2012-10-18 FM World by Redactive Media Group

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 18 OCTOBER 2012

FMWorld www.fm-world.co.uk

SPECIAL REPORT:

BIFM Award Winners 2012: Why they won

GOING FOR

GOLD

At The Hive in Worcester, a university and council are proving a winning combination

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VOL 9 ISSUE 19 18 OCTOBER 2012

CONTENTS

7 | Flexible Olympics legacy

18 | BIFM Awards 2012

26 | The Hive

NEWS

OPINION

FEATURES

6 Wendy Cuthbert wins FM of the Year at the BIFM Awards 2012 7 Olympics leaves flexible working legacy according to survey 8 Project of the Fortnight: The Trocadero on Piccadilly is to become London’s first pod hotel 9 Think Tank: What would make the most difference to your carbon footprint? 10 Business news: Graeme Davies: New PFI system could cut longterm FM deals 11 Compass group revenue hits 8 per cent at yearend trading 12 Business Focus: Richard Holden discusses Mitie’s acquisition of Enara

14 Perspective of a facilities manager: Roger Amos talks Olympic contingency planning 15 Five minutes with Wendy Cuthbert 50 No Two Days

MONITOR 34 Legal: Refrigerants legislation under comes the microscope 37 Insight: Market intelligence 38 How To: Bev Burgess explains how strategic marketing can add value 39 Technical: John Lane discusses the benefits of energy monitors

30 | Dispute Mediation

Webinar: How can FM procurement impact on an organisation’s brand? That was the issue debated in a recent webinar hosted by FM World

BIFM Awards: All the winners from this year’s awards, held at the Grosvenor House Hotel, celebrating the best in facilities management

The Hive: A new project in Worcester is bringing together university and council services under one highly distinctive roof, finds Martin Read

Dispute Mediation: Beverley Vara explains that costly litigation between aggrieved parties can be avoided by using a professional legal mediator

REGULARS 40 BIFM news 43 Diary of events 44 People & Jobs 47 Appointments

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: The Hive/James Watkins Photography

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BRINGING BRITAIN TO LIFE

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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) ⁄ recruitment sales executive: Carly Gregory (020 7880 2755) 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, FM consultant

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

BIFM ENQUIRIES

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

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statistic published last year by the Business Services Association – and dropped into an address to the recent FM Charity Network conference by Mitie chief executive Ruby McGregor-Smith – has been causing quite a stir. The figure is eight per cent, and refers to the amount of UK GDP attributed to outsourcing in a BSA survey. That figure is for all business service outsourcing and includes, for example, recruitment and IT. Exactly how much of what’s left is specifically facilities management is a source of thoroughly enjoyable conjecture, but when you look at their stats it is reasonable to conclude that the BSA survey’s figure for combined property, technical and facilities services represents about 60 per cent of that initial eight — or effectively five per cent of GDP. This is a figure deserving of being picked out in huge neon letters. So again, please, and this time with feeling: five per cent of the gross domestic product of the UK is outsourced facilities management! And that’s without even attempting a figure for how much is wrapped up elsewhere through other FM delivery models. Five per cent of GDP is an incredibly powerful figure, made all the more so by being literally the only one we have to work with. The lack of sensible data surrounding facilities management is nothing new, but its absence is becoming increasingly difficult to justify. There’s almost an air of desperation about the scarcity of empirical figures in the sector, reflected in the attention given to the eight per cent figure quoted by one of the FM sector’s most high-profile characters. Still, it’s nothing like a fully formed and accepted number. To what can we refer those in government and the national media when they come calling? In the absence of hard statistics, is it any wonder FM remains so nebulous to policy formers? BIFM chief executive Gareth Tancred used the figure on the day of the BIFM Awards in a special event alongside Asset Skills promoting new high-level apprenticeships. Of course, it is only right that in such situations we sell the profession to a new generation – and figures such as five per cent of GDP help allay any fears a potential new recruit may have that FM is no more than a fly-by-night job role. It would be much more to our advantage if we were able to pull more detailed specifics from a strong, academically acceptable figure. Last Monday, the best of the best got to celebrate their achievements at the BIFM Awards. The rigorous judging process was overseen by chair of judges Oliver Jones, who pointed to collaboration between FM and other departments as a clear trend in the projects put forward for judging this year. It’s a complete joy speaking to the winners, finding just how much they’ve gained from the wider organisational acceptance of what they do. You’ll find stories surrounding all the winners later on in this issue and we’ll be profiling Wendy Cuthbert, the new facilities manager of the year, in our next edition. So within organisations FM is increasingly recognised for its achievements. Yet we can’t convey this added value adequately to the wider world. Big-ticket figures like the five or eight per cent of GDP can help. But only when the sector comes together to fund the ongoing research necessary to generate a more refined data set will we have something of undeniable certainty to point others to. At that stage we’ll be able to dial down all of our shouting about how important FM is to UK PLC – because the numbers will be speaking for themselves.

“FIVE PER CENT IS AN INCREDIBLY POWERFUL FIGURE, MADE ALL THE MORE SO BY BEING LITERALLY THE ONLY ONE WE HAVE TO WORK WITH”

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BIFM AWARDS 2012

Wendy Cuthbert, global head of facilities at Barclays Bank, has carried off the prestigious FM of the Year Award at this year’s BIFM Awards and gala dinner. Cuthbert received her award in front of nearly 1,300 FMs gathered at the Grosvenor House Hotel in London last week. This year the Judge’s Special Award was shared by two winners – G3 Systems for its NATO Medical Treatment Facilities in Afghanistan, and the London Organising Committee of the Olympic and Paralympic Games, for its management of FM. The winner of the Overall Industry Impact was professor and FM author Keith Alexander, director and founder of the independent Salford-based Centre for Facilities Management. The awards, with headline sponsor Mace and hosted this year by presenter, comedy writer and barrister Clive Anderson, are dedicated to recognising and celebrating excellence in facilities management. The 2012 awards saw the highest number of entries to date, with a 50 per cent increase over the awards in 2011. This year’s awards also “broke new ground”, said Oliver Jones, chairman of the judges committee. “The number of entries received across the 11 BIFM Awards categories, in addition to the FM of the Year Award 06 | 18 OCTOBER 2012 | FM WORLD

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entries, was extraordinary,” said Jones. “We set out to raise the bar and make the BIFM Awards the benchmark for excellence a few years ago,” said Jones. “We are very pleased that this has now definitely been achieved thanks to great enthusiasm and support from the industry-leading firms who entered.” The “flagship event” was “an unprecedented success”, said Ismena Clout, president of BIFM. “This year’s event is the best yet and the industry has got

SIMPLY PHOTOGRAPHY

Wendy Cuthbert crowned Facilities Manager of the Year Clive Anderson, Wendy Cuthbert, Janette Newman and Ismena Clout (l-r)

involved with an enthusiasm we haven’t seen before including the high number and quality of entries. We have more people attending this year than ever before and broke the record for tickets sales over three weeks before the event.”

Read more about the awards on p.18 and watch interviews with the winning teams on our website:

WATCH tinyurl.com/AwardsFM2012

Olympics: G4S directors step down Two G4S directors – David Taylor-Smith, chief operating officer, and Ian Horseman Sewell, managing director of the major events divison – have resigned after the company announced the findings of a review into its Olympic security contract. However, chief executive Nick Buckles has remained in his job. The board stated that Buckles should stay, “in the best interest of the company and all of its stakeholders”. The company was paid a £57 million fee to supply security staff for the London Olympics but had to rely on the army for back-up after failing to fill the posts. MPs on the Home Affairs Select committee last week called

for G4S to return the fee. Committee chairman Keith Vaz welcomed the resignations, saying they showed “G4S, at the highest level, has taken the report of the committee [and] the concern of the public very seriously indeed.” John Connolly, who joined G4S as chairman on June 8, said: “G4S has accepted responsibility for its failure to deliver fully on the Olympic contract. We apologise for this and we thank the military and the police for the vital roles they played in ensuring the delivery of a safe and secure games. “Our review of the company’s performance on this contract has been extremely thorough and, while the failures are largely

specific to the very special nature of this contract, we will learn from mistakes made. We are taking actions in relation to both the management and governance of G4S to ensure we continue to deliver the highest standards of customer service and contract delivery across the group.” London Mayor Boris Johnson supported the resignation as well. Speaking on LBC Radio, he had the following to say: “The rank and file, the troops on the ground, did a wonderful job; but when you look at what happened in the management of those hordes of G4S employees who did a great job – I’m not going to try and persuade them to stay this morning.” www.fm-world.co.uk

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NEWS

BRIEFS Problems delay meals

Olympics leaves flexible working strategy

SHUTTERSTOCK

Nearly half of London businesses that changed their office working to more flexible hours during the Olympic Games will consider continuing with the changes, according to a new survey from YouGov. YouGov polled over 500 senior decision-makers in London-based businesses to evaluate their experiences of flexible working. Almost half of the businesses (47 per cent) that tried out a new flexible-working policy during the Olympic period, say they plan to either keep it in place or reintroduce it soon. The move to new working practices was met with a positive reaction by employees from 77 per cent of London SMEs

who implemented them. Only 5 per cent met with a negative response. Further, 45 per cent also reported a positive impact on the business as a whole, with just 8 per cent reporting any negative experience. The research, carried out for software developer and cloudcomputing business Citrix, showed that 56 per cent of firms believe that flexible working is important to attract and retain the best staff. Around half (48 per cent) said it will become even more important in the next five years. This was particularly evident among younger staff, with 72 per cent of people aged 18 to 34 seeing this as important, compared to 41 per cent of the baby-boomer

generation (aged 55 and over). “This is excellent news for business,” said Andrew Millard, senior director, EMEA marketing for the online services division at Citrix. “The survey findings confirm that the Olympics has created a flexible-working legacy, with employers and staff reacting positively to new ways of operating, allowing them to be equally productive, wherever they are located.” Total sample size was 510 junior managers and above, in businesses of less than 250 employees in London. Fieldwork was undertaken between 5-11 September, 2012, carried out over the internet.

