2012-09-06 FM World by Redactive Media Group

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 6 SEPTEMBER 2012

FMW www.fm-world.co.uk

STANDARD PRACTICE FM adapts to change at the Food Standards Agency

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“In 2009, the Towergate Partnership elected to use Assurity Consulting as our business partner for all health and safety matters. Throughout the process the Assurity Consulting senior management team and account managers have acted in a highly professional manner and as true business partners.” Peter Morris, Group Property Manager, Towergate Partnership Limited

It’s what our customers think that’s most revealing Relationships are everything. By working in partnership with our customers, making sure we’re always available to offer clear, independent advice, we establish the mutual trust and respect that results in long-term relationships. Yes, we have the technical expertise to help manage your compliance responsibilities, however complex, but it’s the reassurance and conﬁdence we provide that really sets Assurity Consulting apart.

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INDEPENDENT TRUSTED ADVICE

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VOL 9 ISSUE 16 6 SEPTEMBER 2012

CONTENTS

7 | Barclay’s bikes

8 | Google’s offices

18 | Food Standards Agency

NEWS

OPINION

FEATURES

6 North Tyneside to outsource £352m of services over 15-years 7 Barclay’s cycle scheme celebrates 15 million hires since inception 8 Project of the Fortnight: fit-out of Google’s new London HQ is complete 10 Think Tank: do you agree with foreign ownership of UK FM operations? 12 Business news: Graeme Davies believes opportunites abound for FM in education projects 13 Interserve looks to revenue from privatesector contracts 14 In Focus: David Walker of SitexOrbis on the merger that was, then wasn’t

16 Perspective of a facilities manager: Finbarr Murray on his first ‘100 days’ as an FM in the NHS 17 Five minutes with Steelcase’s regional sales director Oliver Roland 54 No Two Days

MONITOR 42 Legal: Ian Goodliffe on the impact of asbestos regulations changes 43 Technical: Good key management is essential for good FM 45 Insight: Market intelligence

REGULARS 46 49 50 52

BIFM news People & Jobs Diary of events Appointments

28 | Bring your own device

FSA: How the facilities team at the Food Standards Sgency HQ has overcome the challenge of bringing several government agencies under one roof

Energy Benchmarking: How a building performs, in terms of consumption of energy, depends on how you measure it says Andrew Cooper

Bring your own device: Staff are using their personal devices in the office. How will this shape the future workplace, asks Kevin Stanley

Building Information Modelling: An update on the Soft Landing programme and the wider BIM agenda, by Rob Farman and Martin Read

Business Continuity: Responding to unforseen events requires a contingency plan that is specific yet flexible, explains Allen Johnson

Benchmarking: David Arminas explores the field of benchmarking, a subject that can turn many FMs cold but can yield valuable information

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

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

visit fm-world.co.uk/jobs For immediate notice of new FM World content, sign up to follow us on Twitter COVER IMAGE: Hannah Taylor

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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 ⁄ editorial assistant: James Harris ⁄ 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) ⁄ sales executive: Edward Taylor (020 7880 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 James Harris on 020 7880 6229. EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄ Martin Bell, strategic solutions manager, Norland Managed Services / Jason Choy, director, Persus⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenﬁeld, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ 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 11,513 (Jul 11 – Jun 12) 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

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www.fm-world.co.uk

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magine it’s 2004. Prime Minister Tony Blair is visiting Libya’s President Gaddafi; the iPhone is no more than a pile of sketches on Jonathan Ive’s desk; London is mounting an ill-conceived bid for the 2012 Paris Olympics and David Beckham is regretting a European championships penalty struck so poorly that, eight years later, it’s still no nearer a return to earth. The words ‘Facebook’ and ‘Twitter,’ mean an actual book containing pictures of people’s faces and the sound that birds make, while of a more direct professional interest, the first plans to ban smoking in the workplace are announced. Oh yes, and April sees the publication of the first edition of FM World. So now, all of a sudden, we’re approaching our 200th issue. Of course, we do publish a daily online newsletter (you didn’t know? See the bottom of this column), but still, 200 issues in print is a bit of a milestone. We celebrated our 100th with a ‘state of the nation’ piece, so we’ll be doing something similar for our 200th. It’ll be published in October. If a year is a lifetime in politics, the eight years since 2004 should have represented an entire epoch in facilities management. After all, it’s not as if the stars haven’t aligned in our favour. An unprecedented global recession putting extraordinary pressure on property performance, an increasingly compliance-orientated business landscape and a jaw-dropping increase in energy prices. If you’d predicted back in 2004 that 2012 would have seen all that, you’d have surely concluded that FM would now be up front and centre in the political and business landscape. Certainly, there’s been plenty of change in those 3,288 days, but has it really had the effect of elevating the profession? Have the eight years since our first edition seen a significant shift in the status of FM, or are we still engaged in the same old struggle for awareness, acceptance and status? We’ll be asking commentators from across the sector, and some from outside, to cut to the chase: has FM truly advanced since 2004? If you ask me, it’s not a question of whether the profession has changed. It most certainly has, and pretty much all for the good. But what has stayed resolutely the same is the external perception of it – something that’s still pretty much just as it was back in 2004. If there’s one thing I know it’s that the good FMs of all types are really, really good – as managers, as communicators and as business people. The problem is that this expertise is not necessarily recognised at the highest level by the organisations that benefit from their presence. Perhaps it should be the aim of those within FM to concentrate our message on those without. We talk a lot about educating young people about the profession, not enough about educating those in senior, influential roles in other sectors and the national media. Maybe it’s time to do something about that.

“IF A YEAR IS A LIFETIME IN POLITICS, THE EIGHT SINCE 2004 SHOULD HAVE REPRESENTED AN ENTIRE EPOCH IN FACILITIES MANAGEMENT”

Finally, if you didn’t know about our daily newsletter, scan this code with your phone to go straight to the sign-up page.

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PUBLIC SECTOR

North Tyneside Council has appointed Capita Symonds and Balfour Beatty as preferred bidders for two major 15-year outsourcing initiatives. In a contract expected to be worth £152 million in total, Capita Symonds will provide highways engineering, traffic and transportation planning, properties and facilities management, planning and building control and environmental health services. The partnership will see the TUPE transfer of 335 council staff to Capita Symonds. Capita will also send in 58 full-time equivalent employees to the council to enable it to fulfil its statutory duties for planning, environmental health and licensing, according to a statement from Capita Symonds. Graham Cowley, chief operating officer at Capita Symonds, said the contract is expected to deliver at least £41 million in savings to the council. Balfour Beatty, under its £200 million business services deal, will provide finance, procurement, revenues and benefits, ICT, customer services and human resources. Terry Woodhouse, managing director of Balfour Beatty Living Places, said the group already has a strong presence in the northeast with nearly 2,000 employees located in the region. “Many of them are delivering very similar services to those we will be 06 | 6 SEPTEMBER 2012 | FM WORLD

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providing for the North Tyneside Business Services partnership,” he said. North Tyneside Council’s Change Efficiency and Improvement Programme calls for £47 million of efficiencies over four years to help meet “the challenge of having 28 per cent less resources available”. A council statement said:

ALAMY

North Tyneside outsources £352m of services North Tyneside: two firms are battling to provide council services

“Sharing services with neighbouring authorities was ruled out as it would not have delivered the level of savings

required and an in-house option would have resulted in the loss of over 300 jobs and significant reduction in services.”

PUBLIC SECTOR

Budget cuts hurt despite good shared services Around £30 million have been saved by five major local authority shared services projects, a new report has found. However, despite many shared services projects, the strategy is not likely to make up for the significant government cuts to monies allotted to local authorities. The report Services shared: costs spared? quantified the benefits and feasibility of joining forces to save money. It was commissioned by the Local Government Association and produced by management consultancy Drummond MacFarlane, providing detailed analysis of five high-profile shared service arrangements. The projects examined are: Procurement Lincolnshire, Hoople in Hertfordshire,

Local Government Shared Services in Cambridgeshire and Northamptonshire, Devon and Somerset Fire and Rescue Authority and the Vale of White Horse and South Oxfordshire. “It is the first to provide a detailed insight into the scale of savings that have been achieved through sharing back office functions like IT and legal, and teaming up to deliver frontline services like waste disposal,” the report notes. “The majority of local authorities are already sharing services and, while the savings have been significant across the lifetime of the projects, they are nothing like large enough to make up for the sizeable cuts to local government funding that are being made.” The £30 million was saved

by reducing staff – for example by removing duplication and management posts – integrating IT, reducing accommodation and improving procurement. The report also found that set-up and integration costs for merging services are modest, with less than a two-year payback period for all the shared services analysed. The amount of money councils receive from central government has fallen by £3.5 billion in real terms since 2010/11, much more than the savings that can be made annually from sharing services, according to the report. “The 28 per cent cut in local government funding over the current spending review period also exceeds the cuts to Whitehall department budgets, which averages around 8 per cent.” www.fm-world.co.uk

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NEWS

BRIEFS BAM to refurbish library

SHUTTERSTOCK

15 million milestone for Barclays Cycle Hire London’s public bicycle scheme has reached 15 million hires since it was launched in August 2010. Three other records have also been broken, according to Serco, Barclays Cycle Hire’s operator on behalf of Transport for London (TfL). The scheme had 47,100 hires in one day in August, 300,000 hires in one week and more than one million hires in a month. Demand over the Olympic period and the good weather in July and August contributed to the large number of people hiring bikes, said Serco. To meet demand over the

Olympic and Paralympics period, Serco identified likely hot spots, ensuring bikes continued to be available for regular customers so they could still get to work. The Serco team also made sure that the millions of Olympic visitors were able to use the scheme as a way of travelling between venues. Iain Adamson, Serco contract director, said the usage profile and the redistribution strategy are reviewed each day, allowing changes to be made quickly. “We support commuters by ensuring that significant stations such as King’s Cross and Waterloo

are well provided for,” he said. A number of contingencies were put in place to support increased demand during the Olympics, including four quick-reaction teams on-call throughout London to deal with TfL requests. Some of the busiest docking stations for hiring the bikes are at Waterloo Station, Speakers Corner in Hyde Park, Black Lion gate in Kensington Gardens and Belgrove Street in the King’s Cross area. There are plans to increase the cycle hire radius, with 200 new docking stations in Tower Hamlets and Westfield shopping centre, White City.

COMMUNICATIONS

SHUTTERSTOCK

Landline telephones face uncertain future Around 65 per cent of businesses believe the landline telephone will vanish from daily use within five years, according to new research. Personal computers are the next most likely device to become redundant, according to 62 per cent of the 500 chief information officers surveyed last month by analysts Vanson Bourne. Tablet manufacturers also need to do more to convince businesses that such devices are as important as smartphones. Nearly a quarter (24 per cent) of companies expect tablets to fall out of fashion. The device most likely to survive any www.fm-world.co.uk

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technology cull is the smartphone: only 13 per cent of respondents said they would abandon theirs. Tony Grace, chief operating officer of Virgin Media Business, which commissioned the survey, said the pace of change with technology is having a “transformative effect” on the way we work. “A decade ago, it would have been unthinkable to suggest an office without telephones. Now it’s hard to imagine being separated from our smartphones,” said Grace. Part of the reason for the switch is that mobile internet connections are improving all the time.

The University of Hull has appointed BAM Construction North East to a major refurbishment contract for its Brynmor Jones Library. Initial work started last month to upgrade the 16,000 squaremetre (172,000 square foot) eight-storey library inside and out, with the intention of creating a flexible, technology-enabled facility. New façade and mechanical and engineering services are part of the contract, according to a statement from BAM Construction. The two-section building was built in 1967 and named after Sir Brynmor Jones who initiated research in the field of liquid crystals at Hull.

ISG in development deal ISG has secured a £2 million fast-track redevelopment contract to turn Wood Norton Hall in Worcestershire into a luxury hotel, conference and wedding venue. The Grade-II listed Victorian property near Evesham is undergoing a comprehensive refurbishment and modernisation to create more guest accommodation and to upgrade communal facilities. Under the contract for the new owners, ISG is creating five guest bedrooms in the main hall and restoring and upgrading accommodation in 15 other rooms.

Sercon joins the trail

“Almost everywhere we go we’re able to check-in at the office or contact friends and family,” said Grace. “Businesses have recognised the importance of the minicomputers that smartphones have essentially become,” said Grace. • Read more about personal devices in the workplace on page 28.

Sercon Support Services has secured a public conveniences cleaning contract at Loch Lomond and the Trossachs National Park, Scotland. The one-year deal, valued at over £65,000, covers facilities in a number of locations, including Balloch, Luss, Firkin, Balmaha Milarrochy and Rowardennan. Sercon, based in Irvine, North Ayrshire, won the public tender over four competitors and launched its service last month. Designated in 2002, Loch Lomond and the Trossachs National Park covers 720 square miles of some of Scotland’s mostvisited countryside and has seven million visitors annually. FM WORLD | 6 SEPTEMBER 2012 | 07

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Four companies pick up carbon fines Four businesses have been fined £99,000 in total for failing to submit their carbon emission Footprint and Annual Reports before the deadline last September. Saur UK, an engineering and water company, was fined £41,000, while consumer goods maker Henkel paid out £38,000. Engineering businesses BI Group and Tomkins each paid £10,000, the Environment Agency reported. The CRC (Carbon Reduction Commitment) Energy Efficiency Scheme was introduced by the government in 2008. Organisations that meet the qualification criteria, based on how much electricity they consumed in 2008, are obliged to participate in the CRC. The CRC scheme applies to organisations that have a half-hourly metered-electricity consumption greater than 6,000 MWh per year.

Employers link up for Asset Skills projects

Google: views of the high-quality refurbishment in London

Penson completes Google fit-out project Google’s employees – Googlers – at the company’s London HQ near Tottenham Court Road can sneak off to a ‘secret garden’ for some quality down-time, after completion of the building’s fit-out. The offices consist of 14,865 square metres (160,000 square feet) on five floors within Central Saint Giles, a mixed-use development of two 15-storey buildings costing £450 million and completed in May 2010. Saint Giles was the first UK work for Italian architect Renzo Piano. (FM World reported on advertising agency Mindshare’s offices in the same development in our 10th November 2011 edition.) Interior design was completed last month by Penson Architects, whose clients include Playboy London, Gap, SAB Miller and London College of Fashion. Google’s secret gardens – small booths in a sun-trap balcony space – seat up to four people. Privacy is created by a hedge that also acts as a wind shield. The booths connect with Google Park, a large garden also on the balcony. The Town hall, an area for large gatherings of up to 200 people, has velvet curtains with exposed ceilings, a large video-wall and a high-specification sound system. The room is connected to the main reception through a gallery of artwork and exhibits. Google Green is a flexible interior space looking out across the secret gardens and joins the café and Town Hall. It can be partitioned for small events or used as part of larger Town Hall gatherings. The gymnasium with views across to the south has massage facilities and a ‘bike-dry’ room for hanging commuters’ cycling gear to dry. Contractor for the project was Parkeray and the project manager CBRE. Joinery was completed by ADS Joinery with furniture supplied by Bene, Day 2, Tsunami-Axis and Moroso. Penson also designed the Google Engineering HQ at Victoria, in London (see FM World, 4 June, 2009). 08 | 6 SEPTEMBER 2012 | FM WORLD

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Employers have come together to design new programmes to encourage more young people to work in facilities management. Companies such as Interserve, ISS UK and UK Sport attended a recent event hosted by FM skills body Asset Skills to help roll out new talentmanagement projects. Asset Skills research shows 51 per cent of FMs are aged over 45 and a further 52 per cent aim to retire between 55 and 65 years. “If this trend continues, it’ll mean a significant loss of skills and experience to a relatively new industry,” said Sarah Bentley, chief executive of Asset Skills. “FM is sitting on a succession-planning ‘time bomb’. We need to ensure the skills are in place to start replacing the experience that will be lost over the next decade.” The programme is designed to improve management and leadership skills in the facilities management sector.

OCS launches ‘virtual deli’ at Springfield hospital Facilities services provider OCS has launched a ‘virtual deli’ at Springfield University Hospital in Tooting, South London. The service allows staff to order and pay for their meal online in advance and collect it at a convenient time. The hospital is the first OCS client to benefit from the online service, which offers a variety of meals including sandwiches, salads, jacket potatoes, soups, fresh fruit, confectionery and cold drinks. Following feedback, the hospital launched the service in early July, with the intention of adopting a system that would enable staff to pre-order food and collect it quickly during break times.

