2012-03-08 FMW

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 8 MARCH 2012

FMW www.fm-world.co.uk

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VOL 9 ISSUE 5 8 MARCH 2012

CONTENTS

6 | Gareth Tancred

20 | Stryker

24 | Religion and FM

NEWS

OPINION

FEATURES

6 Gareth Tancred is unveiled as the new chief executive of the BIFM 6 Ismena Clout to take the reins as BIFM chairperson 8 Think Tank: Which department do you report into?

9 FM World launches a new search for the sector’s ‘rising stars’ 10 Procurement vs. FM – a recent roundtable settles some old scores 12 Business news: Graeme Davies suggests that NHS reforms could present FM opportunity 13 Kier reports profit rise despite a slump in revenue 14 Business profile of G4S FM managing director Luke Sanders 18 Report from Workplace Futures 2012 by Martin Read

16 Diary of a facilities manager: John Bowen offers his analysis of business ethics 17 Five minutes with Sean McCarthy, business development director, Total Environmental Management 46 No Two Days

28 | Sheffield Hallam

20

Stryker: Natalie Li discovers how medical equipment company Stryker designed and built a new open-plan, flexible office in Newbury

24

Religion and FM: To what extent are FMs responsible for representing the diversity of British religious observance at work, by Nick Martindale

28

Sheffield Hallam: Richard Bertram explores the renovation of cutting-edge FM research department based in Sheffield Hallam University

MONITOR 32 Legal: David Clements, managing director at Future Designs 33 New Legislation: Sustainability continues to be the key concern for real estate managers 35 How To: Mike Mellor advises on how to cut your catering energy bills 36 Insight: Market intelligence

REGULARS 38 41 42 44

For exclusive online content including blogs, videos and daily news updates

BIFM news Diary of events People & Jobs Appointments

COVER IMAGE: John Reynolds

visit fm-world.co.uk FM World Jobs – the best place to find FM career opportunities online

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Schueco TF+ delivers free electricity and an extra income even when it’s overcast

What’s the simplest way to take advantage of free solar energy and receive regular, index-linked payments from the Feed-in Tariff? Answer: install a Schueco TF+ thin-film PV array on any convenient flat roof using Schueco’s unique East/West mounting system. Because the micromorphous silicon cells in Schueco TF+ react to an unusually wide spectrum of light, the modules work even when it’s overcast and the east/west alignment allows them to generate power throughout the day. Importantly, the lightweight low-ballast East/West system does not puncture the roof covering and allows 90% of the available roof-space to be utilised.

It’s another example of Schueco’s Energy 3 concept in action. www.schueco.co.uk

Green Technology for the Blue Planet Clean Energy from Solar and Windows

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news editor: David Arminas ⁄ sub editor: James Richards ⁄ assistant editor: Natalie Li ⁄ art director: Mark Parry ⁄ art editor: Daniel Swainsbury ⁄ picture editor: Sam Kesteven ADVERTISING AND MARKETING email: sales@fm-world.co.uk

MARTIN READ EDITOR COMMENT

LEADER

senior display sales executive: Adam Potter (020 7880 8543/6230) ⁄ recruitment sales executive: Carly Gregory PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Steve Bagshaw Forward features lists and media pack available at www.fm-world.co.uk/about-us SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/ subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call Natalie Li on 020 7880 6229.

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Ismena Clout, energy consultant, powerPerfector ⁄ Nick Cook, managing director, Haywards ⁄ Robert Greenfield, group SHEQ director, GSH ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4RM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

Average net circulation 11,357 (Jul 10 – Jun 11) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845

BIFM ENQUIRIES

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: 0845 0581356 email: admin@bifm.org.uk web: www.bifm.org.uk

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think I may have had an epiphany of sorts. At a particularly well-attended BIFM international special interest group meeting, host company Steelcase presented some of its regularly conducted research into workplace trends. Plenty was said about the priority now placed on ‘collaboration space’ at the expense of ‘focus space’ (a theme echoing comments made earlier in the week at Workplace Futures) and there was much talk about the office continuing to provide a priceless element of ‘social cohesion’, despite the rise of flexible working.

For me, however, the really intriguing bit concerned what Steelcase described as ‘wormholes’ – effectively, a form of ‘always-on’ video conferencing. The idea is that instead of formally arranged video conferences, conducted in specially prepared rooms, large screens are set up in two normal open-plan offices. Each screen has a camera and a microphone; the camera is trained on the whole of the room and the microphone tweaked to pick up any conversations taking place in that room.

Crucially, these ‘wormholes’ remain ‘on’ all of the time. Come into the office in the morning and you can wave at your counterpart in the other office and say hello. You can also respond to the behaviour you see in that other room: if someone is eating a sandwich, talking to a colleague or obviously concentrating on something, perhaps you should wait before sending that instant message or email.

For me, this changes everything. My previous concerns have been about how the gesticulatory, performance-focused video conference style follows a set agenda, which is uncomfortable for many. This, by contrast, is a powerful new type of collaboration space.

Quite simply, the wormhole is an open window into another office. Just as I can strike up a conversation with the folk over on our sister title Supply Management 10 feet away, so too can the ‘wormhole’ screen can be used to collaborate between teams on opposite sides of the country, continent or indeed globe. It’s all done naturally, with those involved responding to natural human behaviours. And yet it couldn’t be more high tech.

Here is one of those intuitive uses of technology born from a more complex and cumbersome predecessor. For me, the concept of video wormholes reminds me of Apple’s success with the mp3 player. In that case, Apple took an existing technology and made access and use of it completely instinctive. Here, an existing technology that has been through a number of iterations could easily become something that simply fades, almost literally, into the background. The technology here isn’t dictating the type of interaction between users; it’s simply allowing for natural interactions to happen.

All of this is predicated on the headlong rush towards super-fast, permanently available broadband access continuing. But this could be the big one for video conferencing, where video communication between spaces finally becomes as ubiquitous and obvious as the humble phone call for audio conferencing. If it becomes that successful, the ramifications for the levels of required office space will be significant indeed.

I

“THE TECHNOLOGY ISN’T DICTATING THE TYPE OF INTERACTION BETWEEN USERS; IT’S ALLOWING FOR NATURAL INTERACTIONS TO HAPPEN”

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BIFM

Tancred takes reins full time at the BIFM DAVID ARMINAS newsdesk@fm-world.co.uk

The British Institute of Facilities Management’s goal for the next two years is to become more responsive to its member needs and much quicker to react, said the organisation’s new chief executive, Gareth Tancred.

“The environment is changing out there all the time and it’s very difficult for organisations and individual members,” Tancred told FM World in an exclusive interview.

“We must respond faster to their needs. In the past, it has sometimes taken months, even years, to develop something for them. I’d like to see us doing that far more quickly, said Tancred who has been interim chief executive since October and chief operating officer (COO) since 2009.

During his two years as COO, Tancred deputised for the chief executive and helped lead changes to the constitution to professionalise the BIFM. He has over 12 years’ experience at board level, ranging from small- to medium-size businesses to large UK, European and international organisations, along with an extensive portfolio as an executive director, specifically as a deputy chief executive.

In 1994, he became a Fellow of the Chartered Institute of Management Accountants. He has been a member of the Institute of Directors since 2000 and qualified as an accountant in 1992.

Tancred said that he will work to make the institute “less risk averse” and more nimble. While it’s not the chief executive’s role to decide strategy, Tancred said he has been 06 | 8 MARCH 2012 | FM WORLD

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involved in its development.

“I’m delighted to have already started developing the operational plan to implement that strategy.

“I believe that as an organisation we have to be far more responsive, move more quickly and be less risk averse. It seems we have, at times, taken a great deal of time to agree things or get things done.

But implementation will involve some changes.

“I’m a strong believer of getting the right team in place and then motivating and empowering them.

As chief operating officer and

since becoming acting chief executive, I’ve tried to push that empowerment down through the organisation.

“I expect managers and senior managers to do a management job. So I expect them to do that, and not to see everything come back up to the board for a decision. In the pasr, because the board doesn’t meet regularly, maybe from one month to the next, the decision process has been slow.”

“Managers have started to believe in themselves and take decisions, where before it was a more formal decisionmaking process at board level.

We’ve seen better operational smoothness, productivity and cost savings.”

A big change for members will be the launch of the BIFM’s

Tancred: seeking to provide a more responsive institute for members

user-friendly online platform, which is expected later this year.

“You’ll see the organisation change exponentially,” said Tancred.

“It’s more than just a website for interfacing with members, it’s the whole membership database that

Ismena Clout to take over as BIFM chair DAVID ARMINAS newsdesk@fm-world.co.uk

Continued development of cohesive leadership within the BIFM will be one of the main objectives of its new chairperson Ismena Clout, who will assume the role this summer having been deputy chair for the past two years. Clout officially becomes chair on 12 July at the BIFM annual general meeting, taking over from Ian Broadbent.

Clout acknowledges that Broadbent “will be a difficult act to follow” but she will take forward the theme of having a very strong team at the top of the institute.

One of her biggest challenges will be creating that team, she told FM World.

Ismena Clout: Chair-elect of the BIFM

“It’s really about making sure you get the best out of each board member,” said Clout. “You have to make them feel that they can speak their mind. I understand the pressures that people are under today in their day jobs, so it is even

more important to ensure members get some professional and also personal development out of being on the board.”

And this is a two-way street, said Clout. “Board members must ensure that they take that development back to their day jobs to enhance their own organisation.”

Clout sees another part of her challenge to make sure the BIFM has a cohesive top leadership. As reported above, the institute also has a new chief executive and deputy chair. There will also be a new chair and deputy chair of the institute’s members’ council. The BIFM is also considering the creation of the role of president, something its constitution already allows.

Said Clout: “The main task at hand

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x NEWS

BRIEFS lives behind the website, plus links out to other organisations that, as a package, can best serve members.”

Commenting on other recent appointments at the institute, Tancred said that he heartily welcomes the appointments of Ismena Clout as chair and Liz Kentish as deputy chair (see story, below), “who are not only great ambassadors for the BIFM, but great ambassadors for the facilities management profession”.

Clout has chaired the mediumterm strategy group and can now move it forward as chair of BIFM, while Kentish is chair of the institute’s Women in FM special interest group.

Said Tancred: “Collectively, we will be picking up the mantle of the great work already done and carrying on the momentum to implement the strategic plans we’ve

all developed together as a board.”

Tancred also expressed his appreciation for the work of current chairman Ian Broadbent, who will continue in the role until this July. Tancred started working with Broadbent when he was chair of the institute’s medium term strategy group, where he struck up a close working relationship. Said Tancred: “Ian has done a very good job of running the board, allowing me to get on and run the organisation.

We’ve done a lot together, he’s been very helpful and I’ll miss him.”

Commenting on Tancred’s appointment as chief executive, Broadbent said: “Gareth has been a competent interim appointment providing stability, new ways of working and a foundation for future growth. I look forward to supporting Gareth during my remaining time as chair.”

is to ensure that the current board and leadership are bedded down in their new roles.”

Being chairperson means you have to bring people together and sometimes make decisions that may not be popular, said Clout, who is the second women chairperson after Marilyn Standley, who served between 1995 and 1997.

Clout has more than a decade’s experience of facilities management.

For the past two years, she has worked as a key account manager for energy consultancy powerPerfector.

Prior to that, she was property manager for Lend Lease and facilities manager at Hat Trick Productions and publishers Harper Collins.

Meanwhile, Liz Kentish, who becomes deputy chair in July, said the chair and deputy chair roles are open to all members and there is no particular significance that two women will be taking over.

“The BIFM is not an exclusive organisation,” said Kentish, who is the managing director of Liz Kentish Coaching, a qualified coach and licensed trainer and public speaker who has specialised in the service sector for over 20 years.

“It’s important to remember that Women in FM isn’t an exclusive club; about a third of members are men,” said Kentish, who will relinquish her leadership role of Women in FM by July.

“My main role will be to support Ismena and the medium-term strategy and “develop the board to be accessible to our members”.

Kentish is passionate about encouraging people into FM, whether they are school leavers, graduates or even people considering a career change. “But we can’t do this alone, we need to get our members behind this, making sure that all their knowledge and

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Lecturer wins research award Dr Matthew Tucker, senior lecturer in FM at Liverpool John Moores University, has been awarded the first Fulbright-RICS Research Award. Tucker will work for four months in the US next year, linking in with Professor Kathy Roper from the Georgia Institute of Technology. His research project will be about measuring FM performance through customer and employee engagement, “a framework for improving customer perception of service delivery”. Tucker has been specialising in strategic facilities management and obtained a PhD for developing a customer performance measurement system. Tucker has built up something of a reputation for innovative approaches to lecturing and wrote on the subject of customer satisfaction in the 15 September 2011 edition of FM World.

Cartwright’s Hallam role Sheffield Hallam University has appointed a new assistant director for estates development and sustainability to help oversee its property portfolio.

Richard Cartwright joins Sheffield Hallam from Manchester Metropolitan University where he worked as director of capital projects and led on the delivery of its £330 million campus consolidation strategy. Cartwright has managed estates projects and operations at the Crown Prosecution Service and was head of FM at Kent County and Doncaster Metropolitan Councils. He also has 15 years of experience as a building services design engineer.

Yobs costs UK £9.8bn One in five businesses suffered damages by Britain’s ‘yob culture’ in 2011, at an average cost of just more than £20,000 for each affected business. Total reported damage in 2011 was £9.8 billion and this is expected to cost almost a third more this year, according to a report by commercial insurer RSA. Large businesses rather than small are most affected. Around a third of businesses in London and Scotland said they have considered relocating because of yob culture.

Workers favour flexibility Flexible working is more important to employees than tangible benefits, including a financial stake in the business, bonus schemes and pensions, a new study reveals. More than 75 per cent of employees say flexible working boosts their job satisfaction and improves work-life balance. The Vodafone-sponsored report, Exploring the shift in employee expectations, is based on interviews with 1,366 senior managers and employees across the UK.

Liz Kentish: Deputy chair-ELECT

RICS publishes Ska

experience is shared with those coming into FM.” Kentish is also planning to get out to more of the institute’s regional events. “Ismena is Londonbased and I live in Lincolnshire, so we will also be attending many local BIFM events around the UK.”

The Royal Institution of Chartered Surveyors (RICS) has published a Ska rating for the fit-out of retail and restaurant premises. Ska – named after interior refurbishment business Skansen – is an assessment method developed in 2005 to measure the environmental impact of fit-outs and set benchmarks for improvements. The latest Ska rating for retail methodology is a direct followon from the institution’s original version for office fit-outs, launched in 2009.

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THINK TANK

WE ASKED 100 FMS…

HR (13%) Property (36%)

Who do you report to in your organisation – human resources or finance?

Just over a third of respondents to the most recent FM World Think Tank poll said they report into the property function.

Only two per cent said they report to the procurement department, although one respondent said they are seeing more procurement involvement in facilities contracts.

Just under a quarter of respondents said they report to the finance department, while 13 per cent work with human resources. But 27 per cent said they report to an “other department”.

It also appears that the FM department is a sitting duck

for managers bent on shuffling reporting structures. “My FM section has been moved back and forth between the property and estates department, and the contracts department three times,” said a respondent.

“But the best business fit for FM is with the estates. In our organisation, estates will soon be officially called ‘assets department’.

This will be our fifth departmental name change in 25 years!”

It can be a merry-go-round for FM teams, said another respondent. “Over the years, our department has been part of HR, finance, had a direct line to the

Other (27%)

Procurement (2%) chief executive and is now reporting into IT. Seems we have no natural home.”

The NHS, however, is particularly good at recognising the importance of FM. “The NHS is very complicated and we have our own estates department,” said a respondent in the healthcare sector.