DEBATE

SAM KESTEVEN

FM World to run contract length webinar The second in a series of webinars addressing critical FM topics is to be run by FM World and sister title Supply Management magazine at 1.00pm on Tuesday 23 October. The event, sponsored by Office Depot, focuses on the argument that longer-term FM contracts would lead to more consistent service delivery by the service provider and a better relationship with the client. Questions discussed by the panellists will include: ● Would longer contract terms www.fm-world.co.uk

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mean stronger engagement and investment by the FM contractor? ● What is the optimum term length for facilities management contracts? ● Is there a conflict between procurement’s desire for financial competitiveness and FM’s desire for consistency of delivery? ● What are the potential disadvantages of extended term lengths? ● Is the fight for longer term lengths masking issues of inadequate management/service

benchmarking by the client? The panellists on the day includes Alan Barratt of Sodexo and Peter Jones, Head of FM EMEA at CB Richard Ellis. To register for the event, readers are invited to visit: REGISTER tinyurl.com/FMW-Web02Reg WATCH tinyurl.com/FMW-Web02Watch

Sodexo has apologised for keeping some of its new customers in Essex waiting for their ‘mealson-wheels’. Around 350 meals were delivered late during the first several days of the service, that started this month under a three-year contract. The deal worth £2 million annually was awarded by Essex County Council this summer. Sodexo announced the deal, saying deliveries were to go to 1,350 older and vulnerable adults across the county.

RAF museum caterers The Royal Air Force Museum at Hendon in London has been looking for expressions of interest to develop its visitor and event catering services. The appointed company will provide marketing support to the museum to develop event catering sales, in particular. The five-year contract will be let on a concession basis from May 2013.

Guardian Security sold Guardian Security & Fire has been sold to former Managed Support Services chief executive Simon Beart and business partner Thomas Howard. The UK FM merger and acquisition specialist Morphose brokered the deal, which completed at the end of June. Guardian is a security, fire systems and equipment management and maintenance business based in Canterbury, Kent. Guardian founder, managing director and sole shareholder Ian Golding retained Morphose in late 2011 to seek buyers and accepted an offer from Beart and Howard in May. Morphose provides businessorientated advice for people wishing to secure acquisitions for, sell or transform their businesses within the FM, support services or property sectors. Morphose is chaired by Oliver Jones and led by executive directors and co-owners Nick Atherton and David Millar. FM WORLD | 18 OCTOBER 2012 | 07

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Online sustainability forum welcomes visitors FMs and other professionals in the education sector are invited to share their experiences and thoughts on sustainability through a new online networking community. The Sustainability Exchange has been set up by the Environmental Association for Universities and Colleges (EAUC) at the University of Gloucester. It aims to provide an area for people in different institutions to interact and share their sustainability experiences via community forums, news feeds, an events diary, best practice guides, toolkits, reports, research, webinars and videos. “The dynamic sustainability sector, with constant updates to compliancy and new legislation means that the Sustainability Exchange adds value from day one,” said Iain Patton, chief executive of the EAUC. “Accessible via a website portal, the exchange will provide colleges, universities and other education providers with information and resources that were previously unavailable to many and, most importantly, all in one place.” The EAUC is a not-for-profit charity with a membership of over 300 universities and colleges, supporting sustainability within the UK tertiary education sector. To join the community, register at www.sustainabilityexchange.ac.uk For more information, contact Gill Ainge at gainge@eauc.org.uk.

The Trocadero sits in the heart of the West End, at Picadilly Circus

ALAMY

Trocadero set for ‘pod’ invasion London could be set for its first Tokyo-style ‘pod’ hotel after Westminster City Council gave planning permission to transform the little-used Trocadero in Piccadilly. Property investment and developer Criterion Capital, which bought the 2.7 acre site in 2005, has plans to turn the Grade II-listed building into a 583-bedroom hotel over seven floors. “The majority of the new 9 to 17 square metre (97 to 185 square feet) hotel rooms will be styled as windowless pods,” Westminster City Council said. Pod hotels are basically inexpensive, very small hotel rooms. They range from mausoleum-like cubby-holes, popular in Japan, to more spacious accommodation with room for a bed and shower, as in New York. According to the council, also planned are eight residential flats of one, two and three bedrooms on the first floor and mezzanine levels as well as more shops on the ground floor and a new rooftop bar on the ninth floor. Since opening in 1896 as a restaurant, the Trocadero has undergone many renovations for different uses including theatre, music hall, cinema and tennis courts. In 1984 the Trocadero was redeveloped as a tourist entertainment attraction that included a cinema and shopping complex, making it one of the largest in the UK. It was home to the UK’s first 3D IMAX cinema as well as arcade gamecentre Segaworld, which became Funland in 1999. But it fell on hard times and much the building was closed off during the first decade of this century, except from some ground-level retail and gaming shops. Plans to create a hotel with around 470 rooms on the Trocadero site were originally granted planning permission in 2008 and 2010. The current proposals incorporate the space previously occupied by Funland.

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CIBSE releases data centre design guide The Chartered Institution of Building Services Engineers (CIBSE) has published Data centres: an introduction to concepts and design, the latest document in its Knowledge Series. Aimed at owners, co-location developers, designers, contractors and operators, the publication provides guidance on some of the core considerations that need to be made in data centre design from a building services viewpoint. As the volume of digital data processed and stored continues to rise worldwide, the design of data centres has gained greater importance. Industry requirements for reliability, security and sustainability are underpinned by cost controls, which make the management of data centres ever more complex. Specifically, more attention is being paid to the demands for enhanced security, lower power usage because of increased electricity costs, uninterruptible power supply and new cooling techniques. To order a copy of KS18 Data centres: an introduction to concepts and design, please visit: www.cibseknowledgeportal.co.uk CIBSE publications are available free to CIBSE members.

FM Event: keeping squatters out Commercial property owners beware – squatters who previously targeted residential properties are making tracks for empty business premises, delegates at a vacant property presentation were told. All three panellists welcomed the recent act that moved squatting in residential properties from being a civil offence to a criminal one. However, under the Scottish legal system, it is also a criminal offence for commercial property squatting. However, there is some evidence that squatters have begun targeting more commercial buildings to avoid prosecution from residential squatting, said panellist Pauline Ledford, general manager for national commercial estate at Telereal Trillium. Ledford said her business has been monitoring some twitter postings and found reference to empty commercial buildings. She also said there could be, in future, a movement by rights groups to have businesses open up their empty commercial property as temporary homes for the homeless. A full report on the FM Event will feature in the next issue of FM World. www.fm-world.co.uk

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THINK TANK

WE ASKED 100 FMs… Where lies the best opportunity for businesses to reduce their carbon footprint? The majority of FMs believe a combination of on-site and offsite renewable energy is the best way to reduce a carbon footprint. A recent report by the British Council for Offices suggested that there needs to be a rethink about its use. The BCO’s 44-page report, On-site Renewables: an appraisal of the costs and benefits of delivering emission reductions in central London offices, suggested on-site renewable energy projects have failed to live up to expectations. The BCO said there needs to be more profitable ways to reduce a building’s carbon footprint. This includes off-site renewable energy-generation projects wherein a business buys renewable energy from the grid or has the electricity, gas or heating pumped directly onto site from large community, citywide or regional projects.

With on-site renewable projects 10% With off-site renewable projects 10%

With a combination of both 80%

Too much emphasis has been placed on roof-top solar power, building-mounted wind turbines and on-site biomass projects, the report said. But as one respondent said, on-site renewables may disappoint if the building fabric is not energy efficient. “Renewables need combining

with low-energy building design, starting with the basics of highinsulation and windows with low U-values,” he said. “One approach might be to apply the Passivhaus Planning Package to commercial, industrial and public buildings both for new-build and retrofit.” Read this article in full at www.fm-world.co.uk

BRITISH LAND

BCO: on-site renewables re-think Renewable technologies are not cost effective, resulting in developers and taxpayers being left significantly out of pocket, according to a report. On-site renewables: an appraisal of the costs and benefits of delivering emission reductions in central London offices by the British Council for Offices (BCO) challenges the effectiveness of some renewable technologies. The report says there needs to be more profitable ways to reduce London’s carbon footprint and questions the Greater London Authority’s policy that pushes for a 20 per cent reduction in commercial carbon emissions through the use of on-site renewables. www.fm-world.co.uk

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Ropemaker Place, London is one of several case studies in the report

The research, carried out by Sturgis Carbon Profiling, involved assessing 77 central London commercial office developments. Cost-effective alternatives recommended by the group include exploring the role of district and large-scale renewable installations, such as combined

heat and power plants. In addition, local authorities or flexible policies that combine on-site renewables with the purchase of carbon allowances from developers that exceed emission reduction targets could help encourage developers to go beyond minimum requirements. Several case studies are examined in the report, including Ropemaker Place, developed by British Land. Although this has reduced energy consumption, lessons have been learned, the report notes. Due to its city centre location, more efficient cooling and ventilation systems would have offered greater cost savings than a biomass boiler. Read this article in full at www.fm-world.co.uk