Curbing pest control services “shocking” Councils that are charging for pest control, or dumping the service altogether, are endangering the health of their tenants, a senior executive has warned. A documentary broadcast by the BBC’s Panorama team last month claimed that in the past two years, 29 councils have disbanded their pest control teams or started charging for the services that had been free since 2010. “This is a shocking finding,” said Mark Cosh, sales and marketing director at vacant property specialist SitexOrbis, which protects around 50,000 properties and cleans – including pest control management – up to 20,000 properties annually. (For more on SitexOrbis, see p.14) “More social housing tenants will find their properties overrun with rats, bedbugs and cockroaches unless they are prepared to fork out to get rid of the pest themselves,” he said. Local businesses could also be affected as an increase in pests in one area quickly spreads to another. www.fm-world.co.uk

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THINK TANK

WE ASKED 100 FMs…

A good thing (20%) Not a good thing (32%)

Do you believe foreign ownership of UK FM providers is a good thing? Almost half of FMs in the latest FM World Think Tank Poll are sitting on the fence regarding foreign ownership of UK facilities providers. If, as one respondent said, UK FM providers seek global contracts, be they through mergers and acquisitions or setting up foreign divisions, then the UK market must be equally open to offshore companies. “Compass, for example, has a global reach, although still predominately in catering,” he said. “Thus, we cannot exclude foreign companies if we expect to win business abroad.”

Even so, he said, there should be a level playing field: “I am not sure that some foreign countries are very open to overseas investment, so we need to monitor the balance of indigenous and overseas FM companies here.” The ownership issue is a moot point, according to Julian Fris, founder of FM consultancy Neller Davies and former head of catering at the BBC. “We already have a number of foreign FM companies successfully trading in UK, including Johnson Controls, Sodexo, ISS, ETDE and Hochtieff,” said Fris,writing in the FM World Think Tank LinkedIn

Not sure (48%)

group. “Ironically, in the motor industry, we never produced as many vehicles as we now do under foreign ownership. For most things, it’s a globalised market”. Does ownership really matter, asked another respondent: “The nationality of the owner is not an issue for me. However, the quality and intentions of the owner, wherever they are from, are important.”

Whatever your opinion, one FM was resigned to more foreign ownership of UK FM companies. “Get used to it,” he said. “When the Chinese learn more about service culture, they won’t want to miss out on the business opportunities here in the UK.” Read this article in full at www.fm-world.co.uk

HSG Zander buys Rollright FM

Skanska UK appoints facilities director

HSG Zander, the FM division of German-listed engineering firm Bilfinger Berger, has bought Rollright Facilities for an undisclosed amount. The deal, which was sealed on 17 August, is a 100 per cent acquisition and no redundancies are planned, Charlie Sinton, Rollright’s commercial director, told FM World. All senior management is staying in place and the business will embark on an “aggressive” expansion, especially within the public sector, and a big boost in turnover, he said. Rollright has around 250 employees and a turnover of around £10 million (to last March). “Within three years, this could be £100 million,” Sinton said. No name change is planned in the short-term. “We have ambitious growth plans for the UK and the leadership team within Rollright is ideally placed to oversee the exciting times ahead,” said Ramon Knollmann, managing director of HSG Zander.

Construction and support services business Skanska has appointed Katy Dowding as managing director of its FM division. Dowding, the first female head of Skanska’s FM business, started as a trainee quantity surveyor at Skanska nine years ago. “I believe the FM industry has a lot of opportunities to offer women who want to develop their careers, ranging from apprentices to management roles,” Dowding said. “I look forward to raising awareness of the career opportunities available to women.” Based at Skanska’s head office in Hertfordshire, Dowding has been promoted within various commercial and operational roles, including senior management work on prestigious projects in the defence and healthcare sectors. As a project manager, she has also been key in the delivery of the company’s 2015 business plan,

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Charlie Sinton is Rollright’s commercial director

Bilfinger Berger posted a 9 per cent boost in orders received in the first half 2012 to £3.3 billion. Earnings before interest, taxes and amortisation was up 44 per cent to nearly £194 million. However, net profit at the half-year mark was down 39 per cent on the same period last year, to £127 million.

Katy Dowding managing director in Skanska’s FM division

according to a Skanska statement. The UK FM division, which has more than 400 of the group’s 4,000 UK employees, operates mostly in the defence, healthcare, education and commercial sectors. In April 2012, Skanska won a £12 million, 23-year contract to deliver total FM to Woodlands school in Basildon. www.fm-world.co.uk

30/08/2012 16:23

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ANALYSIS

Education sector provides opportunities GRAEME DAVIES newsdesk@fm-world.co.uk

The education sector in the UK is in the early stages of major change, triggered by the changes to funding and, in particular, the introduction of higher tuition fees for higher education. As a consequence, many universities are investing heavily in facilities such as student accommodation in a bid to secure their futures, which is offering opportunities for FM specialists. As UK universities look to upgrade their estates, they are increasingly turning to private sector operators for expertise in building and then managing

facilities. Charging hefty fees means universities are increasingly expected to offer modern facilities to justify the amounts students are expected to pay and this has triggered a rash of new developments. And as universities are also under pressure to pare back their running costs to become as efficient as possible, they are increasingly finding that bringing in private sector partners is a perfect solution. Indeed, just a mile away from where I live, the University of Essex has embarked upon an ambitious development project

named the Knowledge Gateway, using part of its vast campus estate to develop a business park and new student accommodation. The aim is to capture more value from its growing student population and diversify its income streams. Just recently, the University of Essex awarded FM operator Derwent a 50-year contract on its new 1,400 bed student accommodation project called the Meadows. Many other universities are also carrying out ambitious development projects. At Reading, the university has announced a redevelopment of residences at its Whiteknights campus that will see £46 million invested by a consortium including the university and its accommodation partner UPP. The university will invest a total of £275 million in its estate between 2011 and 2015 in an effort to modernise and enhance the accommodation it offers to students, with UPP operating 5,000 rooms. Elsewhere, the University of

Contract wins

NEW BUSINESS London’s Sadler’s Wells Theatre has chosen Axis Security to supply manned guarding and customer-facing services. Axis will provide 24-hour security cover at the theatre, including policing public areas, monitoring the stage door, conducting general security patrols and offering front-of-house assistance. Jones Lang LaSalle has signed a fiveyear agreement for the provision of property services to Australia’s largest domestic airline, Qantas, providing realestate management, risk management, and financial transactions processing and reporting. 12 | 6 SEPTEMBER 2012 | FM WORLD

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The University of Reading and its accommodation partner UPP have completed a deal that will see the redevelopment of student residences at the University of Reading’s Whiteknights Campus. The scheme will provide a range of accommodation, including en-suite cluster flats, town houses, and economy flats. Brookfield Multiplex has been appointed to deliver the construction contract, which is worth £23 million. Surrey County Council has extended its contract with Europa’s technical services business by a further five years. The extension of a seven-

year deal, worth £20 million, sees Europa providing reactive and cyclical engineering maintenance and reactive building maintenance for council buildings in the east of the county. ISS Facility Services Education has won a five-year catering contract to supply school meals to 66 schools in the West Berkshire Authority. Around 4,000 meals will eventually be served daily to schools in areas including Pangbourne, Thatcham, Newbury, Hungerford, Chieveley and Compton. ISS is also setting up an on-line system called Cypad where parents will be able to pay for the school lunches. Johnson Controls Global WorkPlace Solutions (GWS) has renewed a global facilities management deal with Agilent Technologies until 2017. Among the services provided are maintenance, repairs, cleaning, advice on energy management, workplace projects and providing real-estate transaction management.

Sussex is tendering a contract for the management of its estates and facilities, which have previously been run in house at a cost of £20 million a year. Despite the vocal campaign against rising tuition fees, and news reports of falling applications, many universities are still experiencing rising student numbers as UK institutions continue to look overseas to attract new students. That overseas students are willing to pay higher fees to attend UK universities is no great secret – they are also advantageous in as much as they tend to gravitate more towards university-owned accommodation, rather than renting from a private landlord. This allows the universities to capture even more of the spending power of their overseas student intake. But such spending power is also reflected in the expectations of such students in terms of the facilities they are offered, hence the continued splurge in spending by universities both to upgrade their existing facilities, build new ones and also to manage their estates more in a more efficient and professional manner. The private sector’s involvement in the higher education sector has been growing for several years, witness the long-standing presence of student accommodation provider and manager Unite Group, which provides accommodation to 40,000 students across 24 towns and cities in the UK. But there is also a long way to go, which is why FM professionals are increasingly interested in the opportunities within the sector. The paradigm shift in the UK’s universities sector is only just beginning and the future opportunities will be considerable. Graeme Davies writes for Investors Chronicle www.fm-world.co.uk

30/08/2012 15:54

BUSINESS BRIEFS

Public sector deals drive Interserve growth Interserve is likely to see the proportion of its revenue from the public sector rise as it targets major outsourcing deals. Within three to five years, public sector revenue will probably be proportionally bigger than the current 65 per cent, chief executive Adrian Ringrose told FM World in an exclusive interview. “Public sector contracts are among the longest in duration”, Ringrose said, following the release of Interserve’s results for the half-year ended 30 June 2012. Ringrose said that because Interserve is increasingly a “frontline public-services delivery

Jockey Club appointments Adrian Ringrose, chief executive of Intererve

business”, there could be more acquisitions similar to the £17.5 million deal in May for Business Employment Services Training, a provider of training for job-seekers and employers. The acquisition increases Interserve’s delivery of frontline services, particularly in the Department of Work and Pensions’ Work Programme, according to an Interserve statement at the time. Healthcare and prisons contracts, which also have humanresources elements to them, could significantly boost Interserve revenue in the second half of 2012, said Ringrose.

In April, Interserve linked up with Durham Tees Valley Probation Trust to bid for the running of three prisons in Northamptonshire, Durham and Humberside. The group has seen a successful year, pushing up its first-half profit before tax by 8.3 per cent, with revenue rising nearly 3 per cent. Profit before tax was reported to be £32.6 million, a rise from £30.1 million for the same period last year. Revenue was £1.21 billion, up from £1.17 billion. Revenue for the UK support services division – including FM – rose 11.5 per cent for the first half, totalling £572.1 million.

ISS pulls in £391m of investment A Canadian pension fund and a Danish family investment vehicle have picked up a 26-per-cent stake in Copenhagen-based support services provider ISS Group. The Canadian group Ontario Teachers’ Pension Plan – often called Teachers – has invested £274 million, while Kirkbi Invest has put in £117.3 million, according to a statement from ISS. ISS said the cash injection will be used “to significantly de-leverage the company by repaying the 11 per cent senior notes due [in] 2014, after the December 2012 call date.” ISS Group is owned by Goldman Sachs Capital Partners and Swedish private equity firm EQT. Neither owners are selling any shares as part of the transaction and they www.fm-world.co.uk

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Jeff Gravenhorst is Group CEO of ISS

will remain majority owners of ISS. ISS is also on target for “a solid 2012 result” for the six months to 30 June 2012. Group revenue amounted to £4.1 billion in the first six months of 2012, an increase of 1 per cent over the same period in 2011, noted the update. Operating profit before other items was nearly £200 million in the first six months of 2012,

compared to £207.3 million in the same period in 2011. A strong pipeline of international and national customers gives the business confidence that the organic growth and margin development in the second half of the year “will put us within our outlook guidance”, said Jeff Gravenhorst, group chief executive officer of ISS. The owners of ISS group had been looking to float in London or Copenhagen by mid 2011, a move that could have netted around £1.5 billion. The group has shown consistent profits during the past few years, despite the economic downturn, Gravenhorst said in an exclusive interview with FM World in November 2010.

Jockey Club Racecourses (JCR), which operates Jockey Club Venues as its conference and events arm, has appointed Ian Renton as regional director for the southwest. The other regional appointments include Amy Starkey, who moves from managing director for Newmarket Racecourses to regional director east. John Baker is now regional director for the northwest. Rupert Trevelyan, formerly managing director of Epsom Downs, is now regional director for London.

Mitie reports solid revenue Mitie reports that it has achieved 87 per cent of its budgeted revenues for the financial year, which includes major contract wins in the banking sector. This is slightly ahead of last year at this time when it had 80 per cent, according to its interim management statement for the period from 1 April 2012 to date. In July, Mitie also acquired a 51 per cent stake in independent events and leisure catering company Creativevents, which had revenue of £14.8 million in the year ended 31 August 2011.

Balfour revenue up 6% Half-year revenue at infrastructure and support services group Balfour Beatty was almost £5.54 billion, a 6 per cent rise on the same period last year. The increase includes the impact of acquisitions, according to the group’s management statement for the half-year ended 29 June 2012. Pre-tax profit from ongoing operations was up 2 per cent, from £91 million to £93 million. The group’s £5 billion of orders won in the first half has stabilised the order book at £15 billion, down on the £15.2 billion at the end of 2011. FM WORLD | 6 SEPTEMBER 2012 | 13

30/08/2012 15:54

FM BUSINESS IN FOCUS

THE ISSUE The Competition Commission has ordered VPS Holdings to sell SitexOrbis. What now for major mergers and acquisitions in the FM sector?

THE INTERVIEWEE David Walker is chief executive at SitexOrbis Holdings, part of VPS Holdings

Merge in turn Intrigue regarding mergers and acquisitions in the FM sector recently moved up a notch, thanks to the Competition Commission. Late last month, the commission quashed the acquisition by vacant property specialist VPS Holdings of its main competitor, SitexOrbis Holdings, a business VPS picked up just under a year ago. But the decision wasn’t just about not doing the deal, for that had already been done. It was about undoing the deal, SitexOrbis chief executive David Walker told FM World. VPS went out on a limb and did the deal before putting it to the commission to get advice. Unfortunately, the Office of Fair Trading, which is the first hurdle for official government sanction of mergers and acquisitions, thought there was a case to answer and so referred it to the commission. VPS now has to sell SitexOrbis within several months, or the commission has the power to appoint trustees to do the business. Who will get SitexOrbis, in all likelihood without its Northern Ireland division, is the $64,000 question, says Walker. But there is a wider issue here – one of how the commission examines the FM sector’s M&A 14 | 6 SEPTEMBER 2012 | FM WORLD

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activity, including what happens in the UK as a result of deals done overseas. Despite the potential of losing its Northern Ireland division, SitexOrbis is extremely positive about the future. “We worked very hard to develop our Northern Ireland business and will be sad to see it go,” says Walker. VPS has operated SitexOrbis as a totally separate business with no financial or managerial integration to comply with the commission’s investigation, which was one of the most professional and thorough, he says. There were economists, market researchers, lawyers and management professors looking at every aspect of the vacant property sector and role of the combined business’s role, which the commission estimated would have had around 90 per cent of the market, says Walker. Walker believes that VPS should have consulted with the commission first before doing the deal. With such a high market ownership, the commission was never going to simply rubberstamp the move. This is a warning to other businesses to talk to

both the OFT and Competition Commission before signing on the dotted line. “The commission’s message is ‘you should talk to us before you merge,’” says Walker. “VPS is getting the book thrown at them. The combined business had a 90 per cent market share; the commission wanted to make sure there was no appeal on this one.” It seems like the commission has drawn a line in the sand for the FM sector. In 2009 it did the same in the airport industry, when it began an investigation into airports operator BAA (which, coincidentally, concluded at the end of last month). In this case, BAA decided to sell Stansted Airport, ending a long-running legal battle. The commission ruled that BAA must sell Stansted because of the lack of competition between London airports. BAA was told to sell off Stansted and Gatwick, but by the time of the commission’s first original decision, it had already decided to sell Gatwick. The VPS-Sitex decision is a similar marker for the FM sector, says Walker. Before the merger, SitexOrbis employed 500 people

“The commission seems to have drawn a line in the sand for the FM sector”

and had a turnover of around £56 million, of which Northern Ireland was around 10 per cent of sales, with a workforce of around 30 people. The irony, says Walker, is that SitexOrbis might keep its Irish division in the end. The commission has said VPS can keep SitexOrbis’s Northern Ireland business because VPS had no operations there before the acquisition. It could transpire that VPS includes the Irish division as a deal sweetener to a potential SitexOrbis buyer, meaning SitexOrbis gets to stay whole. What SitexOrbis doesn’t get to keep is its European operations, which accounted for around half of its turnover. This is not a concern for the commission whose jurisdiction ends at the English Channel. This example-setting could indicate the OFT and commission intend to closely scrutinise future mergers of UK FM operations, even when the parent companies are based overseas. A deal, for example, between Dutch and German firms doesn’t mean their UK operations have carte blanche to merge as well. Foreign mergers will be watched, too. Walker believes the UK could see more sell-offs as a direct result of overseas deals. www.fm-world.co.uk www.fm-world.co.uk

30/08/2012 16:24

PLAYING MUSIC IN THE WORKPLACE? MAKE SURE YOU’RE LICENSED. If you are playing recorded music in the workplace, including ofﬁces and factories, it is a legal requirement to obtain the correct music licences.

Music is good for business – the simple act of turning music on can make a huge difference to productivity and sales. A survey revealed that 2 in 3 employees were more motivated in workplaces that played music versus those that don’t.* PPL and PRS for Music offer music licensing solutions for businesses that play recorded music in public – in most instances a licence from both organisations will be required A PPL licence can cost your business as little as 19p per day,† for more information on how to obtain your PPL licence visit ppluk.com or call 020 7534 1095.