“Many hospitals and units also have their own FM managers and in-house teams who report directly

ISTOCK

New DIO contracts up for grabs Defence Infrastructure Organisation (DIO) is inviting expressions of interest for three new facilities regional prime contracts worth up to £4.35 billion.

The contracts, for a minimum of five years and a maximum of 10 years, are being let under the DIO’s Next Generation Estate Contracts (NGEC) programme. Individual contract values range between £500 million and £1.8 billion, depending on potential contract extensions, according to the DIO. The contracts are: ● Regional Prime Central (North of England, Wales, the Midlands and East Anglia) ● Regional Prime South West (south-west England) ● Regional Prime South East (south-east England) The successful bidders will provide maintenance and repairs to the defence estate. Other services will include a 24/7 helpdesk for estate-users, a regional energy management

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Three DIO contracts are in the sights

bureau, grounds maintenance and snow and ice clearance.

Each contract also includes options for land management services and construction projects valued below £3.93 million.

Major sites covered by the contracts include Catterick Garrison, the intelligence and security centre at Chicksands, Royal Military Academy at Sandhurst, Hyde Park Barracks and various Royal Marines bases.

The Regional Prime Central

contract will replace two separate regional prime contracts – RPC Central and RPC East – currently in service.

The other two prime contracts will replace arrangements over comparable geographical areas.

The new contracts are expected to be awarded in early 2014.

The defence estate of 45,000 buildings on 240,000 hectares is valued at around £15.3 billion.

Closing date for expressions of interest is 23 March.

to the senior clinical staff or a service manager. These FM managers are completely separate from the estates department, but can tap into them for advice and support as well as work with them to maintain our units.”

Want your voice heard? Email newsdesk@fm-world.co.uk or find us in the ‘FM World Think Tank’ group on LinkedIn. Our current Think Tank question is: “Gareth Tancred is the new broom running the BIFM. What should his priorities be?”

Whitehall shrinks and saves The government has saved £130 million in property costs “by exerting better control over lease renewals”, according to the Cabinet Office.

In the pursuit of big savings announced last year, Whitehall has also shrunk its estate by 416,600 square metres (nearly 4.5 million square feet).

It’s all part of an estimated £5 billion in savings to be delivered by the government in 2012, on top of the £3.75 billion saved in 2011, said Francis Maude, minister for the Cabinet Office.

“As part of its pledge to leave no stone unturned in the hunt for waste, this year the government can confirm that in just eight months it has secured £3.25 billion in cash savings from efficiency measures,” he said. www.fm-world.co.uk

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RISING STARS

Time to nominate the rising stars of FM

RSTISRSINOFGFM MARTIN READ martin.read@fm-world.co.uk

In all the fuss about a lack of formal definition and the sheer breadth of the FM function, one thing remains clear – an increasing number of enthusiastic, highly talented managers are making their mark on a wide range of organisations and facilities. We think they should be recognised, so we’re starting the search for the 30 most dynamic up-and-coming FMs in the UK. Nominations must be for practising individuals, whether they’re working in-house or through an outsourced service provider. The ‘Rising Stars of FM’ is dedicated to those providing the FM service, not the other aspects of the supply chain – although the event is being sponsored by Office Depot, a www.fm-world.co.uk

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leading supplier of office products and solutions.

We’re not setting an age limit because we’re looking to recognise dynamism in the sector, be it young FMs already making a name in the sector or talented managers who have arrived in FM from other professions or trades to bring a fresh take on service delivery.

No single individual will be singled out as more successful than the rest and all 30 nominees will share their ‘rising star’ accolade equally. And it’s not just about the people – it’s also the work they’re doing. Through the judging process we’ll highlight the type of work setting the most dynamic FMs apart from the rest. Is innovation in bid management key? Is it the way FMs manage their relationships with clients and suppliers? What systems have FMs put in place to boost the profile and process of FM in the organisation in which they work?

Nominees will be judged by a panel comprising: the reigning BIFM facilities manager of the year Chris Stoddart; the editor of FM

The ‘class of 2006’ (above) – six years ago, FM World’s 35 under 35 competition was the first such event aimed at identifying the industry’s emerging talent

FM of the Year 2011 and general manager of the Heron Tower, Chris Stoddart

World Martin Read; and members of the BIFM’s Rising FMs sig.

Those who make the final 30 will be invited to a special presentation event and facility tour of the Heron Tower in the City of London on the evening of Thursday 24 May. The Heron Tower is the tallest building in the City of London and will offer a fitting backdrop to the celebration of our 30 powerhouse FMs. We’ll profile each of our rising stars in the edition of FM World to be distributed at ThinkFM in June.

Nominate a Rising Star

PETE SEARLE

Over the next three months, FM World is looking for the 30 most energetic and innovative facilities managers in the UK. Who will you nominate?

JAMES WINSPEAR

ON WITH IN ASSOCIATI

Email editorial@fm-world.co.uk with the name and details of the person you wish to nominate. We’re happy to receive nominations from colleagues, consultants or other people at the organisations for whom the nominee has worked.

We’ll then contact to you to find out more about your nominee – why they are so deserving of recognition, what kind of work they’ve done and any other projects they’re involved with. We look forward to your suggestions!

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PROCUREMENT

‘FM is not a commodity’, purchasers told Procurement professionals should consider the people behind the facilities management goods and services they buy, according to participants at a roundtable debate in London this week.

Les O’Gorman, associate director of FM at University College Birmingham, said FM is “a people-driven business and not a commodity”, something which purchasers should understand.

“You need to get procurement people and your business to understand this early on in the process, so when you come to put a specification together, they get it,” said O’Gorman, speaking at the debate set up jointly between FM World and its sister publication Supply Management.

Jeremy Waud, managing director of Incentive FM, agreed. “It’s not a widget, it’s a people thing,” he said.

“If you get the strategy and scope

SAM KESTEVEN

REBECCA ELLINOR Editor, Supply Management

right and buy-in from the client, you’re set. Unfortunately, a lot of people don’t and it ends in conflict.”

Lucy Jeynes, managing director of Larch Consulting, said FM services are complex and “not commodities or body-shops”.

Susan Scott-Parker, chief executive of the Employers’ Forum on Disability, agreed. “If both

parties better understood the human beings who as ‘end-users’ ultimately determine if it’s working, we would all be in a better place,” she said.

FM and procurement professionals took part in the debate, set up in association with Office Depot, which examined how the two disciplines could work

together more effectively.

Trust, mutual respect and an understanding of what each does are vital, according to John Bowen, who started as a buyer and now works as an FM consultant. Jason Cousins, premises and facilities director at Olswang, agreed that a better, more trusting relationship was key.

Mark Hurst, head of the FM division at Office Depot, said communication is essential.

Martyn Sherrington, head of procurement and supply chain management at SGP Property and Facilities Management, agreed the two parties needed to talk more.

Emily Hill, senior category manager in procurement at Dixons Retail, suggests that more datadriven analysis is required in order to understand the root cause of failure.

A full report on the event will appear in the 22nd March edition of FM World.

Wind Energy Centre set for Strathclyde DAVID ARMINAS newsdesk@fm-world.co.uk

Funding has been granted for a new centre to develop and demonstrate offshore and onshore wind turbine asset management to help Scotland meet its ambitious renewable energy targets.

The Centre for Intelligent Asset Management (CIAM) is a partnership between the University of Strathclyde and SgurrEnergy, a renewable energy consultancy, part of Wood Group.

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the need for expensive reactive offshore maintenance.

The centre will be based at the university and will work alongside its Wind Energy Systems Centre, which provides training to PhD students to help address the skill shortage in the renewables sector.

Another research partner organisation will be the new £2.35 million Centre for Advanced Condition Monitoring, a windenergy design centre, to be built in Glasgow.

Estimates suggest by 2050, offshore wind could be worth £65 billion to the UK and could

support hundreds of thousands of jobs, according to a statement from the university.

Critical to meeting government targets for 2020, the UK wind industry is planning very large offshore wind farms, some at considerable distance from shore and in deeper water. The farms will be between 30 and 120 miles from shore, compared with under 30 miles for the most existing offshore wind farms.

UK wind power capacity is expected to grow by a third this year to around 8,000MW, according to RenewableUK, the

trade and professional body for the UK wind and marine renewables industries.

On 28 December, during recent storms, wind farms produced a record 12.2 per cent of daily energy demand, according to data from RenewableUK. This beat the previous high of 10 per cent.

RenewableUK was set up in 1978 and has 689 corporate members.

Energy producer E.on reported that it is pushing ahead with the second construction phase of its 25-turbine wind farm in Caithness that will generate up 50 MW. www.fm-world.co.uk

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ANALYSIS

Reforms of NHS offer FM opportunities GRAEME DAVIES newsdesk@fm-world.co.uk

The government’s reforms of the National Health Service (NHS) are proving to be one of the most troublesome planks of the coalition’s root-and-branch reform of the UK’s public sector.

Its plans have raised the heckles of health professionals, with doctors the latest to threaten industrial action in protest. The government’s consultation or ‘cooling off’ period has now come to a close and alterations have been proposed, but health sector unions and MPs from all sides of the House of Commons remain opposed.

Few opponents would claim that the NHS needs no treatment at all, but the depth and breadth of the government’s original proposals – which many criticised as an invitation to the private sector to move in and cherry pick the best opportunities – caused an outcry. But, in reality, the private sector has long been involved in providing services to the NHS, particularly FM services, and even if the most contentious reforms end up being seriously watered down, the opportunity for FM providers is likely to remain significant.

The NHS has to cut costs and

become more efficient and one of its most significant costs is its sprawling property estate. It is caught between a rock and a hard place, being in possession of vast swathes of ageing buildings that are inefficient and no longer fit for purpose for a modern health service, yet on the other hand, needing to build a substantial number of new properties.

This has led to opportunities for the private sector in improving the running of existing estates and also building and managing new properties, many of which are being delivered through Private Finance Initiative funding.

And as the NHS strives for even greater efficiency, the call for better utilisation of property gets ever louder. Hospitals are being encouraged to share facilities and sell off unwanted properties and, with more primary care services being provided under one roof, the potential for outside contractors to run and maintain new ‘polyclinic-

Contract wins

NEW BUSINESS SitexOrbis has won vacant property management contracts worth £1.5 million with three social housing providers: arms-length management organisation Sandwell Homes, Nottingham’s Broxtowe Borough Council and London’s Ealing Council.

The Institute of Chartered Accountants in England & Wales (ICAEW) has broadened its front-of-house contract with ISS Facility Services division Arena21. In addition to hospitality functions and event management, the organisation now provides meetand-greet, reception, concierge and meeting room services.

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Education caterer Alliance in Partnership (AiP) has won a threeyear contract with the Sutton Coldfield secondary Catholic school Bishop Walsh, taking over from previous supplier Aramark.

Inviron has secured a technical services contract with commercial property business MAG Developments for the Voyager and 4M office buildings at Manchester Airport. Inviron has been working at the airport’s World Freight Terminal for the past three years.

British Airways (BA) has awarded a five-year aircraft cleaning and amenity

services contract to OCS for all the airline’s aircraft based at Heathrow Airport. OCS, now BA’s sole aircraft grooming supplier, has provided aviation services to BA at Heathrow Airport for more than 20 years.

Kudos has signed a five-year bar, retail and events contract with the Hackney Empire theatre in London worth around £3 million in total turnover. The deal will see Kudos cater for events throughout the 1,300-seat theatre and entertainment venue and manage five onsite bars.

Serco has signed a 10-year, £55 million contract to run a contact centre in Sheffield for Freemans Grattan Holdings, the UK division of international online clothes seller Otto Group. Serco will provide customer contact services for all FGH’s UK brands, including Grattan, Freemans and Witt International.

Around 400 FGH staff will transfer to Serco.

style’ facilities is even more likely to grow.

A recent report by built asset consultancy EC Harris illustrated the challenge facing NHS property managers, stating that there remains around 1.9 billion square metres (20.5 billion square feet) of under-used or unused space in the NHS estate. This figure was reduced by 210,000 square metres (2.3 million square feet) last year and will continue to shrink but it is a task that will take many years and will require the input of specialist facilities managers.

EC Harris’ report also highlighted the disparity in procurement between the best managed trusts, which spend around £58.84 per square metre (£5.47 per square foot) for hard FM, and the lower performing trusts, which spend almost four times that amount.

Simply closing this gap, through better procurement of more efficient services, could save the NHS more than £1 billion a year, while at the same time offering opportunities to FM providers.

While the so-called ‘front line’ of NHS service provision is the most sensitive to public opinion, there are huge opportunities for improved efficiency amid secondary services. A prime example is the recent joint venture formed between two Somerset NHS trusts and the pathology division of outsourcer Sodexo – Integrated Pathology Partnerships – for laboratory services over a 20-year period. This joint venture will serve more than 100 GPs and half a million people through a new laboratory to be built in Taunton.

This illustrates how the NHS and private sector can work together to provide a 21st century service, hopefully in a more efficient manner, and how FMs can continue to prosper despite the headline calls for NHS reform to be scrapped.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

1/3/12 15:04:42

BUSINESS BRIEFS

Kier reports profit rise as revenue slumps Kier Group has seen revenue fall for the half-year to 31 December 2011, as it battles uncertain economic conditions, but profit is up.

Total group revenue for its three divisions – construction, property and services – was down to £1.05 billion from £1.1 billion for the same period 2010.

But efficiency measures boosted underlying group pre-tax profit to £34 million, up from £31.3 million for the same period last year.

Construction revenue decreased slightly to £720 million (2010: £728 million). The division’s operating profit of £17.8 million

Kier Group chief executive Paul Sheffield

(2010: £19.8 million) “highlights the competitive pressures faced by the construction sector”.

Property division revenue was £108 million (2010: £126 million), generating operating profit of £10 million (2010: £3.4 million).

Kier said the profit increase was partly because of a selective disposal of mature Private Finance Initiatives (PFI) from its portfolio.

Revenue in services division, including maintenance and FM, decreased overall by 10 per cent to £218 million (2010: £243 million) mostly because of a lower level of activity in maintenance contracts.

This “reflecting more than

40 per cent reductions in the capital works areas of our established contracts, which is partly mitigated by contract renewals and extensions in the FM and environmental businesses”.

Operating profit for the services division decreased by 10 per cent to £9.8 million (2010: £10.9 million), in line with revenue, maintaining the operating margin at 4.5 per cent (2010: 4.5 per cent).

Maintenance, the largest part of the services division, saw revenue levels decline to £140 million (2010: £179m) due to a reduction in spend by local authorities.

ISS UK appoints Sykes as CEO Richard Sykes has been appointed as chief executive of facilities provider ISS UK. Sykes was previously managing director at Carillion Facilities Management and is currently the chairman of the Facilities Management Association.

Sykes began his career with Taylor Woodrow as a graduate before gaining an MBA and becoming the director of its services business. He joined Carillion FM in 2009, leading his team across a variety of public and private sector customers.

“I am thrilled to be joining a company with the scale and heritage of ISS, said Sykes.

“Having competed and partnered with it in the past, I am relishing the chance to play a key part in its www.fm-world.co.uk

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growing success. Outsourcing is an increasingly viable option for many organisations and ISS is extremely well positioned to capitalise on its global delivery platform, integrated approach and motivated workforce.

David Openshaw, regional CEO UK, Ireland, North America and the Middle East, ISS, commented: “With extensive experience in leading strategic growth in highly competitive environments, Richard has a proven track record of driving customer experience and organisational change. We are confident that Richard will maintain the market gains that ISS is making.”

