hot-desking and 13

per cent said they preferred working from home.

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Coupled with the fact that the average annual cost of a desk in the western world is ÂŁ15,003, it is apparent that if hotdesking is managed well and isnâ&#x20AC;&#x2122;t an inconvenience to employees, companies stand to save money 14forty claims.

Steve Davies, managing director of 14forty, commented on the #

X â&#x20AC;&#x153;This research highlights that clutter free, light spaces are of paramount importance to employees and this is something employers need to acknowledge. However, when it comes to hot desk working our research shows that employees

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Â&#x192; When it comes to those that work behind the scenes, 47 per cent believe that the cleaner is the

! "/ ! Â&#x2026;; / cent of those that voted highlighted the work of the reception team.

This research highlights that clutter free, light spaces are of paramount importance to employees and this is something employers need to acknowledge.â&#x20AC;?

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INDUSTRY INSIGHT

DATES FOR THE

FM DIARY

5-6 MARCH 2014

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RDS, Dublin www.fmireland.com

11-13 MARCH 2014 %&'( NEC Birmingham www.easyfairs.com

20 MARCH 2014

) * + Connaught Rooms, London www.fmindustryball.com

29-30 APRIL 2014

FM & Property Summit Selsdon Park Hotel, Croydon 2014.fmandpropertyevent.com

6-9 MAY 2014

//0 %&'( Amsterdam www.issainterclean.com

14 MAY 2014

Kings Place, London www.thinkfm.com

4-6 JUNE 2014

# ) conference Berlin www.efmc-conference.com

17-19 JUNE 2014 /

ExCel, London www.facilitiesshow.com

26 JUNE 2014 World FM Day

17-19 SEPTEMBER 2014 IFMA World Workplace New Orleans, USA www.worldworkplace.ifma.org

13 OCTOBER 2014

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Grosvenor House Hotel, London www.bifm.org.uk

MARCH 2014

7

INDUSTRY INSIGHT

FMJ.CO.UK

FUTURE GAZING

talks which provoked interesting and at times spirited debate among the delegates. &$

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Sharp and Suzanne McMinn from Workplace Law got the audience

learning styles and how businesses can innovatively ensure that everyone be kept only for those sudden bursts learns new information quickly and forward, the moments when 10 per

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Then followed the impressive Tim Spencer, UK CEO of Regus, who gave Oldman, MD from Leesman, who an engaging keynote address about "

the future of the workplace, providing about his views on innovation in the interesting and relevant theories on workplace, giving insight from studies how working environments might evolve in the decades to come. Spencer showing how the age of a building can impact productivity and pride

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It wasnâ&#x20AC;&#x2122;t just a day of lectures based work, but also touched neatly on what he called the â&#x20AC;&#x153;Third Way,â&#x20AC;? working however, the organisers had set up an interactive poll asking the audience on the move. He discussed possible to share their views on innovation. ideas Regus has to meet this future demand, including work pods set up in Results appeared immediately on public locations like service stations, or screen, reminiscent of the â&#x20AC;&#x2DC;Ask the

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interesting and insightful, but as each why building a moat inside a castle question had an option to answer â&#x20AC;&#x153;A wall did not count as innovation, mix of the above,â&#x20AC;? the results became despite keeping build time and costs quickly predictable. *

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Vinci Facilities MD Tony Raikes of Interserve and Andrew Shaw, MD teamed up with his client, Lincoln Business Services Growth, both gave

at Workplace Futures conference

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Now in its eighth year, Workplace Futures sees many of the FM industryâ&#x20AC;&#x2122;s leaders come together in one place to listen to expert speakers, engage in strong debate and take part in the all-important networking. This year the focus was innovation, though the most challenging part of the day was soon proven to be not how to innovate, but deciding what exactly innovation is.

Do 1,000 incremental improvements,

massive cumulative impact (what you

count as innovation? Or is this just standard improvement, understood to be a fundamental part of a facilities manager/service providerâ&#x20AC;&#x2122;s role? Does the term innovation therefore have to 8

MARCH 2014

Dawkin, director of estates and facilities, University Hospitals Coventry and Warwickshire NHS Trust, to demonstrate how to innovatively improve client-provider relations by showing us life from the point of view

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innovation, Zurich CRE&FM, then issued a call to action, though only

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dayâ&#x20AC;&#x2122;s â&#x20AC;&#x153;token client.â&#x20AC;?

Perhaps the most memorable presentation however had to wait until the end of the day as Graham Perry and Ben Cope at iSite unravelled the lyrics of Vanilla Iceâ&#x20AC;&#x2122;s signature song Ice, Ice Baby, to prove to the world that the US rapperâ&#x20AC;&#x2122;s lyrics contained, Da Vinci code style, shout outs to FMs the world over, letting them know they werenâ&#x20AC;&#x2122;t alone and that Vanilla Ice shared their pain. > *

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day concluded with the presentation of the i-FM technology in FM awards, which recognise companies and organisations in the facilities sector that are utilising new technologies, particularly the internet, to achieve exemplary improvements in business processes and performance.

Worthy winners yesterday were Altius, which claimed the Commercial Award, Bam FM, which took home the Operations gong and Birmingham Childrenâ&#x20AC;&#x2122;s Hospital and Ambinet for Communication/customer service.

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Business Processes

INDUSTRY INSIGHT

FMJ.CO.UK

CONTRACT WINS & PARTNERSHIPS

INTERSERVE announces that it has entered into a conditional agreement with a subsidiary of Rentokil Initial Plc, to acquire its facilities service business (Initial Facilities) for a cash consideration of ÂŁ250 million.

SERVEST GROUP has won a ÂŁ9.1m cleaning contract with the London Borough of Sutton. The seven-year contract is for daily and specialist cleaning of all council offices and selected schools in the borough.

It starts in April 2014.

GENBAND has awarded Incentive FM a three-year contract to provide an integrated solution at the companyâ&#x20AC;&#x2122;s head office in Maidenhead, Berkshire.

AVOCA ESTATE MANAGEMENT has re-appointed

COMPASS GROUP EXTENDS CONTRACT WITH SURREY CCC Compass Group UK & Ireland and Surrey County Cricket Club have renewed their 8

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Axis Security to deliver a range of security and concierge services at 50 of its sites in the north of the country. A comprehensive suite of services from key holding to CCTV monitoring will be provided.

BELLROCK is to deliver FM services to the new Eltham Community Hospital in south-east London.

The company will be delivering a range of hard FM services including on-going maintenance of the building fabric once the hospital opens in 2015.