Copyright protects music in different ways and businesses will often require music licences from both PPL and a separate organisation called PRS for Music. PPL collects and distributes licence fees for the use of recorded music on behalf of record companies and performers, whereas PRS for Music collects and distributes fees for the use of musical compositions and lyrics on behalf of songwriters, composers and publishers. For more information on PRS for Music, visit prsformusic.com. To ﬁnd out more about how music can work for your business visit musicworksforyou.com.

*MusicWorks survey of 2000 people, conducted March 2009. † If you play recorded music in your business without obtaining a PPL music licence you could incur a 50% surcharge on your PPL licensing fee.

ppluk.com

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24/08/2012 15:23

FM OPINION THE DIARY COLUMN FINBARR MURRAY

“YOU DON’T SEE MANY OTHER ORGANISATIONS CAPABLE OF BEING INCLUDED IN THE OPENING CEREMONY OF THE OLYMPIC GAMES”

Finbarr Murray is director of estates and facilities at East Kent Healthcare Trust

IN DEF EN CE OF T H E N H S

inbarr Murray has recently joined the NHS, leaving behind a role at the London Borough of Croydon. Here, he gives us his first impressions of the organisation

It’s now been 100 days since I left my local authority role with London Borough of Croydon to join the NHS. I’ve worked in a range of sectors – public, private and voluntary – over the years and so feel confident at being able to judge. There’s also some irony in that my very first job was working in the NHS for the (now abolished) National Blood Authority; ironic because I wasn’t that keen on the sight of blood. There are three things I wanted to pick up. First, if you thought

there would be a huge amount of bureaucracy in place, well, you’d be right. However, this isn’t that unique and, given the sheer size and scale of the NHS, Europe’s largest single employer, it’s not that unexpected. Additionally, when you factor in the life-ordeath consequences of not doing things correctly, I err on the side of more paperwork, as opposed to shortcuts. Second, it’s a very positive place with a huge amount of dedication, energy and purpose. There is also a

real focus on patients and patient care, so much so it’s almost palpable. I’ve not met one person yet who is critical of patients or the need of the public to access health care in often stressful situations. Now, as a reader you’ll say that I’ve been brainwashed, or misguidedly sentimental, but I can honestly say that I arrived when there was a lot of negative press about standards of care and about failures in understandings basic human decency by NHS staff. I’m not saying that things don’t break down or that failings don’t occur – they do, and in some cases badly. But from what I’ve witnessed, people are trying to recognise these failings and improve all the time, with patients very much the focus. The reason I mention this is

that as a senior FM you can lose contact with your customers all too easily, but in the NHS we are highly visible. I love being stopped and asked for directions to Nuclear Medicine, for example. My last observation is that whatever your view of the NHS, it has to be recognised that it’s unique. My view is that it should be celebrated as a great British success story – you don’t see many other organisations included in the opening ceremony for the Olympic Games. As a facilities manager working in the NHS, I hope I can add to that uniqueness. I will be drawing on my first 100-day impressions for a very long time to come, making sure I don’t forget the things that attracted me to work in this great organisation.

BEST OF THE WEB Views and comments from across the web How do FMs who are responsible for health and safety deal with the lack of interest and commitment that so often seems apparent at a senior level? (BIFM LinkedIn group) Michel Theriault: Communicate the two things senior level people really care about: risk and costs. Share media stories of other accidents and their impact. Explain how it can affect your own organisation, if it happened. Do one or more short (one-page) 16 | 6 SEPTEMBER 2012 | FM WORLD

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synopses of an incident and the resulting fall-out (negative media coverage, charges, fines, lawsuits, remediation costs, etc) Do it in short, easy-todigest bites over time, not a long, tedious document they are unlikely to read. Why don’t FM managers use the smaller companies? They seem to prefer larger suppliers who invariably sub-contract the work and increase costs. (BIFM LinkedIn group) Simon Tucker: I feel it is

a culture of people and businesses being riskaverse. They employ large companies to buy the risk by employing the small companies through them. Brent Hills: Larger companies do have the accreditations and they also have a large collection of excuses for poor performance. Smaller companies don’t usually have the economy of scale necessary to build up these poor-performance sheilds. So they just have to perform well in the customer’s eyes to get

ongoing work. Bill Kitson: Having worked in the services supply industry for over 25 years, in both start-ups and multinationals, I believe the client gets the best deal from small companies. The one-toone relationship ensures that any issues are resolved by a friendly chat, rather than a confrontational ‘monthly meeting’. It’s also a better deal for the supplier as we are not squeezed for cost savings after the contract has been awarded to

increase the profit of the lead contractor. The only benefit of employing a major player is the depth of back-up for staff etc. however, you pay for this by being ‘just another client’. I know that I work with people – not clients. @Martin_Read: The Olympics: LED lights, timing to within 1000th of a second, amazing camera angles; and yet still it’s down to safety pins for attaching competitors’ numbers. www.fm-world.co.uk

30/08/2012 15:55

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

BEST OF THE

FMWORLD BLOGS Put it in context Rob Cunliffe, FM Future Bring me a dead cat and all I can tell you is that it was a cat and it is now dead. Bring me a dead cat and tell me you found it in the middle of the road. What killed it? A car? heat exhaustion? What are we talking about? Context! That is the difference between road kill and a meal. Context is critical for people to make up their minds and make decisions. Recently, I did some work with a public sector organisation that wanted to outsource its FM services. Together, we did some work to quantify the savings and the service improvements that would be guaranteed by a service provider. The client needed to get the project approved by its board, made up of people who didn’t know much about FM, and elected members who represent the public. “We will save £500,000 by doing this outsourcing.” Is that good or bad? We don’t know until we attach some context to it. A £ number is just that – a number – it has no meaning without putting it in context. “We will save 0.5% of the organisation’s budget.”. That doesn’t sound very good. “We will save 15% of our current expenditure.” That sounds good! This means something internally, but outside of a public sector organisation accountable to the public, it may mean very little. “We will be able to employ an additional 20 front-line jobs to support the community.” That sounds great! The presentation we put together had three numbers on it… “By outsourcing, we will save £500,000 (15 per cent of our budget), which is the same as employing an additional 20 people in front-line jobs in the community.” The board now understood the importance of doing the outsourcing both for the organisation and the people it provides services to. Needless to say, the questions were not “Why should we do this?” but “How soon can it be done?” tinyurl.com/fmfutureincontext

Other interesting blogs: The Team Brain: beyond email, meetings and middle management Justin Rosenstein, Asana When you watch a skilled guitarist play, it’s fascinating to see her left hand and right hand doing entirely different things, yet synchronised perfectly towards a common effort. The guitarist can perform complex tasks with many moving parts because she has a central nervous system with a sophisticated, unified brain. Her brain maintains a model of her external environment and goals within it, and co-ordinates her hands to achieve them: one strums the strings to create the notes, the other presses the strings against the frets to set the pitch. The result is beautiful music. Teams and companies are also able to perform complex projects because they too have a shared understanding of their world and their objectives. These organisations are like higher-level organisms with disparate parts working together toward a common end, composed of people and departments instead of organs and limbs. But no one would confuse the co-ordination of the average company – or even the best companies – for the elegance of the guitarist. But this can change. Read the full article at: tinyurl.com/techcrunchteam

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Oliver Ronald JOB TITLE: Regional sales director, North West, Steelcase

While London gets most of the attention in the media, the building and refits industry is thriving throughout the rest of the country, too. Companies up here and elsewhere are really starting to understand that investing in the health and well-being of employees can yield high returns. Its not about well-being purely in terms of ergonomic furniture, but rather a holistic view of the term. This takes into account the mental health of employees, ditches the old ‘one-size-fits-all’ attitude and instead sees companies able to support a multitude of working styles under one roof. This attitude manifests itself in every aspect of office culture. A strong brand presence running through the design, attention to details like how easily a break-out area flows – it all gives workers a sense of purpose and feeling of belonging. The ultimate aim is to make people see their office as a pleasant, enjoyable place to be. The economy is still reeling from a tough few years. Is this really the time to be investing more money in non-business specific upgrades? Actually, it’s exactly the time. One of easiest ways to keep good people is by making their day as positive, enjoyable and fulfilling as it can be. Otherwise they will leave you and go to a competitor. At a time when money is tight and you can’t afford to expand, your employees will be asked to take on more responsibility. They need to feel valued, which comes from more than just their salary. We are also seeing a lot of interest in recycled and recyclable furniture, which is very positive. Clients are really taking their environmental responsibilities seriously, showing a greater awareness of green credentials and creating a sustainable future. You don’t do that if you don’t expect to be there to reap the benefits. FM WORLD | 6 SEPTEMBER 2012 | 17

30/08/2012 15:55

FM CASE STUDY FSA MARTIN READ

GOLD STANDARD

Bringing government agencies under one roof has been the challenge at the London HQ of the Food Standards Agency, finds Martin Read

T Photography: Hannah Taylor

18 | 6 SEPTEMBER 2012 | FM WORLD

he public sector has faced a tough couple of years. The government’s 2010 spending review has had ramifications for every area of expenditure, with consolidation of property requirements a particular focus – and one felt keenly at Aviation House, London headquarters of the Food Standards Agency (FSA). Aviation House lies just south of the busy junction between High Holborn and Kingsway. It’s almost lost behind the imposing Sainsbury’s development that sits on the corner of the junction. The building’s classical façade is all that remains of the former Holy Trinity Church that once stood here. That church was itself a replacement for the Little Queen Street chapel, built in 1831 and only demolished when its foundations were undermined during construction of the tube network’s Piccadilly Line. Holy Trinity was damaged by fire in 1985 and closed, with the site eventually converted into offices. At this point in its history the building’s name makes sense – it opened as the headquarters of the Civil Aviation Agency (CAA). When the CAA moved out in 2001, the FSA took over as sole tenants, taking all eight floors of the building. Since then, facilities management has always been outsourced by the FSA; the www.fm-world.co.uk

FSA

Only the façade of the 19th-century church survives (bottom), concealing the modern, spacious interior of the FSA’s Aviation House

current incumbent supplier G4S was awarded a five-year contract following a 12- month long re-tendering exercise in 2008. That contract runs until 1 September 2013, with the potential for a two-year extension. Much of the work in recent years has been concerned with the introduction of other government agencies into the building. In 2007, during the FM re-tendering exercise, negotiations brokered by the Government Property Unit (GPU) were about to result in the first such re-homing; the Office for Standards in Education, Children’s Services and Skills (Ofsted) joined the FSA in Aviation House from its previous offices just down the road on Kingsway. The FSA’s estates management team carried out its first major re-stack exercise to facilitate Ofsted’s introduction, consolidating the FSA operations from eight floors down to six. “We achieved www.fm-world.co.uk

that by going open-plan,” says FSA estates manager Louis Loizou. “All directors and staff at a certain grade level were moved out of their own offices. We wanted to make better use of the space and could see that, across government, more flexible ways of working were being introduced such as hot-desking and open-plan designs.” The re-stack exercises were driven more by a reduction in headcount – the FSA has been far from immune to the changes brought about by cost reduction pressures across government. Indeed, examples abound of the change that the facilities team has had to get used to. The Meat Hygiene Service was dissolved in 2010, with its staff and functions moved across to a new FSA Operations Group. More recently, nutrition policy was taken out of the FSA and moved to the Department of Health. These are just two examples of

the changes in government policy that have led to changes in the number of occupants in Aviation House and thus new facilities management requirements. Today, the building is home to a further two government agency tenants the Government Digital Service (GDS, better known as Directgov) and the Medical Research Council’s Clinical Trials Unit. At the beginning of the current FM contract in 2008, Aviation House hosted 650 staff from the FSA and Ofsted, a figure that dropped to around 450 between 2010 and 2011 as government austerity measures hit home. The figure has since risen to an unprecedented 850 following the introduction of the GDS and Medical Research Council. That’s a lot of churn to deal with, says Moira Hedley, regional director for G4S, who says that the value derived from the FM contract has been upped as a result of the increase in the number of tenants on site (each of which takes its FM via the existing FSA contract). Says Hedley: “We’ve reduced the cost base of the service and yet deliver it to a larger number of people for same price.” Hedley is referring to her team on the ground, run since 2009 until recently by contract manager Bill Cumber. Cumber’s three years on the FSA contract have been marked by the constant change alluded to above, but through a solid day-to-day working relationship with Loizou, problems have been pre-empted. Monthly meetings and a formal quarterly contract review take place between the two — but it’s ad-hoc communication that keeps things moving smoothly. The contract manager’s office is close to the estates team’s office (“as soon as they know something, they talk to Bill as the contract manager and get him involved early on,” says Hedley. “You get to know what’s FM WORLD | 6 SEPTEMBER 2012 | 19

FM CASE STUDY FSA MARTIN READ

happening on the help-desk.”) If this is now a smooth-running contract that has adapted well to constant change, it’s probably because it all started with a bang. The first test for G4S as the new contractor came on day one when security guards due to be TUPEd from the previous contractor decided to take up alternative offers of employment.

Guard of honour

What could have been a disaster was averted when G4S deployed guards from its G4S Gurkha Services division – and despite initially being deployed as a stop gap, the guards have remained in post ever since. “I think after that we found that there was never going to be anything we couldn’t tackle,” says Kathy Holley, the FSA’s head of accommodation and departmental security officer. “Our relationship is based on honesty. If everything is out on the table, it doesn’t matter if it’s good or bad.” Hedley explains that the nature of the building and the type of high-level visitors it gets has always meant security is vital. “It’s the nature of the beast,” she says. “And it’s also situated in High Holborn next to the tube station – that in itself presents issues of integrity and building security.” Loizou says that the FM delivered through the contract is close to TFM in its breadth of scope, although planned hard maintenance is contracted directly (to JFA) by the landlord. Service has also been affected by the need to integrate new tenants, with the issues that arise during that process not necessarily obvious. However, channelling FM requirements through a centralised helpdesk has helped, as does representation from each of the tenants via a designated office manager, although Loizou emphasises the benefits of ad-hoc communication throughout the working month. 20 | 6 SEPTEMBER 2012 | FM WORLD

Reception security is provided by the G4S Ghurkha Services division (above)

“I meet with [the designated contacts] monthly to talk through any issues they may have with the service,” says Loizou, “but we have so much informal discussion anyway; no one leaves it for four weeks until the next meeting. We encourage them to use the helpdesk as the first port of call. If they feel their issue isn’t being resolved, they can go to Bill or myself.” Apart from monthly meetings with client representatives, a building user-group meeting is convened every six months to discuss wider occupant issues. Most recently, these have covered the London Olympics and the upsurge in enthusiasm for cycling to the office. Says Cumber: “More people

had started coming in on bicycles. One of the facilities issues was that we were limited in the number of people who could use the available shower rooms. Also, we’d been looking into changing some of the cycle racks and that issue came up, as did a few comments passed to us by security that cyclists weren’t swiping in properly in the morning, for example. There were a lot of issues, but having a meeting about them was appreciated.”

Olympic ambitions

For the Olympics, meetings were focused on business continuity and security issues. Tabletop exercises were conducted, incidents simulated and backup plans generated. Each floor has designated floor wardens and

the availability of each during the Olympic period had to be ascertained. Catering requirements were amended after an audit of the tenants’ flexible working plans for the period; guarding shifts were extended earlier and later to cater for temporary night-time deliveries. “We had to mirror whatever our clients are doing by ensuring our people are here,” explains Headley. The working hours of cleaning staff had to change temporarily and waste pick-ups from Camden Council were rescheduled to between 10pm at night and 6am. The local authority relaxed its normally rigid time limits on deliveries and that meant rescheduling of staff hours to provide cover as well as the introduction of an extra guard. www.fm-world.co.uk

FSA

“Our relationship [with FM service provider G4S] is based on honesty. If everything is out on the table, it doesn’t matter if it’s good or bad.”

MULTI-SKILLING

ALL-IN-ONE FM n August 2010, acting in response to the government spending review, G4S was asked to save £250,000 on the FSA contract over the four years from 2010 to 2014. To achieve this, the contractor examined its staffing and decided that certain specific job functions would no longer be carried out by dedicated personnel. After all, says Moira Hedley, “segregating people off for specific tasks, wasn’t necessarily the best thing for them as individuals or us as a business.” Instead, a policy of multi-skilling facilities operatives has been introduced. From reception to reprographics, health and safety to sustainability, staff have been re-trained to offer expertise in all of these functions, not just one. This has allowed for a reduction in hours on the contract, but also the introduction of a deputy contract manager position – a crucial extra role that means those in the facilities team can now see a career path that they could follow. The contractor was able to deliver all of the required £250,000 saving in the first year, most as a result of the multi-skilling project. Hedley confirms that this was much more than an exercise in cutting hours: “We talked an awful lot with the FSA. From the contract manager position down, we looked at the staffing structure when considering multi-skilling and the deputy position. We’re creating a career path boost, and in fact, the next step is that we’re hoping to get a couple of FM apprentices. “The key is the selection of individuals. It’s all about involving people. Of course you come across issues such as some peoples’ fear of change. A few people are simply reluctant, but the vast majority recognise the value in it.”