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ANALYSIS

New PFI system could cut longterm FM deals GRAEME DAVIES newsdesk@fm-world.co.uk

Before he moved into No 11 Downing Street, George Osborne described the Private Finance Initiative method of funding public works and service delivery as ‘discredited’ and just a year ago he put the scheme on ice, promising to devise a better way of funding such schemes. So it will come as a surprise to some when, later this month, he reveals the ‘son of PFI’, which is expected to be essentially the same system of funding with a few tweaks. Of course, there are wider issues at play here, the biggest

one being that the chancellor’s hands are tied by the country’s monster debt, which means he cannot take such hefty public spending back on to the government’s balance sheet. But later in October, Osborne is expected to announce that the bulk of costs involved in PFI construction projects will still be borne by the private sector and then paid off by the government over an extended period. This is where the existing PFI system has come in for most criticism, given that some projects have been paid off at punishingly high rates of

interest compared to the current relatively low cost of borrowing. Indeed, estimates suggest that the £55 billion-worth of PFI schemes currently underway in the UK will cost the government more than £120 billion by the time they are paid off. But efforts to persuade cashrich institutions such as pension funds to invest in PFI appear to have faltered, which leaves the government acting as backstop again. There is likely to be a little more public equity put into projects under the revised system, which will ensure public sector representation at management level, but the bulk of the initial spend will remain with the private sector. For FMs who also have construction arms, this is bound to be positive news. The government has essentially put capital works on hold for the past year, but the new PFI will mean a rash of projects can be announced in the autumn

Contract wins

NEW BUSINESS Balfour Beatty Living Places has won preferred bidder status for Leicester City Council’s public lighting contract. The eight-year contract, which began on 1 October, is valued at approximately £17.2 million. The project will involve converting almost all of the city’s street lights from sodium vapour tubes to lower energy LED alternatives. Sainbury’s has awarded a two-year cleaning contract to Servest MultiService Group. The award is for a range of cleaning tasks at the retailer’s regional distribution centre in Dartford, Kent. The 62,524 square 10 | 18 OCTOBER 2012 | FM WORLD

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metre (673,000 square feet) centre also houses a recycling unit and facilities for vehicle maintenance. Willmott Dixon has won an 11-month contract worth £3.3 million with the Royal Borough of Kensington and Chelsea’s Tenant Management Organisation. Willmott Dixon’s repair and maintenance company, Willmott Dixon Partnerships, will deliver repairs and voids maintenance services to 6,955 homes in the Kensington area. University Hospital Southampton NHS Foundation Trust has awarded Mitie a three-year security contract. The

contract with Mitie’s Total Security Management business includes car-parking management at the hospital, which is a major centre for teaching and research and one of the largest acute hospitals in the UK. The hospital provides healthcare to 1.3 million people living in Southampton and south Hampshire. Europa Services has won a multimillion pound contract to deliver total facilities management at Imperial West, Imperial College London’ s new campus. Teaming up with Voreda Real Estate Fund and Imperial College London, Europa’s three-year contract covers the delivery of services at the recently completed post-graduate accommodation building OCS has won a five-year contract with the Association of Chartered Certified Accountants (ACCA) to provide total facilities management (TFM) at six locations across the UK and Republic of Ireland.

statement later this year as the government attempts to jolt the economy into life with a construction boom. In the education sector alone there are 100 new school projects on hold. But there is some concern for the FM side of PFI, with talk that the government may try to reduce its long term liabilities by cutting the number of longdated facilities contracts that typically follow on from major construction works, but the detail of what the replacement mechanism for these will be is not yet clear. Nonetheless, some FMs are gearing up for the renewal of PFI as a growth area. The chief executive of Carillion, Richard Howson, said at its recent results that he was ‘delighted’ with the shape of the new PFI. His company has increasingly shifted focus to service delivery, with an emphasis on energy efficiency and is waiting for news of its bid for a £600m energy efficiency tender for Birmingham city council. Meanwhile, there continues to be activity in the secondary market where companies sell on PFI and Public Private Partnership projects to investors in a bid to raise funds to reinvest in fresh projects. In recent weeks, Skanska has sold a stake in three hospitals for £66m and Balfour Beatty said it had raised £52m from disposals in the first half of the year. What’s more, the John Laing Infrastructure Fund, which specialises in buying into secondary infrastructure projects recently raised £60m to invest further in the area. All this suggests that confidence in PFI’s longterm existence and value to the private sector remains high. Over to you, George. Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

12/10/2012 11:16

BUSINESS BRIEFS

Compass points to good growth Compass has announced that it expects group revenue growth of 8 per cent, with organic growth at 5 per cent in its annual results for the year ending 30 September. In a trading statement ahead of its results announcement for the year ending 30 September, the multi-national contract food services and support services company also revealed organic growth is expected to be 5.5 per cent. It is also anticipating that operating profit will increase by about 8 per cent, with margins slightly ahead of last year. The company states that its North America and fast-growing

DEGW now Strategy Plus Richard Cousins, group chief executive at Compass

3 per cent. Within this, southern European countries Italy, Spain and Portugal have seen likefor-like volume declines of about 5 per cent. Richard Cousins, group chief executive commented on the trading statement: “The fundamentals of the European business remain solid, but we are taking decisive action to protect profitability in the immediate future and improve operational efficiency over the medium term. Overall, the prospects for the business around the world are good and I remain confident that we will continue to drive revenue and margin growth.”

and emerging sectors have performed well throughout the year, with high levels of new business and a consistent rate of retention. However, with economic conditions in Europe continuing to decline, it has launched a programme of further costefficiency measures across the whole of its European operation, together with a comprehensive restructuring plan. The trading statement talks about increasingly negative like-for-like volume trends, which have accelerated in the second half of the year and are now running at -2 to

Mitie has entered the home care market with the £110.8 million purchase of Enara. Enara, the fourth largest provider of home care services in the UK, has a turnover of around £93 million. The business cares for 10,000 people through local authority, NHS and private pay agreements, said a Mitie statement. Mitie bought Enara from August Equity, a private equity company that had owned it since 2008, along with Enara’s senior management. The community care market is a significant strategic opportunity for Mitie and an ideal entry point into the health and social care sector, said the statement. www.fm-world.co.uk

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ISTOCK

Mitie buys stake in home care market

The demographic and economic drivers of an ageing population, together with on-going cost pressure is encouraging a shift both from hospitals and residential care homes towards greater care in the community. The provision of this care is increasingly being outsourced

by local councils and health authorities to the private sector, generating significant opportunities for growth. Mitie’s healthcare contracts were around 4 per cent of group turnover before the acquisition, which has raised this to around 9 per cent. “As health budgets get increasingly squeezed, both the NHS and health authorities look to doing things more differently and they’ll look at outsourcing,” said the statement. Enara itself has been growing through acquisitions and it now needs more infrastructure to support its growing services and clients, which Mitie can supply, a Mitie spokesperson told FM World.

Design consultancy DEGW is to be renamed and fully absorbed into its parent company AECOM. DEGW, the company formed from the names of its four principal players (Frank Duffy, Peter Eley, Luigi Giffone and John Worthington), was influential in bringing the American approach to facilities management to the UK when it was founded back in 1973. DEGW will be absorbed into Strategy Plus, a new practice at AECOM that brings together the strategy consultants of DEGW with AECOM’s planners, interior designers, architects and building engineers.

Skanska sells stake Construction group Skanska has sold its stake in three hospitals for around £66 million, but will continue to provide hard FM. Co-investor Innisfree, an infrastructure investment business, picked up Skanska’s equity in the three Public Private Partnership (PPP) hospitals – University Hospital Coventry, Derby City General Hospital and the Sherwood Forest Hospitals in Nottinghamshire. Skanska was also responsible for the design and construction of the hospitals.

Servest snaps up ECH Servest Group has acquired South African facilities consultants ECH Solutions. The new business will have a combined annual turnover of more than £270 million. Established in 1993, ECH Solutions is a division of EC Harris, providing project management services for the built environment. The group also acquired Stag Security Services in May 2012 in its bid to become one of the leading multiservice providers in the UK. FM WORLD | 18 OCTOBER 2012 | 11

12/10/2012 09:50

FM BUSINESS IN FOCUS

THE ISSUE Mitie’s acquisition of home care provider Enara is one of many mergers highlighting the current risky nature of the UK FM market

THE INTERVIEWEE Richard Holden is director of Catalyst Corporate Finance, and head of its business services sector