DERWENT TO PROVIDE REMPLOYâ&#x20AC;&#x2122;S HARD FM

BROADGATE ESTATES has awarded a three-year contract to Incentive Lynx Security to provide security services at Kingâ&#x20AC;&#x2122;s Cross Central.

EUREST, part of Compass Group UK and Ireland, has launched a brand new 24/7 food solution.

24 is a self-service, micromarket offer which provides a range of meals, beverages and grab-and-go options but will be smaller than a full-scale restaurant service.

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INCENTIVE FM has expanded its three-year TFM contract with Capco. The scope already included the facilities management of the Capco Covent Garden portfolio and the cleaning of privately-owned land and has now been expanded to include a wider cleaning remit in the wider Covent Garden Estate.

The floatation of outsourcing firm ISS got underway last month. The company is being floated on Copenhagenâ&#x20AC;&#x2122;s Nasdaq OMX and is expecting to raise DKK 8b (ÂŁ900m), primarily in new shares. The proceeds will be used to pay down debt.

MACRO has won a three-year contract with IT company Citrix, delivering FM across 12 European countries, including France, Russia and Germany.

MILLER has secured a ÂŁ7 million, three-year

Carillion has secured a contract with the Scottish Procurement and Scottish

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MARCH 2014

contract to deliver FM services for Central and North West London NHS Foundation Trust (CNWL) at over 90 sites.

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DIGITAL RECEPTIONIST

ADVICE & OPINION

LEGISLATION

dilapidations When an occupier moves out or in there are various dilapidation issues that need to be resolved. Getting to grips with lease agreements, reinstatement and green leases is essential and it is important to understand the obligations placed upon both occupiers and landlords. Neil Gilbert, partner and head of dilapidations at property and

WHAT ARE DILAPIDATIONS? Dilapidation issues primarily occur when a tenant is found to be in contravention of their lease obligations, and generally relate to breaches of reinstatement, repair, redecoration and statutory covenants.

A schedule of dilapidations records the alleged breaches of covenant

which ultimately could form the basis of legal proceedings if neither party is able to reach a negotiated settlement.

There are principally two types of schedule: those served any time during the lease (interim schedules and repairs notices) and those

(terminal schedules).

sound knowledge of leases, the interrelationship between buildings and the plethora of legislation, case law and procedure. However, the basis is simple: a landlord must be compensated if the tenant has breached the agreed obligations set out in a lease and the landlord has

PROCESS A landlord will appoint a surveyor to prepare a schedule of dilapidations.

The schedule of dilapidations is then served on the tenant, at which point the tenant will typically instruct a surveyor to act on their behalf to validate the claim. The tenant must then decide whether to undertake the works (if still during the lease),

12

MARCH 2014

!

the tenant to undertake some or all of the works, but once the lease has

to do so and negotiating a claim for damages becomes the only solution. !

"

both parties must seek to negotiate a fair and reasonable level based on the landlordâ&#x20AC;&#x2122;s actual monetary loss, taking into account the landlordâ&#x20AC;&#x2122;s intentions for the property. These negotiations should commence within a reasonable time (usually 56 days

A building survey is an ideal tool for understanding the condition of the property and the risks from the outset.

The advice in a building survey report can substantially assist in new lease negotiations.

Typical leases and licence for

"

made by the tenant to be removed

+

the property, should consider means of reducing this liability such as

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commitment from the occupier).

A Memorandum of Understanding (MOU) is an alternative and as it is likely to be voluntary, a less contentious way of incorporating green provisions in a lease.

Green leases are still in their infancy and MOUs especially are just the starting point. A collaborative approach to managing and occupying

way presents opportunities that cannot be ignored. Owners and occupiers need to establish

to lease end, ideally even before entering into the lease.â&#x20AC;?

! #

be based on lease liability as well as evidence of the landlordâ&#x20AC;&#x2122;s loss such

$ "

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advise and undertake this role.

ADVICE FOR TENANTS As a tenant, it is vital that all lease covenants are evaluated before

&

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and this could be at a great cost.

The condition of the property before lease commencement becomes largely irrelevant during dilapidations negotiations, unless this is formally documented by way of a schedule of condition, appended to the lease.

!

dilapidations advice at pre-lease stage ! !

end disputes are to be minimised.

During a lease, it is advisable to commission a Dilapidations Liability Assessment (DLA) to budget ahead of lease end, implement any works while still in occupation and to ensure compliance with Financial Reporting 0 12 3&4012# regular planned maintenance during the term should help minimise lease

GREEN LEASES A green lease is a lease between a landlord and tenant that addresses environmental issues such as energy

!

%2

Green leases provide obligations on both parties to minimise adverse environmental impact in areas such as energy, water and waste.

Green lease provisions range from dark green (legally binding restrictive covenants) to lighter green (non

"

appropriate agreements on managing the environmental aspects of the buildings they own and use but all at a time when it makes sense to do so and minimises the associated costs.

SUMMARY

which are not resolved at the end of term could lead to legal proceedings.

Good preparation such as building surveys, schedules of condition and dilapidation liability assessments are essential for tenants in ensuring a positive end result.

specialist advice is needed prior to lease end, ideally even before entering into the lease.

A proactive and well prepared tenant can ensure the dilapidations process

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as long as the landlordâ&#x20AC;&#x2122;s actions are " !

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ADVICE & OPINION

COMMENT

Is self-delivery emerging as the future FM model of choice? % !

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! & ' Guy Palmer

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hen CBRE bought Norland in December some thought it was a sign of intent that one of the worldâ&#x20AC;&#x2122;s largest real estate brokers was moving toward self delivering FM services. Is this deal symbolic of a seismic shift within the UK FM supply market?

To date managing agents in the UK have largely stayed clear of delivering services on any scale, preferring to simply manage services delivered by others. The theory goes that prioritising management as a core /

# / the best service providers and allows

/

their clients. %

!

/ / 4

see service management as their key "

front-line service delivery and their

8/

Heightened awareness of the potential for data management and analysis in improving service delivery

managing agent model. However, for the present, clients appear sharply

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list goes beyond this. They want // # ! !

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service delivery . / /

// -

systems is the most important /

//

So if a managing agent wants to take

14

MARCH 2014

# /

-

/

engineering services is a good starting point. @

a delayed response by property managers to the rise of service-heavy FM companies. It is only now that they are taking the steps towards establishing their own delivery /

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incentive in recent years as client demands have increasingly moved // "

Large-scale clients have been aggregating contracts across services

/ 8 the size and scope of the larger FM

directly by the managing agents. This is

// "

# ! -

-

-

In addition, they are also able to / " -

services in places where they do not have coverage to deliver themselves. $ -

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that it is changing the market here.