ISS supports both the public and private sector in the UK while on an international level it is delivering a number of facilties management

Incentive acquires Lynx Incentive FM Group has acquired Lynx Security Services for an undisclosed sum. The independent business, which will be renamed Incentive Lynx Security, has traded since 1983 and has annual sales of £12 million. The acquisition boosts Incentive FM Group’s turnover to more than £40 million.

Incentive Lynx Security is based in London and will continue to offer standalone security services, including the supply of security officers, reception services, key-holding and loading bay management. The existing Lynx management team will remain and become part of the Incentive FM Group.

Restore buys Harrow Green Document management specialist Restore is buying up commercial relocations business Harrow Green for £6.25 million. Restore will also assume Harrow Green’s net debt of £5.6 million and pay a further £1 million in 2015, depending on Harrow Green’s performance in 2014.

West Country NHS venture

Richard Sykes: CEO of ISS UK

services including catering, security and cleaning. The company’s clients include the McLaren Group, Carlsberg and Camden Council.

Taunton and Somerset NHS Foundation Trust, and Yeovil District Hospital NHS Foundation Trust will work with Integrated Pathology Partnerships (iPP) in a 20-year joint venture. It includes the full range of lab services, focusing on the processing of routine and non-urgent testing. But clinical interpretation and clinical advice functions will remain with the trusts’ medical staff. The joint venture will trade as South West Pathology Services and have a catchment area of around 500,000 people and more than 100 GP offices.

FM WORLD | 8 MARCH 2012 | 13

1/3/12 15:04:58

FM BUSINESS PROFILE

LUKE SANDERS MANAGING DIRECTOR, G4S FM

A recent win by G4S with Lincolnshire Police Authority could be a model for future large-scale outsourcing deals, according to the head of G4S FM. Luke Sanders, managing director of G4S FM, believes outsourcing in the police sector holds great potential.

A 10-year business process outsourcing deal agreed by G4S Policing Support Services with Lincolnshire Police Authority (LPA) goes live on 1 April, said Sanders.

The contract, which includes FM services, will see around 100 staff TUPE over to the G4S division.

Sanders is hoping that the deal could act as a template for future collaborative police deals, where economies of scale can be made.

“The lead force is with the LPA and the other nine forces can draw on contracts as they like,” he said.

Back-office functions at the LPA include IT, HR, finance and procurement. Sanders’ team will provide all custodial services except the overseeing uniformed sergeant who will act as contract manager.

In December, the LPA announced G4S as preferred bidder in the 10-force framework. The deal, as reported by FM World at the time, may be worth up to £200 million.

Turnover for G4S FM for 2011 accounted for around 85 per cent of the £215 million revenue generated

by G4S Integrated Services.

The forecast for the FM arm’s revenue year-end December 2012 is £265 million, helped by the mobilisation of a major Ministry of Justice (MOJ) department contract, said Sanders, who joined G4S from Mitie in September.

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G4S won the MOJ five-year total FM justice deal in September.

The contract, which went live this month, is worth £35 million a year plus up to an additional £25 million a year in project work.

Sanders’ team handles more than 150 maintenance, catering, cleaning, security and energy management services to over 340 courts and administrative buildings across the Midlands, Wales and the north of England.

The courts included are tribunals, magistrates, county courts and Royal Courts of Justice. The contract also covers some tribunal courts in Scotland.

The main focus of G4S FM continues to be in the secure environment markets – police, prison, healthcare and central government. Sanders said that this means the “vast majority” of his division’s turnover has been in the public sector. But his team’s skills, knowledge and services developed for these markets are “very transferable” to clients in the private sector.

In the prison sector, HMP Wolds, which holds up to 395 sentenced male adults, was the first contract for a privately managed prison in England. G4S has operated Wolds prison since it opened in 1993 and was granted a 10-year management contract extension in 2003.

The Wolds contract and some other prison deals are up for grabs this year. The G4S team is undergoing site visits to prisons under the MOJ’s major outsourcing programme.

SAM KESTEVEN

A fair cop for G4S in FM deal

THE LPA DEAL MAY OFFER A TEMPLATE FOR FUTURE COLLABORATIVE POLICE DEALS For the future, Sanders believes that healthcare will continue to offer good potential. Many trusts already outsource, he said, “but trusts are more comfortable with outsourcing soft FM. There remains some reluctance to outsource hard FM services, although we have been seeing more of this happening in the past year.”

And more opportunities in healthcare could be coming, after last month’s announcement of the formation of NHS Property Services by the Department of Health. NHS Property Services will own and manage much of the primary care estate, and “there’s got to be the ability to drive some saving through the service,” believes Sanders.

David Arminas news editor

CV LUKE SANDERS 1996 Selected for Serco’s fasttrack management training, becoming head of Integrated Logistics Services on a major outsourced contract in 1996 2000 Joined Sulzer Infra CBX FM & Consulting as a senior FM, operating in the technology and service industries 2003 Joined Initial Facilities Management Integrated Services, becoming commercial director in 2008 2009 Moved to Mitie as senior account and solutions director, led the mobilisation and operation of a number of FM contracts and undertook a full restructure of the PFI team FEATURED IN 2006 as one of FM World magazine’s “Rising Stars, 35 under 35s” QUALIFICATIONS ● Full Member, BIFM ● Vocational and business training: managing safely (IOSH), management leadership, PMP/APM project management, internal audit (Lloyds Registered Quality Assurance), financial management, COSHH, modular management training. www.fm-world.co.uk

1/3/12 17:52:35

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28/2/12 27/2/12 14:08:22 16:15:47

FM OPINION THE DIARY COLUMN JOHN BOWEN

John Bowen is an FM consultant

“DECLARING THE POTENTIAL FOR A CONFLICT OF INTEREST IS A START, BUT YOU HAVE TO BACK THAT UP” ETHICAL TRADI N G

usinesses should declare any conflicts of interest, says John Bowen, who argues that improving transparency will encourage consumer confidence, fuelling economic recovery

B

Business ethics have been on my mind a lot recently. Lionel Prodgers’ diary column was one prompt and one of the contracts we are working on for a client was another. In the latter case, we are working as part of a consortium, conducting a business transformation. The strand that involves my own input is on property and facilities procurement. During the data mining, we found that the client uses a company that we have worked for in the past and it’s a business where I am still in regular contact with one of the directors.

What people don’t always realise is how things might be

perceived by others is often more important than your own view of things.

I know that I can keep an arm’s length relationship in this sort of circumstance, but what about others who might look back on the matter at some point in the future? On the basis that there is potential for someone to suggest that the working relationship might have had improper influence, I have declared my relationship with the business and indicated that an alternative consortium partner should deal with that supply category.

I do the same when I work as part of the judging team at

the BIFM awards. It is common knowledge that I spent around eight years working within the Balfour Beatty Group. So, I have always declared a potential conflict of interest when any BB company has been entered for an award. I have not, therefore, been involved in judging such a submission.

If you take away the opportunity for people to make assumptions, it benefits everyone in the long term. Declaring the potential for a conflict of interest is a start, but you have to back that up by stepping away from the potential conflict as well.

It was a lack of confidence that brought about the 2008 crash.

There was a lack of confidence in the banking system, along with politicians fiddling their expenses, and the dodgy practices of the media, which have all combined to create the current malaise.

I am convinced that the only way out of recession will be through commercial success.

Businesses will generate the economic recovery that we need and for that to happen, we all need to have confidence in those that are leading the way.

Ethical trading is not just about buying from the right suppliers on the right terms; it is about conducting business in a way that people can feel confident that there has been no undue influence.

Lionel was spot on when he talked about the power of social media, for these days there is no hiding place. People will believe what they choose to believe.

Perception and reality, as I have blogged about before, may be different things. But the only truth that matters is the one that each of us chooses to believe in.

As the saying goes, there is no smoke without fire. So when it comes to businesses being transparent, we need to be open, honest and to be seen to be working for the common good, not for self-interest. FM

BEST OF THE WEB Views and comments from across the web British institute of facilities management Jonathan Cohen, managing director at Aspire Property Group LLP Do you think it is more cost-effective for project management for office relocation to be 16 | 8 MARCH 2012 | FM WORLD

16-17_Opinion.sr.indd 12

carried out in house or outsourced (and why do you think so)?

Jason Gurd: Well that depends a lot on the size of the relocation, the competency and experience of your in-house staff and what else they have going on.

Relocation is something

that happens infrequently in many organisations, and while in-house can seem like a good way to save money, oversights, mistakes and delays can cost you – big time.

However, there are lots of very fluid organisations out there where relocation is such a bread

and butter part of their operations that they have good processes and templates that they can apply to new moves. @cathy_magenta We need to go way beyond managing buildings if we’re going to have a meaningful

impact as an industry – Dave Wilson #WF12 #fm @Martin_Read The FM is to become more of an information provider than a manager of technological infrastructure in buildings – Peter Ankerstjerne #WF12 www.fm-world.co.uk

1/3/12 17:51:22

You can follow us at twitter.com/FM_World facebook.com/FMWorldMagazine

BEST OF THE

FMWORLD BLOGS It’s ‘procurement week’, so hug a purchaser David Arminas, FM World’s news editor Procurement versus facilities management: shall the twain ever meet? It’s a tough call, as Lucy Jeynes said during her presentation at last week’s Workplace Futures conference in London.

Lucy’s presentation and comments were also timely. Last week at our offices here in London, FM World, in conjunction with our sister magazine Supply Management, hosted a major roundtable discussion to explore procurement-FM relations.

Half the participants were FMs and members of the BIFM and half were purchasers and members of the Chartered Institute of Purchasing and Supply. The two-hour event provoked a lively discussion, the results of which will be printed by FM World in the March 22 and April 5 editions.

I’m reliably informed that both sides had a civil encounter, despite their differences of opinion. Which brings us back to Lucy’s presentation.

Just because it appears purchasers and FM have a hard time agreeing, that doesn’t mean they can’t – and shouldn’t – run closely parallel to each other and work well together for the benefit of their organisation, said Lucy.

Sure, FMs and purchasers are different breeds. But they both want the best for the company, as she pointed out. What it takes is a little old-fashioned human interaction – at the insistence of the FMs, most likely – to bring purchasers out of their tendering silos.

After all, FMs are experts at creating ideal communication environments – from on-site, high-class restaurants to world-class coffee houses run by international brands, to intimate breakout areas for those low-key sotto voce conversations.

It would be interesting to hear from FMs who have done just that, engaged their procurement brethren and found out what makes them tick.

That’s the nub of it all, really. Why do different people see the same things differently? It’s because people are motivated by different things, as Martin Pickard, principal at FM Guru, said during his impromptu open discussion on the subject. If purchasers are motivated to save money, then it all boils down to that. Save a buck – good. Spend a buck – bad.

I thought that audience participation during this part of Workplace Futures was a little negative towards procurement people. Frankly, we heard the same old arguments, in particular, that purchasers don’t understand value for money. How true is this?

Scratch a purchaser and you’ll find someone who understands the argument that by spending 50 per cent more, they’ll get a widget that lasts twice as long. The trick for both FM and purchaser is to find common ground between spending that buck and moving the company forward with best value. There will ultimately be compromise on both sides. What FMs have to do is drag a few of their purchaser cohorts into one of those cozy breakout areas or a coffee shop and find out what makes them tick.

FIVE MINUTES WITH NAME: Sean McCarthy JOB TITLE: Business development director COMPANY: Total Environmental Management

Ofgem recently probed the practice of brokers tying energy customers into rollover contracts.

The trade association of the energy intermediaries has called for rollover contracts to be monitored more closely and for more transparency to be introduced for energy contracts and tariffs.

Avoiding the rollover trap requires managers to pay attention to the small print of energy contracts.

The cheapest unit price is not necessarily the most appropriate. Contract duration, the requirement for a security deposit or ‘take-orpay’ clauses should also be considered. Energy needs may vary: changing staffing levels, moving from physical to virtual IT or making changes to manufacturing processes will all have an impact on energy demand.

A potentially pernicious wheeze is where consultants show substantial savings on electricity bills by surrendering a proportion of the available supply capacity to the Distribution Network Operator (DNO). In the short term, this will reduce the overall bill, but it may have serious repercussions should the organisation need to increase its available capacity in the future – at which time the DNO may legitimately require a payment of tens of thousands of pounds to install the necessary infrastructure.

Flexible energy contracts, designed to protect large users from fluctuations in the wholesale energy market, have on occasion been marketed to smaller users inappropriately.

In such cases, no savings have been realised, but the customer has incurred costs associated with a more complex procurement product.

More blog pages: “Braggle” – Neil Usher’s new word to describe the gap between the way an organisation believes its building represents it, and the way it actually does. workessence.com/braggle-build-a-brand-by-not-branding-a-building/

www.fm-world.co.uk

16-17_Opinion.sr.indd 13

The array of tariffs can be defended as offering customers choice. But very often all that’s required is a reduction in complexity at a fair and predictable price.

FM WORLD | 8 MARCH 2012 | 17

1/3/12 17:40:23

FM EVENT WORKPLACE FUTURES 2012

MARTIN READ

A FUTURE IMPERFECT Market corrections, generational change and the possibility of FM encountering a ‘vicious death spiral’ were the themes at this year’s Workplace Futures that suggested a challenging time ahead for the sector

n the six years since it was first run, Workplace Futures has covered many of the big issues facing the FM sector.

This year, in an event that seemed focused mainly on the issues affecting FM service suppliers and not their in-house counterparts, speakers called in various ways for FM firms to more closely align themselves with the business objectives of their clients in order to survive.

Vivek Madan of OC&C Consultants warned that outsourced FM was not just suffering from the economic slowdown, but was in fact seeing a fundamental correction in the market that would see the margins of service providers marked down permanently.

Madan warned the 150 delegates that the FM service sector had “entered maturity” after a growth phase that had lasted from the mid 1990s to 2005. He argued that service providers were now seeing a slowdown in growth and an intensifying level of competition which, he said, was a “structural, not cyclical” change.

I

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Madan warned of “volumehungry and well-capitalised competitors coming into the FM sector.”

This new reality means that FM service suppliers would need to adapt, continued Madan. “Breadth of activity is important,” he said. “Market leaders in FM are effective when they move from offering individual inputs to managing the required service outputs laid down by clients. Market-leading service suppliers are those that are managing their clients’ outputs – they are the firms that have become integral to their clients’ operations.”

In another presentation, Barry Varcoe, head of global corporate real estate and facilities management at Zurich Financial Services, took this logic further. Agreeing that the FM service sector was increasingly vulnerable to other business service providers muscling in on the market, Varcoe said that there was “a danger that while FM will still be required in the future, it may be other people

providing it.”

Varcoe said it was a curiosity of FM that the money and resource going into the provision of the service did not lead to an obviously measurable service output at the other end. This, he said, puts FM at odds with pretty much every other business service – representing a critical issue that the sector must look to address.

“Few industries survive with this kind of value proposition,” said Varcoe. “We are an industry built on sand. There’s very little fact to underpin anything that we say. Some of the fundamental relationships in our industry are simply not fully understood or working as they should be. We need a new story.”

That story, continued Varcoe, should involve FM “moving from being a co-ordinator to an integrator, moving beyond cost to a focus on value. We need to

“THE DANGER COMES WHEN PEOPLE TRY TO DEFINE FM. DEFINITIONS LOCK YOU IN”

www.fm-world.co.uk

1/3/12 12:58:38

WORKPLACE FUTURES 2012

Barry Varcoe (below) and Lucy Jeynes (bottom), speakers at the event in London

understand our clients’ desired outputs first and then work backwards to process and inputs from there.” This means taking the competences embedded in the services procured for the provision of FM services and looking at new ways of delivering the service based on those competences.

“We’ve got to be brave and embrace change. If we do, there’s another 25 years of growth and relevance for this industry. If we don’t, heaven help us.”