Dare to care Mitie’s £110 million purchase of home care provider Enara propelled the FM group into a totally new business area. Enara, with 6,000 employees, has a turnover of around £93 million and operates in southern England and South Wales. Mitie will not re-brand Enara at the moment, preferring to add value to the company and expand the business around the UK at a later date. “It was quite a brave move for Mitie, inasmuch as it’s an area that is highly visible, publicly,” said Richard Holden, director of consultant Catalyst Corporate Finance and head of their business services sector. Home care for the elderly and infirm is a growing business because of Britain’s ageing population. But home care is also an area where mistakes get a lot of airing in the media, he said. Last year, care provider Southern Cross hit the headlines over its inability to pay the rent on its care homes, putting in jeopardy services to more than 30,000 residents. The Mitie deal also indicates a

move away from being a purely FM delivery company, he said. “Enara is truly an outsourced services business, but importantly it involves dealing with people and not a building.” Many FM companies deliver predominantly blue-collar services. Mitie’s acquisition moves it more towards the like of Serco and Capita, which both deliver business process outsourcing services that are more general administration or specific, technical white-collar and high value-added offerings. Apart from security services, Serco also operates clinical pathology laboratories while Capita handles a lot of backoffice, business process contracts, including the BBC’s TV licencing. Risky business The acquisition comes in a mature UK and European FM market where big deals are getting harder to do – or are more risky because of the faltering Euro economies of Spain, Portugal, Italy and Greece. UK FM companies are looking at mergers and acquisition (M&A) activity further afield, especially

to the Middle East, according to a recent M&A report from Mergers Alliance, a group of international corporate finance specialist companies – including Catalyst – that provide M&A advice. Worldwide facilities management (FM) deal volumes for the first half of 2012 are 40 per cent ahead of the same period last year, according to the report. Cross-border deals accounted for 20 per cent of FM M&A over the past three years with the balance being mainly domestic infill of additional services or localities. But this international M&A activity has grown to 30 per cent in the first half of 2012. In April OCS bought Indian FM business Absotherm Facility Management as part of its £37.5 million entry plan into the market. OCS already operates in Thailand, China and Singapore. OCS subsequently bought Mumbai-based Radiant Hospitality, an FM company previously operated by Lighthouse Funds, which was looking for a quick exit. “Private equity continues to invest in the sector attracted by the buy and build opportunities,” the report said. However, the economic downturn has delayed or thwarted the exit plans of several large rivate equity-backed FMs private – most notably, GS apital Partners and Capital QT failed to exit EQT heir investment their n ISS as G4S in hareholders shareholders oted against voted a merger. FMs looking att mergers are argeting more targeting esilient endresilient

markets, such as the defence and pharmaceutical sectors. Customers in these sectors are less focused on short-term cost-reduction initiatives and more on avoiding business disruption. This is achieved through building trusted relationships with their suppliers, the report said. The TFM model of delivery continues to grow its share of the larger contracts market, putting pressure on growing FMs to invest in high-calibre people and systems to be able to manage a single source contract across large or multi-site customers. M&A by global region The UK is generally accepted to be the most mature market, with Western Europe and the US following close behind. The report further states that the Middle East is very immature, but there are pockets of strength, particularly in UAE and Qatar. The country with the largest potential is Saudi Arabia. Inbound M&A activity in Russia has been limited. But some highprofile global players already operate in Russia. China remains a rapidly maturing market dominated by cheap labour yet with significant potential. ISS entered the market by acquiring three market-leading businesses in catering, property management and cleaning. The growth in the Chinese property and industrial markets is significant yet procurers of FM services remain relatively unsophisticated. David Arminas is FM World’s news editor

“It was quite a brave move for Mitie, inasmuch as it’s an area that is highly visible, publicly”

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12/10/2012 11:16

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09/10/2012 11:12

FM OPINION THE DIARY COLUMN ROGER AMOS

Roger Amos is head of property and HR shared services at the London Borough of Ealing

“WHILE OUR CONTINGENCY PLANS STOP SHORT OF TELLING PEOPLE TO TAKE THE BRACE POSITION, WE DO NEED TO MAINTAIN CREDIBILITY” IT’S N OT JU ST A BO UT WI N N I N G

ontingency planning went under the radar in London this year. Roger Amos looks at the success of the 2012 Olympic Games off the track and field for the FM sector

With summer now behind us, an autumnal feeling in the air, and a new term beginning at school, I’ve reclaimed a little of the time I lose every summer; now, I’m back in a traffic jam on the M4 every morning, pondering my usual collection of random thoughts. My thought for the day was to look back at the amazing summer of sport we’ve all witnessed, and marvel at the planning that must have gone into it. Putting to one side the fine-tuning of the athletes for one minute; we in Ealing, like most organisations in London, gave careful thought to the

Olympic and Paralympic Games, and what contingency plans we needed to put in place from an FM and planning perspective. I’m sure most of you reading this will second-guess many of the debates we had – from worrying if those travelling from east to west London would arrive at the Olympic Park on time, to preparing a plan in the event of a worst-case scenario unfolding somewhere in the capital. After I dissected this in my thought process, managing to travel a further 100 metres east along the M4, I started thinking

about this issue of business continuity in general for FM teams – the standard line usually heard on an aeroplane or the Isle of Wight ferry: “In the unlikely event of an emergency...” For FM teams this is an occupational hazard and key to us demonstrating our worth as professionals in any organisation. We must tread that fine line between sensible planning and being seen as ‘overzealous’. While our contingency plans generally stop short of telling people to take the brace position or don a life jacket, we do need to maintain credibility in our day-to-day service in order to provide assurance and maintain our customers’ attention – from evacuating a building to the more medium-term emergency planning scenario such as getting critical

front-line services up and running as quickly and as effectively as possible. While Ealing has its own civil contingency team, our FM team must ensure that we are ready to play our part if the need arises. FM is often seen as the invisible service – called on only when things don’t work or need maintaining; but it is so much more than that and we mustn’t lose sight of that fact. So my thought for the day – we must keep working hard to maintain and enhance our credibility as professionals because there will be times when the unexpected will happen and we as FM’s will need to be prepared to play our part. My other thought for the day – consider an alternative route to work tomorrow.

BEST OF THE WEB Views and comments from across the web Have you experienced poor building design that has impacted on your FM operations? (BIFM LinkedIn group) Ben Reynolds: Accessibility for replacing lighting within atriums. For example, take a threestorey atrium – very aesthetically pleasing, however when no roof or ceiling void access has been installed and traditional lighting has been used, changing 14 | 18 OCTOBER 2012 | FM WORLD

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the bulbs becomes a nightmare and costs spiral. John Bowen: The frontage of one site that created a vortex either side of the entrance. This might not have been so bad had it not been for the fast food outlets along the street and the discarded packaging from their products decorating the twin 35-foot high whirlwinds. On another site (design award winning), there was no way to access the inside

of the atrium to clean it or maintain the lighting without using a cherry picker. The architect had not allowed for the floor loading involved in using one though... In response to “Experts urge cultural fit with FM suppliers” (FM World) (BIFM LinkedIn group) David Stubbs: This is something I’d love to see more of but as large organisations struggle to

get their own corporate culture established from within, are we really going to see this developing? I hope so. Many of us say that we need to deliver expectations. How do you do it? (FM Professionals UK LinkedIn group) John Doyle: Never overpromise and under-deliver. That is the kiss of death with the client. Manage the expectations by

understanding customers’ personal and business drivers. Clients in this changing economy want it better, quicker and less expensive than the incumbent. David Lawson: Clear definition and no grey areas are what service agreements should be about, then it is a case of sensible individuals interpreting the contract and building a partnership in which all sides win. www.fm-world.co.uk

12/10/2012 11:17

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

BEST OF THE

FMWORLD BLOGS

FIVE MINUTES WITH

People ARE facilities management… Jason Gurd, FM World Rising Star and facilities evangelist

www.fm-world.co.uk

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NAME: Wendy Cuthbert JOB TITLE: Global head of FM, Barclays Bank Plc – and the new Facilities Manager of the Year

I was really taken aback to win Facilities Manager of the Year. With the strength of the field, I genuinely didn’t expect to win. FM is still seen as the department that keeps giving. I still think that in the boardroom they see us as an area in which they can make savings; that they don’t view FM as an area that can make a strategic difference. Against our real estate partners in the boardroom, I still think that FM loses out slightly. People are beginning to realise that if you have an FM strategy it will make a difference to the bottom line, and that if you pursue that line you’ll actually make a real difference, affecting everyone who works in your company, and also the customers you serve every day. In terms of FM talent, the trend is positive. I think that’s reflected by the calibre of the people that are coming into the industry now. In terms of the models we currently have, and integrated FM specifically, the UK is leading the field. Europe is hot on our heels, and in terms of the Americas and Asia Pacific they have some ground to cover – but absolutely in terms of talent and ability the UK is very much leading the market. FM is an amazing career. It wasn’t my first career but it’s the one I love and the one I’m passionate about. I think it offers huge potential to people. If you love customer service and dealing with people, then no day is ever the same. You get huge variety. I can honestly say that I have never ever been bored, and never wanted to do anything since I’ve been in facilities management other than FM. SIMPLY PHOTOGRAPHY