Liaison with local business groups took place while the facilities team had to deal with the FSA’s own sustainability team to ensure these temporary changes in process were conducted in as sustainable a way as possible. (The FSA sustainability team sends data back to the Cabinet Office on a quarterly basis for evaluation.) The IT network’s capacity was increased to cater for both the temporary and likely more permanent shift to flexible working amongst clients. From April 2010, all waste generated in Aviation House has gone to incineration or recycling, with nothing to landfill. At the time of our visit, the big initiative was to drive behavioural change with a view to ensuring proper waste www.fm-world.co.uk

segregation and more awareness of energy use. Much of this is simple use of signage – a notice above a thermostat suggesting it may be turned down, for instance, or another showing recent energy consumption figures to help connect building users to the wider energy saving agenda. For the future, Loizou would like to introduce more break-out areas and quiet rooms at the expense of meeting rooms, but only after a series of usage workshops with tenants and their employees (“we want their buy-in,” he says). Both client and contractor believe that in terms of occupant levels, the building is now close to capacity. But who knows what changes the next shift in government policy might bring. FM

Radio 5Live, BBC Breakfast, BBC Sport, CBeebies and CBBC are among the services based at Media City

FM WORLD | 6 SEPTEMBER 2012 | 21

FM FEATURE ENERGY BENCHMARKING ANDREW COOPER

THE TROUBLE WITH

ENERGY BENCHMARKING Measuring the energy usage of a building against other similar buildings is the essence of this emerging discipline. But, as Andrew Cooper explains, the results don’t always tell the full story Illustrations: Jorge Martin

22 | 6 SEPTEMBER 2012 | FM WORLD

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nergy benchmarking “does not work”. That is, according to a highly engaging US engineer, speaking at this year’s CIBSE/ASHRAE Technical Symposium. He claimed, animatedly, that benchmarks were a distraction and that energy efficiency in buildings should be considered by looking at each building individually. Only by applying engineering principles to the plethora of inputs and outputs, he said, could it be determined if premises were operating efficiently. Essentially, he contended that a building can only be as efficient as itself and its potential. A brief debate followed, with a cadre of British professionals leading the opposition. In a slightly more reserved tone than the previous speaker, they

claimed that benchmarking is in fact rather useful and has its place. Most building operators are not engineers, they argued, and benchmarking enabled them to gauge performance using a common set of metrics across multiple assets. At the very least, benchmarking ensured that energy efficiency was understood and considered by building managers. Previously, the mere act of keeping a building operationally functional might have been the only consideration. Aside from this argument, benchmarking is for many a legal requirement. Both the EU and UK government have made it an important part of their fight to reduce carbon emissions from the built environment. For example, there is a requirement for there to be a Display Energy Certificate

(DEC) for public buildings above 1,000 square metres (10,763 square feet). This is to be extended under Article 13 of the recast of the Energy Performance of Buildings Directive to include buildings above 500 square metres (5,382 square feet) from 9 January 2013 and 250 square metres (2,691 square feet) from 9 July 2013. In the UK, energy benchmarks are primarily taken from two sources, CIBSE Guide F ‘Energy Efficiency in Buildings’ and CIBSE TM46 ‘Energy Benchmarking’. You might think that, given the emphasis placed on benchmarking, a great deal of investment is being made to keep them relevant. But this is not the case; in fact, the benchmarks are outdated. The benchmarks found in CIBSE Guide F date from the 1990s. It www.fm-world.co.uk

30/08/2012 13:35

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was this data that was used to develop the TM46 benchmarks used in the calculation of Display Energy Certificates (DECs), which are perhaps the most widely used and certainly the most recognised of the benchmarks. CIBSE is trying to develop new and updated benchmarks, but progress is hampered due to limited funds. Despite this, studies by both CIBSE and RICS suggest that the DEC benchmark appears to have lasted surprisingly well. The CIBSE review of 45,000 DEC records in May 2011 showed that 94 per cent of buildings in the database are within one grade of their benchmark. It also showed the median operational rating (OR) for offices is close to 100, almost exactly coincident with the benchmark. This CIBSE report and its findings are broadly supported by a similar survey of 64,803 DECs by RICS and its Non Domestic Real Estate Climate Change Model. However, it is possible that these results are being skewed somewhat by the importance placed on carbon ahead of other measures of energy efficiency. The same CIBSE study showed that electricity consumption of buildings has in fact increased to a higher level than the benchmark. The use of fossil fuels for heating has decreased. This means that when presented as a single carbon metric, the two balance each other out and so the benchmark appears to remain relevant. This is being examined because the median score of 100, which is a D-rating, found in the study does not reflect the results of DECs produced voluntarily by many of our clients who collectively hold hundreds of buildings. This observation is echoed by many members of the Better Buildings Partnership (BBP), a collaboration of the UK’s leading commercial property owners www.fm-world.co.uk

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“RESULTS ARE BEING SKEWED BY THE IMPORTANCE PLACED ON CARBON AHEAD OF OTHER MEASURES OF ENERGY EFFICIENCY” supported by the Mayor of London and the Greater London Authority. In fact, it is not at all uncommon for there to be F or G-rated DECs for award-winning Grade A buildings built to the highest of standards, boasting the most energy efficient of technologies. There may be several reasons for this.

Fitting for purpose Although the study does not specify the occupational status of the 3,320 offices analysed, DECs are primarily prepared for public buildings. It seems logical to assume that most of those included in the study will be public sector buildings where the occupational profile fits better with the assumptions that form the DEC methodology. Offices are assumed to be operating for 2,040 reference hours per year, which is 7.8 hours per day and the equivalent of a 9am-5pm working day, Monday to Friday. This does not reflect the reality of the private sector. These reference hours can be adjusted, but only where occupancy

exceeds 25 per cent of the nominal maximum number and the requirements of proof are absolute. If the building is occupied outside these hours by, say, 24 per cent of the number of expected occupants then in the absence of proof of evidence, this use is ignored and the DEC will be affected. The logic behind this is that requiring proof of evidence will prevent assessors from manipulating DECs to provide improved results. Potentially disregarding up to a quarter of occupational use (outside of the 2,040 reference hours) will encourage a change in behaviour; for example, it may encourage the creation of dedicated work zones where only certain parts of a building are available for use outside of ‘working hours’. Although this logic is laudable, it might be argued that it disregards the reality of many private sector organisations’ use of buildings. Asking occupants to use designated areas before 9am, in order to reduce energy consumption and

then relocate to another desk after 5pm is impracticable, particularly in a prime multi-let building. Finally, a DEC looks at either whole building use or demised tenant area use. In the case of a multi-let building, a demised DEC ignores the impact of other occupiers on performance, especially where there are centralised systems. A whole building DEC does not differentiate between the efficient use of premises by tenants or their landlord and therefore disregards the fact that the landlord may run its plant and common areas very efficiently, while the tenants’ use is inefficient. In practice, this can act as a disincentive for investor landlords to adopt the use of DECs as a benchmarking tool voluntarily – which is something encouraged by government and many leading industry groups and organisations. The Better Buildings Partnership (BBP) has, therefore, taken the findings of the UKGBC Task Group report Carbon Reductions in FM WORLD | 6 SEPTEMBER 2012 | 25

30/08/2012 13:24

FM FEATURE ENERGY BENCHMARKING ANDREW COOPER

Existing Non-Domestic Buildings (March 2011) and has initiated a project that it hopes will result in the development of a methodology that can be used to produce a robust ‘Landlord DEC’.

Landlord’s rating In this context, the BBP is seeking initially to develop a Landlord’s Energy Rating (LER). The project will focus on the multi-let office sector, but the intention is to address other sectors over time. The LER differentiates energy-efficient office space in the marketplace, creating the potential to feed through into market valuations, as the NABERS Energy system is reported to be doing in the office market in Australia. The project is looking to build upon the existing Landlord Energy Statement (LES) and DEC systems, to develop a rating that provides additional granularity to what is available from whole-building or tenant DECs by focusing on energy usage influenced by the landlord. In the meantime, it may be the case that building operators looking to use DECs voluntarily can do so to better effect. The CIBSE DEC study showed that only 0.3 per cent of DEC assessments made use of the separables options. A separable is an area of high energy use that occupies a small percentage of the useful floor area, such as commercial kitchens or trading rooms in an otherwise general office environment. In order to be removed, however, it must be sub-metered. The allowable adjustments under the DEC methodology are one of the major differences between TM46 and the Guide F tables, which do not allow for individual adjustment. Also not widely known in Guide F are those reference hours have been used and this raises questions 26 | 6 SEPTEMBER 2012 | FM WORLD

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around the transparency and comparability of the figures. Despite these problems, there are clear advantages to benchmarking and some of the greatest beneficiaries could be in the private sector. This is especially true of those with large, multiple-property assets and those who have made a public commitment to reduce energy consumption and CO2 emissions.

“A PROPERTY WITH AN EXCELLENT EPC AND A POOR DEC COULD INDICATE AT A VERY HIGH LEVEL THAT A BUILDING IS NOT BEING RUN AS IT SHOULD BE”

Accessing the data

A DEC and an Energy Performance Certificate (EPC), when stored centrally, could also be used to determine if a more detailed review of energy performance is needed. This combination might seem, on the face of it, an unlikely energy management tool as the two use different calculations – an EPC only looks at hypothetical regulated energy use, whereas a DEC looks at actual total energy use. An ‘E’ on an EPC does not mean that there should be an ‘E’ on the DEC. Nevertheless, a property with an excellent EPC and a poor DEC could indicate at a very high level that a building is not being run as it should be and this should be investigated. The benefit of such a system is that both certificates are a requirement of

Where such companies have made a commitment to benchmarking, presumably having identified a need and its advantages, they should decide how to collate, store and use this information. If the point of benchmarking is to improve transparency at an enterprise scale, then a system that is limited to using and keeping information locally will be counter-productive. Where not already in place, automatic meter readers or smart meters should be installed and linked to an energy management system. Some systems include real time DECs that can be compared to an annual DEC. An energy management system would also allow consumption to be benchmarked against the Guide F tables or previous years’ data.

legislation and therefore often readily available. All of this information can in turn be documented in a CIBSE TM31 Building Log book, which is a requirement of Building Regulations Part L. Such a document can be kept centrally as well as locally to enable a facilities manager to quickly appraise the history of the energy efficiency of a building, the energy management strategy and any maintenance or assessments pertaining to this such. All in all, benchmarking is not perfect, but it is the best system available to building managers to monitor the energy efficiency of the buildings under their stewardship. FM Andrew Cooper is a senior consultant with Drivers Jonas Deloitte www.djdeloitte.co.uk

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28/08/2012 14:38

FM FEATURE PERSONAL TECHNOLOGY KEVIN STANLEY

he number of employees using their own personal devices in the workplace is set to double between now and 2014, according to a report from Juniper Research. If that figure turns out to be true, it can’t fail to bring into question the way IT is managed in such a scenario. How will the use of personal and company mobile devices change the landscape of the office? Today’s handheld devices can be used for phone calls, video calls, application sharing, social networking, web access and email. They do most things a desktop computer can do and from the perspective of those more mobile office workers, even more. Every new model can do more than the last and there still seems to be great deal of development headroom. “The number of tablets being sold in today’s market has outstripped the number of laptops being sold,” says Andrew Mawson of Advanced Workplace Associates. “They are big enough now to be really useful and large enough to work on properly. The HTC One and Samsung Galaxy Note for example are brilliant devices. They’re no longer phones, they’re small personal computers.” “PCs will continue to exist in large companies for a long time yet. It’ll be perhaps another decade before the PC dies out as companies need to make sure that they are maximising their investment in current hardware for as long as possible. But soon, connectivity within offices will be wireless, and outside of the office we will have reliable 3G – soon to be 4G – connectivity.” For the facilities manager, this connectivity will in fact simplify the task of managing IT, believes Mawson, although he concedes that for FMs, this should be an interesting and challenging time as FMs become responsible

Smart phones, tablets and the increasing use of employees’ own IT in the office will have a profound effect on the shape of the future worplace. Kevin Stanley reports

BRING YOUR OWN 28 | 6 SEPTEMBER 2012 | FM WORLD

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for the way these devices connect in the office. Issues of dedicated communication space will become more important. “When people begin to participate in a lot of video calls in the office, they will need small booths for employees to work from, which will need to be secure and private,” says Mawson. The question then turns to the use of mobile devices represent a security issue for IT network administrators and FMs — what can FMs do to mitigate the risks? “BYOD is a current concern to many employers and managers,” ays Dr Marie Puybaraud, director Global WorkPlace Innovation, Johnson Controls. “It is a security and privacy issue, as well as an IT issue, and brings up problems with compatibility and access.” Puybaraud argues that the full impact of BYOD on the workplace has yet to be felt because most brought-in devices are staying under the radar, hidden in employees’ pockets or briefcases. “The majority [of these devices] are being used for personal communication only, although this is changing rapidly. Tablets are becoming an efficient and reliable collaboration tool, with applications such as Facetime, Skype and iCloud often used in preference

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30/08/2012 12:27

PERSONAL TECHNOLOGY

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30/08/2012 12:27

FM FEATURE PERSONAL TECHNOLOGY KEVIN STANLEY

to standard corporate tools like WebEx, eRoom or Webtop,” explains Puybaraud.

Business Bedouins? As the workplace evolves to accommodate wireless mobile devices, what does this mean for networking infrastructure? “The presence of the desktop computer in offices is still common, despite a significant shift towards mobile technologies,” says Puybaraud. “We should not ignore the large pool of employees who continue to commute to an office everyday and work at a desk in front of a desktop computer.” Although mobile working and flexible working are increasingly common, having in certain organisations been adopted by more than 50 per cent of employees (as much as 75 per cent in organisations like BT or IBM), it’s not necessarily the fact that this means work away from the office. Personal mobile devices used for work does not automatically mean their use away from the office. “Young organisations like Google, Facebook or Skype all advocate the presence of employees in the office, going against the current trend towards more nomadic working,” confirms Puybaraud. And despite the excitement about the idea of BYOD being the next big thing, or indeed the current way of working (be it formally sanctioned or not), Monica Parker, head of workplace consultancy for Morgan Lovell, takes a more pragmatic view of the idea of offices going without PCs. “If the employee is officebased, everything will be running across the same infrastructure; you’re going to have some fairly decent pipes installed into office premises and should your internet connection fail you will be limited as to what you can do.” Parker points out that 30 | 6 SEPTEMBER 2012 | FM WORLD

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because business applications are installed on PCs, users can work ‘locally’, in other words, from the office. From a business continuity point of view, however, a combination of devices is more practical. “There is also a limit to the functionality of non-PC devices to operate PC-based software in a robust enough manner to be a true substitute.” That said, Parker believes that it will be difficult to stop employees bringing their own technology into the workplace. “I’m seeing a capitulation of IT departments in allowing staff to use their own devices, bought with their own funds and then integrating them into the security infrastructure of the firm.” This will have its consequences. Problems can quickly arise related to the compatibility of devices and their secure operation on the corporate network. The challenge for the FM and IT departments is

managing so many devices, each wanting to connect into a single network infrastructure. “There are some very good tools out there,” says Parker. “The best ones, such as AirWatch, can help with both corporate-owned devices and BYOD, and cater for all types of devices – Apple, Windows Mobile and Android. It can have different policies set to cater for both environments,” suggests Parker.

Losing control “But if it is a personal device, company policies may be applied, and in the end, you may lose control of your device. This is often enough of a barrier to keep people from integrating their devices with the corporate network.” Parker sees a difficulty in where to draw the line in terms of those devices not connected (and therefore managed). ”There is a security risk in terms of what can be moved from the professional to the

personal realm. But again, this is more of a cultural issue than an IT issue. If someone wants to flout security rules, they can. We need to be make better strides towards creating a relationship of responsible adults as opposed to adopting a hierarchical, parental relationship with our IT policies.” What does all this mean for networking infrastructure? “PCs, tablets and smart-phones have to peacefully coexist and information must flow seamlessly and securely between them,” says Steve Dance, managing partner of RiskCentric and chair of the BIFM’s risk and business continuity special interest group. “Applications, regardless of their platform, need to be able to access the same data and devices will need to have the capability to share the same files and update them. The IT infrastructure will need to support scenarios where a file is created using a lap-top or desktop PC, www.fm-world.co.uk

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PERSONAL TECHNOLOGY

which is subsequently reviewed and commented on by individuals using smart-phones or tablet devices,” Dance believes that if BYOD and traditional IT are to co-exist, organisations need to be more committed to catering for BYOD. Naturally, they can’t be expected to replace all of their existing hardware in order to facilitate BYOD overnight, and certainly there will be many businesses and employees that do not want to migrate to a mobile system.