Varcoe didn’t let up. “We’ve brought it on ourselves,” he continued. “We’ve let ourselves become a cost-based industry.

We’ve got no message to get out of that vicious death spiral.”

In other presentations, the make-up of the future workplace came under the microscope. Suggesting that social interactions defined the truly successful workplace, www.fm-world.co.uk

18-19 Workplace futures SUBBED.indd 19

Gensler principal Krista Lyndsay based her presentation on a study conducted by the global consulting company that had shown how “top-performing companies” were those that realised social interactions in the workplace were the key to greater productivity. Workspace that allowed workers to socialise, learn or collaborate is more important than workspace provided for the purpose of focusing on a specific job function – quite a sea-change.

Lyndsay flagged up two workplace trends that FMs should be aware of. In some firms, telepresence rooms – those dedicated to formal video conferencing sessions – were in fact more likely to be used for normal face-to-face meetings than their original purpose.

“Telepresence rooms are fast turning into dinosaurs,” said Lyndsay. “Conferencing is

increasingly being conducted from PCs and mobile devices.”

Secondly, the changing demographics of the workforce are leading to younger workers keener on flexible working than their older peers and a shift from process-orientated to knowledge-orientated management structures. “The biggest issue for managers is how they manage people they don’t see every day,” said Lyndsay. “For many managers, this will be a significant challenge.”

Dave Wilson of Agents4RM had earlier kicked off the event with a plea for the sector not to shackle itself to narrow definitions of scope. “The danger comes when people try do define FM,” said Wilson. “It’s one of the first things they do. But definitions lock you in. If our industry is going to develop like it has done over the past 25 years, it needs to be flexible.” Fixed definitions of FM, said Wilson, can impede our progress as a sector. This despite the problems caused by the lack of a commonly held view at a senior level of what FM actually is. “We need to get to grips with the fundamental differences of interpretation at a senior level,” said Wilson.

The rise of the sustainability agenda was where FM could add real value, said Wilson.

“I believe the skills we’ve developed in managing assets can address some of the biggest issues of the day. Sustainability gives us the chance to do things that expand our value.”

The move towards the more formal measurement of a facility’s 25 - or 50 -year operational costs was something the FM sector was perfectly placed to drive forward, continued Wilson.

Lucy Jeynes, managing director of Larch Consulting, spoke eloquently about FM World’s topic of the year, procurement.

Jeynes conceded that: “Buyers

are the people with the ear of the board. Perhaps we as a profession should have done more to get in that driving seat.”

FMs needed to appreciate the procurement department’s “different use of terminology and syntax”, said Jeynes. “Buyers are very conservative and constrained by regulations. Perhaps there is an opportunity for us to ask better, more open questions,” she continued. “Buyers speak a different language to us, so we need to learn to interpret what they say.

As for how FM could change buyers’ mindsets? Jeynes had a blunt assessment: “We can’t,” she claimed. “Instead, we need to focus on – and become good at – the way we communicate with procurement. We need to get more of the ear of buyers, and to do that we need to talk about the things they’d like us to talk about.” FM FM WORLD | 8 MARCH 2012 | 19

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FM CASE STUDY STRYKER NATALIE LI

THE SQUARE FOOTAGE OF THE SITE: 10,000 SQUARE METRES (107,639 SQUARE FEET) MECHANICAL/ELECTRICAL ENGINEER: MEINHARDT CATERING AND CLEANING: ARAMARK SECURITY: OCS RECEPTION: OCS HEALTH & SAFETY: PAUL JACKSON PLANNED PREVENTATIVE MAINTENANCE: NORLAND MANAGED SERVICES CAR PARKING SPACES: 230

Medical equipment supplier Stryker’s Newbury office has functionality – and the ‘wow!’ factor, finds Natalie Li

PHOTOGRAPHY: JOHN REYNOLDS

STAR PLAYER

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STRYKER

The impressive treble-height reception area welcomes visitors (left)

Facilities manager Paul Jackson (below)

he small town of Newbury in West Berkshire is synonymous with Newbury Racecourse, home to Vodafone UK and, as of September last year, is the home of medical equipment company Stryker’s newly built UK headquarters office building.

Stryker supplies medical technology including specialist orthopaedic and surgical equipment to healthcare professionals across the world, including the NHS. Already a well-established employer in the Newbury area, Stryker appointed Cushman & Wakefield in August 2008 to manage the development of a design and build project to accommodate its growing staff.

Stryker UK started out in a small office in Staines, Middlesex, employing around 20 staff members. In 1998, it acquired Howmedica, a major player in the worldwide orthopaedic market.

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Staff numbers grew and the company transferred to a building in Hambridge Road Industrial Estate in Newbury. Over 13 years in this building, UK operations grew to 200 staff members.

The previous building was a combination of offices and logistics space in a 25-year-old facility. But with growth and further acquisition, it was evident that this building was not at all suited to the company’s needs and aspirations.

So, in September 2011, Stryker UK opened its brand new facility, a stone’s throw away from Newbury Racecourse. The new building is owned by the organisation and was designed for a 10- to 15-year growth plan.

With flexibility essential, the building was designed in such a way to allow the warehouse space to be converted into office space for future tenants in the event that Stryker wanted to sell on and move.

Back at the planning stage, the proposed purpose-built facility was seemingly the ideal solution for combining both office and logistic functions. But the final decision was not reached before exploring every available option.

“We did discuss adding a third floor into the old building or filling in the outside space, but it would have meant losing a lot of the car parking space. Not only that, it was not feasible financially,” explains facilities manager Paul Jackson, who joined the company more than four years ago and took over as project lead two years into the design and build project.

According to Jackson, a typical distribution company would be divided by 80 per cent distribution space and 20 per cent office space or vice versa. In the case of Stryker UK, distribution and office space was evenly split. The new building provides adequate office floor space for current and future needs as well as doubling the size of the all-important logistics facility.

“As well as increasing space, it was a great opportunity to align the office and logistics functions to create better interaction and equality,” says Jackson.

The result is an impressive and inviting open plan, three-storey building covering 10,000 square metres (107,639 square feet) and organised around two internal atria. A sweeping treble-height reception invites visitors into the clinical and clean space FM WORLD | 8 MARCH 2012 | 21

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FM CASE STUDY STRYKER NATALIE LI

opening up into non-traditional office floor plates.

The internal spaces can be viewed from the reception space, revealing break-out areas, exhibition space and the first floor subsidised restaurant for visitors and staff.

Other facilities include the free gym, showers on the ground floor for cyclists and external terraces overlooking Newbury Racecourse.

The logistics facility is housed on the ground floor where medical equipment, sterilising plants and technical workshops can be moved rapidly and with ease from loading bays. And, like the office space, the logistics area can be viewed from reception, reminding visitors of Stryker’s core business.

PROFILE

STRYKE IT RICH

Culture shock The new site offers open plan desk space on the second and third floors for 200 members of staff – but with potential space for 320. The space houses sales and marketing teams, customer services and business services.

On the second floor, European directors, finance teams and procurement sit together.

The greatest challenge and culture shock was the removal of private office space, reveals Jackson. In the previous facility, directors and managers tended to be housed in private offices.

Jackson explains that individual offices place constraints on the flexibility of the building, not to mention financial constraints.

However, their removal was an emotive subject and now only staff at director level and above have individual offices.

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he global company was founded in 1941 after Dr Homer Stryker, an orthopaedic surgeon from Kalamazoo, Michigan, found certain medical products were not meeting his patients’ needs.

He began inventing new products and as an interest in these grew, Dr Stryker started a company in 1941 to produce them. The company’s goal was to help patients lead healthier, more active lives through products and services that make surgery and recovery simpler, faster, and more effective.

Today, Stryker is a worldwide company with a turnover of over £5 billion.

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16 traditional meeting rooms. An online booking system allows staff to save rooms and computer pads outside each room detail bookings.

In addition, two funky private meeting pods are situated on the second floor for informal catchups and private conference calls.

Desks are carefully divided by shelving units, which add an element of privacy, while non-permanent walls aid noise

reduction across the office.

Doubling the building space now allows for sales teams to demonstrate medical equipment on-site to potential clients.

Previously, such training took place in the Ark Centre in Basingstoke and hotels in the local area. This has saved a substantial amount of money, says Jackson.

But the working environment has witnessed a marked

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STRYKER

The staff canteen (below), and pods for private meetings (bottom)

“Creating a sustainable workplace was high on the agenda and the company now holds a BREEAM ‘Excellent’ rating”

The warehouse area (top), in which 60 staff members work to dispatch medical kits

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improvement on all fronts – particularly in the warehouse on the ground floor, where 60 staff members work. One of the major services is the loaning and dispatching of medical kits which contain products used for surgery.

This equates to more than 20 per cent of business income and 30 per cent of the warehouse space. There are more than 500 different kinds of kit, which need to be swiftly dispatched to and from hospitals for lifechanging surgery.

On average, 200 kits are transported to and from the site on a daily basis. With this kind of pressure, the extra space has allowed for a smoother process.

But with the smooth comes the rough and a project of this size brought its fair share of issues, for example the forward planning required to install a sprinkler system on the ground floor. And two years before the building was even completed, Jackson was

responsible for determining where shelving and racking would be placed to house the thousands of pieces of medical equipment.

This level of planning was a must to create a high-tech build for a company selling sophisticated, life-saving medical equipment.

The move from the old premises took place over three weeks and every single item had to be accounted for – a gargantuan job, admits Jackson.

All existing service supplier contracts were transferred across from the old building with additional cleaning and catering required for the double space.

Creating a sustainable workplace was high on the agenda and the company now holds a BREEAM Excellent rating.

This was achieved through a number of initiatives, including a biomass boiler plant that is fitted with a ‘smokeless’ exhaust to comply with the Clean Air Act, and a solar thermal system that

uses sunlight to pre-heat the water for use in toilets, showers and the catering kitchen. The systems have achieved a 15 per cent reduction in the company’s carbon emissions targets.

In addition, all areas of the office space have sensors that dim the light in the office as natural light streams through. Shading and highquality glazing also helps to restrict heatgain.

With growth and acquisitions over the past few years, Jackson believes the site fully supports the workforce and successfully aligns reporting processes.

“We now have a fully flexible building that can adapt with the ever-demanding and everchanging medical industry,” says Jackson.

“More and more external staff and visitors come to this site to enjoy the facilities and we now have a building that all staff are proud of and are happy to show off.” FM FM WORLD | 8 MARCH 2012 | 23

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FM FEATURE RELIGION AND FM NICK MARTINDALE

he recent controversy over whether a local council should be allowed to hold prayers during official proceedings only serves to underline just what a potentially tricky issue religion in the workplace can be.

Much of the wrangling around just what staff can and cannot do, and what they are entitled to, rests with HR. But it is often facilities management that is left translating policies into action and dealing with requests from individuals or contractors.

The most likely exposure for most FMs to religious observance in the workplace is in the form of rooms set aside for prayer or contemplation by employees.

Altaf Lorgat is currently area facilities manager at Serco, working at Lowdham Grange and Dovegate prisons. Until recently, he was FM with Office Depot, where he led initiatives to install such rooms in new and existing buildings.

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Such ‘quiet rooms’ can be used by people of any faith – or none at all – but tend to be most heavily used by Muslims, he says, who should pray five times a day. The exact timings depend on when the sun sets, he says, but in the winter months, in particular, it is inevitable that some prayers would need to be said during the working day.

The rooms themselves only need to be plain, says Lorgat, with space for people to roll out a prayer mat in a position that is facing Mecca. “Muslims will take their shoes off so a shoe rack might be advisable,” he says. “I would also recommend putting a couple of chairs in there because you may get certain individuals from the Christian faith who want to go in there to contemplate or read the Bible.”

Other factors to consider are a curtain to divide the room into segments – in the Muslim faith men and women cannot pray together – while ensuring

SPACE TO PRAY

Britain’s multi-ethnic population has a wide range of religious beliefs. Facilities managers are tasked with reflecting this diversity in the workplace, explains Nick Martindale

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RELIGION AND FM

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to large organisations, suggests Craig Shepheard, managing director at FM Expert. He estimates only around 1 per cent of his clients have such a facility, although there are requirements for such rooms or even chapels in more customer-facing environments such as hospitals.

“The biggest issue is probably whether you could free up space that is being used for office space to make one if someone wanted it,” he says. “The easiest way to do it would be when you move into a new property or during a refit. But, at the moment, a lot of clients are re-evaluating their real estate and wondering if they need as many buildings.”

FM services company Servest is another business that has seen the need to create quiet rooms, for use by its own staff or contractors on its distribution sites. “They’re in a quiet area of the building where staff can use them as and when they need,” says Vince Treadgold, divisional

GETTY

there are adequate facilities for performing absolution is also important. “The challenge for any FM is that if you don’t have absolution facilities, prayers can’t be said in the Muslim faith,” says Lorgat, himself a practising Muslim.

“You tend to find Muslims hogging the disabled toilets. In the Muslim faith you have to wash your face, your arms and your feet up to your ankles, which means taking your shoes and socks off and putting your feet in the washbasin, which leaves pools of water next to the sink.” Making a mop available so people can clear up any mess would help here, he says, while another alternative would be to include a small sink in the prayer room itself.

Neils Hesse is building manager at Prudential Corporate Property and oversaw the introduction of a ‘contemplation room’ five years ago at the company’s main office after it became clear there was a demand there, again, mainly from Muslims. He, too, says the room is low-maintenance, although has encountered issues where people have tried to use it for other purposes.

“It’s just an empty room with two chairs so the only thing we do is replace the light bulbs and make sure the carpets are fine and repaint it as part of our redecoration schedule for the year,” he says. “Some people have tried to use it to bring in a beauty therapist or a masseuse, but we want to keep it purely for prayers or contemplation, so no exercise or yoga or anything like that.” There have been occasions where the room has been wanted by different people at the same time, he adds, but the room runs on a strict first-come-first-served basis and clashes have been rare.

The provision of such rooms, though, tends to be confined

MORGAN LOVELL

Prayer rooms, which offer space for religious observance, need only offer basic facilities

“Quiet rooms can be used by people of any faith, but tend to be most heavily used by Muslims” FM WORLD | 8 MARCH 2012 | 25

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FM FEATURE RELIGION AND FM NICK MARTINDALE

“Managers should familiarise themselves with the basics of all the major religions to help plan around likely requests for leave”

FM managers could also face issues with their own team members regarding time off at certain points during the week or requests to operate shift patterns around religious festivals. Many organisations will allow Muslims to take an extended lunch break to attend Friday prayers in a local mosque, says Lorgat, which staff can then make up throughout the week.

The Muslim faith also has two major holidays – known as Eids – a year, while Hindus are likely to want time off around Diwali.

Christmas, too, can be an issue, with most people wanting to take time off, points out Shepherd.

Managers should familiarise themselves with the basics of all the major religions to help plan around likely requests for leave and identify any occasions where individuals may be making unreasonable requests, suggests Lorgat. “In my last organisation, people were saying they couldn’t work certain hours in Ramadan because they needed to pray,” he

NUFFIELD

director at Servest. “There is quite a call for it. Usually the case for facilities like that is very well supported by the workforce.”

Another area where FM could have exposure to different requirements on the grounds of religion is in the staff canteen or when bringing in food from external suppliers. Muslims are only able to eat halal meat, which has been slaughtered in a certain way, and are unable to eat pork, says Lorgat, while Jews are only able to eat kosher meat.

Many Hindus, meanwhile, are vegetarian, along with a sizeable minority of any employee base.

The attention to detail organisations pay to the issue of halal and kosher food varies, says Denise Keating, chief executive of the Employers Network for Equality and Inclusion (ENEI).

“Most organisations are able to say if something is halal or kosher and separate the food.