Facilities are workplaces, buildings, installations – and as FMs, it can be tempting to think that our job is to look after these facilities. But is it? Some would say our real job is to manage the people that look after them. We recently had a visit at work from one of our top VIPs. It’s a pretty rare event – the last being about three years back. Naturally, we wanted to put on a good show, so I assembled the whole team for a hotel-style walkthrough of the schedule and locations that might be visited to ensure readiness. They really enjoyed the process and went at the task with relish. I thought it was a great success. Afterwards, my cleaning supervisor took me to one side, concerned that I might be worried about the impending VIP visit. “Don’t worry”, she told me, “she’s actually a lovely person and is always really nice to me”. It turns out that this god-like executive often chatted to her from across the globe while she popped in to clear the video conference room between meetings. In fact, she made a point of talking to her during the visit too. I think it’s a wonderful story and one I absolutely love to share, because it shows that whoever or whatever we are in work, at the end of the day we are all still human beings. So where did my recent interest start? Well it started with a contract renewal. We felt that there was some room for improvement with the existing service and decided to speak to some alternative providers. We got an interesting spread of responses. Some talked about cost, some about management, some impressed us with gadgets, but the ones that really fired our imaginations were those who talked about people. The arguments were compelling; they would guarantee a better delivery of service by using the tried-and-tested technique of working with their people and treating them well. They would encourage them, train them, share the vision with them, respect them and above all, ensure that they understood that their roles were pivotal to achieving success. It got us thinking; could it really be that easy? And we realised yes, it could. An important step in becoming a manager is the realisation that, regardless of how it might appear on the org-chart, you are generally much less vital to the day-to-day running of the organisation than anyone further down the heirarchy than you. If your receptionist phones in sick, it disrupts your entire business; visitors don’t get the right instructions, vital calls are missed or badly handled and someone gets dragged from what they should be doing to provide cover. On the other hand, if you phone in sick, the meetings just get postponed. I don’t think of myself as a great manager of people; I only have a couple of years’ experience at it, so this post is not a “how-to” guide to management, as much as it is my thoughts on how good management is about recognising the role of people. I would say that I do recognise the importance of great management and I try my best to provide this to my team. I’m fortunate enough to have had some excellent managers in my time and have some first hand experience of great managers at work. Also thanks to my employers and the BIFM, I’ve been exposed to some great training and met a number of inspirational management gurus and thought-leaders, whose experiences I’ve tried to draw on as much as possible. I see the role of the manager as being to get the very best out of those who work for them: to motivate and inspire and to provide them with the tools and resources they need to do the job in the best way possible. In short, it’s our job to do what our people need, not the other way around. Read the full article at: bit.ly/SBfaJ1

Profiles of Wendy Cuthbert and Keith Alexander, winner of the Overall Industry Impact award, will appear in our 1 November edition. Turn to p.18 for a full report on the 2012 BIFM Awards. FM WORLD | 18 OCTOBER 2012 | 15

12/10/2012 12:50

FM EVENT PROCUREMENT WEBINAR

BRAND AMBASSADORS Co-hosted by FM World and Supply Management magazine in association with Interserve, a recent webinar focused on how FM service procurement impacts on the client’s brand. Four panellists discussed the importance of aligning the values of buyer and supplier

DEVELOPING A ONE-TEAM APPROACH Tony Sanders, managing director – commercial, Interserve The research we conducted with Sheffield Hallam University looked at what drives the outsourcing decisions of participants. Finance, service and technical knowledge are high on the list, but areas such as risk management, technical knowledge and freeing-up time to focus on core business are actually where businesses are seeing the benefits of outsourcing. However, the biggest gap between expectation and delivery was between financial savings and service-level improvement. In a roundtable discussion organised with FM World in June, we looked at the issue of service improvement and what drives FM as the face of your brand. A view that was strongly expressed at the time was that there was maybe not enough discussion about the impact FM providers can have on our customer’s brands – this issue isn’t being talked about at the procurement stage. Yet as the FM provider, our contact with the client is through every person in every location, every day. This can be expressed in four ‘zones’ – arrival, visitor experience, employee and back office. Brand values vary depending on the context. The satisfaction of visitors with the facilities is a key touch-point, but how employees are treated can also impact on how the brand is perceived, as much as ensuring compliance. The key thing is that it’s one team working together for all customers.

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REALISING THE LIMITATIONS Dave Wilson, director, Agents4RM It’s important not to confuse logos with brand values. FM can have an impact on brand, but only in certain circumstances: in a space where the organisation has sole control; for consumers, in a retail context (and not usually elsewhere); for investors (at head office); and for employees, suppliers, clients – everywhere they come into contact with the organisation. You have to know the boundaries. Buildings and services can represent brand values extremely well, but organisations need to see that they cannot outsource their own brand promise. I would argue that FM providers cannot critically affect the brand – all they can do is help support delivery of brand values. What FM procurement must do is express brand values clearly in their tender documentation. This can be really difficult to do. You have to express the behaviours that are consistent with those brands, which is also hard. Then you have to explain the outcomes that flow from those behaviours. So, we’re not just talking output from services now, we’re talking about specific outcomes that are quite intangible and difficult to measure. That’s not how most buyers draft specifications. We get what’s easier to express, what’s possible to achieve. These tend to be relatively superficial things, such as badges and uniforms, ‘one team’ training for facilities staff, highly bespoke services (often with overstated requirements, simply to distinguish the service), lots of prescriptive injunctions on how to deliver, requirements for consistency of delivery and performance, and standardised procedures – even where the client estate and function is highly variable. These are not the same as the brand promise. When writing specifications it’s quite easy to go down the prescriptive path in an attempt to protect the brand, One key point is that you must procure a partner, not a supplier – you need to work with people whose culture aligns with yours.

www.fm-world.co.uk

12/10/2012 10:29

Sponsored by

WINNER: Mitie Client Services Mitie Client Services FM provider Mitie believes that ‘client is king’. Whether its at Rolls Royce and Bank of America Merrill Lynch or Channel 4, Mitie has focused on their client’s business objectives and adopts these as their own. It’s critical, says Mitie, that they design a service for their customers that is “change-sensitive” to meet their client’s core business needs. At C4 the emphasis is on helping create and maintain a climate the bolsters the “All for one” culture. Mitie has worked in that culture since 2007, when it took over reception, mail room, switchboard and helpdesk. That contract was extended and expanded into a TFM deal last year, employing 79 people. When Bank of America merged with financial consultancy Merrill Lynch in early 2009, Mitie, which had been with Bank of America, created a global multi-lingual telephony service for the merged business. Interviewed after the event, David Howorth, director of operations, said: “We sit down and talk to the client about their objectives. The benefit is, we bring best practice from the different clients and institutes we work across; we can add to that.” And at Barclays, Mitie introduced iPad technology to make the FM team more mobile, flexible and responsive to the client’s needs. Mitie also introduced ‘welcome hosts’ – employees who circulate among visitors, acting as helpful ambassadors in reception areas.

Mitie wins with its ‘client is king’ philosophy (above) www.fm-world.co.uk

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LEARNING AND CAREER DEVELOPMENT (NEW AWARD FOR 2012) Sponsored by

WINNER: Interserve Skills development at Interserve The business case for Interserve to invest in training is compelling. In the past five years, Interserve’s workforce has risen from 11,000 to 29,000. By 2015 the company anticipates up to 45,000 employees. But only 10 per cent of employees have daily access to any form of IT. Also, the majority of employees are part-time, have low levels of literacy and numeracy and many don’t have English as their first language. Around 70 per cent of the workforce joined through TUPE. To engage its employees Interserve needs high-quality management leadership throughout the company. Part of the engagement – also to foster that high-quality management within the organisatioin – is Interserve’s approach to learning and development. A bespoke i-Learn curriculum uses a variety of tools including, e-learning, workshops,

mentoring, coaching and technical and professional qualifications. From induction through to senior leadership programmes, there is something for everyone. “We start with the end in mind,” said John Lambert, Interserve’s HR director, after receiving the award. “All the training and development we do is aligned to the business goals. Part of that is part is developing our people because we’re a people business.” Alongside the i-Learn curriculum, Interserve recently launched a career-mapping tool that allows current and future employees to chart their career path through the organisation. It provides clarity on the typical knowledge, skills and behaviours expected at each stage. Between 200 and 250 people are undertaking an accredited learning programme at any time and has helped 220 employees become qualified security guards. FM WORLD | 18 OCTOBER 2012 | 25

12/10/2012 11:18

FM CASE STUDY MARTIN READ

CONSTRUCTION AND PROJECT MANAGEMENT: GALLIFORD TRY PRINCIPAL FM PROVIDER: SGP PROPERTY & FACILITIES MANAGEMENT FACILITIES SERVICE SUB-CONTRACTORS: MODUS (M&E), RENTOKIL INITIAL (PEST CONTROL), GSF (CLEANING), OLTEC (SECURITY) WASTE SUB-CONTRACTORS: 1ST CLASS HYGIENE (HYGIENE WASTE), RECONOMY (RECYCLING, GENERAL, CONFIDENTIAL) NUMBER OF HISTORICAL RECORDS HELD: 26,000 NUMBER OF BOOKS: 250,000+ EXPECTED VISITOR NUMBERS: 1,000,000 PER ANNUM SIZE: 10,000 SQUARE METRES OVER FIVE FLOORS STUDY STATIONS: 800

THE HIVE/JAMES WATKINS PHOTOGRAPHY

When Worcester County Council realised that an old city-centre library building was not fit for purpose, it opted to pursue a unique collaboration with the University of Worcester. Martin Read reports on a striking new community facility that brings together what might once have seemed competing services under a distinctive new roof