Keeping pace For some, both their home IT and the mobile devices they use outside of the office will be more sophisticated than those they use at work. Companies are often obliged to keep up. “The larger companies are a little bit slower off the mark,” says Mawson. It’s easier to encourage individuals to change from one form of IT to another. Consumers always want something better and for individuals it’s a fairly small outlay to buy into the use of tablets.” For Matthew Wailling, consultancy director at Cordless Consultants, BYOD doesn’t mean the end of the PC – in fact, far from it. “If BYOD is simply about letting staff connect their tablet or smartphone, these are additional tools and don’t offer the full functionality and power of a full PC – today at least.”

Charging ahead Wailling goes on to suggest that there are two key infrastructure considerations for BYOD: power and data. “Yes, batteries are getting better, but we still need to charge these devices occasionally; will charging points need to be provided, not just at meetingroom tables and at desks, but at breakout areas as well?” Perhaps more fundamental to this, however, is connectivity. As Wailling puts it: “A fully charged www.fm-world.co.uk

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mobile device in a well-designed flexible work-space isn’t much use if it can’t access any data.” Companies therefore need to consider providing high-speed wireless network access across the entire floor plate so staff can work from anywhere in the building. He draws the distinction between the corporate network (with access to all systems) and a guest network. “This is a ‘middle network’ that is used to connect ‘trusted staff devices’ only,” he says. However, BYOD is not universally accepted as a good thing. Indeed, there’s a fairly long list of issues that come with it: system incompatibilities between corporate and private technologies, lack of bandwidth power and the capability to allow multi-channel connections, and the possibility for hackers to bypass firewalls. All of these potential problems will have to be overcome before large-scale adoption of BYOD. Puybaraud puts the onus on organisations to open their protocols, carefully, and allow employees to connect to the corporate network using their own technologies. “Cybersecurity is the biggest problem. After talking to a cyber-security specialist recently, I became extremely scared by the prospect of a cyber-attack. According to the specialist, this can only become more frequent. BYOD adds a layer of uncertainty regarding the robustness of our existing corporate IT networks.” Dance suggests that since most of the devices that fall into the BYOD category are wireless, “existing IT infrastructures will need to provide increased wireless connectivity. There will also be a challenge with actually knowing the number and type of devices to be supported.” According to Dance, IT and FM managers will have to work out management and security processes that support multiple platforms.

PERSPECTIVES

DIGITAL NATIVES r Marie Puybaraud, director of Global WorkPlace Innovation, Johnson Controls, has gathered feedback from young people regarding their digital usage habits and how they feel about new technology. “Our latest study Digital Natives is telling us that the younger generation considers technologies as a new extension of their body – something that is part of themselves. “There is a new generation that is addicted to technology: 73.6 per cent agree/strongly agree that new technologies are addictive. Being disconnected from technologies is perceived as painful, a form of diet, a punishment even. “We have growing concerns over the dependence and addiction of the young generation on technology. This is a wake up call for managers and employers to start to rethink the workplace to accommodate new behaviours.”

Steve Dance highlights what a typical BYOD policy would need to cover: ● Security, encryption and wiping of sensitive data ● Device security standards ● Cost management for increased network usage ● Restricting access applications ● Splitting personal and corporate data ● Backup and recovery ● Internet safety solutions

Flexibility will be at a premium. Knowing which platforms to integrate will be problematic.

A non-PC future Smartphones have been around for less than a decade, but for many people, it’s already hard to imagine not having instant access to email, Twitter, or the internet, from a device that sits in the palm of the hand. Ultimately, there will be no place for bulky desktop PCs in user’s personal lives, but that doesn’t mean the desktop PC is defunct. We are in a transitional phase between being hard-wired and becoming totally WiFi. The challenge will be to make that transition as easy and painless as possible. FM FM WORLD | 6 SEPTEMBER 2012 | 31

30/08/2012 12:28

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FM FEATURE BUILDING INFORMATION MODELLING ROB FARMAN

TAKING

A BIM

VIEW

In the first of a series of features on the topic, Rob Farman and Martin Read explain the basics of building information modelling (BIM) and how it could affect FM

ILLUSTRATIONS: JING WEI

Government Soft Landings (GSL) Two reports commissioned by the government in the 1990s – the Latham Report of 1994 and the Egan Report of 1998 – advocated the involvement of facilities management at the very start of construction projects, with FM taking its rightful place in ‘integrated project teams’. Since then, the government has sought greater collaboration and better value for money from the construction industry; ‘Soft Landings’ takes this a stage further. The idea behind Soft Landings is that designers and constructors stay involved beyond completion of the buildings they’ve built, in order to ensure that occupiers ‘understand how to control and best use their buildings’. There are many examples of excellence in major projects in which FM is indeed involved at an early stage. The best of this work is highlighted at the BIFM Awards. Such projects typically encompass the twelve principles encapsulated in the Building Services Research and Information Association www.fm-world.co.uk

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(BSRIA) Soft Landings framework, copies of which can be downloaded freely (http://bit.ly/PtRIcF). The big news here is that the government wants to roll out GSL across all its departments, and on all of its construction projects. “Earlier intervention of FM in the briefing, design and construction stages,” is the mantra.

Building information modelling Building information modelling (BIM) is the overarching term given to a variety of technologies that operate like a ‘digital toolset’ to help users compile digital ‘models’ of buildings. BIM systems combine two and three-dimensional computer aided drawing (CAD) systems with databases. Clicking on an image or a component in that image can link to a database that displays the component’s ‘makers’ plate’, and O&M manual. The scope of BIM is such that, in time, every brick, hinge and door knob will be detailed in terms of their shape, size, weight, constitution, cost and environmental footprint. FM WORLD | 6 SEPTEMBER 2012 | 33

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FM FEATURE BUILDING INFORMATION MODELLING ROB FARMAN

Information is shared online and in real-time. From a construction perspective, these ‘building information models’ allow for greater collaboration, a reduction in design defects and a cut in construction costs estimated to be as much as 20 per cent. Paragraph 2.32 of the Government Construction Strategy published by the Cabinet office on 31 May 2011 declared that “Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016.” Information on the operational performance of the components specified in these models will be a crucial element in the design of future buildings – and it’s here that FM can play its part. FM can provide performance data via BIM and, in turn, that data can be interpreted as part of the first two pre-construction stages of the soft landings process.

How will FMs keep BIM updated?

Information Modelling (BIM) Forum, which is reporting on progress. BIFM’s newly appointed board member Steve Gladwin is responsible for BIFM’s input and engagement with GSL & BIM. A GSL & BIM Working Group is starting, under the leadership of Marilyn Standley (founding chairman of the BIFM) and will report its progress to BIFM. There is also a keen interest from the Rising FMs special interest group, which is planning a BIM event in the autumn. The institute is also hosting a forum on 6 September focusing on BIM and FM. Those attending will discuss how BIM promises to aid design and construction, how it might change the way buildings are managed and maintained in their operational phase, whether FM is fully integrated into the process, what the potential benefits for FM are and how FM should be utilising BIM. FM World will report on that event in our next issue, and we invite further comment via email at editorial@fm-world.co.uk. FM

“‘BIM ALLOWS FOR GREATER COLLABORATION, A REDUCTION IN DESIGN DEFECTS AND A CUT IN CONSTRUCTION COSTS ESTIMATED TO BE AS MUCH AS 20 PER CENT”

Building services have a median life of 10-15 years and form the bulk of life-cycle replacement. Accordingly, BIM needs to be updated to allow the collaborative benefits it offers to be enjoyed during refurbishments. In fact, updating BIM models is relatively simple, using libraries of objects (such as a boiler pump), replacing one with another and re-writing the makers’ plate information into the associated database.

How does BIM relate to CAFM? A data format designed for containing building information already exists: Construction Operations Building Information Exchange (COBie) was developed by a number of American public agencies. Data in COBie format is transmitted through standard spreadsheets. A COBie BIM Task Group has been formed and has developed a process (COBie UK 2012) by which four ‘data drops’ – the extraction of this data – take place during the delivery stage of a GSL project; this data is focused on the cost and carbon aspects of the project. This data drop is also broadly consistent with that expected at RIBA Stage K, Construction to Practical Completion. A fifth data drop, relating to GSL and post occupancy evaluation (POE), is being planned; this would take place one year after occupation. Both of these measures will be of interest to FMs. COBie will probably be input into computer aided FM (CAFM) systems.

How is the BIFM responding to GSL & BIM? BIFM is a full member of the Construction Industry Council (CIC) and is represented on CIC’s Building 34 | 6 SEPTEMBER 2012 | FM WORLD

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www.fm-world.co.uk

30/08/2012 17:42

300+ SENIOR ATTENDEES 40 DISCUSSION GROUPS 40 FMPE SPEAKERS 8 PANEL DEBATES LIMITED SPACES ENQUIRE NOW! TWO DAYS OF NETWORKING, EDUCATION, DEBATE’S AND BUSINESS GROWTH

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22/08/2012 24/08/2012 11:57 15:26

FM FEATURE BUSINESS CONTINUITY ALLEN JOHNSON

TO BE

Businesses across the country all felt the impact of the world’s greatest sporting event coming to London in August. Allen Johnson considers what organisations should do to prepare themselves against the risk of a major incident

CONTINUED 36 | 6 SEPTEMBER 2012 | FM WORLD

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BUSINESS CONTINUITY

he world tuned in to London last month as the Olympic circus rolled into town. Aside from the huge crowds and media frenzy, the inevitable consequence of all this extra attention was an increased risk of a major incident. Security services and civil authorities were on high alert and working around the clock to minimise the risk, but it was a risk that could not be totally eliminated. At the time of going to press, the Paralympics had just got under way and those raised risk levels remain. Business continuity should not, of course, be determined by high-profile events. Businesses can and should prepare themselves, first by imagining the ways that their processes and properties may be affected and then planning contingencies. To get an understanding of what this might mean, we can go back to the London bombings of July 2005. The first the public heard of events on the day was via reports from the tube operator of explosions on the London Underground, due to electrical power surges in central London up to Edgware. It quickly transpired that the electrical

bangs were bomb detonations, including an incident at Edgware Road tube station. Edgware Road tube station is a long way from Edgware, but this is an example of how incomplete or unconfirmed information leads to distortion. The 7 July event was not a “terrorist attack” until it became known as such. Instead, it was an “attack by terrorists”; the difference is subtle, but important – and the real consequence was not realised until the story of what had happened began to unfold. In the fullness of time, the consequences were in the public domain and each had his or her own take on the effects of what had happened and how they felt about it. What many have forgotten, however, was the events of two weeks later on 21 July, when the second and ‘real’ terror attack occurred. People now knew what could transpire and it was on this date that the emotive reactions associated with terror kicked in with vigour.

ALAMY

After the dust had settled

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That which is adjudged to be a terrorist attack will precipitate the rapid shut-down of transport networks; road, rail and air will be affected in minutes. Emergency services will be stretched beyond normal capacities and the abilities of people to conduct their lives in normality will be disrupted to varying degrees. For as long as they need it, the emergency services will commandeer voice bandwidth and everybody else will have to wait. Whatever has happened will not materialise until the truth has fought its way through the clamour of speculation, misinformation and disinformation. Organisations will be tasked with maintaining ‘business as usual’ but insufficient resources and what is currently a dire economic climate will exacerbate the difficulties in doing so. There are a number of ways in which businesses can help themselves. The first is to assume such a catastrophe will happen – this will remove some of the surprise factor. It will help you start seriously considering what you can do to resolve the impact of such events on your organisation. This is a boardroom subject and requires buy-in on that level if the organisation wishes to stay on course to meet its corporate objectives. So the message is: do not sit on your hands. Establish viable plans today in order to protect the net worth of the organisation and its reputation. As a minimum, plans should address threats to operations through injury or loss or unavailability of personnel, computer and communications technologies, premises and assets. Such plans should be flexible and interpretative: avoid planning specifically for fire, flood, terrorist attack, criminal acts, epidemic, power loss, FM WORLD | 6 SEPTEMBER 2012 | 37

30/08/2012 17:16

FM FEATURE BUSINESS CONTINUITY ALLEN JOHNSON

catastrophic IT failure, lightning strike, weather extremes, or civil unrest because the more prescriptive the document, the bigger it will become and it will have no end. Plans should provide concise guidance on communications with those audiences that you believe would have an appetite for information ranging from, but not confined to staff and head office. Such parties could be next-of-kin, current and prospective customers, stakeholders, press and media, insurers – and any external third parties that may be useful. Plan your communications for each audience and create draft messages and clearly documented guidelines. They should address what is to be communicated; how it is to be done; when will it be done; and who will do it. Nominate a spokesperson who has the authority to publicly represent the organisation. An effective communications strategy is one of the most essential elements, but also one of the first things that can go wrong. If home working is a realistic option, the following points should be considered: ● Provide home workers with access to job-specific software ● Confirm passwords and security permissions are correctly applied such that remote access is possible and in-house standards are not compromised ● Check bandwidth provision is adequate, especially in terms of the fully loaded concurrent demands upon systems ● Make available solutions and work-arounds to common problems ● Test the proposed solution to destruction. If home working is not a realistic consideration, then focus more on practical alternatives and their associated logistics, including shared transport and other parochial needs. Remember: the only way to know for sure if contingency plans actually work is to test them.

Preparing the organisation Once measures are established, ensure senior management knows what to do and how to do it. Two or three desktop exercises should achieve this, if carried out objectively. As a minimum, your plans must have defined roles and responsibilities so that management understands how the response will be organised in extremis. Tell everybody by means of a presentation what has been done to protect the organisation and thereby their livelihoods. Doing this via emails is certainly easy, but simply does not have the same impact. Finally, look after your people. Your team may be 38 | 6 SEPTEMBER 2012 | FM WORLD

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ALAMY

Unforseen events can disrupt a business, compromising safety and productivity

“THE ONLY WAY TO KNOW FOR SURE IF CONTINGENCY PLANS ACTUALLY WORK IS TO TEST THEM”

asked or expected to undertake extra responsibilities and duties, so give consideration of their needs – food, drink and bathroom facilities, resources to allow them to do what is required of them, the extra tools they need to go about their duties in safety, security and relative comfort, and anything they may need to deal with any emerging domestic matters. There’s a tendency to place responsibility elsewhere for certain kinds of planning, especially when it involves activities outside of the everyday routine or business area. Some may claim that responsibility for business continuity related to major national events belongs to the civil authorities. In many respects it is definitely the case. However, if the aftermath of one or more serious incidents includes the lock-down of transport networks, the rolling repeats of the media and the continued speculation that ensues, responsibilities that seemingly belong to somebody else, could belong to us all. FM Allen Johnson is a managing consultant with business continuity management specialists Scenaris

www.fm-world.co.uk

30/08/2012 17:16

It will be illegal to use HCFC R-22 Refrigerant through-out Europe by 2015

If your clients are still operating R-22 equipment, have you advised them that they will have: U Higher maintenance and repair bills U Limited spare part availability U DifďŹ culties in the event of a system breakdown Space Air can provide a complete replacement management solution encompassing all aspects of the R-22 replacement process.

FMW.06.09.12.039.indd 2

N o b o d y k nows Dai k i n bet t er

24/08/2012 15:27

FM CASE STUDY BENCHMARKING DAVID ARMINAS

ON YOUR MARKS

It can make some of us see red. It’s fiddly and fussy. But since it can help us control and reduce costs, can we afford not to benchmark? By David Arminas

ust mention the word “benchmarking” and the hearts of some FMs will sink down to their boots. There’s a crisis in the organisation and benchmarking will prove in black and white that the FM has been missing the mark when it comes to running the estate. Benchmarking will show that the FM should have been doing better and now must face the music for their lack of attention. “Absolutely not,” says Peter Excell, associate director at Rollright Facilities. “Benchmarking is nothing more than an interesting analytical tool and won’t make or break an FM’s career. It’s really about simply reviewing FM running costs.” There is no right or wrong in the results, says Excell, who has seen an increasing interest in benchmarking by FMs in general in the past two or three years. What counts is what you do to change your ways, if a change is needed at all.