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-

/ # #

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- / # !

/ / /

//

model, stretch over more than one $ / / ! //

increasingly common theme for clients

//

recognising and responding to this.

This increased self-delivery capability is now likely to change the competitive dynamic in the national markets. One interpretation is that the competition between the delivery models â&#x20AC;&#x201C; managing agent verses

6 ! being been won by the latter. And if

/

!

more mergers to come, both in terms of services and geographies with the " ! / /

market players. This is driving the

! /

//

/ - /

national giants and local specialists. % -

self-delivery model is still open to

!

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in the tight-margin challenges of the FM market. So the integration of these +

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which are now approaching their FM / 3 !

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IT, travel services), are alert to the risk of the delivery not matching the sales promise. $

to evolve. At the moment, it looks

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capability is at the forefront of this " !

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" Whether this evolving model is also

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new services, innovation, insight and

8 8

! +

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ADVICE & OPINION

KPI SURVEY

A helping hand The FM Index KPI Survey, compiled by FMJ and Causeway, considers various aspects of how the help desk is used Fig.1 Help desk data by organisation size 100

Have staďŹ&#x20AC;ed help desk Have help desk so ware

90

Have proprietary help desk so ware Help desk on intranet

Percentage respondents

80

70

60

50

40

30

20

10

0

1-250

251-500

501-750

751-1000

1001 plus

Number of oďŹ&#x192;ce based staďŹ&#x20AC;

Fig.2 Numbers of help desk staff

F

or many years the help desk has been a tried and trusted interface between the FM department and its customers. So itâ&#x20AC;&#x2122;s hardly surprising that the majority of organisations continue to

6 )

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exploit its functionality.

Of those who responded to the latest FM Index KPI Survey, >>Â&#x201C; / / " compared to 67% the previous year, so this has remained consistent. There was some variation between public and private sectors (72% and 61% respectively).

Another consistent result is the number

3 ! / run their help desk. Overall, 84% are

3 !

and these are very similar in public and private sectors (83% and 87% respectively).

Of these, the majority (73%) are using a Â&#x2026; / / / 3 !

while the remainder get by with in-house solutions, typically based on spreadsheets.

â&#x20AC;&#x153;Enabling customers to log and track their own requests via the

answering calls, while providing customers with improved visibility of the FM data that is important to them. Consequently, it also supports a positive relationship between the FM department and its customers.â&#x20AC;?

James Atkinson Director, Causeway

Private sector Public sector

Number of help desk staďŹ&#x20AC;

16+

All respondents

11 to 15

6 to 10

In many cases, the help desk is accessible

* who has access varies considerably. Across all respondents, 70% have an intranetenabled help desk and we asked how many allow internal customers to use this facility.

All respondents indicated they allowed some customers access and in most cases (75%) more than three quarters of customers are able to log requests this ! $ #

# 64% in 2012 and just 44% in 2011. The core metrics relating to help desk usage, broken down by organisation size, are summarised in Figure 1.

1 to 5

0

10

20

30

40

50

60

70

80

90

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Fig.3 Help desk uses 100

90

80

Percentage respondents

Given the functionality of help desk software itâ&#x20AC;&#x2122;s

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! for it beyond the simple logging of reactive calls.â&#x20AC;?

70

60

50

40

30

While the growing use of intranet access reduces the numbers of â&#x20AC;&#x2DC;phone calls to the help desk, there is clearly still a need for / "

freed up to focus on more strategic issues.

Most respondents employ between 1 and 5 / " have many more. These results are shown in Figure 2, including a breakdown by sector.

Given the functionality of help desk 3 !

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simple logging of reactive calls. The various uses reported for the help desk are illustrated in Figure 3.

20

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0 Reac ve calls

16

Resource bookings

MARCH 2014

Planned OďŹ&#x192;ce moves Health and maintenance safety audits

Managing events

Portering

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Project management

Complaints and compliments

In the next issue of FMJ we will continue this theme by looking at other aspects of help desk usage.

Legally, you need to be licensed to play music at work.

You probably haven’t thought much about it. You’ve just got music on for your staff or customers. But did you know you legally need permission from the music’s copyright owners if you play music, TV or radio aloud at work? But don’t worry, to get that permission you simply need a licence from PRS for Music* (and in most cases, one from PPL** too). PRS for Music is a membership organisation that acts on behalf of songwriters and composers to ensure they’re paid for the use of their work. So if you have music playing, ask PRS for Music how you become licensed to listen today.

Contact PRS for Music on 0800 694 7344 or at prsformusic.com/musicatwork *PRS for Music licences cover the vast majority of music originating from the UK and all over the world. However, if you play music that is outside of PRS for Music’s control, you may need an additional licence from the relevant copyright owner(s). You will require a TV licence as well if you are using a TV in your premises. You do not need a licence from PRS for Music in the unlikely event that all the music you play is out of copyright or is not controlled by PRS for Music. **PPL collects and distributes royalties on behalf of record companies and performers. Further info at ppluk.com. All music licences are required under the Copyright, Designs and Patents Act 1988 which stipulates you must gain the permission of the copyright owner if you play music in public (anywhere outside the home environment).

ADVICE & OPINION

FAST FACTS

The big clean up FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET In this edition of FAST Facts, Layton Tamberlin, acting managing director at property protection expert SitexOrbis provides advice on

! * WHAT IS THE FLOODING SITUATION LIKE ACROSS ENGLAND? The past few months have been the wettest in the UK since records began, 248 years ago. In early December, concern was around property damage

@J*

exposed areas further south. But with increased rainfall in late December and throughout January and February, the

X

including large river catchments such as the Severn and Thames and coastal areas in the south and west. Overall the extreme weather has resulted in seven fatalities and several thousand

X

Y

including commercial property and social housing.

HOW CAN PROPERTY OWNERS AND MANAGERS MITIGATE THE EFFECT OF FLOODS AND PROTECT THEIR PROPERTIES? Prevention is better than cure. Although X

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of water getting inside and to reduce

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rivers and the sea.

WHAT CAN I DO ON A PRACTICAL LEVEL? '

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by purchasing sandbags or modern non

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position these at all entrances. Consider

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18

MARCH 2014

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available, but covers can also be placed

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non-return valves to drains and water inlet and outlet pipes. The design of your external space, including any gardens or driveways, can also be used to divert X

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fuse boxes, controls and wiring to 1.5

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WHAT CAN I DO ABOUT RISING GROUNDWATER?