PLAN BEE

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www.fm-world.co.uk

12/10/2012 11:18

THE HIVE

t’s not difficult to spot The Hive. Turn left out of Worcester’s Foregate Street and keep your eyes to the right; you don’t need to look out for road signs – the golden cladding of this extraordinary new development is distinctly visible above the rooftops. When Bath-based architects Feilden Clegg proposed the way this building would look, the various interested parties realised that the locals would either love the look or hate it. Much has flowed from the concept behind the building. ‘The Hive’ was so named to represent the “purposeful activity and sense of community” it is designed to house; the facility’s distinctive golden ‘honeycomb’ cladding is obvious in that context. On first sight, it is easy to understand how it has divided opinion in the city – the design was also meant to mirror the shape of the local Malvern hills. So how did this bold building come into being? The parties involved in the PFI are Worcestershire County Council and the University of Worcester. The former regional development agency for the area, Advantage West Midlands, was also involved in providing funding. The Hive was funded through almost £41 million in PFI credits, £10 million from higher-education funding and a further £7.1 million from Advantage West Midlands. The land on which it stands was originally destined for a retail development, but a walk around Worcester confirms that the city

www.fm-world.co.uk

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of 98,000 residents doesn’t lack for established retail space. In 2004, the city’s public library service realised that its existing facility was no longer fit for purpose and that modernising it would be uneconomical. (The former city centre library has since been converted into a museum.) At the same time, the University of Worcester was considering the development of a new campus as well as looking to improve its learning resources. The seeds of a plan were sewn, with The Hive being the culmination of eight years’ work. In 2009, Galliford Try was announced as preferred contractor for the design, build, finance and operation of the new building. Service provider SGP Property & Facilities Management was involved with Galliford Try at the bid stage and is now running FM as part of the PFI arrangement’s 31-year contract. SGP’s implementation project manager Deborah Sharpe was involved in the latter stages of the construction process, taking part in design team meetings and working with interested parties and FM groups on service delivery. “It was quite an unusual project,” she recounts. “The parties involved were all quite specific about the way that they FM WORLD | 18 OCTOBER 2012 | 27

12/10/2012 09:54

FM CASE STUDY MARTIN READ

Metal detecting: the distinctive copper cladding is locally sourced

wanted the project delivered and adamant all the way through that they wanted it to be an open, warm and welcoming building. So for example, while they wanted some security presence, they wanted security personnel to be seen by visitors as more of a concierge role. “I wanted all of our supply chain and staff to buy into that warm and welcoming theme from the very beginning. And, as everybody from our various sub-contractors is badged SGP, it was important for us that they be singing from the same hymn sheet.”

Creating a buzz The initial consultation on the building’s design and functionality also involved local schools and council estates. “Local people were able to have their say on the building before it was designed,” says Sharpe. “The response was that they wanted a welcoming place, somewhere safe to be outside, modern yet sympathetic to the surroundings and a place where help would be readily available.” Co-ordinating the project with public transport also featured strongly on people’s minds.”

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Building began in 2010 and The Hive opened to the public this July (followed by an official opening by the Queen a week later). Worcester’s city centre is on one side of The Hive, with the university’s new city-centre campus on the other. The design has been short-listed for ‘BestDesigned Project’ and ‘Best LocalGovernment Project Team’ in the Public-Private Finance awards. The Hive opens to the public from 8.30am until 10pm, seven days a week – and will extend even these hours around the academic year as required. To all parties’ knowledge, this model has never been undertaken before in the UK – or indeed Europe. Mark Champion is the site’s FM, having taken on the role in the months leading up to the opening. Champion manages the facilities team and liaises with the sub-contractors. “It’s been a real learning curve for everybody involved,” says Champion. “They estimated at the beginning that there would be a million visitors a year, but that is one of the interesting things about this whole project. This is a completely different type of building. You’ve got people who have worked in a department for 40 years in one place and they’re now coming into somewhere new to work.

People from the university though have always been in a fairly modern environment, so for them it’s not been that much of a change. But getting everybody to work together has been really interesting, finding out what their expectations of each other were.” The council services staff were the last to move in. The local authority customer services centre on the ground floor is known as ‘the hub’, and is where residents can come to deal with housing benefits, council tax issues and licence applications. This adds an additional dynamic to the overall facility, making it a place with seemingly competing aspirations – a place of learning, but also a place to complain about council services. In fact, the overall feel

“To all parties’ knowledge, this model has never been undertaken before in the UK – or indeed Europe”

www.fm-world.co.uk

12/10/2012 09:54

THE HIVE

Windows in the ceiling allow the Hive makes the most of natural light

of the building, with its builtin creché and café, is of a true community offering for 2012 – a refreshing thing to see. Laura Worsfold, business development manager for Worcestershire County Council and the University of Worcester, now acts as the main liaison between the tenants and the FM team. It’s part of her job to promote the building and get the business rooms let for events. Understandably, all parties are keen to see the facility used by as many people as possible. As well as performance space, the Hive has a number of meeting rooms for hire. (Worcester has previously lacked for decent business-meeting space, with even some of the consultation meetings ahead of the Hive’s construction held in a variety of curious locations.)

Sustainable future As a facility, the Hive is an exemplar of contemporary sustainability thinking. The design has been rated BREAMM Outstanding. The site is heated by a 700kW biomass boiler with two natural gas boilers as back-up (The wood chip used is locally sourced.) The internal load-bear concrete pillars were specified for their thermal properties, while for cooling the building a pump www.fm-world.co.uk

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fetches water from the River Severn (400 metres away) and uses it as a heat sink. Says Champion: “We take the water from the river, have it go through the heat exchangers and then back down to the river again; it’s reducing the energy required from the normal operation on the chillers.” Rainwater harvesting serves the toilets and landscaped gardens, although Roman remains found during excavation mean that the harvested water tank has had to be tucked in to the side of the building. The amount of natural light from the ceilings is significant, and expectations are that CO2 emissions against general use will be 50 per cent down on the same type of use in the previous buildings. Water consumption is also reckoned to be reduced from 5 to 1.3 cubic metres per person. The distinctive copper cladding is locally sourced through Worcester-based KME using TECU copper cladding, while the paving on-site is stone from the Forest of Dean. At the time of our visit, the Hive had seen 200,640 visitors since its opening in July – an average of 2,500 a day. To put that into context, the regional population is 500,000 and Worcester’s, just 93,000. With the

university population set to settle back into the academic timetable in October, Mark Champion is about to see The Hive operating at full capacity. Says Sharpe: “Even though the building’s been open since July, because it is so different and there’s a lot more going on they’ve still got an awful lot of people coming in to help visitors as they come in. One thing we thought might be an issue is that there’s no reception as such. There are information points when you first come through the door if you don’t really know where you’re going. But they’ve worked extremely hard at making people feel welcome, and also showing them how to use things.”

Waxing and waning Champion expects to adapt to as-yet untested events. You know when the schools are on holiday that we’ll have kids coming in then, and we know when the students will be here. We also have mother and toddlers groups as well in the children’s areas, and archaeology and genealogy events too. We are just finding out the trend of all that activity.” Whether the Hive can act as a model for similar developments in the future remains to be seen, but there’s no doubting the facility’s unique appeal. FM FM WORLD | 18 OCTOBER 2012 | 29

12/10/2012 09:54

FM FEATURE CONTRACT MEDIATION BEVERLEY VARA

THE NEGOTIATOR

Beverley Vara, FM World’s regular legal contributor, explains why mediation over contract disputes is favourable to litigation – and how FMs can approach it hat does contract management mean for facilities managers? It’s ensuring that the organisations to which contracts have been awarded actually perform – and perform well. Most of the time, contractors do a great job and there are no difficulties. Sometimes there are difficulties and those can be easily managed through usual negotiation. Occasionally however, relations deteriorate; solicitors’ letters are exchanged, and it seems inevitable that the parties are heading for a showdown in court. Obviously, that is one way to resolve the dispute. The court process is often criticised for being slow and expensive, but there are occasions when it is the

ILLUSTRATION: TOM JAY

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only viable route for the parties to follow. That said, legal practitioners in the UK are increasingly supporting and promoting alternative forms of dispute resolution, in particular mediation, to resolve differences that arise between parties. Seemingly intractable problems can be solved by mediation, which has a very high success rate. This is particularly important where the parties have an ongoing contractual relationship they wish to preserve. The essential difference between resolution in the courts and resolution through mediation, other than (usually) speed and cost, is that in court, a third party, the judge, decides who is right and who is wrong: there is a winner and a loser.

Mediation, on the other hand, is a process whereby the parties come to a facilitated agreement to resolve their dispute. It is possible to introduce elements outside of the scope of the existing dispute into the settlement and, very importantly, there is an opportunity for all parties to have their say. Those reading this may think that a litigation solicitor writing an article such as this is akin to a turkey voting for Christmas. But litigators have enthusiastically embraced mediation as an additional means of achieving the best result for their client. In addition, the courts are increasingly keen that mediation should be used as a tool to resolve disputes. See, for example, the case of Rolf v De Guerin [2011] EWCA Civ 78 (see box). www.fm-world.co.uk

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FM FEATURE CONTRACT MEDIATION BEVERLEY VARA

So what is mediation? Mediation is a confidential process whereby the parties agree to meet on a ‘without-prejudice’ basis in an attempt to resolve a potential or actual piece of litigation. Unlike in formal litigation, there are no set rules that need to be followed in terms of process. The usual format is as follows: The parties agree to mediate and decide on a suitable mediator.

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They each prepare a position paper that is submitted to the mediator in advance of the agreed mediation date. Those papers are typically quite brief, although they may be supported by documentation to illustrate the point being made.

The mediator reviews the position statements so that he/she understands what the arguments are from the different parties’ perspectives and may well speak to each individual party (or their legal representative, if appointed) before the mediation.

On the mediation day, the mediator is there to facilitate a settlement rather than to impose it.

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The day usually starts with all the parties together in a combined session. The mediator may invite the parties to discuss some aspects of the case in that session, or after introductions. They may then divide into separate rooms, the mediator moving between the different parties, speaking with each of them confidentially (although he is likely to invite them to meet in a joint session later on).

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The idea is that the parties trust the mediator and are prepared to tell them what a good outcome would look like for them.

What any party says to the mediator in the confidential session remains private for them unless or until they give expressed authority to the mediator to share some part of what they have said with the other parties.