SHUTTERSTOCK

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“It’s an initial management check for the organisation to get a sense of where their asset sits in comparison to like-forlike assets owned by other companies,” says Excell. “It’s a ‘where can I reduce my costs’ exercise. There is no ‘pass’ or ‘fail’ in the results.” In fact, most people benchmark without even being aware they are doing it, says Stan Mitchell, a director of consultancy Key FM and BIFM chairman from 2002 to 2004. “Benchmarking is actually one of the most natural things for someone to do. When they start a new job, they will compare in some fashion how well they are doing compared to the previous incumbent or how their new organisation stacks up against their old one. What they are doing is benchmarking in the simplest sense of the word,” says Mitchell, who is also chairman of the ISO Technical Committee for FM. Any fear of benchmarking may come from the internal www.fm-world.co.uk

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organisational environment within which it is proposed. There might be a perceived ‘crisis’ or ‘threat’, typically from a financial or management perspective, says Mitchell. “Certainly, a personal barrier towards embarking on benchmarking might be a lack of knowing what needs to be considered to make a worthwhile exercise. It’s seldom as easy as it initially seems. Benchmarking also needs to be thorough and robust, otherwise it will not stand up to scrutiny. Exactly how to make benchmarking thorough is what can put people off, says Peter Kimmel, a principle of FM Benchmarking, the online tool for BIFM members. “At first, benchmarking seems a no-brainer,” he says. “It almost always identifies ways to save much more money than it costs and payback is typically under a year.” So why aren’t more people doing it? Kimmel, an architect and former FM now based in Marylandin the US, believes it’s because people have to learn how to do it, a real education process. “What kind of data should be collected and what is done with it? How do you then work with the data to see where improvements to your asset can be made?” There’s a lot of free information, white papers, government advice, basic templates, tools and webinars on the internet. FMs should also watch the conference scene where ‘how-to’ presentations and case studies are presented. At one time, says Kimmel, FMs could find a lot more in-house experience of benchmarking, even within

their own facilities department. But the economic downturn over the past several years has resulted in a brain-drain within organisations in general. He believes there are fewer in-house FMs with solid benchmarking experience and suggests a consultancy might be the best option. Finding a good independent consultant is essential to ensure that results are unbiased. Also, as with any business analysis worth doing, in-house FMs shouldn’t divorce themselves from the benchmarking process if they bring in a consultant, cautions Mitchell. It may be difficult to find the time to be as involved as he or she would like. They can ensure that data captured is in the right format and accurate and, in particular, can be used for further analysis. Almost anything can be benchmarked, from energy and water consumption to floral displays. But some things are more difficult than others. One of the most challenging exercises faced by Excell was benchmarking a client’s landscaping. Keeping in mind the fact that comparisons have to be made on a close like-forlike basis, Excell and his team looked at images of the client’s estate to see how much fresh

water and foliage was on site. However, the most common reasons for conducting benchmarking exercises relate to occupancy costs. “It’s seen as a tool to either counter the perception that costs are too high, or demonstrate that costs are being adequately managed,” says Mitchell. Above all, FMs shouldn’t be fearful of going it alone or initiating benchmarking without senior management approval. Of course, that will depend on how much top-down authority exists over and above the FM. But benchmarking needn’t be a signed-off, senior management-led project, advises Excell. “If the board isn’t interested in it, there is nothing really stopping an FM from starting to collect data over time for their own use.” Mitchell agrees: “Be proactive and, after taking due consideration regarding the politics of the situation, align the measurement criteria with the standard BS EN 15221-4 2011 Taxonomy, Classification and Structures in Facility Management, published last year. “When the time is right, you will be in a position to undertake benchmarking at relatively low cost and achieve optimum value.” FM

“Benchmarking identifies ways to save more money than it costs and payback is typically under a year” FM WORLD | 6 SEPTEMBER 2012 | 41

30/08/2012 12:29

FM MONITOR IAN GOODLIFFE

LEGAL UPDATE

Ian Goodliffe is HSQE director at international facilities services provider OCS Group UK.

ASB ESTOS REG UL AT I O N S

ew regulations governing work with N asbestos do not change basic good practice, but have introduced some additional requirements, writes Ian Goodliffe Widely used as a building material from the 1950s through to the mid-1980s, asbestos can still pose problems for facilities and building managers today. Asbestos was used for fireproofing and insulation in all types of buildings, from houses to schools and offices to hospitals. The Health & Safety Executive (HSE) says that any building built before 2000 can contain asbestos. Asbestos materials in good condition are safe unless fibres become airborne, which happens when materials are damaged. When these fibres are inhaled they can cause serious diseases, which are responsible for around 4,500 deaths a year. Asbestos is not always obvious within a building. In a typical older, unrenovated house it might be in soffit boards, floor tiles, cavity insulation, textured coatings on ceilings, or even in fuse boxes. In other types of building, asbestos may have been used as packing between floors and in partition walls, in ceiling tiles, as lagging on pipework or sprayed onto structural beams and girders. Managing asbestos It is not always necessary or advisable to remove asbestoscontaining materials. In many cases, the best course of action is to leave the asbestos in place, to record it and to seal it so that there is no danger of exposure to fibres. Regulation 4 of the Control of Asbestos Regulations 2006 42 | 6 SEPTEMBER 2012 | FM WORLD

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includes a ‘duty to manage’ asbestos, directed at those who manage non-domestic premises. The HSE says that, in many cases, the dutyholder is the person or organisation that has clear responsibility for the maintenance or repair of premises. The regulation requires the person who has this duty to: ● Take reasonable steps to find out if there are materials containing asbestos in non-domestic premises and, if so, the quantity, exact location and condition ● Presume materials contain asbestos unless there is strong evidence that they do not ● Make and keep up-to-date a record of the location and condition of the asbestos-containing materials, or materials presumed to contain asbestos ● Assess the risk of anyone being exposed to fibres from the materials identified ● Prepare a plan that sets out in detail how the risks from these materials will be managed ● Periodically review and monitor the plan and the arrangements to act on it so that the plan remains relevant and up-to-date ● Provide information on the location and condition of the materials to anyone who is liable to work on or disturb them. Licensing regime Work with asbestos falls into one of three categories: licensable, notifiable non-licensed work, or

non-licensed work. Even if work is non-licensed, it still has to be carried out with the appropriate controls in place. Which category any work falls into has to be determined in each case and will depend on the type of work you are going to carry out, the type of material you are going to work on and its condition. This risk assessment must be completed before you start work. You don’t necessarily need to bring in a specialist contractor to survey or deal with asbestos, it will depend on the material. For example, pipe insulation and asbestos insulating panels present a higher risk than asbestos cement. The non-licensed category would include work on asbestos cement products, for example. Notifiable non-licensed work includes using gels/steam for large-scale removal of textured decorative coatings. Licensable work includes activities such as working with lagging and sprayed insulation. If any high-risk asbestos containing materials (ACMs) need to be sealed, encapsulated or removed, you will need to employ a licensed contractor. There are over 500 licensed contractors listed on the HSE’s website. New legislation The Control of Asbestos Regulations Act 2012, came into force on 6 April 2012. This updates the previous regulations because the European Commission considered that the UK had not fully implemented the 2009 EU Directive on exposure to asbestos.

The new regulations do not change the basic principles of managing asbestos – if existing asbestos-containing materials are in good condition and are not likely to be damaged, they may be left in place; their condition monitored and managed to ensure they are not disturbed. The ‘duty to manage’ remains and training is mandatory for anyone liable to be exposed to asbestos fibres at work. The requirements for licensed work have not changed, but some types of non-licensed work with asbestos now have additional requirements. From 6 April, employers have been required to: notify work with asbestos to the relevant enforcing authority; to ensure medical examinations are carried out; and to maintain registers of work (health records). The enforcing authorities are the HSE, local authorities and the Office of Rail Regulation. By April 2015, all workers/self employed doing notifiable nonlicensed work with asbestos must be under health surveillance by a doctor. Remember, asbestos is only dangerous when disturbed. If it is safely managed and contained, it needn’t present a health hazard. The duty to manage is all about putting in place the practical steps necessary to protect maintenance workers and others from the risk of exposure to asbestos fibres. It is not about removing all asbestos. FM i For more information, see www.hse.gov.uk/asbestos

“The ‘duty to manage’ remains and training is mandatory for anyone liable to be exposed to asbestos fibres” www.fm-world.co.uk

30/08/2012 12:29

FM MONITOR JOHN KENT

TECHNICAL

John Kent, president of Traka

KEY MANAG EMEN T

osing a set of keys can result in embarassing and expensive security breaches. John Kent explains how electronic key management can mitigate human error

How much does the British Police Force spend on replacing keys? This was the question posed to 51 of the UK’s forces in a recent Freedom of Information request, made on behalf of key management firm Traka. Of the very few forces that could give the exact figure, most simply filed the expenditure under ‘miscellaneous’. This adds weight to the argument that key and access management is an area that even security-sensitive organisations do not always handle efficiently. Keys should be an extension of an access control policy. In most facilities, however, they are treated in an outdated way, for example, issued from a wallmounted key cupboard (itself managed with a key that often lives in an office desk drawer), or owned by a member of security.

New systems In most offices, the key cupboard is opened in the morning, but what happens if that security person responsible is off sick? And how are the keys accounted for as they are used? Auditing is often weakly adhered to, if it exists at all; systems such as signing a manual log are still very common. Key management is arguably the most under-automated and antiquated process in almost every facility. Yet the technology now exists to provide access control to those keys at a fraction www.fm-world.co.uk

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of the cost of a full-blown access control system.

Cost efficiency At a time when businesses are analysing every cost very closely, facilities managers can’t afford to take this kind of inefficient approach. Something as simple as losing keys can cost a considerable amount of money. This was highlighted recently when the police lost a set of Wembley Stadium’s ‘laser’ keys during last-minute checks before the London Olympic Games. The breach, which reportedly cost tens of thousands of pounds to rectify, with many locks replaced, also presented a very serious security risk, not to mention public embarassment. If access to buildings, rooms, riser ducts, lifts, basements and equipment must be managed using keys, then effective and reponsible key management has to be a high priority. So how can we improve operational efficiency to keep keys safe and reduce expenditure? Also, how can you keep track of lost or mislaid keys and source a replacement, before the next person acually needs access?

Human error First, we need to take the risk of human error out of the process. Automated key management systems have been adopted by supermarkets, schools, universities, prisons, utilities, retailers, banks, casinos, car dealers, police forces and airlines. Some of these organisations are now using intelligent key cabinets that automate the dispensing of keys within their organisation. These systems electronically ‘know’ their users. A key-vending system automatically ensures that only an authorised user has access to a specific key or set of keys. More importantly, that the keys are actually returned, and returned on time. Keys are securely stored within the electronic cabinet and access is restricted to each permitted user – when the user needs the key, his or her ID grants access. Users know their key usage is being monitored, so they take more care of the key and, crucially, return it promptly.

Staff responsibility At the heart of this system is a simple proposition – automated key management encourages – and, to a degree, ensures – accountability and individual responsibility. It spells an end to the classic defence of, “I don’t know who’s got it”, or “it wasn’t me”; the facilities manager knows who has the key and the user knows they know. Human error, in the shape of lack of

care, is therefore minimised. As a result, the accessed resource tend to be replaced in better condition and the key replaced after use, ready for the next user.

Staff safety Keys are often used to restrict access to equipment or higher risk areas. Even simple things like ladders need to be restricted to trained members of staff, let alone the maintenance key for the elevator, the chemical store and the many hazardous items that exist in most organisations. Keys are the only sensible way to unlock the padlock or room. But how do you know, as the responsible person in your organisation, that only trained staff accessed these items or areas? It is almost impossible to police using a conventional key system. An electronic management system, however, can take care of the whole process. The manager defines the access rights and the system takes care of everything else, automatically recording the use and return of the key. Ultimately, key and access management should be a simple process and should not add to the workload of the FM. It also cuts down on the time wasted in access management, thereby keeping the board happy and helping ensure compliance with the ever-more stringent employee protection rules. FM

“Keys should be an extension of an access control policy. Often, however, they are treated in an outdated way, by being issued from a cupboard” FM WORLD | 6 SEPTEMBER 2012 | 43

30/08/2012 10:52

FM MONITOR STAN MITCHELL

STANDARDS

Stan Mitchell is chair of the ISO TC 267 Facilities Management Committee

B S EN 15221-6

described within the document with additional sub-descriptions that relate to the types of spaces likely to be encountered within the context of these categories. Several examples of what is included in the term Net Floor Area (NFA) is as follows: a) non-structural walls b) flexible and movable partitions c) rooms for mechanical services installations (lift rooms and boiler rooms, heating and cooling apparatus) d) rooms for electrical services installations (conductors and generators, mains communication rooms) e) rooms for other services installations (waste management installations and facilities maintenance stores) f) stairwells, lift-wells and escalators g) corridors and circulation areas h) amenities, including all sanitary areas (toilets, showers and changing rooms, cleaners’ rooms) i) central support spaces (entrance halls and catering spaces as well as social and recreational spaces) j) local support spaces (meetings

tan Mitchell explains the details S of the BS EN 15221-6 standard, which applies to area and space measurement across facilities management operations

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as 30 per cent, it’s clear that setting a consistent standard was essential.

Scope of the standard This standard applies to area and space measurement for existing owned or leased buildings, as well as buildings in the planning or development stage. It also presents a framework for measuring floor areas within buildings and areas outside of buildings. In addition, it contains clear terms and definitions, as well as methods for measuring horizontal areas and volumes in buildings and/or parts of buildings, independent of their function. It contains new (to some European countries) terms as well as numerous diagrams that explain and describe what is being stated in a visual format (see table below). Each defined area is further HIERARCHY OF THE STANDARD Level Area (LA) Gross Floor Area (GFA) Internal Floor Area (IFA) Net Floor Area (NFA)

Technical Area (TA)

Circulation Area (CA)

Amenity Area Primary Area (AA) (PA)

Restricted Primary Area (RPA)

Unrestricted Primary Area

Restricted Amenity Area(RAA)

Unrestricted Amenity Area

Restricted Circulation Area

Unrestricted Circulation Area

Restricted Technical Area

Examples Examples Examples Examples of subdivisions of subdivisions of subdivisions of subdivisions see annex C see annex C see annex C see annex C

Unrestricted Technical Area

Partition Wall Area (PWA)

Interior Construction Area (ICA)

Exterior Construction Area (ECA)

Net Room Area (NRA)

Non-functional Level Area (NLA)

This standard was developed as part of the four foundation standards for benchmarking. Initially, there were questions as to whether it was necessary, since several norms and standards already exist across the UK and Europe. Eventually, it was determined that no standard had been specifically developed for the use of the facilities manager and work began on this basis. The aim was, with the standard, to build a framework of terms, definitions and principles for measuring areas and spaces within and without the facilities that we manage. This was seen to be a prerequisite if any meaningful benchmarking was to take place, particularly when the sample involved more than onee country. Through the process of developing the standard, it was revealed that research by the European Committee of Construction Economists (CEEC) highlighted the fact that all European countries use similar elements for measuring floor areas in buildings. However, the manner in which these components are grouped and coded is different. When making a comparison between the measurement of a particular space, there are several standards you could apply, such as: net internal area (RICS); net enclosed area (DIN – Germany); net floor area (NEN – Netherlands). When the results of these standards could differ as much

spaces, filing and storage space, as well as print and copy areas) k) work spaces (cellular offices, laboratories, shop floors, teaching areas or operating theatres).

The outside edge The standard measures areas outside of the building envelope. It is recognised that FM is not just about the building itself and in the context of this space-measurement standard, the external areas need to be considered in order for any benchmarking to be effective. Examples are provided for: ● greens, including individual plants ● planted areas ● natural expanses of water ● other natural landscapes ● paved areas ● kerbs that are necessary or built ● paths for pedestrians or cyclists ● roads for light and heavy vehicles ● sports fields and playgrounds ● railway constructions. Several appendices provide additional information in support of a better understanding of the standard and to assist in its use. This includes a comparison of EN 15221-6 to RICS Code of Practice, where the comparative terms used are illustrated. This standard had a considerable UK input and closely reflects what today is relatively common practice in the FM sector and related space planning communities. In the short-term, it will probably need to be used in context with and compared to the more established standards that exist within the other built environment professions. However, it is hoped that BS EN 15221-6 will, in the future, provide a strong foundation and see increased use as facilities management benchmarking develops. FM www.fm-world.co.uk

30/08/2012 13:25

FM MONITOR MARKET INTELLIGENCE

CATERING

INSIGHT

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.

ECONOMY

FM OUTSOURCING MARKET REPORT

RICS CODE COMPLIANCE

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

Size of building included in random 100 sample (in square feet)

% of buildings of this size analysed

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.

The deterioration in the UK economy from midto-late 2008 has had a negative impact on the development of the FM market. This was moderated in 2009/10 by the government’s attempts to stimulate the economy through increased public sector expenditure. These combined factors have resulted in marginal deterioration in growth in the FM market to 2011. Following the formation of the coalition government in 2010, focus shifted to public sector cuts, with the corporate sector unable to support the decline in public sector FM expenditure. Therefore, some declines are expected in 2012 and 2013 as work in this area slows. The market is forecast to stabilise from 2014 and reach £18.5bn by 2016.