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table, many properties are being X

happen unexpectedly and cause severe problems for property owners and facilities/ property managers. Sandbags are no defence against ground water.

Instead consider installing a pump, which may need to be in operation for

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gas and electricity at the mains and

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HOW DO I ENSURE OCCUPANTSâ&#x20AC;&#x2122; SAFETY DURING A FLOOD? )

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to ensure everyone can be evacuated

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anyone who comes into contact with X

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WHERE DO I BEGIN WHEN CLEARING UP AFTER A FLOOD? )

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engineers, turn on the heating and maintain a temperature of about 22 degrees celsius to start the process of drying out the building. Keep doors and windows open if possible and safe to do so. Also consider buying or hiring

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SHOULD I BE WORRIED ABOUT THE BUILDINGâ&#x20AC;&#x2122;S SECURITY? &$

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building, then battery-powered cameras are a good alternative.

WHAT ARE THE BEST EXTERNAL RESOURCES TO CHECK FOR ADVICE? }

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warnings to ensure you are prepared.

Environment Agency: % "_

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Met Office:

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CASE STUDY

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TRAFALGAR SQUARE: Developed into a public space in the early 1800s Named Trafalgar Square in 1830 Nelsonâ&#x20AC;&#x2122;s Column erected in 1843 Roughly 23,000 m2

PARLIAMENT SQUARE: Designed by Sir Charles Barry Laid out in 1868 after the medieval Palace of Westminster burned down Redesigned in 1948 after bomb damage in WW2 Home to 10 famous statues of British and Foreign Statesmen

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FOCUS

24

DESIGN AND FIT OUT

MARCH 2014

FMJ.CO.UK

DESIGN AND FIT OUT

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can often prove to be a headache for the FM, already weighed down by a lengthy to-do list. How do they manage the project?

Do they hire architects and then take the contract out to tender

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people â&#x20AC;&#x201C; an architect, a design and build specialist and a client â&#x20AC;&#x201C; about the merits of each approach.

THE DESIGN & BUILD VIEW Roy Parrish is managing director of Ranne Creative Interiors From a facilities managerâ&#x20AC;&#x2122;s perspective, design and build is the ideal route as it allows them to get involved in the design process at an early stage, helping to inform design decisions and creating a facility or project that is created with maintainability and the buildingâ&#x20AC;&#x2122;s users in mind. Design and build has the distinct advantage of ensuring that the client, the designer, the contractor, the specialist contractors, the FM â&#x20AC;&#x201C; are Roy all working together with a

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traditional route, the contractor is brought in too late in the process and is unable to bring â&#x20AC;&#x2DC;buildabilityâ&#x20AC;&#x2122; into the project. In addition to D&B projects, we also work with architects in the more traditional route and can therefore see both sides of the debate. @ 3 !

route, the resulting project will be of a higher quality than with a D&B approach.

However, what clients donâ&#x20AC;&#x2122;t take into account is that the architect and QS will aim to run the job at the best price, but not always a realistic price. This can result in the contractor, especially in tough economic times, being forced to cut corners as theyâ&#x20AC;&#x2122;re being hit over the head by the QS â&#x20AC;&#x201C; and not always metaphorically. The costing is far more transparent and upfront with no â&#x20AC;&#x2DC;middle menâ&#x20AC;&#x2122; in design and build projects.

The whole supply chain is simply more committed in the D&B approach.

And with a one-team approach a blame culture simply doesnâ&#x20AC;&#x2122;t exist â&#x20AC;&#x201C; there is nobody else to criticise if things do go wrong, as there is just one team on the

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Design and build also takes less time, and typically costs less money. The project starts on site earlier, as there is a one-stage procurement process.

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approach, the architect will no longer be involved in the project by the time Parrish it comes to complete, and so there is limited communication between the parties. This means there is more chance for things to be misinterpreted or to go wrong. In the D&B example, the designer and builder work together throughout the project, from / /

Q3 D&B company will maintain the property for /

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to iron out any snagging issues.

The timing and pace of the programme can also be easily agreed as all the parties are working together, and therefore it is

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As with any issue, there are two sides to every debate. Some projects and

# two-stage tender process and traditional approach, while others will prefer the

//

MARCH 2014

25

FOCUS

DESIGN AND FIT OUT

companies. Ultimately much depends on the design and construction partners chosen by the client and the relationship developed between all parties.

people who at the receiving end of change or the identifying of the unknown, they are in the optimum position to respond !

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3 guidance, all demonstrate a valuable project

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in lieu of the procedural and time sapping Request for Information (RFI).

Phil Hutchinson is joint managing director at @ 3 BDG architecture + design project can rely on quick decisions. However quick decisions arenâ&#x20AC;&#x2122;t always the best ones.

The key factors that need to be considered Quality remains at the forefront at this stage at the start of any project are time, cost and should never be compromised by a and quality, with the most important I quick decision. believe being quality.

The traditional design route The traditional, keeps the design element architect-led approach independent for the duration to design supports this of the project and ensures that premise following a quality remains at the forefront. clear and proven route Budget remains high on their of exploring ideas and agenda, as it is a limited resource, opportunities, agreeing !

on the optimum and right areas delivers value. For adding detail to a stage Phil Hutchinson designers time is money. where all parties have a clear understanding of quality, cost, time and the most appropriate route to procure and implement the works. This process ensures Brian Teale is former head of projects at Barclays clarity of understanding for the whole team, and is a non-executive director of lighting it establishes standards and allows the manufacturer Future Designs opportunity to mitigate risk at each stage.

The perception that this traditional The choices between full design, design and approach always takes longer and costs build, single stage and two stage approach

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to appointing the team will depend on a projects require alternative approaches, number of priorities including required ! /

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speed to market, quick project start and sourcing will not mitigate risk for all parties. early project completion. Large prestigious Among the many procurement options projects are likely to require a unique level 7 !

# of design skill, capability and experience, programme and quality. This process can normally associated with the appointment considerably speed up a project programme, /

3 especially at the earlier stages buying time a traditional tender process likely using a that might have been needed to review standard form of building contract. That options or value engineer solutions. A twosaid, much care is needed in developing // # !

the project has complexities that bringing a that can be properly included in the tender contractor onto the project at an early stage documents for realistic pricing. with their specialist knowledge can assist.