During the course of many meetings throughout the day, typically the parties develop further trust and rapport with the mediator until one of them will finally say something that

unlocks the dispute and allows it to be settled. Sometimes, simply having the opportunity to say how badly let down and angry they feel about a particular issue is sufficiently important for one party to break the blockage that was preventing settlement before. Sometimes an explanation for why something has gone wrong can be offered up that makes the behaviour complained of less offensive in the other party’s eyes. Sometimes, the contractual agreement between the parties can be varied in a way that suits both parties because often different elements of a complex contractual dispute have different

levels of importance to the different parties – something vitally important to one can be conceded by the other if they get something else in return, which is very important to them but of less importance to the other side. It is easy to be sceptical about mediation. It’s often argued that if an agreement could be reached, then it would have been reached in the ordinary course of business. Mediation does, however, have a very high rate of success and that is why it is so encouraged by the courts. FM Beverley Vara is a partner at solicitors Allen & Overy LLP specialising in real estate litigation and is a CEDR accredited mediator

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12/10/2012 09:56

CONTRACT MEDIATION

CASE STUDY

The view from the courtroom Mediation is encouraged to the point to which there are cost penalties for those that refuse to mediate, and this is where the case of Rolf v De Guerin, mentioned earlier, becomes relevant. In brief, the facts of the case were these: a builder, Mr De Guerin, had entered into a contract to extend the home of Ms Rolf. The building works did not go smoothly and the judge found that one of the difficulties with the works was that the husband of Rolf played an “aggressive and interfering role” that led to the breakdown of the contract. Additionally, Rolf stopped paying the weekly payments due under the contract, which De Guerin claimed amounted to a repudiation of the contract that he accepted by walking off the site. After this, Rolf instructed other builders to finish the garage and she claimed from De Guerin the cost of those additional works. Rolf wrote to De Guerin offering to settle or mediate several times, but these offers were largely ignored by De Guerin until just before the trial. No agreement was reached and the trial took place. At trial, Judgment was given for Rolf but for much less than the amount that De Guerin, had offered to pay (albeit his offer was to pay by instalments). Costs were awarded in favour of De Guerin and this cost award was appealed. Rolf argued on appeal that although her offer to settle was pitched too high, the letter showed willingness on her part to settle, as did her offer to mediate and meet to discuss settlement. These were all matters that went to her credit and conduct of the claim. Her barrister argued that, in the circumstances, the court should exercise its discretion and further, the offer that De Guerin had put in the week before trial could not have been made in good faith in light of his acknowledged financial difficulties. De Guerin said that he had been unwilling to mediate because if he had mediated he would have had to accept “his guilt”. He said that he would have

been unable to persuade a mediator what Rolf’s husband (Mr Meslati) was like. He felt it important that the judge saw for himself at trial when Meslati gave evidence, and in any event he “wanted his day in Court and he was proved correct”. The Court of Appeal allowed the appeal and exercised their discretion to make an order so that there would be no order as to costs. One of the factors in the court deciding on its amended order was Rolf’s willingness to settle. De Guerin spurned this offer until it was too late and even then his offer to settle, mediate or meet was undermined by his difficult financial situation. The court felt it was completely clear to De Guerin from the very first that Rolf wanted to avoid litigation if she could and was willing to settle at a figure that was far lower than her claim. Moreover, even that figure was plainly negotiable as was clear from her anxiousness to mediate or meet and her stated desire to avoid the expensive litigation. The court was not convinced by De Guerin’s reasons for declining mediation. Tellingly, it said that “as for wanting his day in court, that is of course the reason why the courts had been unwilling to compel parties to mediate rather than litigate: but it does not seem to be an adequate response to a proper judicial concern that parties should respond reasonably to offers to mediate or settle and that their conduct in this respect can be taken into account in awarding costs”. They found the conduct, that had to be considered in determining costs, could include the reasonableness of a party’s response to mediation and “the Judgment of Lord Justice Brooke in Dunnett v Railtrack Plc, where he said that skilled mediators are now able to achieve results satisfactory to both parties in many cases which are quite beyond the powers of lawyers and the courts to achieve”.

“THE JUDGE FOUND THAT ONE OF THE DIFFICULTIES WITH THE WORKS WAS THAT THE HUSBAND OF ROLF PLAYED AN “AGGRESSIVE AND INTERFERING ROLE” www.fm-world.co.uk

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FM MONITOR GRAHAM WRIGHT

LEGAL UPDATE

Graham Wright is legislation specialist at Daikin UK

T HE F U TU RE O F R EFR I GER A N T S

ith the phase-out of HCFC refrigerants, W there is much debate as to which refrigerant is best placed to replace the ones in use today, explains Graham Wright The use of HFC refrigerants in air conditioning systems is a hugely complex issue. There is much debate on which gas will be most widely adopted as the next-generation refrigerant for air conditioning, heat pump and chiller systems, in the hope of maximising energy efficiencies and mitigating future global warming impact. The likely candidates are R32, Propane (R290), CO2 (R744), and HFO blends, each with its own advantages and disadvantages. It is vital to assess the use of refrigerants based on five factors: 1) ozone depletion potential 2) global warming potential 3) natural resource efficiency 4) affordability 5) safety Ozone depletion potential must be zero. This is a given (due to the global Montreal Protocol agreements and EU Ozonedepleting regulations) and requires no further justification. But Global Warming Potential (GWP) is slightly more complicated. GWP must be considered from an entire Life Cycle Climate Performance (LCCP) perspective. This means that the total energy used over the life of one air conditioning or heat pump unit is converted to its global warming equivalent (indirect emissions), then the global warming equivalent of the direct refrigerant emissions is added to this. This method gives a much more accurate evaluation of the true global warming impact 34 | 18 OCTOBER 2012 | FM WORLD

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of a unit throughout its life-cycle. Looking only to the GWP value is, therefore, not the correct way to assess refrigerant options, as a unit with a ‘medium’ GWP may have a lower total impact than a unit using a ‘low’ GWP refrigerant. Global emissions As it is predicted that 75 per cent of future HFC emissions will originate from developing countries, it is important to find solutions that are affordable on a global scale. It is also vital to be efficient with natural resources and the environmental and economic parameter to “do more with fewer materials” should be adhered to. As such, refrigerant options must be assessed on their potential for reuse. For example, a single component refrigerant such as R32 has an advantage. This same rule applies to the assessment of raw materials used to manufacture equipment. So, even when lowefficiency refrigerant options could be improved by using more refrigerant in larger systems, this would be detrimental to the total eco-design balance. It goes without saying that safety is paramount. The ASHRAE 34-2010, ISO 817, EN378 standards on the designation and safety classification of refrigerants indicate that R32 can be applied safely in a wide range of applications. However, the thinking on safety varies considerably. Dismissing something as ‘dangerous’, without a more

accurate risk analysis and serious consideration of the other issues, can and will limit the potential of air conditioning to become a genuinely sustainable industry. Many factors affect safety, including product type, volume of refrigerant charge, room size, and capacity of switch type in the room; ignition does not usually occur from the type of electrical capacity used in domestic switches. It is also important to understand the scale of the risk. With R32, for example, even when performing soldering work, a flame will blow out naturally and not continue to burn because the flow of leaking refrigerant is faster than the speed that transmits combustion. Tests carried out by Daikin Industries Limited and Suwa Tokyo University of Science (Experimental safety evaluation on flammability of R32 refrigerant, Yajima R et al, ICR 2011), show that even if combustion of R32 occurs, it is not explosive and the possibility of fire spreading is extremely low. The efficiency question While each of these points is important, it is also crucial that they are not focused on

exclusively, without giving due weight to the issue of energy efficiency. Without the highestpossible levels of energy efficiency, future systems will require more power from natural resources and will emit more carbon than is necessary – a detrimental step in meeting the UK’s tough carbon reduction targets. The definition of energy efficiency needs to include, not just the seasonal efficiency averaged over the cooling or heating season, but also the efficiency in peak load conditions (on very hot or very cold days). The first of these is important to reach the energy efficiency goals set by various EU directives (Ecodesign, Energy Efficiency Directive, EPBD, Renewable Energy Source Directive) whereas the peak-load efficiency is important to avoid the requirement for extra power plants. Deciding upon a new refrigerant will be difficult and debate is likely to continue. The need to take up this challenge stems from the refrigerant industry’s responsibility to protect the global environment and a drive for sustainable growth of the air-conditioning and heat pump market. FM

Quick summary ● HCFC refrigerants for air-conditioning, heat pump and chiller systems are likely to be phased out ● The next generation refrigerants will probably be R32, propane (R290), CO2 (R744), and HFO blends ● The aim is to maximise energy efficiency and mitigate future global warming impact ● Refrigerant choice should be assessed on ozone depletion potential, global warming potential, natural resource efficiency, affordability and safety over the lifetime of the products using it ● Energy efficiency is crucial to protect natural resources and minimise carbon emissions.

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12/10/2012 11:29

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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

GREEN DEAL REPORT

RENEWABLE ENERGY GENERATION

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

In 2011, the government introduced the Energy Act that included a new ‘Green Deal’ and a new Energy Company Obligation (ECO) to replace the existing Carbon Emissions Reduction Target (CERT) and the Community Energy Saving Programme (CESP). The Green Deal enables private organisations to offer energy-efficiency improvements to householders and businesses at no up-front cost. Key areas for improvements include insulation, heating, glazing and lighting. The list of Green Deal qualifying improvements include 45 measures of which 15 are more specifically targeted at the non-domestic sector.