Less than 10,000 10,001 – 60,000 60,001 – 100,000 100,001 – 200,000 200,001+

13% 46% 20% 15% 6%

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

Source: www.amaresearch.co.uk

Consumer/Retail Price Index CPI annual inflation stands at 2.6 per cent in July 2012, up from 2.4 per cent in June 2012. The largest upward pressures on the change in the CPI rate came from transport (particularly air fares) and clothing & footwear. RPI annual inflation stands at 3.2 per cent in July 2012, up from 2.8 per cent in June Source: ONS (www.ons.gov.uk)

EMPLOYMENT

UK BUNDLED-FM OUTSOURCING MARKET AT CURRENT PRICES 18 17.5 17 £bn

Source: HM Treasury (hmrc.gov.uk)

16.5 16 15.5 15 2009

2010

2011

2012 Fcst

2013 Fcst

The commercial service charge consultancy Property Solutions has published its annual Service Charge Operating Report for Offices (SCOR) 2011/12. The report shows that from a sample of 323 large scale multi-let buildings, just 5% met every requirement of the RICS Code of Practice – Service Charges. Conversely, 14% received a score of 1 and 15% a score of 2. The average score was 3 (23%), with 21% scoring 4. Although no building showed a zero level of compliance, almost a third of the sample performed below average. It was also observed that those agents represented more than once in the sample show consistent level of compliance, whether it is high or low. The results of the survey also show there is no clear relationship between the level of compliance and management fee, suggesting that more expensive management does not necessarily result in better compliance with best practice. Source: www.property-solutions.co.uk

National Minimum Wage HEALTHCARE REPORT

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

In 2011 there were 2,053 deaths involving the Clostridium difficile (C. difficile) infection in England and Wales, 651 fewer than in 2010 (2,704). Mortality rates for deaths involving C. difficile fell for the fourth consecutive year and decreased significantly from 25.6 to 19.3 per million population between 2010 and 2011. The number of deaths involving C. difficile increases with age. The number of death certificates mentioning MRSA fell by a quarter from 485 in 2010 to 364 in 2011. In England, inequality in deaths involving MRSA between the least and most deprived neighbourhoods increased between the periods 2001-05 and 2006-10.

C. DIFF AND MRSA DEATHS IN 2010-2011

C DIFF:

MRSA:

2010: 2,704 2011: 2,053

2010: 485 2011: 364

DOWN

24%

25%

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

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BIFM NEWS BIFM.ORG.UK

Our Dynamic Earth in Edinburgh is host to the Scotland region annual conference and exhibition in September 2012

APPOINTMENT

Gladwin joins board Steve Gladwin has joined the BIFM board as non-executive director. Steve, who is director of Nodus Solutions Limited, will serve a two-year term. This new board position was voted in by members at the annual general meeting. Steve was then identified by the BIFM board as an excellent candidate. His extensive expertise will allow him to champion specific and current initiatives the BIFM is involved with, for example, building information modelling and international development. Speaking about his appointment, Steve said: “I’m delighted to be joining this new, strong BIFM board at such an exciting time for the institute. It was a pleasure to be asked to join and I very much look forward to working with my board colleagues to advance the FM profession.” Ismena Clout, chairman of BIFM, said: “Steve is a great choice for this new role as he has a wealth of experience not only in FM, but board experience with other FM associations – most notably he was chairman of FMA Australia. He is a great addition to the board. We recently held our first board meeting as the new team and I am very excited for the future.” i If you are interested in becoming a volunteer committee member with the BIFM, you can view our groups at www.bifm.org.uk/groups or email membership@bifm.org.uk

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EVENT

World FM Day Global FM is pleased to report the fantastic success of World FM Day, which took place on 28 June and aimed to raise the profile of the FM profession on a global scale. ABRAFAC mobilised 70 members for a get-together followed by a drink in São Paulo, alongside events in Curitiba, Brasilia and Rio de Janeiro. ARSEG and Vinci Facilities organised a conference for 80 people at the Organisation for Economic Co-operation and Development, headquarters in Paris, which included a guided tour. BIFM saw many groups and regions hold events all over the UK. MEFMA hosted events in Dubai, Doha, Kuwait City and Riyadh for over 400 people. FMANZ organised events in Auckland, Christchurch and Wellington. The gatherings in Christchurch highlighted the hard work and involvement of FMs during the recovery process after the earthquakes of 2010. IFMA hosted a conversation on Twitter featuring a variety of FM

hot topics resulting in 711 tweets. Various IFMA chapters also organised events. SAFMA celebrated in Johannesburg, Cape Town and KwaZulu Natal. SAFMA members did guided tours to different buildings, followed by cocktails. HFMS gathered in the Palace of Arts in Budapest for an evening event with 50 members. FMA Australia hosted seminars, luncheons and guided tours throughout various regions. Global FM’s yearly sponsors were very keen on commemorating the occasion. Qube Global Software’s UK team hosted an educational webinar, while the US team did a day of community service in Philadelphia. Vinci Facilities

KEEP IN TOUCH » Network with the BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » facebook » YouTube » Flickr

partnered with ARSEG in the OECD headquarters’ event in Paris, while ISS Belgium combined World FM Day with ISS Day celebrations. ‘Thank-you’ posters and stickers were distributed in all branches in Belgium and various competitions were organised for the employees. Different ISS offices in the world organised their own World FM Day commemorations. Thanks go to: ● ISS: Global FM Yearly Sponsor and Headline Sponsor for the Global FM Awards for Excellence in FM ● Qube Global Software: Global FM Yearly Sponsor and Headline Sponsor for the International Workshops ● Vinci Facilities: Global FM Yearly Sponsor and Headline Sponsor for World FM Day i Learn more about Global FM at www.globalfm.org

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30/08/2012 10:53

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

Oliver Jones, chairman of the BIFM awards judges

BIFM COMMENT B I F M AWA R D S

t the start of the year, I reflected on the importance of setting personal and team targets in connection with the BIFM awards entry process. Now that the entries are all in and the evaluation stage is nearing its completion, it is useful to take stock, particularly in the light of others aspiring to and fulfilling their potential! The recent superb achievements of Team GB and the many incredibly talented and inspiring international athletes in the Olympics Games in the past few weeks will have made many people think more about their own achievements and focus. Few can have failed to momentarily try to put themselves in the shoes of the champions and wonder what it must be like. When people and teams perform to their potential it is a deeply satisfying thing to be a part of and to behold. However, no one individual can really achieve extraordinary performances solely by themselves in the competitive environment of today. The coaches, performance analysts and even the competition will all have driven the Olympic winners to greatness, but so too will the many family and friends who were there along the way. It is the same in all performance-focused worlds – whether in corporate business, in modern politics and government, or within high-performing organisations. In a wellmanaged environment, the impact that leaders have on the rest is very powerful, in terms of recognising and rewarding success and enthusing all involved to seek to push themselves and their colleagues that bit further, and to achieve pride in being part of a winning team. In FM with our own BIFM industry awards, with headline sponsor Mace, we have sought to inspire the top organisations to stand up and be recognised under rigorous judging and assessment conditions. This year we have broken new ground, as the number of entries received across the 11 BIFM awards categories was extraordinary. We set out to raise the bar and make the BIFM awards the benchmark for excellence a few years ago and with entries up over 50 per cent this year from the very best organisations, large and small in FM, this has now definitely been achieved. Celebrating success is a vital part of the winning formula so next month, on the evening of Monday 8 October, we will all have the opportunity of doing just that, whether as individual category winners or, for the majority, through seeing our industry take further steps in our pursuit of management excellence. I would like thank everyone who entered and shaped such excellent submissions. You have created a very exciting and interesting set of results. Finally, the judges have faced a challenging and demanding assessment period this year. We are all indebted to them for completing a first-class job – many thanks from us all. I look forward to seeing you at the October dinner.

SCOTLAND REGION

Conference If you are planning to attend ‘All About FM!’ – the Scotland Region Annual Conference and Exhibition, taking place on 28 September 2012 at Our Dynamic Earth, Edinburgh, make sure you book now. Tickets are priced at: £50+vat for BIFM members; £60+vat for non-members; £20 for unemployed BIFM members; £20 for students. The line up of speakers includes: ● John Telling, group corporate affairs director, Mitie Group ● David Sharp, founder and managing director, Workplace Law ● Martin Bell, associate director, strategic solutions, Norland Managed Services ● Alison Bond, director, The Halo Works ● Stuart Mitchell, partner, ChangeStone Business Consultants LLP ● Steve Gladwin, director, Nodus Solutions Limited ● Martin Jolly, director of knowledge and innovation, ISS Facility Services – Integrated Solutions ● Claire Walsh, health and safety manager, Robertson FM ● Adryan Bell, director consulting, Global Workplace Solutions, Johnson Controls. i Learn more or book at www.bifm. org.uk/sc2012. Thanks to headline sponsor Kimberly-Clark

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“WE HAVE SOUGHT TO INSPIRE THE TOP PERFORMING ORGANISATIONS TO STAND UP AND BE RECOGNISED UNDER RIGOROUS JUDGING AND ASSESSMENT CONDITIONS”

i To attend, email awards@bifm.org.uk , call 0141 206 3717 or visit www.bifm.org.uk/ awards2012

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BIFM NEWS BIFM.ORG.UK

REGIONS

London boat party On 19 July, over 200 members joined the annual London region Thames Boat Party on board HMS Belfast. An excellent evening was had by all, with delicious food and drinks provided by Sodexo Prestige, one of the sponsors. During the evening, the charity raffle and charity auction raised over £600, which will be added to revenue from the ticket sales and donated to the chairman’s two charities: Breast Cancer Care and The Royal Marsden NHS Foundation Trust. Thanks to sponsors Perception, Rollright FM, Sodexo and Temco Services, which between them provided both funding and prizes for the raffle and auction. i Learn more about all BIFM groups at www.bifm.org.uk/groups

CAREERS

Careers service Managing tight schedules, multiple departments and contracts can be a tricky business, but knowing how to manage people and create healthy working relationships can be the key to success not only for your organisation, but also for your own professional development and growth. We often use words like motivate, communicate and coach, but what do these mean in practice? Being a good coach involves providing specific and constructive feedback, having regular one-toones with employees and focusing on strengths, not weaknesses. Communicating effectively requires both listening and sharing as well as encouraging an open channel for your employees to voice their questions and concerns. 48 | 6 SEPTEMBER 2012 | FM WORLD

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For any manager, it pays to be clear and consistent in your aims, to lead by example and to know the strengths and weaknesses of those you are managing. If your employees are well managed, they are likely to be more productive and yield better results for your organisation. Research also suggests that taking an interest in your employees as people, in their lives outside of work, can help them feel at ease and to feel you are an approachable manager to come to with any concerns. Managers should be there to support their team and help them to focus on what both the team and individuals within that team can achieve, as well as guiding them in overcoming problems. By doing this and creating positive working relationships with your team, you could make huge steps forward, both in employee motivation and productivity. i Learn more at www.bifm.org.uk/ careersservice

PARTNERSHIP

Benchmark BIFM has partnered with FM Benchmarking to provide a benchmarking service to help you run facilities more efficiently and cost-effectively. A number of whitepapers are available to help you learn more about benchmarking, on topics including ‘How to apply benchmarking as a part of a continuous improvement process’, ‘Reducing costs by benchmarking’ and ‘Benchmarking your sustainability’. There are also three short videos available, including Saving money and reducing your building’s carbon footprint through benchmarking. Learn more at www.bifm.org.uk/ benchmarking i

BIFM TRAINING MANAGING RELOCATION, FIT-OUT & MOVE 23-24 OCTOBER 2012 our organisation has decided to relocate... and you have a key role! How do you view this prospect? With a sinking feeling? Or do you see an exciting opportunity? There is no question that relocation represents a major commitment by any organisation. And it is always a huge challenge to the FM who is asked to make it happen. But whatever the corporate circumstances, BIFM Training’s two-day training programme will be of immense value to those who attend. The course material covers relevant statutory obligations including CDM Regulations. It describes the whole relocation process including the following key elements: ● Developing the project brief – setting out the organisations requirements ● Setting up project teams – internal and external ● Carrying out space planning – including assessment of corporate space needs ● Identifying new building requirements ● Finding, acquiring and fitting out the new building ● Preparing department layouts ● Preparing budgets and project programmes ● And finally – the move itself The course is presented by our popular trainer Robert Fernandez, who has considerable experience of carrying out relocation projects in both public and private sectors. It comprises a lively series of presentations with ample opportunity for questions and answers. Presentations are followed by workshops that enable delegates to put into practice what has just been covered. During the workshops, delegates work together in small teams and are given assistance and advice by the presenter. Course feedback indicates that delegates find it immensely enjoyable and they learn a lot through the combination of presentations reinforced by the realistic workshop exercises. Site services support manager, British American Tobacco, said: ‘‘Very pleased with the course. It has ticked all the boxes that I was unsure of – delivered most professionally by Robert. Well worth my attendance. I will recommend this course to others and feel better-armed to carry out my role”.

i For further information visit www.bifm-training.com email info@bifm-training.co.uk or call 020 7404 4440

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30/08/2012 10:53

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB

NAME: Gracelyn BarnwellBarton JOB TITLE: Facilities manager ORGANISATION: Servest Multi Service Group at the Science Museum in London JOB DESCRIPTION: One of two managers responsible for delivering Servest’s services at the Science Museum. Key responsibilities include induction and training of new staff members, health and safety procedures, porter services, events preparation and execution, and management of morning cleaners and daytime janitors.

What attracted you to the job? I joined Servest as a cleaner and was quickly promoted to a managerial position due to my hard work and ability to handle staff.

If I wasn’t in facilities management, I’d probably be… A teacher. I’ve always loved training and inspiring people and I enjoy imparting knowledge.

My top perk at work is… Meeting celebrities who visit the museum. Most recently I met Will Smith, which was a real thrill.

Which FM myth would you most like to put an end to? That FM is about the dull, technical bits of buildings.

How did you get into facilities management and what attracted you to the industry? FM is all about managing and motivating people to do a great job. I enjoy that. What’s been your career high point to date? Apart from meeting Will Smith you mean? We had to evacuate the museum a couple of years ago because of poisonous fumes. It was a tense situation – I had to remain calm and professional to make sure that visitors and colleagues left the building safely and that those who required medical attention received it. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be? I wouldn’t want to give away responsibilities. Instead, I’d prefer to share them with colleagues and have them share theirs with me. If you could change one thing about the industry, what would it be? I would like to see more interaction between people employed in the industry so that we can share ideas and help one another. Any interesting tales to tell? Well, there’s a medical exhibition on the fourth floor that I don’t like to visit on my own any more.

How do you think facilities management has changed in the past five years? I’ve seen a growth in demand for our services and I think this reflects what is happening in the industry overall. FM companies like Servest that provide an integrated solution encompassing a variety of services seem to be more and more needed. And how will it change in the next five years? I wish I knew! But I do know that there will always be a demand for companies that provide an excellent service and for people that can manage and motivate a team. What single piece of advice would you give to a young facilities manager starting out? Encourage people to get involved at every level. Inclusion empowers people and enables them to gain a deeper understanding of their roles. Do your friends understand what facilities management is? What about strangers? They do now and I’ve found most people have some understanding of the role even if it’s limited by what they see in their own workplace. They don’t always appreciate the range of responsibilities most FMs have.

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FM DIARY

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

INTERNATIONAL EVENTS 31 October – 2 November IFMA’s world workplace 2012 The largest annual conference for FM. Exhibitors and discussions including ‘Driving innovation’. Venue: Henry B Gonzalez Convention Center, San Antonio, US Contact: Visit www. worldworkplace.org/2012 IRELAND REGION 16 November FM impacting organisations – Ireland region conference Including talks from David Knott, safety and environmental manager, Belfast Harbour Commissioners; Dr Michael Ferguson, managing director, Aramark Environmental Services; Julie Kortens, head of corporate services at Channel 4 Television; and Liz Kentish, The FM Coach Venue: Belfast Waterfront Contact: Call Sharon Dempster on 028 9023 2622. To book online, visit www.bifm.org.uk/bifm/ events/book/2502.