But they do need to give the assurances that it’s been prepared and cooked in the right way,” she says. “It’s probably worth going to a specialist supplier and buying the food in rather than doing it yourself.”

In practice, most people with specific religious dietary requirements will steer clear of any meat option in a work canteen or at an event, says Lorgat. However, there are efforts FM should make to ensure they are at least able to eat vegetarian food. “The biggest education for catering staff is to ensure they don’t use the same tongs for a sausage and then for cheese on toast,” he says.

Other issues for FMs to consider here would be provisions for those who choose to bring in their own food to store and heat it separately to other users, says Amanda Jones, partner and head of the employment department at law firm Maclay Murray & Spens.

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RELIGION AND FM

LEGAL PERSPECTIVE

PHOTO: CHRIS HEWSON/ WWW.MANCHESTER.AC.UK/MFS

COURTING CONTROVERSY

recalls. “I found out what was happening and supported the manager because they were trying to pull the wool over his eyes.

“It’s important for managers to be equipped with basic knowledge or to have a point of contact in a local Mosque to mitigate any question in their mind. I have contacts in other religions and if I don’t know something I’ll ask them and find out about it.”

Ultimately, the advice for those in FM is to apply common sense and not to be afraid to involve HR when in doubt as to which requests can and cannot be granted. “Some organisations set up multi-faith networks where a number of faiths get together and that helps people understand each other’s religions and what their needs might be,” says Keating at ENEI. “It’s really about talking to your people and understanding what is important to them, and then seeing if there’s a way of accommodating it.” FM

Quiet spaces should be usable by followers of all faiths as well as those of none

There are no legal requirements for organisations to make specific provisions for religious observances, but the whole area is still a potential minefield for the unwary.

“Where employees request access to an appropriate quiet place to undertake their religious observance and such a place is available, employers with sufficient resources may be found to be discriminating if requests are refused,” says Amanda Jones, partner and head of the employment department at law firm Maclay Murray & Spens.

Companies are also obliged to sympathetically consider all requests for leave on grounds of religion or belief and any refusal should be capable of objective justification, she adds.

In the event of a claim, much will depend on what measures the organisation has taken to accommodate the needs of the individual, says Ali Moran, HR associate at Workplace Law. He cites a recent case where the tribunal ruled in favour of G4S against a security guard who was prevented by an end-client from attending Friday prayers. “G4S offered to change his shifts, but he still refused,” she says. “Because they had been reasonable in trying to accommodate him, they won that case.”

The case of the British Airways stewardess who was dismissed for refusing to take off a crucifix, which is currently working its way through the European Court of Human Rights, could have huge implications for the provisions employers are forced to make, says Moran. “Any decision Europe makes might change the whole landscape, including prayer rooms and food,” she says.

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FM CASE STUDY SHEFFIELD HALLAM RICHARD BERTRAM

WALKING THE WALK heffield Business School is home to the Centre of Facilities Management Development (CFMD) – one of Europe’s leading academic departments in the field. The research and advice it provides has helped countless corporate and public-sector organisations to develop their workplaces to be more efficient and productive.

Academics at the school pride themselves in being at the cutting edge of workplace development and management.

It was all the more incongruous, therefore, that visitors to the school would, until a recent renovation, be greeted by a cramped and uninspiring rabbit warren of offices and corridors. The layout seemed

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to fly in the face of all received wisdom on how to motivate employees, engender teamwork and get the most out of the space available.

In spring 2009, the school initiated a project to provide a new facility to re-house its executive team and professional services staff; this would contribute to its strategic objective of becoming the ‘Business School Without Walls’.

After consultation with the school’s FM team, it was clear that this was a valuable opportunity to re-evaluate the way the school was using its space.

Relocate or refurbish?

One of the questions most fundamental to the project was whether to look for a new

ALAMY

Sheffield Hallam University hosts a centre for academic research in the field of FM. Richard Bertram finds that a renovation created a fitting home for the school

The CFMD building (above) was renovated into an openplan design (top; top right)

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SHEFFIELD HALLAM

“It was important that businesses and government test their approach to creating innovative interior space, rather than iconic buildings”

location for the facility or to use the existing building.

The team decided that a new facility would be created within the existing building that would physically express the school’s ethos of being able to engage effectively with students at all levels. It was deemed important that businesses and government test their approach to creating innovative interior space, rather than iconic buildings.

It also had to provide the school with an appropriate environment in which to host business leaders, overcoming any barriers of perception between commerce and academia.

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space-use ratios within Higher Education. However, CFMD was aware that leading corporate organisations, treating space strategically, were also achieving far better utilisation.

The decision was made that the project would benefit from commercial expertise. Sheffield Hallam University’s facilities directorate (FD) and the CFMD started exploring an innovative partnership strategy that would leverage private sector expertise.

TSK, a workplace specialist based in Manchester, was also seeking a partnership that would allow it to explore workplace research and development opportunities, and a meeting of minds took place between both organisations.

As one of the UK’s leading

workplace fit-out specialists, TSK has worked with corporate and public-sector organisations in virtually every market sector. The firm has extensive experience in project managing design-andbuild projects, working directly with the client and with its property professionals, FM and workplace consultants.

From the school’s perspective, this made it the ideal privatesector specialist to help to enhance and realise their vision for the new facility.

The partnership was born and the concept of the TSK Business Engagement Centre took shape.

A team from the CFMD spearheaded the project and the brief it created was ambitious.

It involved creation of a flexible space that would be able to offer optimal facilities for the broad range of activities that it would accommodate.

This would mean a design that combined open-plan areas with a range of other flexible spaces suitable for activities including one-to-one meetings, innovation workshops, round-table conferences, concentrated work, confidential phone calls, informal and formal presentations, and

receiving visiting luminaries.

The existing layout of the building’s ground floor made the space feel claustrophobic to some and, as a result, the school found it difficult to envisage whether there was sufficient space for all these elements to be incorporated in a way that would still be spacious and inspiring.

TSK has always specialised in refurbishing spaces in existing buildings and while the space was considered to be at capacity, according to the traditional standards of higher education, TSK judged that space would be comfortably big enough to accommodate the numbers in question.

In fact, the design team’s expertise is in re-imagining commercial spaces that were already being used to a much higher capacity and their calculations showed that the space could be transformed into a very attractive and highly flexible environment if it was used in the right way.

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The team used CAD (below) to sell the fit-out idea to stakeholders

session was held to evaluate the current work processes and the way the whole Sheffield Business School’s team use space. The findings were then related to the new area and options explored to create an informed design brief.

Seeing is believing One of the biggest challenges in moving from a cellular model to a more flexible approach, involving a mixture of open-plan and enclosed spaces, is not one of design, but one of leadership – it is essential for the delivery team to bring those people who will inhabit the space with them and ensure they are comfortable with the changes they will be asked to make.

The CFMD acted throughout the project as internal consultants for the school, as well as helping to develop the initial brief. The team also played a vital role in supporting the process of change, which included consultation with the teams that would be using the new space.

While images can be very helpful in bringing a design to life, there is no substitute for real experience in terms of understanding how a space works and feels.

With this in mind, the CFMD arranged a series of ‘benchmark visits’, both for the university’s facilities directorate and for the business school’s executive team and professional services staff.

The host venues were a number of commercial workplaces outside higher education, as well those of competitors with similar buildings in the same sector.

These visits helped future occupants of the space to understand the changes in behaviour that would be required by the move from small offices to open-plan working.

This included adapting to working in an environment that, while not noisy, is not

acoustically shielded from the conversations of others. This is often one of the perceived disadvantages of open-plan working. Encouraging people to understand how they function is a very effective means of overcoming this barrier – one that often turns out to be based on perception than reality.

The teams visited TSK’s headquarters in Salford Quays to attend a ‘Knowledge Exchange’ workshop and explore the company’s own workspace, which provides a working demonstration of best practice.

This demonstrated that a more flexible space could incorporate different spaces to facilitate other requirements, such as quiet work or private meetings for smaller groups.

Traditionally, these sort of events would take place in a private office.

Dedicated spaces can actually be more effective for the purpose by incorporating the appropriate furniture and being free from the clutter that can build up around a professional’s personal working area.

“Images help, but there is no substitute for real experience in terms of understanding how a space works”

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SHEFFIELD HALLAM

thinking, and to understand the needs of the people that work in activity-based work settings, to make them more intuitive and comfortable to use.

Therefore the consultation process is ongoing; the space will continue to evolve as the teams feed back their views.

A model for FM

Consultation When asking people to adopt radical changes in workplace design, it is important for a true consultation to take place.

This will ensure an optimal balance can be found that will support all stakeholders, for example, when TSK and the facilities directorate began to explore the extent to which the end users would be happy to embrace the principles of agile working.

It is well known that mobile technology has changed and continues to change the way people work. Connectivity has become the key requirement and spaces such as trains and cafés are now commonly used as workplaces.

This has had an impact on workplace design practices, as it has become clear that many organisations don’t need to allocate a desk to every individual in the business, as levels of occupancy would be far below the commercial optimum and shared desking has become common.

From a design perspective,

this means locating file storage away from desk spaces so that any member of staff can use work settings. This has been widely adopted in the private sector – some businesses have even introduced new protocols where people work in teams to encourage communication across an organisation.

Removing personalisation from desk areas also meant that space became uncluttered and supported the clear-desk policy.

The executive, while being used to having their own offices, adopted a ‘need-not-status’ approach, to demonstrate leadership, working in an open area, supported by focus rooms and quiet areas.

Post-implementation A workplace refurbishment project cannot be considered a success until the people occupying the re-designed space are comfortable and productive. Where a project requires changes in the behaviour of occupants, it is essential to continue the consultation after implementation.

The vast majority of the feedback received by the workplace team has been positive. However, tweaks have also been made to address issues raised in some areas of construction.

For example, the location of the Centre – on the ground floor and facing on to a busy street – makes it a perfect shop-front for the school. However, some members of the professional services team felt a little uneasy in an open environment.

The feature window graphic elements are designed to provide three different levels of shielding, including a sight-line band.

These had already been installed in response to feedback from the consultation process. The design team was able to adjust this further, to remove any apprehension, while maintaining the overall look and feel.

The partnership between Sheffield Business School CFMD and TSK set out to produce a home for the business school’s executive, a facility for the CFMD and a living research area for TSK to test innovative ideas and new

As a project that set out to bridge the gap between a commercial approach to workplace design and the academic world of the University – where the decisionmakers, the strategic consultants, FM, construction team and the end-users are all united by a single organisation – it has already delivered a return on the investment.

A clear strategic aim, combined with detailed discussions between all stakeholders – on issues from special requirements, to furniture provision – allowed the design to be informed by the needs of the people who will occupy and manage the facility.

It was only this level of collaboration that has made it possible to deliver such an ambitious project – creating an academic environment modelled on cutting-edge business practices that everyone can be proud of.

The collaboration between CFMD and TSK has proved that innovative space can deliver significant economic benefits without the need to create new buildings – an efficient and productive workspace that fulfils the strategic objective has been created within an existing space.

This is a template that will now be applied to the development of the whole Business School. FM Richard Bertram is head of business development at TSK

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FM MONITOR DAVID CLEMENTS

LEGAL UPDATE

David Clements managing director at Future Designs

L IG HT EN ERGY SAV I N GS

acilities managers must adapt their F lighting design and provision to comply with the government’s new energy legislation Artificial lighting accounts for up to 50 per cent of the total energy bill of a building. A staggering 20 per cent of the world’s energy resources are consumed by lighting demands.

It’s no surprise, then, that lighting has received increased government attention, with it taking steps to encourage organisations to reduce their energy use.

Light legislation The government has adopted a ‘carrot and stick’ approach to reducing organisations’ energy bills.

The ‘stick’ is Part L(2) of the Building Regulations for nondomestic premises in England and Wales, plus the new Scottish Building Standard. Both demand a reduction in the wattage output for lighting per square metre of corporate buildings.

The ‘carrot’ is the Enhanced Capital Allowance (ECA) scheme, which provides businesses with enhanced tax relief for investments in equipment that meet published energy-saving criteria, such as light fittings.

Illuminating empty offices In the mid 2000s, newspapers published photos of empty yet lit buildings shining like beacons across the urban landscape to illustrate widespread energy wastage. The Department for Trade and Industry was berated in the press for lecturing about the need to cut emissions, while its own headquarters were seen to be all lit up at the weekend with no staff on site.

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Energy efficiency In October 2010, the new consolidated Building Regulations, which govern the amount of energy that can be lost through buildings, came into force. There were many changes to the 2006 requirements, with the aim of upgrading energy efficiency by 25 per cent.

Part L Conservation of Fuel and Power requires there to be reasonable provision for the conservation of fuel and power in buildings (new and existing domestic and non-domestic).

This is to be achieved by limiting heat gains and losses and by providing fixed building services, such as energy efficient lighting having effective controls, and are commissioned by testing and adjusting as necessary to ensure they use only a reasonable amount of energy in the circumstances.

A fine thing Companies who fail to comply can be subject to a fine not exceeding level 5 on the standard scale (£5,000) and to a further fine not exceeding £50 for each day on which the default continues.

This may be an inconsequential amount for some businesses, but the reputational damage could potentially be far greater.

FMs staying switched on So how can facilities managers ensure their companies comply?

FMs must get advice on implementing the best efficient lighting solutions from a member

of the Society of Light and Lighting (SLL), the senior professional body representing lighting professionals.

Recommendations may include a fluorescent lighting system with fittings using ‘miro’, which is a highly polished aluminium that improves luminance. If one fitting produces higher light output, then fewer fittings are required. This cuts down on raw materials and delivery costs, while fewer fittings will need to be replaced and recycled.

Using a Digital Addressable Lighting Interface (DALI) lighting system allows employees to control the lighting at their individual work stations and they display the energy consumed by an area.

A few businesses are also installing LED lighting, which is more energy efficient than fluorescent solutions. But the downsides are the cost – LED systems can be as much as three times the initial cost of their fluorescent equivalents, along with involving colour rendering issues. These issues will be resolved in the near future, as LED systems will become the preferred lighting solution.

The 2010 Scottish Building Standards demand the reduction in the wattage output for lighting per square metre of corporate buildings by requiring a minimum of 75 per cent of a building’s fixed light fittings and lamps to be low energy.

The ECA scheme The government’s ECA scheme provides businesses with 100 per cent tax relief for investments in equipment, such as light fittings that meet alreadypublished energy-saving criteria.

The Carbon Trust’s guide to eligible equipment offers the following advice:

● Use compact fluorescent lamps instead of conventional tungsten lamps ● Use compact metal halide (for example CDM) lamps instead of tungsten halogen in display lighting ● Use more efficient PLL and T5 fluorescent tubes with high frequency electronic ballasts ● Use efficient luminaire types with a high light output ratio ● Use appropriate lighting controls, which include daylight-linked photo-electric control, presence detection with occupancy sensors, time switching and flexible manual control, for example, using hand held remote controls. Savings of 30 to 40 per cent can be expected when lighting controls are used.

The future’s bright Some say that the present measures aren’t enough. CIBSE has produced a consultation paper with detailed proposals on Part L of the Building Regulations, which includes a move towards ‘zero carbon’ standards for non-domestic buildings, and tighter performance standards for existing buildings. In the near future, FMs may be called on to further adapt their lighting design and provision to meet their legislative responsibilities. FM CONCLUSIONS 1. Part L(2) of the Building Regulations for non-domestic premises in England and Wales and the new Scottish Building Standard both demand the reduction in the wattage output for lighting per square metre of corporate buildings.