The experience is usually that A good working relationship for the tender costs and project turn entire project team is essential to its out costs of such contracts are success. The designer and contractor 3

have important roles to play. On the Design and build contract designerâ&#x20AC;&#x2122;s side there is always a more strategies, particularly for comprehensive introduction that can be # / * / Â&#x2020;=; made to introduce the contractors team million have key advantages to the project. This should include the over the tendered lump sum Brian clientâ&#x20AC;&#x2122;s objectives, their aspirations and a contract. summary of how the design has evolved They usually provide a to where it is now. The objective of this is quicker overall delivery, to expand on the documentation enclosed gets the early involvement of contractors with the tender and provide a real insight and specialist contractors, with a strong into what is important for the project. On commitment from the supply chain, and the contractorâ&#x20AC;&#x2122;s side there is generally responsibilities and risks are therefore room for a more proactive approach to

#

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unforeseen issues and changes. As the develop alongside the cost build up, giving

THE ARCHITECTâ&#x20AC;&#x2122;S VIEW

THE CLIENTâ&#x20AC;&#x2122;S VIEW

26

MARCH 2014

early warning on budget issues, thus avoiding the tedium of value engineering. $ / +

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requirements at the outset. Concept design from consultants can be easily developed into details by the suppliers with the muchneeded working drawings being available in line with the programme drivers. Best of all, the contract sum is agreed before work

# 8

U # / * turn out costs.

The traditional lump sum contract tends to # 8 +

/ Yet the design information is still likely to be incomplete and, at worse, inaccurate at tender stage which means that tender costs are unlikely to be reliable against turn out costs owing to the inevitable changes.

The contractorâ&#x20AC;&#x2122;s appointment comes too late to input into the â&#x20AC;&#x2DC;buildabilityâ&#x20AC;&#x2122; of the project meaning their input and that of facilities management, and end users into the design is minimal. The design is separated from the construction which risks producing adversarial team working.

The contract strategy that embraces the lowest risk and engages the entire team early is a two-stage tender approach. The # /

limited information, whereby contractors submit a programme, resource, logistics, methodology and price preliminaries.

The client and its professional team, then decide based on this information, and the teamâ&#x20AC;&#x2122;s skills, who will be the preferred contractor with whom they will advance

3

negotiations, the parties then enter into a contract sum or cost reimbursable contract with a target price. This is an ideal approach for larger projects where the design is incomplete or still developing.

K " / * 4 @ less about the form of contract, but more about the total team commitment to succeed.

In my view, it is early input from contractors, and the supply chain, an integrated team working # project in a collaborative, non-adversarial way and an understanding that change Teale is inevitable.

The most important thing to remember is that all the parties should work together to deliver the 8 #

/ 8/ # supply chain as they do from the design team and the main contractor. In real terms they are all equal as suppliers.

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FOCUS

SECURITY

THE KEY TO

SAFETY AND

SECURITY

It may be tempting to take a â&#x20AC;&#x2DC;make do and mendâ&#x20AC;&#x2122; approach to the safety and security of your premises. But botched repair work, poor maintenance and incorrect installation of emergency

! # Justin Freeman,

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he Regulatory Reform (Fire Safety) Order 2005, had a huge impact on facilities managers. It dispensed with

6 ) audit buildings, with responsibility for complying with the Fire Safety Order resting with â&#x20AC;&#x2DC;the responsible personâ&#x20AC;&#x2122;.

Therefore, if a facilities manager is named as the person â&#x20AC;&#x2DC;who has control of the premisesâ&#x20AC;&#x2122;, they must ensure compliance with the Fire Safety Order and operate good practice in all aspects of safety and security.

28

MARCH 2014

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NO NT W R OP IE EN S

Exceptional & inspirational facilities management Will 2014 be the year you join the illustrious line-up of winners?

We are looking for the best examples of exceptional and inspirational facilities management projects, people and organisations to showcase at the BIFM Awards.

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FEATURE

FM IN SPORTS

Sporting chance

FMJ assistant editor Charlie Kortens looks at the peculiar challenges involved in facilities management within sporting environments and how FMs in corporate, educational, and healthcare environments can learn lessons from their sporting FM counterparts.

M

anaging an entire building is hard work. We all know that, there are a thousand and one things that take up a facilities managerâ&#x20AC;&#x2122;s time. From security to health and safety to cleaning and catering, the responsibilities are enormous. But imagine trying to manage your building when it is over 40,000 m2 in size, with the various services and departments spread all around it. Imagine if on random days of the year tens of thousands of emotional sports fans started storming through the

_ O

6

?

32

MARCH 2014

your facility. Welcome to the world of sporting FM. Everyone knows the famous sports stadiums, up and down the country, from the Q /

#

Q $ !

of people who go to a sports match each year will give any thought to the diligent facilities managers working away behind the scenes to see that everything runs smoothly.

Even FMs themselves, when they go to cheer on their side, will likely forget that there is a team at each and every venue in Britain, doing their job for the stadium.

This is a constant challenge, with issues completely removed from those faced every

/ well as at a college, hospital or anywhere else. Take the Millennium Stadium, the /

K # 3 largest in the UK (soon to be fourth as the capacity of the Olympic Stadium is reduced.)

The stadium has a volume of over 1,500,000 m3, a pitch 120m x 79m and holds 74,500 spectators. Thatâ&#x20AC;&#x2122;s without mentioning the 124 hospitality suites, 15 public bars or =Â&#x152; #

$ /

managing this behemoth falls at the

FMJ.CO.UK

FM IN SPORTS

The Oval

U 8

their FM teams. Aside from the 50,000 plus people who visit the Millennium Stadium each year the main bowl can stand empty (at least in terms of paying visitors) for several days in a row, then have 74,500 people attend a rugby match, concert and game of football, all in the space of a week.

This brings up obvious challenges, health and safety issues, concerns about the pitch, security and catering that can be a constant struggle for an FM to keep on top of. It also however creates work behind the scenes which is rarely, if ever, considered by anyone who isnâ&#x20AC;&#x2122;t working on the FM team. For example, if Wales host England in a heated Six Nations match on Saturday, but then â&#x20AC;&#x2DC;Take Thatâ&#x20AC;&#x2122; are due to perform to tens of

then the entire rugby dressing room has to

# " royalty, with everything changed right down to the carpets.

Of course, with over 70,000 fans, already on the edge of their seats, and with the addition U !

9 Â&#x2014;< <<< /

can been sold at Wales rugby matches) health and safety is a constant concern.

Accidents are common, especially slips, trips and falls.

TECHNOLOGY

feet of Darren Crossman.