Contact: Email Michael Kenny at mkenny@fesfm.co.uk or call 07920 136 784 28 September All About FM! Scotland region annual conference and exhibition Various speakers, including Alison Bond, director, The Halo Works and David Sharp, managing director, Workplace Law Venue: Our Dynamic Earth, Holyrood Road, Edinburgh EH8 8AS Contact: Email Morag Brown at morag.brown@hcs-bi.co.uk or call 0141 646 3054 BIFM SIG EVENTS 22 September Women in FM Sig – New ways of working Venue: EC Harris, London Contact: Email Julie Kortens at JKortens@Channel4.co.uk

SCOTTISH REGION 12 September national golf finals social event A tour of some of Edinburgh’s finest hosteleries in conjunction with the BIFM national golf finals the following day at Dalmahoy Golf & Country Club. Venue: Various, and Dalmahoy Golf & Country Club, Kirknewton, Edinburgh EH27 8EB

27 September Fellows forum Sig – Allen & Overy seminar A lunchtime seminar: ‘Break options – what to do and what not to do’, with a presentation by Sophie Schultz of Allen & Overy LLP and Adam Beck of DTZ. Venue: Allen & Overy LLP, One Bishops Square, London, E1 6AD Contact: Email Joanna LloydDavies at jld@joannalloyddavies. co.uk or call 07778 812 315 8 October Risk & business continuity management Sig – how business continuity plans inﬂuence insurance premiums Brian Sullivan of underwriters Thomas Miller discusses the

risk-carrier’s view that underwriters absorb losses associated with insurance claims. Venue: DCM Elton Lane, Sibson, Peterborough, PE8 6NE Contact: Email Steve Dance at steve.dance@riskcentric.co.uk or call 0113 242 8055 INDUSTRY EVENTS 17-19 September 2012 CoreNet Global Summit London Presentations and break-out sessions on reimagining business, and pioneering new business models driving value creation. Venue: Park Plaza Riverbank, 18 Albert Embankment, London Contact: To register, visit tinyurl.com/corenetlondon 2 October The British Council for Offices (BCO) National Awards Dinner The awards provide public recognition for top-quality design and functionality and set a benchmark for excellence in workplaces. Categories include ‘Best Commercial Workplace’. Venue: JW Marriott Hotel, London Contact: To book, visit www.bcoawards.org.uk 10–11 October The CIBSE conference & exhibition The annual global meeting for the building services industry. Venue: London Olympia Contact: Visit www. buildingservicesevent.com; for exhibiting opportunities, contact Josue Paulos at josue.paulos@ ubm.com or call 020 7955 3974

10–11 October The FM Event Formerly Total Workplace Management. Includes live debates and seminars, roundtable discussion forums, the Green FM trail, a networking hub and exhibitor stands. Venue: London’s Olympia Contact: Visit www.thefmevent. com. For exhibiting opportunities, contact Fergus Bird at fergus.bird@ubm.com or call 020 7921 8860 18–19 October FM Property & Energy 2012 Talks from various directors, including Helen Ohlsson, global FM at IKEA, Ian Dunning, global facilities director at Unilever, and Billy Davidson, property director at Vodafone. Venue: Wokeﬁeld Park, Reading Contact: Email jasonawatar@ globalbusinessevents.co.uk or visit www.fmandpropertyevent.com 5-9 November Workplace week 2012 Convention on 8 November hosted by Microsoft in London. It will challenge conventional thinking on organisations and the infrastructure that supports them. All proceeds from the convention will be donated to Children in Need. Leading organisations and innovative workplaces will open their doors for short visits for 16 workplace professionals. Venue: Microsoft, Victoria, London Contact: For more information, visit www.workplaceweek.com To host a workplace tour, please email hstenhouse@advancedworkplace.com

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 50 | 6 SEPTEMBER 2012 | FM WORLD

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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 ▼ Specialist advice cuts carbon footprint

▲ FAAC launches hybric auto-barrier

With Paschali’s specialist advice and project management, Regus UK – part of the world’s primary provider of pioneering workplace solutions – is on track for a 50 per cent reduction in its carbon footprint across its 130 buildings. As of June 2012, a 30 per cent reduction had already been achieved. Paschali also identiﬁed savings opportunities of 62 per cent for Leeds-based Swarthmore Education Centre, with a signiﬁcant amount able to be realised with very little outlay. Another delighted client, the Sinai Synagogue, appointed Paschali as specialist advisors and gave it responsibility for specifying and project managing its new renewable energy project. T: 0845 505 0255 E: info@paschali.co.uk W: www.paschali.co.uk

▲ Zigor offers 10% discount

Having pioneered the introduction of 24V hydraulic gate automation, FAAC has now introduced its ﬁrst 24V barrier to the market. The pictured barrier is installed at the Strathclyde Fire Training Centre in Scotland and has an eightmetre beam. Facilities manager at the training centre Graham Burnett explained that two B680H barriers were installed at the newly built Fire Training Centre and have worked very efficiently since they took possession of the site in April 2012. A battery backup has been installed to ensure the barrier’s operation even during a power cut, which is extremely important to the ﬁre service. The B680H controls passages with a net width from 2m to 8m and its modular beams make it a product that is easy to manage during installation. T: 01256 318 100 E-mail: rebecca.johnston@faac.co.uk

Zigor is offering the public sector a special discount on its range of uninterruptible power supplies this summer. With industries under pressure to show an even greater return on their IT investments due to tough economic times, the UPS manufacturer is hoping the offer will help organisations feeling the squeeze. Zigor is offering 10 per cent off all its UPS products until 30 September with the aim of helping schools, universities and colleges, as well as public sector businesses, protect their power. The UPS supplier has also recently launched the Zigor Tiber – a 2U rack/tower online UPS range.

T: 0844 854 6264 W: www.zigor.com/uk

▼ Sercon wins national park toilet contract The one-year contract, which is valued at over £65,000pa, was secured via a competitive public tender process, which saw Sercon pass the PQQ stage and then competitively bid against four other companies to become the preferred supplier. The contract, which commenced at the beginning of July, saw the company employ four new employees, who will be managed by area manager William Wallace and supported by operations manager Steven Dunnachie. Included within this contract is the toilet cleaning of all public conveniences throughout the National Park, as well as the opening and closing of all toilets within set timescales. T: 01294 217 600 W: www.serconltd.co.uk

▲ OCS launches virtual deli

▲ Ecotronic lights up the aisles

International facilities services provider OCS has launched its Virtual Deli at Springfield University Hospital in Tooting, South London. The service allows staff to order and pay for their meal online in advance and collect it at a convenient time. The hospital, which was built in 1840 and is now the headquarters of South West London and St George’s Mental Health NHS Trust, provides community and hospital psychiatric services to Kingston, Merton, Richmond, Sutton and Wandsworth. It is the first OCS client to benefit from the online service, which offers everything from sandwiches and salads to jacket potatoes, soups, fresh fruit, confectionery and cold drinks. The service launched in early July after feedback from the client suggested desire for change. E: cathy.hayward@magentaassociates.co.uk

Multipart Logistics is a service partner in total after-market logistics and product support services throughout the UK and Europe. Its warehouse has 400,000 sq ft of very narrow aisles and racking aisles lit with 400 watt HBAY lighting. Multipart Logistics wanted energy reduction, but needed very well-lit areas for busy forklift trucks. 600 luminaires were changed, with EcoBAY 4 x 54 watt. An EcoPAK 2 x 80 watt fluorescent system was fitted under mezzanine areas and upper floors in order to enhance the working environment for the picking areas. The total electricity saved was 667,077 KWh per year, which equates to an annual electricity saving of £66,708. The payback period for the installation was under 18 months. T: 0845 170 4567 E: sales@ecotroniclighting.co.uk W: www.ecotroniclighting.com

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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

WE CAN HELP YOU FIND

JOBS

YOUR PERFECT JOB CV UPLOAD

JOBS BY EMAIL Be the first to receive your perfect job straight to your inbox. To sign up simply; • Enter your name and email address • Chose the sector, salary and location you would like to work within • Create up to 5 different tailor made alerts

Upload your CV and complete your jobseeker profile and increase your chances of being found for your perfect job. No need to go through hundreds of job ads, just fill in your profile and let employers do the work.

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15/08/2012 15:01

Offices in: Abu Dhabi, Auckland, Berlin, Düsseldorf, Frankfurt, Hamburg, London, Manchester, Melbourne, Moscow, Munich, Singapore.

www.cobaltrecruitment.com

London’s Calling Regional Facilities Manager London & South East £50,000 - £55,000 + car allowance

Engineering Manager London c.£50,000

Facilities Manager Central & Greater London £35,000 - £40,000

A Regional Facilities Manager is required for a managing agent organisation to lead a team of Senior Facilities Managers who manage multi-site portfolios across London and the South East. With overall responsibility for a portfolio of approximately 80 properties, suitable applicants will possess extensive experience of managing a team of FMs within a managing agent organisation. With strong commercial acumen, you will have a strong understanding of service charge budgeting along with annual budget management experience.

A prestigious property company seeks an Engineering Manager to set up, implement and maintain effective engineering management systems and procedures. You will ensure the smooth delivery of all M&E works to the tenants of the allocated portfolio of buildings. You will also manage sub-contractors, negotiate contracts, ensure contractors are carrying out work to correct legislation and manage all client and contractor relationships. You must come from an engineering background, have strong people management skills and excellent rapport building qualities.

A managing agent organisation is seeking a Facilities Manager to manage a regional portfolio of over 30 properties including, commercial, industrial and retail multi-let sites across London. The ideal individual will have experience of managing a similar sized portfolio for a managing agent and will be able to balance and prioritise a high volume workload. Applicants must be strong on the statutory compliance, have worked within a similar property management team and will be NEBOSH or IOSH certiﬁed.

Ref: 1224600

Ref: 1129800

Ref: 1173600

To apply for any of these roles please email your CV in conﬁdence to info@cobaltrecruitment.com or call +44 (0)207 478 2500 to speak with Claudio Rojas or Ryan Coombs.

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30/08/2012 14:57

e’ll get straight to the point. Our Facilities Management team work for some of the best names in the UK, so, naturally, we want the best people to work for us. We are on the ground in more locations than any other commercial property consultancy. This means we know property facilities management inside out which helps us enjoy strong client relationships up and down the country. We are now seeking a National Head of Facilities Management to join our Property and Asset Management team in London. The successful candidate will have experience in managing a large facilities management team and dealing directly with clients. You will be responsible for the day to day running of our managed portfolio and ensuring our facilities management service makes our occupiers feel like customers. You will be vital in helping us grow our client base. And of course, listening. If this sounds like your next challenge please contact Tanya Sturges on

Listeners wanted National Head of Facilities Management London based

the

natural choice in FM recruitment

+44 (0)161 242 8000 or tsturges@lsh.co.uk Close date: 30 September 2012 Lambert Smith Hampton is an equal opportunity employer.

www.lsh.co.uk

Be part of something special At ACS International Schools, we believe every student will be inspired and challenged to reach their full potential. All will beneﬁt from a globally recognised curriculum built on the philosophy and approach established at our three successful UK campuses and at our new school in Qatar. The Schools are non-sectarian and co-educational serving the needs of our multinational student body.

Facilities Manager

Egham, Surrey ))"&&& # )."&&& f[h Wddkc <kbb#j_c[ A fantastic opportunity to work as a Facilities Manager for a leading International School. You will be the central point of contact between the School and the Facilities department managing the day-to-day facilities operation at ACS Egham. For a full job description and to apply, please visit: www.acs-schools.com Closing date: Monday, 17th September 2012. ACS is committed to safeguarding and promoting the welfare of children and young people and, as an employee of ACS, you are expected to share this commitment. This position is therefore subject to an enhanced Criminal Records Bureau (CRB) clearance or the equivalent for the home country/last country of employment.

To ﬁnd out how you can beneﬁt from working with Eden Brown, contact us today on 0845 4 505 202. www.edenbrown.com

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For further information about ACS Egham International School, please visit: www.acs-schools.com/acs-egham.aspx

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FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME COMPLIANCE HIGH FOR SIA LICENSING A nationwide inspection by Security Industry Authority investigators during the two weeks of the Olympic Games found high compliance, with just four out of 151 operatives found to be operating without an SIA licence, as required by law. In total, 42 venues were checked across nine cities. These included retail parks, shopping centres, a power station and a racecourse. The checks were carried out to ensure compliance remained robust in other areas while the Olympic Games were held. The number of operatives that held a valid SIA licence was 151. Five people were found to be working illegally; four without a licence and one whose licence had been revoked. There were a further four warnings issued for failing to notify the SIA of a change of address, two for failing to display their licence while on duty and making a copy of the licence, all of which breaches SIA licence conditions. SIA investigators will be carrying out further enquiries regarding the offences found and prosecutions may follow. SIA director of compliance, Intelligence and communication Dave Humphries said: “We regularly carry out random checks to ensure we have high levels of compliance and to deter those considering working illegally. During this busy summer, we want to ensure that those working in positions of trust are doing so legally."

LET'S TALK... BUT DON'T CALL ME 'BABE' A new study suggests that an average member of staff spends 27 minutes and 47 seconds per day simply nattering in the office. Mars Drinks Office Connections undertook a survey of more than 2,000 office staff, establishing that the most popular topic of conversation was family, followed by last night's TV, then sport. The weather is high on our gossiping priority list, along with money, food, celebrities and relationships. Even the angst caused by colleagues skipping

tea-making responsibilities is a talking point. Interestingly, the survey found that despite the many technological advances in ofﬁce communications, half of us prefer to talk face-toface compared with just a quarter who prefer email. Almost 60 per cent of those surveyed think that communications technology has not, in fact, made communicating in the ofﬁce any easier. The research also delved into the etiquette surrounding digital communications. Fifty-four per

cent believe it is acceptable to put kisses on the end of a work-related email, while 75 per cent think smiley faces or emoticons are okay to use. However, beware if you use “love”, “pet” or “babe” in an email – three quarters of the ofﬁce will not be happy with you, citing phrases like these as unacceptable in the workplace. Also, the workplace is gradually becoming less and less formal. A third of those surveyed said they have more fun at work now than they have ever done previously.

A CASE STUDY IN READER INVOLVEMENT Here at FM World, we're planning our 2013 feature schedule and, in considering the candidates for future case studies, we'd like to hear from you, our readers, about

the types of buildings and facilities operations you want to read about. If you leave it to us, we'll be going to the Football Association's new centre of excellence in Burton-

on-Trent, but we'll understand if you'd prefer less 'recreational' options. Please feel free to email editorial@fm-world.co.uk with your suggestions.

"FMs will need to think more like engineers, even though that will go against the grain of many" Rob Farman believes that building information modelling could be a game-changer

IN THE NEXT ISSUE OUT 20 SEPTEMBER

FEATURE – FM AND THE GREEN DEAL /// THE HISTORY OF FM – OLIVER JONES AND BETH GOODYEAR /// HOW LED LIGHTING HAS BECOMING A VIABLE OFFICE CHOICE /// BUILDING INFORMATION MODELLING – FORUM REPORT /// USING LIFTS IN AN EMERGENCY /// THE LATEST NEWS, ANALYSIS AND COMMENT

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Moving forward with the FM Event Where the FM community meets to do business The FM Event is an invaluable source of information and education for those looking to network within the London and south-east based facilities management community. Round table forums, conference quality seminar debates, networking sessions, breakfast briefings and a world class exhibition combine to attract senior facilities and estates directors and managers. The FM Event provides a unique environment for facilities managers to share best practice and the most cost effective ways of keeping up to date with the latest products, technologies and innovations.

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10-11 October 2012, Grand Hall, London Olympia

The FM Event is the only facilities management exhibition to be co-located with Building Services â&#x20AC;&#x201C; The CIBSE Conference & Exhibition and Energy Solutions. These events are strategically co-located so FM Event exhibitors are able to meet Building Services and Energy Solutions delegates.

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Always secure. Always available.

Anywhere in the world you need power, Schneider Electric is there. Power loss poses a threat to the equipment, people, and processes you rely on. And with today’s stricter security and safety regulations, process automation, and increasing dependence on sophisticated high-tech systems, the need for uninterrupted power is critical. Add the rising cost of energy and environmental concerns into the mix, and it becomes essential to protect your power with solutions that not only meet your availability demands, but are energy efficient, too.

Why Schneider Electric is the right power protection choice You may know us as the market leader in delivering IT power protection. But we also offer a full range of reliable and highly efficient power protection solutions designed to safeguard business-critical applications and environments outside the IT room. Our innovative, best-ofbreed products, services, and solutions provide the secure and available power you need to keep your systems up and running, while increasing efficiency, performance, and safety.

Guaranteed availability for business-critical systems No matter what industry you’re in, our unrivalled portfolio offers a solution that’s guaranteed to suit your specific business needs and keep your power on. Thanks to Schneider Electric™ power and energy management capabilities, in-house expertise, broad investments in R&D and global presence, you have a trusted resource for reliable power, anywhere in the world.

The Different Types of UPS Systems White Paper 1

> Executive summary

Secure power solutions that deliver the performance you need Products: Our complete catalogue of power solutions, featuring our leading brands such as APC™ by Schneider Electric and Gutor™, offers an unmatched range of single- and three-phase UPS units, rectifiers, inverter systems, active filters, and static transfer switches from 1 kVA to several MVAs. Services: Schneider Electric Critical Power & Cooling Services can proactively monitor and maintain the health of your systems, protecting your investments, reducing total cost of ownership and operating expenses, and providing peace of mind throughout the equipment life cycle. Solutions: Choosing the right combination of products and services from Schneider Electric gives you the convenience of a total solution – systems, software, and services from a single source.

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©2012 Schneider Electric. All Rights Reserved. Schneider Electric, APC, Gutor, and Make the most of your energy are trademarks owned by Schneider Electric Industries SAS or its affiliated companies. All other trademarks are the property of their respective owners. www.schneider-electric.com • 998-4982_GB_B

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