2. The Enhanced Capital Allowance (ECA) scheme provides businesses with enhanced tax relief for any investments in equipment that meets energy-saving criteria. www.fm-world.co.uk

1/3/12 12:59:15

LEGAL NEWS

Legislation impact HSE inspects building sites

SUSTAINABILITY A high proportion (83 per cent) of real-estate professionals think sustainability is the most important strategic issue facing office real estate decision-makers over the next 10 years, according to Jones Lang LaSalle’s Offices 2020 research findings.

However, movement towards sustainable real estate is taking place at different speeds across Europe. New legislation is driving the evolution of best practice in countries such as France, Germany and the United Kingdom, while economic constraints are impacting overall progress in other countries.

Bill Page, director, EMEA Research, Jones Lang LaSalle, who is leading the Offices 2020 research programme explained: “From almost nowhere a decade ago, sustainability is now a key consideration for office real estate. While environmental change, cost control and ethical business practices are all part of the equation, legislation is the real game-changer, forcing European occupiers and investors to adapt their office buildings.”

Zero-energy buildings The European Union requires all new buildings to be nearly zero energy by 2020, but there is a growing divergence across different buildings and countries.

This gap is widening and will increase over the next decade between those leading the way towards sustainable real

estate and those falling behind.

The 2011 Energy Act in the UK is an enforced change. From April 2018, landlords will be unable to let out residential or business premises below a minimum standard, which is widely expected to be an Energy Performance Certificate rating lower than ‘E’.

An estimated 63 per cent of UK stock has a rating lower than ‘E’, which will result in a rapid change to many buildings over a short time frame.

Benoît du Passage, managing director, France and Southern Europe, Jones Lang LaSalle and executive sponsor of the client research project, commented: “Sustainability was once seen as a soft issue on the periphery of business strategy, but this has now changed. We now have case studies where sustainable changes to buildings have improved employee productivity.”

According to du Passage, owners and developers of office stock will need to take rapid action to protect the value of their buildings and prevent them from becoming obsolete. “A sustainable building will quite quickly become a prerequisite for prime property,” he said. “Consequently, we expect the pricing gap to widen between sustainable and non-sustainable assets over the next few years.”

Occupiers will also need to remain watchful of sustainability when evaluating their real estate requirements. While older, less

sustainable buildings may offer lower rental costs, any savings are likely to be offset by higher operational costs, given the trend towards rising energy prices.

Benoît du Passage explains that employers cannot neglect the increasing ‘social’ aspect of sustainable real estate.

“Over the next 10 years, we expect productivity, employee satisfaction and sustainability to become intrinsically linked,” he concluded. “We expect business managers to place greater emphasis on the social value of sustainable real estate.”

Practical guidelines To help occupier and investor clients manage the sustainability agenda, Jones Lang LaSalle has developed several practical tips: ● Develop a risk management programme ● Review your estate by ‘green’ credentials ● Prioritise and rank potential sustainability improvements by value at stake ● Ensure you have the necessary skills and expertise to make changes ● Bring staff up to a required level of awareness and competence ● Consider taking advice on complex issues ● Revisit changes that may take place across the building lifecycle ● Take a long-term view

Construction sites are being scrutinised as part of an inspection initiative to reduce death and injury.

Health & Safety Executive (HSE) inspectors will be visiting sites between 20 February and 16 March where refurbishment or repair works are taking place. The visits are part of a national month-long drive to improve standards.

The focus will be on high-risk activity such as working at height and also ‘good order’, such as ensuring sites are clean and tidy with clear access routes.

Between 2010 and 2011, there were 50 fatalities and 2298 major injuries reported in the construction industry. The aim is to reduce these numbers.

Gas blast MD hit with fine John Webster, managing director of North West Gases in St. Helens, has been fined £22,500 after a gas explosion.

Webster was found guilty of a breach of the Health and Safety at Work Act 1974 by failing to take reasonable care of himself and his employees, according to the Health and Safety Executive (HSE).

The HSE statement revealed that Webster and a colleague received burns, a third employee sustained minor injuries and the roof was lifted off the building during the accident in April 2008.

They had been attempting to remove a cylinder valve, but gas escaped and ignited.

Webster pleaded guilty and was also ordered to pay £2,500 HSE prosecution costs.

NEED SOME GOOD ADVICE? The Good Practice Guide to SELECTING FM SOFTWARE The BIFM publishes a series of good practice guides which are free of charge to all members. For a full list of titles or to download the guides, visit www.bifm.org.uk Non-members: call 020 7880 8543 to order your copy

www.fm-world.co.uk

33 New Legislation.sr.indd 31

FM WORLD | 8 MARCH 2012 | 33

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Do you and your team want to win a top industry award?

Do you want recognition as the very best in the FM industry?

The BIFM Awards are open for entries and we are looking for the leading FMs, teams and projects in the UK.

www.bifm.org.uk/awards2012 Entries close 27 April 2012 (‘FM of the Year’ category closes 20 July 2012) The awards take place on 8 October 2012 in London Email awards@bifm.org.uk Call 0141 639 0708 Headline sponsor:

Sponsors:

Have your finger on the pulse of FM Get to the heart of facilities management by joining the BIFM today.

Be at the very heart of your profession by joining the BIFM. It’s the one body that has something for everybody in the business. We offer the most prestigious training, development and recognition for facilities managers.

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We provide a fantastic range of benefits, services, and offers for all our members. We enable you to network with your peers and share ideas at a whole range of national, regional and local events.

We keep you totally in the know through FM World magazine, our continuously updated website and networking groups.

We even give you a chance to influence your profession personally by getting involved and giving FM a better future.

If you want to put your heart and soul into FM, talk to us.

T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk

2/8/10 12:21:43

1/3/12 14:27:11

FM MONITOR MIKE MELLOR

HOW TO…

Mike Mellor is managing director at Space Catering Equipment

COST-SAVIN G IN T H E K I T CH EN

itchens are a major source of energy expenditure. By taking the following steps, you can make informed decisions and make big savings, explains Mike Mellor

K

Commercial catering facilities use about two-and-a-half times more energy per square foot than other parts of a building. This means the kitchen is the place where facilities managers can make the biggest savings.

With energy costs rising at a rate of six to eight per cent per year, an energy efficient kitchen is indeed a lucrative option.

Most commercial kitchen appliances are energy intensive.

For instance, an electric deep fat fryer that uses more than 11,000 kilowatt-hours (kWh) of energy annually could cost more than £2,300 in electricity alone.

The following is a checklist of efficient practices that will help you reduce your catering energy demands.

over vegetables. Also, keeping equipment spotlessly clean helps them run at their most efficient.

1⁄

Gas is still the cheapest source of energy for hot cooking equipment, but some gas equipment can be inefficient. Liquefied petroleum gas (LPG) costs are rising and LPG equipment is becoming less viable – it can lead to increased maintenance costs. While electricity is an expensive option, the latest electric induction appliances use far less energy and can provide huge savings.

Talk to your caterer

Find out which appliances in the kitchen may be nearing the end of their life and consider replacing them with more energy efficient models, or making practical changes in the way the kitchen area is managed.

Set up a programme of good practice, where equipment is switched on when needed, instead of at the beginning of the day.

This is particularly relevant for fryers, grills and dishwashers, which are often not used at all until service begins. Be aware of running taps – fill sinks rather than running taps www.fm-world.co.uk

35_HowTo.sr.indd 35

2⁄

Take advice from your supplier

Choosing the right equipment in the first place – and knowing where to put it on your premises – can make a big difference to how much energy your kitchen consumes.

Many new appliances may qualify for Enhanced Capital Allowances for tax purposes.

Under this government scheme, businesses can offset the cost of buying energy-saving equipment against their annual taxable profits.

3⁄

Choose the right source of energy

4⁄

Choose equipment wisely

When buying new energy-saving equipment, it is important to consider the savings that can

be made over its whole life.

The leaders in energy-saving technology tend to sell wellengineered and therefore more expensive products. Cheaper equipment is unlikely to have the same features and may cost more to run and maintain.

Often, energy saving devices are an optional extra that are not always put forward to the client.

It is therefore important to ask about all the available features.

5⁄

Review ventilation and extraction Precise planning of a system is essential, as efficient heating and ventilation can have a dramatic effect on costs. Heat recovery options can provide hot water or incoming warm air during the winter.

6⁄

Use modern cooking techniques

Alternative cooking techniques, such as induction cooking, can be up to 80 per cent more efficient than traditional methods. The method only heats the pan and its contents, with no wasted heat and reduced ventilation requirements Combination oven cooking uses up to 60 per cent less energy than traditional methods because it replaces several pieces of equipment. The technique of cooking on demand can reduce food wastage by 17 per cent.

7⁄

Be aware of your water usage

An uncontrolled hand-washing operation can use eight litres of water (two taps running for 40 seconds at 12 litres per minute).

A medium-sized kitchen can require 150-200 hand wash cycles a day (1040 litres hot/560 litres cold water). Reducing the flow to six litres per minute and wash time to 14 seconds (1.6 per handwash operation) will save 832 litres of hot water and 448 litres of cold water per day.

Also, electronic sensor taps regulate temperature and stop taps being left running. Water can be saved by installing a single tap to a preparation sink and using pressure reducing valves or taps with in-built, flow-limiting devices.

8⁄

Dishwashing

New dishwashing technology can reduce overall water usage.

In-built drying systems reduce steam escaping while door/ hood insulation minimises heat loss and can save 0.5kW per hour. Some machines have heat recovery, which reduces the energy consumption by re-using waste hot water and steam to reheat the incoming supply. This results in big savings with capital cost recovery in around 18 months.

9⁄

Refrigeration

Consider natural refrigerants such as hydrocarbon gas. CO2 is becoming popular, as it is the only non-toxic refrigerant that doesn’t affect the environment.

A central refrigeration system with remote condensers can eliminate the requirement for all equipment to have its own compressor, saving energy and heat build up.

Installing self-closing doors and strip curtains on cold-room entrances will limit temperature escape, while occupancy sensors will also reduce wastage. FM FM WORLD | 8 MARCH 2012 | 35

1/3/12 17:40:45

FM FMMONITOR SUPPLEMENT MARKET CATERING INTELLIGENCE

BY NAME IN HERE

INSIGHT

CATERING

The figures on this page have been compiled from several sources and are intended as a guide to trends. FM World declines any responsibility for the use of this information.

CARE HOMES

RMI

VAT rates: Standard rate – 20% (from 4 January 2011) Reduced rate – 5% Zero rate – this is not the same as exempt or outside the scope of VAT

CARE HOME CONSTRUCTION MARKET

VALUE OF UK HEALTHCARE RMI MARKET

Bank of England base rate: 0.5% as of 7 September 2011.

The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

Source: Bank of England (bankofengland.co.uk)

Consumer Price Index Annual inflation fell to 3.6% in February, from 4.2% in December.

Annual inflation has now fallen by 1.2 percentage points since November 2011. The only time there has been a larger fall over a period of two consecutive months was between October and December 2008.

Source: ONS (www.ons.gov.uk)

EMPLOYMENT

National Minimum Wage The following rates came into effect on 1 October 2011: Category of worker

Hourly rate from 1 Oct 2011

Aged 21 and above

£6.08

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

Apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship

£2.60

20

1300

15

1200 1100

10

1000 5

900

0

800 2006 2007 2008 2009 2010 2011 2012 2013 Fcst Fcst Fcst

2006 2007 2008 2009 2010 2011 2012 2013 Fcst Fcst Fcst Fcst

The care-home market and, in particular, the independent sector, is still relatively strong, when compared to other sectors of the UK economy.

There are approximately 21,000 care homes, nursing homes and residential homes providing adult and elderly care, of which the majority are operated by the independent sector (private for profit) or voluntary (not for profit) organisations.

The UK care home market is currently worth around £14bn, of which the private sector accounts for around £10bn and the public sector almost £4bn. It is estimated that the private long-term care sector will continue to experience steady growth over the next five years, increasing on average by around 5% per annum to reach a value of around £12.7bn by 2015.

The most significant change in residential care provision in the past 25 years has been greater private sector involvement, with substantial growth in privately provided nursing home places replacing large numbers of NHS hospital beds for geriatric and mental illness care.

The healthcare RMI (resource management initiative) market has shown reasonable growth over the previous decade, although in 2009/10, growth slowed as the economy faltered and the change in government saw a shift in public sector spending.

This has resulted in a market value of just under £1.2 bn in 2010.

Growth in the market was good between 2004 and 2008, underpinned by a chronic repair backlog across the public sector, although new build and refurbishment programmes have been the main approach to dealing with the problem. Many of the worst affected institutions have therefore seen overall condition improve.

As government cuts impacted on NHS budgets, the RMI market started to fall. Over the medium term, it is anticipated that the market will experience a slowdown. However, RMI will remain buoyant compared to new work in this sector, supported by essential maintenance requirements, while planned maintenance programmes may be an alternative to new build where costs need to be controlled.

Source: www.amaresearch.co.uk

Source: www.amaresearch.co.uk

PUBLIC SECTOR EMPLOYMENT

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1400 Long-term care value (£bn)

Source: HM Treasury (hmrc.gov.uk)

1500

(£M)

ECONOMY

A regional analysis by the Office of National Statistics (ONS) found that in Q3 2011, London had the highest number of public sector employees at 790,000 and Scotland had the lowest with 589,000. Concurrently, public sector employment (PSE) decreased across all regions. It fell by 7% in the South West, with the smallest decrease of

3.4% being in London. The PSE figure for England fell most, with a 4.6% decrease. In Northern Ireland, the drop was of only 1.7%. Private sector employment increased over the same period, with the biggest rise of 7.4% being in Northern Ireland and the least in England (up 1.1%).

Source: www.ons.gov.uk

www.fm-world.co.uk

1/3/12 17:41:29

your comfort. our world.

It’s payback time with the Roundflow self-cleaning cassette The economy is tough. Energy efficiency is paramount. So Facilities Managers need to work smarter not harder.

To achieve dramatic cost savings on heating and cooling, Daikin Roundflow self-cleaning ceiling cassettes are proven to reduce energy consumption by up to 49%, delivering payback in under a year.* The Roundflow self-cleaning cassette features a unique filter which cleans the cassette daily – and only needs emptying every 6 - 12 months by non-specialist staff. To optimise the performance of your heating and cooling system all year round, find out more about selfcleaning cassettes.

Email: solutions@daikin.co.uk quoting 0011/ni/09122011 or visit www.daikin co.uk/roundflow-cassette

Heating

Ventilation

Integrated Solutions

Air Conditioning

Refrigeration

* Taken from case study of Coral bookmakers in Wolverhampton during 12 month trial of self cleaning cassettes, installed in July 2010.

D IR -B NT Y RL OU Y B 012 EA ISC D OOK H 2 B RC A M 23

Ideas for Change How great facilities management makes the difference 18 June 2012, The Royal College of Physicians, London ThinkFM is a day of learning, debate, interaction and networking.

Hubs include workplace, people, creating a competitive advantage in the current economic environment.

Focus on one hub or move across all three.

Book now and save at www.thinkfm.com The conference for facilities management professionals To sponsor ThinkFM contact neil.everitt@bifm.org.uk or call 0845 058 1356

Brought to you by

THINK FM.186x123.indd 1

FMW.08.03.12.037.indd Sec1:9

In association with

Sponsored by

27/2/12 14:06:32 FM WORLD | 8 MARCH 2012 | 37

29/2/12 09:49:05

BIFM NEWS BIFM.ORG.UK

ThinkFM guest speaker, Ruby McGregorSmith

significant time and resources in developing its staff and provides them with the tools and techniques to deliver real value and tangible benefits to its clients businesses.

THINKFM

Be an early bird The deadline for early-bird savings at ThinkFM, March 23, is fast approaching. If you have not yet booked for this day of learning, debate, interaction and networking, then make sure you do so. ThinkFM, brought to you by BIFM in association with Workplace Law, takes place on June 18 2012 at The Royal College of Physicians in London.