Crossman has been in his post as the Millennium Stadiumâ&#x20AC;&#x2122;s facilities manager for four years and describes his work as /

conventional FM. â&#x20AC;&#x153;It was like climbing a vertical wall,â&#x20AC;? he says, recalling the transition into sports FM. â&#x20AC;&#x153;All my preconceived ideas were proven wrong and it was as if I had to 3 Â&#x192; @ !

!

" managerial position is the amount of legislation that applies to sports venues but very few other places. He cites the Safety at Sports Grounds Act of 1975 as being of particular importance.

5

! comes to most peopleâ&#x20AC;&#x2122;s minds when they consider the disparities between the Millennium Stadium and, say, a banking

obvious challenge that is regularly thrown his way. All major modern stadiums have to

Specialist technology comes into play too. With a venue on the scale of the Millennium Stadium it would be a practical impossibility to operate lighting on a room-by-room, U - -U stand-by-stand basis.

The stadium makes use of

All major modern stadiums have to be

*

so, therefore, do their FM teams.â&#x20AC;?

FEATURE

a lighting control system which allows every single light in the arena to be controlled from a single desk top computer.

WEATHER Thankfully for Crossman one issue which for other sports FMâ&#x20AC;&#x2122;s can be a real headache has

6 ! 6 " the Millennium Stadiumâ&#x20AC;&#x2122;s iconic roof.

The arena is the second largest stadium in the world to have a fully retractable roof 9 3 5 ! :

was only the second in Europe to be built with this feature. The roof, which has an area ;> Â&#x2014;>; ; ! " ;<

to shut and contains over 200,000 nuts and bolts. It successfully protects the pitch, fans and players from the elements. Even with the best intentions however Crossman and his team cannot completely outfox the weather, on days where conditions are particularly bad they are sometimes forced to open their doors to the public a few hours earlier than would be ideal.

The weather is a much thornier issue for James Wagg of OCS. Wagg manages the Kia Oval cricket ground, which doesnâ&#x20AC;&#x2122;t have a roof. Nobody can be protected from heavy rain or snow at the Oval, bad weather can / !

U

occur and 20,000 fans can get gridlocked in the rain even trying to get into the stadium.

Thatâ&#x20AC;&#x2122;s not to mention the fact that a cricket match can go on for days, meaning that those same fans can be sat around at the ground for hours waiting for play to resume, demanding food, drinks, toilet facilities and all kinds of other hospitality.

!

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* 3 look very similar to a more conventional $

! " / that need to be managed, and conferences and weddings are held at the stadium year round. But, of course, when a Test Match # ! ;< <<<

Craven Cottage

MARCH 2014

33

FEATURE

FM IN SPORTS

Š Welsh Rugby Union

fans stampeding around, things get more complicated.

It is at these times that Wagg is responsible for things that would go beyond the remit of

'/

monitor the footfall in each of the stadiumâ&#x20AC;&#x2122;s toilets so that ideal cleaning times can be calculated. On match days over 100 cleaners U Q / Â&#x2013; stewards that have to be organised.

Wagg, whose background includes work in the West End, says that one of the best things about his job is working in such a â&#x20AC;&#x153;constantly challenging environmentâ&#x20AC;?.

This is an understatement. The stadium itself is constantly being developed, improved, even expanded. The pavilion has been refurbished, more seats added, all while trying to make the ground a great environment for people to watch cricket.

Another sporting FM also has a background in the West End. Graham Gillmore is venues /

O

football club Fulham. Gillmore, who has

/ / # one of the biggest things sports managers

*

clients. In his previous role he catered for several hundred people going for a night out at a show whereas in sports FM you have to keep your focus on tens of thousands of fans !

U !

high. Focus on safety is therefore paramount.

34

MARCH 2014

With Craven Cottage sat right on the banks of the River Thames, weather also

( ! " but he says the most important issues at a football stadium (he has previously managed

! ! known as the Walker Stadium) are fan safety and ensuring that the dynamics of crowd movement work. The seating area

# the concourse areas beneath, if toilet and restaurant positions arenâ&#x20AC;&#x2122;t perfect then this !

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ground, especially at a brand new ground which hasnâ&#x20AC;&#x2122;t yet ironed out these kinks.

K # ! "

/ FM, there is no doubt that sometimes the pressure can be crippling. Imagine hosting ?

" "- match is televised and tens, maybe hundreds of millions, of eyes around the world are glued to the match. And then, about ten

U

Sports stadiums naturally have back-up generators to cover this sort of eventuality but, on this occasion, the fail safe failed. In

the end a trip switch was found to have gone in the plant room and the match was soon resumed. But I canâ&#x20AC;&#x2122;t think of many managers who, when they have problems with lighting, have hundreds of millions around the world !

/ # 8 problem. At times like this who do you think is under more pressure, the players on the pitch, or the FM team behind the scenes?

Check out the Millennium Stadium virtual tour: http://www.millenniumstadium.com/tours/virtual_tour.php

Š Welsh Rugby Union

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FOCUS

BIM

?

Are you ready for

BIM

The Government requires that by 2016 all UK public sector, centrally procured construction projects be delivered using BIM. Will the FM industry be ready to meet these demands? Graeme White, senior built asset consultant at EC Harris looks at the challenges that are still to be overcome.

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FMs, owners and occupiers acknowledge that BIM will become increasingly important. However, there is still uncertainty as to the extent of the role BIM will play in the near future. The BIM4FM survey showed that the majority of respondents (61.7%) held the view that BIM can support the delivery of facilities management. Although, it was acknowledged that just over a third of respondents (35.3%), do not yet understand the intricacies of how this will be achieved.

This is being driven by a number of factors: To date, BIM has focused on design and build â&#x20AC;&#x201C; the integrated BIM FM market is only just emerging;

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returns on investment (ROI); 5

/ / %@ applications are evolving and standard formats to organise and share building information are far from fully mature and; Challenges around collaboration, integration, new ways of working and organisational change to allow full implementation of BIM. $ %@ Â&#x2C6; / ! /

#

the key opportunities for BIM were around life cycle management (74.5%), ! / #

36

MARCH 2014

and performance for facilities would support this. Other broad opportunities

# ! /

9>Â&#x2014; =Â&#x201C;: /

9>; <Â&#x201C;: % # %@

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/ Â&#x203A; Faster handover and creation of FM and asset management data resources through the re-use of data held in BIM models; @ / ! "

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disparate sources â&#x20AC;&#x201C; drawings and equipment documents; Reduced cost of utilities (energy and water) due to improved maintenance data which supports better planned preventative maintenance planning and / %

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! properly maintained; Reduction in equipment failures that result in emergency call outs/ repairs and disruption to building occupants; Improved inventory management of spares and consumables; tracking of asset and equipment history; Support for business continuity planning and disaster recovery scenarios.