The event brings the facilities management community together for a day of learning, debate, interaction and networking, and is open to all FM professionals.

You select your own agenda based on your learning needs from the four hubs, which run concurrently throughout the day.

ThinkFM is ideal for facilities, estates, property and support services managers and directors.

By defining your own agenda, choosing relevant sessions for your learning needs and interests, you ensure that you get maximum learning from your attendance.

You will take away practical ideas to implement and new ideas to help you drive your organisation forward.

Highlights include a keynote 38 | 8 MARCH 2012 | FM WORLD

BIFMNews.sr.indd 36

address and also a drinks reception with Ruby McGregorSmith CBE, chief executive of Mitie Group PLC, plus four specialist hubs: workplace, people, competitive advantage, and a ThinkFM lab. i Book before March 23 2012 to be an early-bird. View the full programme at www.thinkfm.com/ programme. Book and save at www.thinkfm.com/booknow, email conference@thinkfm.com or call 08701 632 804

THINKFM

Sponsors announced The BIFM is proud to welcome Portico and Vinci Facilities as sponsors for ThinkFM 2012.

Portico’s name derives from the definition of a portico: ‘something added to the front of a building to enhance it’ and this encapsulates precisely what it does.

A specialist in reception and guest services, Portico provides concierge, switchboard, reservations, meeting room management, help desk and administrative activities.

The organisation invests

Vinci Facilities has a strong regional presence complemented by technical experience. It has nurtured long-term relationships with its customers and supply chain. It aims to create value for customers by setting new standards for the delivery and operation of the built environment.

Vinci Facilities is passionate about the built environment and has an enviable track record in multiple sectors.

Some of its provided services include FM, energy, M&E, maintenance, regeneration, fit-out and refurbishment, lifecycle, interior design and workplace solutions. i Visit www.portico.co.uk and www.vincifacilities.com for more details

CAREERS

Stand out from the crowd Alison Springate, C2 Consultancy – a career and professional development consultancy service for organisations and individuals – offers her advice on excelling at interviews.

“Last week, I was involved in interviewing candidates for a new role that became available in our department. Over one hundred candidates applied, proving that it is a competitive job market out there.

“With difficulty, we whittled the applications down to a shortlist we called to interview. The large volume of applicants meant that everyone who was selected had the relevant experience and qualifications for the role, yet one candidate was able to stand out.

Sitting on the other side of the interview table provides a great insight into how candidates can excel at interviews.

“This is how they did it:

1/

Demonstrate your aptitude for the role. The successful candidate had thought about the experiences and skills that would be the most relevant to the role and used them as examples when answering questions Answer questions clearly and concisely. They stood out because they gave concise answers that directly answered our questions. They used the STAR (S – Situation, T – Task, A – Action, R – Result) technique to structure their answers and provide us with the information we needed Body language. Be aware of your body language: firm handshakes, smile, make eye-contact, be attentive, do not fidget Show you are motivated.

All interviewers want to make sure that you have the right motivation, commitment and enthusiasm for the role. Our candidate had researched our organisation and through their understanding of our values, they clearly demonstrated their motivation to work for us Ask questions. Always prepare a question to ask the interviewer. You might ask about the job, working conditions or the interview process. Avoid asking about the salary, holidays or anything you should already know from details they have sent you.

Through following these simple steps our candidate managed to stand out from the crowd.”

2/

3/

4/

5/

www.fm-world.co.uk

1/3/12 15:06:35

Please send your news items to communications@bifm.org.uk or call 0845 058 1356

i For more tips on how to excel at interview, see the career development pages of the BIFM website http://www.bifm.org.uk/ bifm/careerdevelopment/cdtools or contact the BIFM Careers Service to find out more about practice interview sessions: bifm@careers.lon.ac.uk

FACILITIES SHOW

Register now You can now register to attend the Facilities Show, in association with the BIFM. This year the show is moving to hall two of the NEC to accommodate the new exhibitors, feature areas, education, networking lounges and a BIFM CPD Theatre.

As you may have heard, last year’s sell-out show attracted a massive gathering of 17,822 facilities, estates, fire, security and health and safety professionals, with 90 per cent of our visitors stating their intent to return in 2012. Also, with a 30 per cent increase in exhibiting companies this year, over 250 exhibitors are expected to be there when the doors open at 10am on May 15.

Join us in celebrating the success of the industry, meet with thousands of suppliers, share learnings with peers from many fields of expertise and gain valuable free CPD points.

Make sure you also come and see the BIFM team on stand T1.

Register to enjoy pre-event updates, exclusive giveaways, webinar access throughout the year and avoid the £30 on-site admission fee. i BIFM corporate members receive a 10 per cent discount on exhibiting at the show (www.bifm. org.uk/corporatemembership).

Members of the BIFM Approved CPD Provider Network (www.bifm. org.uk/cpdnetwork) will also be running sessions in the new BIFM CPD Theatre. Register for free at www.facilitiesshow.com

www.fm-world.co.uk

BIFMNews.sr.indd 37

Richard Byatt is corporate & public affairs director at the BIFM

BIFM COMMENT W H AT ’ S B I M G OT TO D O W I T H F M ?

e have been here before. In the mid 1990s much was written about the potential for the Private Finance Initiative (PFI) to raise the profile of facilities management.

The argument was that, with PFI contracts of 25 to 30 years, the cost of running buildings and providing services was now just as important as the build cost. Suddenly everyone was interested in life-cycle costing.

Well, PFI didn’t quite transform the fortunes of the FM profession, but it did raise awareness and sharpen arguments about the trade-off between the quality and performance of building components as well as the importance of the management and maintenance regimes.

Now we have Building Information Modelling or BIM. This is not a new concept, but has been given added momentum by Paul Morrell’s report into the construction industry. The IGT report identified BIM as “having the greatest potential to transform the habits – and eventually the structure – of the industry”. Which is quite a claim.

The government is keen. The Cabinet Office is introducing “a progressive programme of the required use of BIM”, and the industry was asked to establish “a collaborative forum… leading to an outline protocol for future ways of working.” The mandatory use of (low-level) BIM on public projects by 2016, as set out in the government’s Construction Strategy, has concentrated minds.

There is a danger here, as well as a major opportunity. BIM could be seen as simply a way to streamline and concertina the design and construction process. Certainly the presentations and communications so far don’t encourage the involvement of FM, with operations disappearing somewhere off the right-hand side of the screen.

The real opportunity is to bring FM experience right back into the briefing stage of a project; to develop a model of the building that can be ‘stress tested’ against operational scenarios and to deliver much more accurate and useful information to the team managing the facility.

BIFM is represented on the industry’s BIM Forum as well as working groups supporting the closely-connected Soft Landings initiative. We are working with members to make sure FM is well-represented and integrated as BIM develops.

W

“THE IGT REPORT IDENTIFIED BIM AS HAVING THE GREATEST POTENTIAL TO TRANSFORM THE HABITS – AND EVENTUALLY THE STRUCTURE – OF THE INDUSTRY”

richard.byatt@bifm.org.uk i BIM will be discussed at ThinkFM on 18 June, under the session ‘What’s BIM Got To Do With FM?’ Hosted by Deborah Rowland, head of facilities management category, GPU and Mark Bew MBE, chair, Government – Industry Working Group. Learn more at www.thinkfm.com

FM WORLD | 8 MARCH 2012 | 39

1/3/12 15:06:53

BIFM NEWS BIFM.ORG.UK

GOLF DAY

12th BIFM national golf finals The 12th BIFM National Golf Finals will take place on Thursday 13 September 2012 at the Marriott Dalmahoy Golf and Country Club, near Edinburgh. Dalmahoy is a renowned, world-class golf venue with two very different, but equally inspiring, courses.

The legendary course designer James Braid created the east and west courses at Dalmahoy to offer contrasting challenges for golfers of all abilities.

Players will compete in member, corporate or sponsor categories, for the chance to be crowned overall champions. i Qualification for this event is via your regional golf event or sponsorship. For details, contact Don Searle on 07850 098 912 or don@ c22.co.uk. Learn more about BIFM Regions at www.bifm.org.uk/groups

SOUTH WEST

Regional events The BIFM South West region has a number of events planned in 2012 for their 850+ local members, including: ● Four quarterly training days in Bristol (March, June, September, November) ● Two breakfast seminars in Plymouth (April and November) ● Golf day, Frome (July) ● Breakfast seminar, Newport (October) There are opportunities to get involved and sponsor these events, with the benefit of targeting a local and active audience. i Contact Gareth Andrews, chairman BIFM South West committee, gareth.andrews@gmacl. co.uk or 07540 079 978. To learn

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BIFMNews.sr.indd 38

more about BIFM groups, go to www.bifm.org.uk/groups. To find out more about other sponsorship opportunities with the BIFM contact neil.everitt@bifm.org.uk GROUP MEMBERSHIP

FM professional scheme The BIFM group membership scheme is designed to help employers of FM professionals to recognise, reward and support their professional development. This helps to build strong and effective FM teams.

Through the scheme, you as an employer can nominate team members to become individual members of BIFM. This investment by employers supports the professional development of FMs within their organisation.

Employers can benchmark the competence of FM teams using the membership grading system and the BIFM professional competences. The BIFM membership grading system establishes a pathway for personal development for FM professionals.

It provides a framework to ensure FM skills and competences reflect business needs and requirements.

Through the scheme, your organisation becomes a BIFM Investor in FM Professional Development. This recognises and signifies your commitment to FM excellence and business improvement through your people.

Key benefits to your organisation include: development of your FM team, extra versatility, improved staff retention, added recruitment incentive and an increase in the profile of your organisation.

Learn more at www.bifm.org.uk/ groupmembership, where you can read how Telereal Trillium has used Group Membership as part of its staff development, or contact Mark Nicholas on 0845 058 1356 or email mark.nicholas@bifm.org.uk i

BIFM TRAINING A CLEAR PATHWAY FOR YOUR TRAINING DEVELOPMENT WITH OUR CORE FM COURSES ur series of core FM courses ranges from introductory through to advanced level and can lead to formal qualifications too.

Our flagship foundation course Understanding FM is consistently sold out and offers an introduction to FM for industry newcomers or those with two or three years’ experience. The popular site visit demonstrates FM in practice. After the course, attendees can work towards achievement of their ILM Level 3 Qualification in FM.

O

“This was an excellent course. It kept the interests of all the delegates throughout. Very well organised and kept to the times given. Site visit was really beneficial. One of the best courses I have been on, if not the best.” HR manager, Reston Solicitors (Understanding FM) Our two intermediate modules may be attended in either order and focus on developing managerial abilities.

The Professional FM 1 explores the scope, extent and diversity of the FM function, and the techniques that will add value to the FM operation, while aligning it to your organisation’s objectives. The Professional FM 2 focuses on commercial awareness and aligning FM with organisational goals and risks, and explains how to build strong relationships with clients, suppliers and specialists.

“My company asked I attend these excellent courses.

I have already attended the foundation course and several other BIFM Training programmes. This is the next step for me – there is always something to learn.”

Facilities/operations manager, MBDA (The Professional FM 1) “The best course yet, very interactive. Good presentation with thought-provoking ideas!” AFM, Eastleigh Borough Council (The Professional FM 2) Our advanced case study-driven FM Business School course is aimed at FMs with over three years of managerial experience and aims to enhance strategic understanding of FM to improve communication with senior management.

It will allow you to demonstrate the relationship between your FM operations and changing corporate objectives so that the vital role of a professional FM service is given recognition as a key contributor to business success.

“The event was very welcoming. Comprehensive and well-structured, it encouraged participation and questions.

It gave me some new ideas for future development.”

Team leader, DCSF (FM Business School) i For information call 020 7404 4440, email info@bifmtraining.co.uk or visit www.bifm-training.com

www.fm-world.co.uk

1/3/12 15:07:10

§

FM DIARY

Send details of your event to editorial@fm-world.co.uk or call 020 7880 6229

NATIONAL BIFM EVENTS

HR, employment law and procurement issues Venue: City of Glasgow College, North Hanover Street, Glasgow Contact: mkenny@fesfm.co.uk or call 07920 136 784

18 June ThinkFM 2012 ThinkFM will be a day of learning, debate and networking, with new features, such as site visits.

Venue: Royal College of Physicians, London Contact: conference@thinkfm.com or call 08701 632 804 12 July 2012 BIFM Annual General Meeting (AGM) 2012 Details will be posted at www.bifm. org.uk/AGM2012 and the AGM presentations will be available on here from 13 July.

Venue: Redactive Publishing (publishers of FM World), 17 Britton Street, London Contact: sharon.mcKenzie@bifm.org. uk or call 0845 058 1356. Visit www. surveymonkey.com/s/BIFM_AGM12 to register 8 October BIFM Awards 2012 The BIFM Awards are designed to celebrate the increasingly strategic profile of FM by highlighting its role in the success of public and private sector organisations.

Venue: Grosvenor House Hotel, London Contact: communications@bifm.org. uk or call 0845 058 1356 SCOTTISH REGION 10 April Hot topic expert panel – HR issues Venue: City of Glasgow College, North Hanover Street, Glasgow Contact: mkenny@fesfm.co.uk or call 07920 136 784 17 April Hot topic expert panel –

8 May Breakfast meeting with dial-in capability Venue: TBA Contact: mkenny@fesfm.co.uk or call 07920 136 784 24 May The 16th Scottish regional golf day Venue: Kings Acre Golf Course, Lasswade, Edinburgh Contact: bill.anderson@ telerealtrillium.com or call 01977 598 914 12 June AGM and prestige building visit The event will include a talk from a FM provider and/or client.

Venue: TBA Contact: mkenny@fesfm.co.uk or call 07920 136 784 12 September National Golf Finals social event Venue: Tour of Edinburgh’s finest hosteleries Contact: mkenny@fesfm.co.uk or call 07920 136 784

of alternative event are to follow.

Venue: TBA Contact: mkenny@fesfm.co.uk or call 07920 136 784

Venue: Central London Contact: Kay Bain at info@bifmtraining.co.uk or call 020 7404 4440 SOUTH WEST REGION

13 November Hot topic expert panel (topic to be announced) Venue: TBA, will have dial-in capability.

Contact: mkenny@fesfm.co.uk or call 07920 136 784

16 March March QTD – property management Venue: Hilton Hotel, Bristol Contact: gareth.andrews@gmacl. co.uk or call 07540079978

NORTH REGION

INDUSTRY EVENTS

16 May North Region golf day Venue: The Oaks Golf Club, Aughton, York Contact: ian.burgin@ norlandmanagedservices.co.uk or call 07779 145 470

17–18 April FM and property event.

Venue: The Celtic Manor Resort, Wales Contact: Leighhussain@ globalbusinessevents.co.uk or call 01633 225 040

HOME COUNTIES REGION

9-10 May Green Build Expo Venue: Manchester Central Convention Complex Contact: www.greenbuildexpo.co.uk

15 March Case study: O2 – what a superb refurb Venue: O2, 260 Bath Road, Slough, Berkshire Contact: ash@fm-recruitment.co.uk or call 01635 431 00 26 April FM in FM – knowing the numbers Venue: Hilton Hotel, Newbury Contact: jane@fmtutor.co.uk or call 07799 033 341

28 September Annual conference and exhibition Venue: Our Dynamic Earth, Edinburgh Contact: mkenny@fesfm.co.uk or call 07920 136 784

21 June FM beyond our borders Venue: TBC Contact: jane@fmtutor.co.uk or call 07799 033 341.

29 September Scotland Region social evening There is no ball this year. Full details

24 April BIFM training conference – building surveying & maintenance

LONDON REGION

15-17 May Facilities Show Venue: NEC Birmingham Contact: Registration opens soon.