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comprehensive data set; Maximisation of asset life expectancies through extensive use of planned maintenance strategies; Display of real time data.

FMJ.CO.UK

BIM

FOCUS

The need to innovate and continuously improve is vital to the success of the Facilities Management industry. Organisations will need to exercise a ! ! Â&#x20AC; !#$

MARCH 2014

37

FOCUS

BIM

Research within the UK FM industry shows there is little case study material on the

/

#

from the use of integrated BIM solutions during the operational phase of the building.

REAL LIFE EXAMPLES Of all of the available case study material, Manchester City Councilâ&#x20AC;&#x2122;s Grade II listed Central Library refurbishment programme is the most comprehensive. In isolation,

However taken cumulatively, they should

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Following handover of the project, which

/

/ ;<=Â&#x2C6; City Council will undertake a testing phase to collate data, which should further support # %@ The Ministry of Justice (MoJ) has three / *

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Modelling (BIM) â&#x20AC;&#x2DC;Early Adopter Programmeâ&#x20AC;&#x2122; at or near completion. MoJ see the main advantage of BIM will be to provide accurate O&M information at (or very near) handover instead of the average 6 months it usually takes. They are currently working on how to get the COBie data into their estate asset management and CAFM systems. Once completed, the integrated system will be tested to see what level of savings can be realised.

Of those organisations who are integrating BIM into the operations phase; there are reported challenges around exchanging data from construction models to CAFM systems in the Government mandated COBie format; this is partly due to CAFM vendors still developing the interface tools to unify the

$ Q

development of improved data sets which will be aligned with COBie and is closely engaged with the work that Manchester City Council have been doing.

There are only a small number of organisations actively looking to take BIM construction models to populate the FM platforms for asset management and space planning.

A notable example is BAM who advise they have utilised construction data to populate the FSI Concept Evolution CAFM system at UCL Academy. The system uses iPads, which allow the onsite FM team to access both data and the 3-D model. Early testing indicates

result. Further testing is planned to quantify

these. If this proves successful, BAM plan to develop a fully integrated Asset Information Model solution, which could incorporate BMS, CMMS, energy management and FM systems. # ( '

Administration (GSA) in the United States, a large public real estate organisation, has recently carried out a BIM FM pilot project linked to their real estate portfolio (some 37 million m;). Following this, GSA intend on rolling out the pilot to a number of their other buildings.

Whilst not having to comply with the Governmentâ&#x20AC;&#x2122;s directive; private sector organisations will be fast to seize upon any # %@ /

$ %@ Task Group has established a BIM working group with various private sector clients from across the UK including major infrastructure operators to help raise awareness of BIM from a client perspective, explore the value proposition and how it can be unlocked through the intelligent BIM client.

Key to making the decision to invest in integrated BIM solutions is to consider both the overall savings in the construction phase and, more importantly the operations phase, which outstrips the capital value of a project.

For the operations phase, the ideal is an understanding of the likely initial cost, ongoing costs and the anticipated savings, which in turn will determine whether the return on investment (ROI) is feasible. In

3 # as support for business continuity planning need to be considered.

The need to innovate and continuously improve is vital to the success of the Facilities Management industry.

Organisations will need to exercise a degree

# %@ should bring.

For the larger construction companies who are likely to have already invested in BIM; the decision to extend the investment into the operations phase should be straight forward especially as the cost (and potential savings) of operating the asset could be as much as three times the cost of designing and constructing the building over a typical Â&#x2026;<

The use of integrated BIM for buildings procured under PFI/ PPP is likely to / #

@ # Â&#x203A; assumptions will need to be made on the initial cost; ongoing costs and potential savings.

BIM is here to stay.

The European Parliament recently voted to support a package of reforms ;]$

38

MARCH 2014

No 3%

Unsure 35%

Yes 62%

Do you believe that BIM will support the delivery of FM? ( reproduced from BIM4FM survey) FUTURE BIM is here to stay. The European Parliament recently voted to support a package of reforms to the EU Public Procurement directive, which includes clauses designed to encourage all European countries to recommend the use of electronic tools, including BIM, on public works contracts. This should further embed BIM in the UK. Reforms included in the Directive cover all aspects of procurement and must be implemented into national law within two years of their publication in the OJEU. The UK cabinet Q

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adopted into UK law as quickly as possible.

The UK, Netherlands, Denmark, Finland and Norway already require the use of BIM on /

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;Â&#x2014; ! the incentive to mandate similar measures for publicly funded construction and building / * ;<=> Europe is hoping BIM adoption will mean building and infrastructure projects are set up and completed faster, more economically and sustainably. This should mean savings for taxpayers.

It also opens-up new export opportunities for UK design and construction businesses with expertise in using BIM especially SMEs. In addition, public authorities can think longer-term by taking life-cycle costs into account, and encourage the breaking down of large contracts into lots so that smaller businesses can bid for them.

As the industry matures, more data will become available to support investing in BIM in the operational phase. The early innovators are

" / #

FMJ.CO.UK

MARCH 2014

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MONTH IN FM

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MARCH 2014

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TO ADVERTISE IN MONTH IN FM PLEASE CONTACT DANNY.GRANGE@KPMMEDIA.CO.UK OR CALL 01322 476811

MONTH IN FM

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46

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ON DISPLAY: RINGING THE CHANGES FOR HEALTH AND SAFETY Employers are required by law to do all they can to ensure the personal

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PORTAKABIN LAUNCHES NEW PLANNING AND BUILDING CONTROL SERVICE TO SIMPLIFY BUILDING PROCUREMENT Portakabin Hire has launched a new Planning and Building Control '

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Mike Hanson, head of environment and programme management at caterer BaxterStorey, has been appointed to the board of directors for the Anaerobic Digestion and Biogas

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MARCH 2014

47

FIRST PERSON

CAREER CLINIC

actions you have taken widely and repeatedly. Only if your customers #

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accept that your actions are likely to be successful: and only then will

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Only by focusing on your customers, preventing blame, and being completely open about every stage of the process â&#x20AC;&#x201C; something that will take

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to rebuild the trust in your services and team that existed before.