Visit www.facilitiesshow.com 15-17 May Safety & Health Expo Venue: NEC Birmingham Contact: safety-health-expo.co.uk 23-25 May BCO conference Venue: Manchester Central, Petersfield, Manchester Contact: www.bco.org.uk 25-26 June 31st Facilities management forum Venue: Heythrop Park, Oxfordshire Contact: Mick Bush at m.bush@ forumevents.co.uk or call 01992 374100

Workspace management defined Condeco is the booking system to manage not just your meeting rooms and desks – but all available resources.

Our intelligent solutions allow you to operate more efficiently and make maximum use of your workspace. The interactive signage and advanced reporting provide real time utilisation data on which to base future business decisions.

Room booking Desk booking Visitor management Interactive room and desk signage

Intelligent management reports Hospitality management Event management

Outlook and Lotus Notes integration Car park booking Resource scheduling

Find out more: call +44 (0)20 7001 2055 or go to www.condecosoftware.com www.fm-world.co.uk

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FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB NAME: Mark Phipps JOB TITLE: Facilities manager, head office ORGANISATION: Tesco JOB DESCRIPTION: Managing the day-to-day operations in five buildings, with a team of nine staff. The role covers functions including catering, cleaning, security and post rooms.

How did you get into facilities management and what attracted you to the industry?

I originally started in the mailroom at Tesco in 1984 to cover someone’s holiday for one week. I was fortunate enough to be offered a permanent position in the facilities team, carrying out office moves, and have stayed ever since. I have worked in all areas within our department and eventually was asked to be a facilities manager. I enjoy the role as there are so many different elements to it, and I like providing a service to people.

Which single piece of advice would you give to a young facilities manager starting out?

Be proactive and ask for help if required. There are also plenty of opportunities to develop in this industry.

What attracted you to the job?

I enjoy working in a service delivery role and no two days are the same.

Which FM myth would you most like to put an end to?

Facilities functions have an endless pot of money to operate with. It’s simply not true!

What has been your biggest career challenge to date?

Establishing the facilities operation when Tesco opened three new buildings in Welwyn Garden City.

If I wasn’t in facilities management… I enjoy gardening so would be interested in doing that for a living.

If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?

Working a late shift in the winter months to oversee the night operation.

ON THE

MOVE Changing jobs?

Tell us about your new role and responsibilities.

Contact Natalie Li Natalie.Li.@fm-world.co.uk

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ISS Facility Services Food and Hospitality has appointed Stephanie Hamilton (right) as executive director of its UK operations.

She was previously with Aramark as the UK divisional director for business and industry.

Andy Chappell, managing director of ISS Facility Services Food and Hospitality, said “Stephanie shares our focus on creating bespoke dining experiences for our customers every day. Her experience will be invaluable to make sure we can provide quality food experiences at the price-points our customers need.”

If you could change one thing about the industry, what would it be?

Although facilities management is now recognised more as an important business function, I feel more could be done to make people aware about the importance of health and safety.

Any interesting tales to tell?

I was working with Tesco’s furniture team and had just delivered a lorry load of furniture to our offices in Scotland. I stayed in a nearby hotel, but overnight we were forced to evacuate the building due to a vehicle being on fire in the car park. It was our vehicle! It was strange being involved in an evacuation that I was not managing.

Do your friends understand what facilities management is? What about strangers?

Not fully, but once I explain what is involved most people say it sounds very interesting.

Catering business CH&Co has created two chief executive roles. Caroline Fry (right) has been promoted from managing director to chief executive of the business and industry division.

Meanwhile, Alison Tyler (right) makes the same move within the commercial division. The promotions come after a number of business wins. Fry’s division won the Dune Shoe Company and Thames Water contracts. And last year, Tyler’s commercial team won the five-and-ahalf-year catering contract for Historic Royal Palaces – worth an estimated £60 million. Fry, who joined CH&Co

in 1994, and Tyler, who joined in 1998, report to chairman Tim Jones.

Independent catering group CH&Co has an annual turnover of £75 million and employs almost 2,000 people. The group has six specialist business units.

Independent caterer BaxterStorey has appointed Christian Pauritsch as operations director for the southwest. Pauritsch has 23 years of experience in catering and hospitality, and for the past five years has been executive director for an Artisan Food and Wine shop in Ireland.

www.fm-world.co.uk

1/3/12 15:08:23

FM NEWS

Call Adam Potter on 020 7880 8543 or email adam.potter@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

FM innovations ▼ Kemper System roof never fails By the age of 35 most roof systems will have failed however Leicester Mercury’s flat roof hasn’t because of its Kemperol waterproofing system.

Kemper System MD Harry Cowell says: “The fact that it is still going strong demonstrates the excellent protection it offers.”

Kemperol, a cold liquid-applied resin system incorporates a non-woven fleece to create a seamless waterproof membrane that doesn’t delaminate forming a strong flexible bond. It has a 20 year warranty available.

Carl Prickett, services manager at Leicester Mercury Group comments: “The stresses on a large area of roof such can be considerable and the Kemperol waterproofing has never failed.”

Contact Clare Moody T: 0161 707 0992 E: clare@ clarecomms.co.uk

▲ Box-it UK awarded NHS framework

▲ Security solutions for every need Lapa Security is a man-guarding company providing professional security personnel and consultancy.

Lapa security provides full management back up, and understands the need to be cost effective without compromising standards.

Services include: front of house reception security, concierge and porters; static security for building sites, vacant property, house sitters; distribution and waste management site security, corporate guarding, high end retail security, event and function security, close protection and qualified security dog and handlers.

For specific requests and quotes contact: T: 01322 615271 F: 01322 615954

Box-it UK has been invited onto the NHS SBS (Shared Business Services) framework following an OJEU tender process.

Box-it will provide document storage and retrieval services, as well as scanning, data capture and electronic document management.

NHS trusts and arms’-length organisations of the NHS will procure directly through the framework.

Box-it has been providing services to NHS trusts for the last 25 years and will now offer services without tenders.

In September 2011, Box-it won the ESPO framework for NHS Scotland, it enables public sector bodies to procure together. Box-it has supplied organisations including Cambridge City Council, Ordnance Survey and Manchester City Council.

T: 01962-830200 E: marketing@boxit.co.uk W: www. box-it.co.uk

▼ Wilson Vale celebrates a decade Independent caterer Wilson Vale celebrates its tenth anniversary this month, having won three new contracts this year.

Wilson Vale won a five-year contract worth over £1 million in collective turnover with the Beacon School in Buckinghamshire. Since January, it has been catering for the schools 469 boys and 91 staff.

Its portfolio of independent schools includes the Priory School in Birmingham, The Mount School in York and Hipperholme in Halifax.

Last year, Wilson Vale opened over £1.5 million worth of new business within the pharmaceutical sector alone.

Wlson Vale employs 550 people across 70 catering operation, with an annual turnover of £15 million.

▲ Cutler Cleaning wins gold

▲ John O’Conner offers apprenticeships

Jangro Member, Cutler Cleaning Supplies from Macclesfield, has won the gold award in ‘Deb Elite of the Year’ competition.

Sixty independent distributors from the Deb Elite scheme entered for one of three awards: gold, silver and bronze.

Judging was based on sales performance, business growth and development, teamwork and co-operation with Deb. Deb Elite scheme membership is exclusive to its largest independent distributors by invitation.

The winner is announced annually at the Elites conference where members are updated on product development and future plans.

For the Jangro catalogue and local branch details, T: 0845 458 5223 E: centraloffice@jangrohq.net W: www.jangro net

Independent grounds maintenance company John O’Conner has launched its 2012 national search for five apprentices.

The scheme will work in association with regional colleges and provide a combination of theory and hands-on work experience in public parks cared for by John O’Conner.

It’s an excellent opportunity for anyone seeking a career in horticulture which is a growing FM industry sector.

Matt O’Conner, the company’s managing director said: “We are responding to the government’s request for industry to give training to people. This is another opportunity for us to put something back into the communities where we work.”

For full details W: www.johnoconner.co.uk or www. apprenticeships.org.uk

www.fm-world.co.uk

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Appointments

Call Carly Gregory on 020 7324 2755 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

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FM New appoints 080312a.indd Sec1:44

1/3/12 16:15:45 jobs.fm-world.co.uk

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business

Facilities Manager Estates Department A high-calibre individual is required to take responsibility for the efficient, effective and safe management of the Foundations facilities including Grounds Maintenance Services, Housekeeping, Security and Waste Management. This newly created position will be responsible for achieving and maintaining excellent working practices in these areas.

The successful candidate will have relevant experience in Facilities Management, excellent communication skills, the ability to manage budgets together with a thorough understanding of tendering procedures and contract administration. A sound knowledge of Health and Safety procedures within the above areas and the building and maintenance industry is essential.

An attractive salary and benefits package is available.

For further details please contact the Personnel department on 01204 434792 or visit the School website.

Closing date for applications: Monday 19 March 2012 at 12 noon Bolton School is committed to safeguarding and promoting the welfare of children and to equality and diversity in all aspects of employment. The successful candidate will be required to undertake an enhanced criminal records check.

required Salary: £55-65k + bens + very aƩracƟve bonus package LocaƟon: London, Newbury, Manchester & Luton.

Norland is a hard services led FM organisaƟon providing FM services to clients across the UK and Ireland. Outstanding growth and increasing customer demands for our exciƟng new managed services model has led to a fantasƟc opportunity for six highly-moƟvated and ambiƟous

Business Development Managers.

The roles are focused on new business and are suited to individuals who can develop relaƟonships quickly and eīecƟvely. You will need to have the relevant skills and capability to manage a sales opportunity from lead generaƟon to bid submission.

Asset Management Officer - Space Planning and Moves Management (Short Term Contract for 6 months) £29,601 - £36,306 pa (BR11 - BR13 pt. 33-41) An opportunity has arisen at the London Borough of Bromley for a skilled and experienced Asset Management Officer with proven facilities management experience in the field of space planning and design and moves management. You will complete the Council’s £2 million office rationalisation project and provide space planning and design advice and guidance as part of a review of the Council’s operational property portfolio and in the implementation of its Office Accommodation Strategy.

To apply online and for more information about this vacancy and others go to: www.bromley.gov.uk/jobsandcareers Please quote reference: 705 Closing date: 22nd March 2012

www.bromley.gov.uk

managers

We are looking for candidates who have a proven track record of success selling both TFM and hard services led contracts within the private and public sectors. You will be an inspiraƟon to your colleagues demonstraƟng a tenacious, driven and self-moƟvated approach with an empathy for people.

Chorley New Road, Bolton BL1 4PA t: 01204 840201 e: recruitment@boltonschool.org www.boltonschool.org/employmentopportunities

We offer a generous reward package including competitive pay, final salary pension scheme, flexible working practices and the Bromley REALbenefits scheme; Childcare Vouchers, Cycle2Work and a wide range of unique discounts.

We are committed to achieving equal opportunities in employment and service delivery.

development

Who we’re looking for: • Experience of sales within the FM industry with a demonstrable track record of success • Commercial awareness • Numerate • Must be able to work on own iniƟaƟve with liƩle direcƟon whilst remaining a team player • Must be able to manage mulƟple tasks simultaneously • Develop and maintain relaƟonships with key service partners • Work within representaƟve groups to develop bespoke and innovaƟve soluƟons for clients To apply and for more informaƟon please contact Leah.Mason@norlandmanagedservices.co.uk.

www.norlandmanagedservices.co.uk

We take our commitment to equal opportunity seriously and value the beneĮts of having a diverse workforce. We will never knowingly discriminate on the basis of an individual’s characterisƟcs or circumstances. If you want to work with one of the most successful businesses in the industry and believe you will Įt in to our excepƟonal team, we want to hear from you.

FM WORLD | 8 MARCH 2012 | 45

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FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

FOOD, NOT SO GLORIOUS FOOD It's no great revelation that we are what we eat and eating 10 custard creams around teatime is bound to lead to obesity.

This assumption is obviously not based on any kind of scientific study, but in our experience, waistlines grow and moods turn sluggish after a high-carb lunch.

Boosting this with coffee is not too clever either. With this in mind, The Mood Food Forum is a special event to examine the science of nutrition and productivity of food and behaviour.

Speakers will include nutritionist and journalist Amanda Ursell and sportsman and writer Matt Dawson MBE. Health solution provider vielife reports that employees with poor nutritional balance reported 21 per cent more sick-related absence and 11 per cent lower productivity than healthier colleagues. Another vielife research project showed that the most healthy quartile of the workforce is seven hours more productive a week than the least healthy quartile.

The event will include senior business leaders talking about how they have created special diets to allow them to perform at their best, academics on the science behind performance eating and talks by facilities professionals on the journey they have made to boosting productivity through food.

The Mood Food Forum takes place at 3pm-6.30pm on 22 March at Deutsche Bank’s HQ in the City of London.

PARANOID ANDROID Who would have ever thought our mobile phones could keep us healthy? After all, all we hear these days is the damage they can cause us.

But the invention of a new mobile app could change the lives of workers (and hypochondriacs) across the land.

Risk management firm, Cardinus, has developed a software app called Healthworking+ to promote well-being and reduce the risk of injury to office workers.

According to Cardinus, it offers essential ergonomic advice and simple, fun stretching exercises.

At the click of a button, iPhone and Android users can apparently access valuable advice about seating and posture, including how to adjust your chair

and correct working heights for desks and computer monitors.

The exercise section contains 19 instructional videos demonstrating a range of stretches designed to keep backs, shoulders, necks, arms and wrists free from strain and injury.

We're certainly all in favour for staying healthy in the workplace, but if you happen to be without access to a smartphone, we have some of our own smart suggestions. One of our top tips includes a brisk walk around the office every hour, on the hour. Do take a detour to the kitchen for a healthy cup of herbal tea. We recommend green tea – this apparently aids in lowering cholesterol.

If you don't own a smartphone, we've heard that a Blackberry version will be launched very soon.

SWITCHING ON TO VINTAGE Vintage is en vogue in every way when it comes to fashion trends and period drama television.

But when it comes to 1950s lighting systems, well, they're just so out. According to Vita Energia, a lighting saving company, UK manufacturers can save £1.4 billion a year on their energy spend and save 10 million tonnes of CO2 emissions annually by updating their lighting. The company, which helps UK organisations in the public and private sector make savings, claims that many old lighting systems have not been upgraded since the 1950s and are not nearly as efficient as modern T5 fluorescent solutions (well, they wouldn't be, would they?).

Over a four-year period (2007-2011), Vita Energia

conducted surveys to study the industrial (non-office) lighting at over 500 companies employing over 100 people in the UK’s manufacturing and warehousing sector. The results showed that industrial lighting energy usage can be cut by an average of 58.6 per cent.

“There is an ‘if it ain’t broke, don’t fix it’ mentality within the industrial and manufacturing sectors,” said Andrew Hoy, director at Vita Energia.

“However, what many don’t seem to realise is that the cost to upgrade a lighting system is modest and these could afford 58.6 per cent reduction in energy usage. In cases of businesses running 24/7, return on investment is nearly always less than a year. There has to be less negative fatalism and more positive action.”

IN THE NEXT ISSUE OUT 22 MARCH

REPORT — THE FM WORLD/SUPPLY MANAGEMENT PROCUREMENT ROUND TABLE /// FM'S DEMOGRAPHIC TIMEBOMB /// CONTRACT LAW UPDATE /// UNDERSTANDING BS EN 15221 /// ORAL HISTORY OF FM — PETER MCLENNAN INTERVIEWS FRANK DUFFY /// THE LATEST NEWS, ANALYSIS AND COMMENT

46 | 8 MARCH 2012 | FM WORLD

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