The news that celebrity chef Heston Blumenthal has had to temporarily close his exclusive two Michelin star O 6 guests were struck down by a mystery vomiting bug will strike fear into the heart of FMs with responsibility for catering. The news follows the 2009 closure of the Fat Duck for the same reason. How do facilities professionals regain customer loyalty and

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THE END-USERâ&#x20AC;&#x2122;S VIEW

DAVE WILSON CFM, EFFECTIVE FACILITIES

GUY STALLARD, CHAIRMAN, FMA USER GROUP

Reputational risk is something that facilities managers routinely protect for their own clients, so one might think that managing for ourselves would be second nature.

However, we do not usually have to deal with the remedial and communications elements of problems, and reputational recovery is far from simple, not least because it is far easier to damage oneâ&#x20AC;&#x2122;s reputation than it is to build it. $ # /

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! ! wrong, allied to explaining what is being done to rectify the position. Blumenthal obviously had good advice on that score. This doesn't involve blame: in fact, as Eric Pickles may have discovered by attacking the Environment Agency over the ' U

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! # priority) and risk further damaging #

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all concerned. $ 8 / 3

require careful prioritisation. Firstly, stop the impact of the problem on customers. Next, communicate the remedial measures, compensation if that's appropriate, and how to access those. Only then should you begin to act on your own reputation: that ! 3 " 3 $ " here is to honestly appraise the root cause of the incident (again, /

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business, the costs and risks of food poisoning or bugs such

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decreased productivity and through reputational loss.

Along with many corporates, we provide a range of catering,

# dining and hospitality, and so we have tight controls in place across the board to avoid outbreaks, Guy Stallard and to provide our colleagues and clients with continued #

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By way of example, our catering provider has a rule that anyone who has had a sickness or vomiting bug does not return to work until they have been symptom free for 48 hours. For this to work, we need to ensure we have fair pay and sickness arrangements, and that

of maintaining general hygiene and managing sickness appropriately. This thorough management also goes

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It is imperative that there is traceability of all ingredients and that proper food hygiene standards are applied throughout

If the worst-case scenario does happen, it then becomes about investigating the situation and minimising the damage."

â&#x20AC;&#x201C; C-J Howden

48

MARCH 2014

FMJ.CO.UK

FIRST PERSON

CAREER CLINIC

the supply chain. This applies to all ingredients, inclusive of pre-packaged goods such as sandwiches. Customers and ! #

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robust protocols in place provides comfort to those who eat our food that we do everything we can to ensure their safety.

To promote the importance KPMG places on health and safety to all FM suppliers, we run an internal Health and Safety Award scheme for our suppliers, which was won last year by one of our cleaning suppliers.

This mindset around health and safety and the integrity of

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but should be ingrained in practices as a matter of course, and

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operation, customer trust will only be forthcoming if they truly believe that you consistently uphold the highest standards, and that the quality of food you serve and customer safety are your highest priority.

THE COMMUNICATIONS VIEW ADAM WURF, COMMUNICATIONS DIRECTOR , ISS There is an old adage in managing crisis situations that reputations take years to build and minutes to destroy. However, the reverse is also true. A strong, positive brand will also protect you if something goes wrong.

The good news is that I believe that Hestonâ&#x20AC;&#x2122;s brand is so strong and reviews so good, that there Adam Wurf

"

# long-term damage to his restaurantâ&#x20AC;&#x2122;s brand If only FM teams enjoyed the same luxury! While some integrated outsourcers and one or two single service specialists are fostering genuine brands, the majority, whether in-house or not, are not yet there. As such, crises can be much more damaging. ' # "

we need to position ourselves well. The best in-house teams and /

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but few FM operations really embrace it. We have so many great

" 3 ! be limited to factual KPI reporting and cost out discussions. We need to celebrate the good news and repeat the messages over and over so that they become the perceived truth.

Then when something does happen, we have goodwill banked to draw upon. Once in the crisis, honesty, transparency and ! / 3 ! !

again by repeating positive messages.

Speaking personally, I always marvel at how little really goes wrong in FM. With the sheer scale of employees in our sector, it is a real testament to their commitment and the quality of management that so few notable crises occur. Perhaps the real

# / 4

THE HR VIEW C-J HOWDEN, GROUP HR DIRECTOR, SERVEST GROUP Servestâ&#x20AC;&#x2122;s catering division takes every possible measure to prevent the worst-case scenario from happening.

This involves having robust processes in place and providing clear information

hygiene and health and safety.

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wanting to work and they will have an interest in having a full

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the safety of our customers.

If the worst-case scenario does happen, it then becomes about investigating the situation and minimising the damage. Take, for 8 /

' # / ! investigate our position and to gain assurances from our supply chain that there was no contamination. In line with government guidelines and industry practices we even instigated our own testing procedures on meat and meat products to ensure that they were free from any contamination. The next step was to

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Do you have a question that youâ&#x20AC;&#x2122;d like answered &

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MARCH 2014

49

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There is no limit to what you can achieve Attractive salaries + benefits + bonus London, Stoke-on-Trent or Livingston â&#x20AC;˘ International Travel We provide award-winning, technology-driven energy and facilities management solutions.

Join our post-graduate development programme and you, like many of our Board Directors who joined this way, will be given all the support and informal career development you need to take you right to the top.

Youâ&#x20AC;&#x2122;ll need natural drive and an entrepreneurial streak, combined with a commitment to providing outstanding customer service and a desire to progress, perform and innovate.

Our dynamic Commercial and Operations divisions are waiting to welcome post-graduates in Energy, Engineering, the Built Environment or similar disciplines who have relevant work experience.

If you relish a challenge we could go a long way together.

To apply please email: joe.sidley@gshgroup.com

50

MARCH 2014

FMJ.CO.UK

FIRST PERSON

CAREER LADDER

Facilities management is known to be a career that Name: O $ Current role: Technical Director Born: Epping, Essex Lives: Buckinghamshire Education: Royal Navy Engineering College $% ' BTEC Diploma

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51

THE END IS NIGH! For HCFC R22 From the end of 2014, the use of the popular refrigerant R22, for equipment service and maintenance purposes, becomes illegal.

For older cooling plants still operating with R22 refrigerant, be they industrial, process or commercial, time is running out!

Space Airconditioning plc, independent distributors of Daikin Europe for over 33 years, has a dedicated R22 replacement advisory team to offer assistance with available options. Space Air can select from over 650 Daikin models, from a 1kW split system to a 2MW chiller.

U K D a i k i n d i s t r i b u t o r f o r ove r 33 ye a r s

N O BO DY KN OWS DAI KI N B E T TE R

Contact Space Air for more information!

01483 504 883 R22@spaceair.co.uk www.spaceair.co.uk Š 2014 Space Airconditioning plc. SA102135-03.14