UK Renewables Generation GWh 2009-15

Bank of England base rate: 0.5% as of 6 September 2012. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

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

EMPLOYMENT

COAL 21% POSSIBLE FUTURE ENERGY GENERATION MIX – 2020 – FUEL TYPE RENEWABLES 14%

OIL 4%

GAS 56%

NUCLEAR 5%

National Minimum Wage The following rates came into effect on 1 October 2012: Category of worker

Hourly rate from 1 Oct 2012

Aged 21 and above

£6.19

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

£2.65

37_Insight.indd 37

50,000 40,000 30,000 20,000 10,000 0 06

09 10

11 12 13 14 15 Est fcst fcst fcst fcst

Overall output for electricity generated by renewable power sources in 2010 was 25,734 GWh, an increase of 42% on the 18,106 GWh produced in 2006. In terms of sector mix, biomass continues to lead in 2010 with share of 46% up from 42% in 2008 and with output generation of 11,915 GWh. Total wind energy accounted for 40% of renewables generation in 2010 up from 33% in 2008 and boosted by 75% increase in offshore generation 2009-10. By contrast, hydroelectric generation has experience share decline to 14% in 2010 compared with 24% in 2008, reflecting the impact of drier weather and reduced rainfall on hydrogeneration capacities. Short-to-medium term prospects for the renewables sector remain positive, underpinned by the regulatory requirements of EU Directives and UK Energy Policy. Source: AMA Research (www.amaresearch.co.uk)

FM CONTRACTORS – DEALS BY SERVICE

FM World has analysed its reports of contract wins over the past 12 months. By service provided, the average value of a contract providing catering per annum is £2.2 million. The same value for cleaning services is £500,000. Security contracts reported in FM World average £6.6 million, while total or integrated facilities management deals were priced at £16.9 million. Contract term length was another variable analysed. Cleaning contracts were on average the smallest of the five services highlighted, at 2.9 years. Catering and M&E services were secured for just over four years, while total and integrated FM contracts lasted over 6.5 years. Source: FM World (www.fm-world.co.uk)

www.fm-world.co.uk

60,000

Source: AMA Research (www.amaresearch.co.uk)

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

Consumer/Retail Price Index CPI annual inflation stands at 2.5% in August 2012, down from 2.6% in July. The largest downward pressures behind the change in the CPI rate came from furniture, household equipment and maintenance, housing and household services (particularly domestic gas) and clothing & footwear.

70,000 Generation (GWh)

Source: HM Treasury (hmrc.gov.uk)

80,000

CATERING AVGE. ANNUAL VALUE £2.2M 4.3 YEARS AVGE. TERM

M&E £2.72M 4.1 YEARS

TOTAL/ INTEGRATED FM £16.9M 6.64 YEARS

SECURITY 6.6M £3.8 YEARS CLEANING £0.5M 2.9 YEARS FM WORLD | 18 OCTOBER 2012 | 37

12/10/2012 09:57

FM MONITOR BEV BURGESS

HOW TO…

Bev Burgess is a director of The Capsicum Group

M ARKETIN G F OR ST RO N GER GROWT H

ervice providers need to beef up their marketing operations to compete for the best FM contracts. Bev Burgess explains how strategic marketing can bring major returns

Recent research by Workplace Law for Th!nkFM has shown that clients are increasingly looking for strategic partnership contracts that are based on innovative service propositions and a track record of successful delivery. To compete in this changing marketplace, service providers need strategic marketing skills. However, marketing is still seen by some as merely ‘tactical communications’. To build your company’s marketing competence, take these seven steps:

1⁄

Hire business people

Perhaps the biggest criticism directed at marketers today concerns a perceived lack of commercial acumen. Business leaders under pressure to deliver stronger growth, but unsure about how marketing can help them sometimes paint a picture of marketing teams out of step with the rest of the business. As a result, they are wary of inviting marketers to contribute to discussions on strategy, or to attend client meetings. To play a full role in driving growth, marketers need to be business people first and marketers second. Make sure your marketers have experience of running a business, or give them secondment into a business role, so that they can empathise with business leaders and articulate more clearly how marketing techniques can help.

38 | 18 OCTOBER 2012 | FM WORLD

38_HowTo.sr.indd 38

2⁄

Re-connect marketers with clients

Marketing is a ‘back office’ function in FM today and few marketers have any meaningful engagement with clients. This means they have little market insight at a time when clients expect service providers to demonstrate an understanding of their business and the value FM can deliver. Fix this by changing your marketers’ responsibilities to include contact with clients, through basic marketing events, customer satisfaction, client advisory boards and workshop facilitation. To broaden and deepen your company’s relationships, give marketers the same objectives for building executive networks as other client-facing teams.

3⁄

Align marketing to KPIs

Marketers often don’t speak the same language as the business, reporting their contributions in terms of ‘activities’ or ‘outputs’ rather than the key performance indicators (KPIs) towards which their colleagues are working. Research has shown that companies invest an average of 1.9 per cent of revenues on marketing, yet can’t measure the return on this investment. Build a performance dashboard that clearly shows marketing’s contribution to your business KPIs. The act of thinking through how marketing

contributes to your business leads on to refocusing the function to deliver more strategic value.

4⁄

Focus on strategic value

In most FM organisations, marketers, even at board level, are confined to tactical operations, usually focused on communications to create leads or pipeline opportunities. The marketing function plays at best a supporting role in the development of business strategy, competitive positioning, or innovative service offers. Yet in other sectors, these activities, when market-led, drive revenue and increase or protect margins for the business, creating long-term value for shareholders.

5⁄

Use NPD techniques for services

6⁄

Create a value chain

Unlike products, services are typically developed by technical specialists without reference to market trends or client needs, and then given to marketing to package up and communicate. They are not even market-tested before launch. Portfolio and life-cycle management concepts are unfamiliar to most FM companies, despite their proven value in consumer industries, where developing and managing differentiated offers through their life-cycle is essential to increasing margins. Challenge marketing to embed proven new product development and portfolio management into your business.

Business development is a process, not a team or department, and

the most successful companies have built strong links between marketing, sales, account management and delivery teams. They work together to design and develop the tools needed to pursue and close business opportunities. Many adopt a tiered approach that enables different levels of marketing resourcing, from generic, market-based programmes to personalised targeted account activity. Bring these teams together in your business to create an integrated ‘business development value chain’.

7⁄

Invest in your reputation

Marketers are mainly involved in managing the communications aspects of the firm’s brand and reputation. They police the use of logos rather than designing how the brand is delivered in the client experience and handle crisis communications rather than pro-actively managing the firm’s reputation with all of its stakeholders. This division of brand and reputation is worrying at a time when clients are looking into service providers’ track records, especially in a world where social media amplifies word of mouth and allowing reputations to be built or ruined in under 24 hours. Link brand and reputation management in a single programme that aligns everyone behind what you want to be famous for and establish a cross-functional team to deliver the reputation programme. FM For the full report on these recommendations visit www.thecapsicumgroup.com/ insights.php

www.fm-world.co.uk

12/10/2012 09:57

FM MONITOR JOHN LANE

TECHNICAL

John Lane is a partner at Cundall Communications

OF F ICE EN ERGY CO N S ERVAT I O N

nergy monitors are key weapons in the E fight to cut CO2 emissions and reduce utility costs. John Lane explains the usage in residential and commercial buildings ccording to some measures, energy meters can save households up to 10 to 20 per cent of their electricity consumption. It seems that just being able to see what energy costs per hour, or as a total cost of a day’s consumption, encourages people to turn off unwanted lights and to switch off TV set-top boxes at the wall. This is particularly useful before going to bed. If you know that your usual night-time consumption is, say 2.7 pence per hour, you can go around the house looking for things to turn off. If the meter is showing more than usual, something unnecessary has been left switched on. If simple measurement and display works so well at home, what can be done in the office to encourage a similar saving? The home energy meters use a simple current transformer with a split, ferrite core that clips over the meter tail and a wireless link to the display. They are not really suitable for an individual office desk. A 13 amp socket strip with a built-in energy consumption meter can be used on the desktop. These can be set up to show energy consumption, energy cost and the corresponding amount of CO2. However, these displays are less intuitive than the home energy meters, and there is no way of automatically collecting usage data over a period of time.

www.fm-world.co.uk

39_Technical.sr.indd 39

One approach we have adopted is to measure our electrical energy consumption for each office and calculate the consumption per square metre (see table). This led to friendly competition between our offices to reduce consumption and, importantly, highlighted the difference between offices. Generally, where our offices are self-contained, such as in Birmingham, energy consumption is much lower than where the landlord is responsible, which is the case in London. We also found that about 40 per cent of our electricity use is from servers and other central IT equipment, which remains on for 24 hours per day. Some sites have more central IT equipment, including London and Newcastle, and this needs to be taken into consideration and, if possible, separately metered. Although we started by encouraging individual energy economy at work and at home, some of the largest savings have Office

been made through central actions. ● We now have 90 virtual servers running on four physical servers. The new servers are more energy efficient and consume less power when lightly loaded ● For the desktop PCs, we run a programme in the early evening that shuts down all networked PCs that are idle and have not been shut down by the user ● For office lighting, we worked with our landlords to introduce presence-sensing to control the lights in open-plan office areas We have now set ourselves even more challenging energy and carbon targets as part of our commitment to ‘One Planet Living’ [visit oneplanetliving.org/ index.html for more information on this scheme]; we are also the first consultant to be endorsed as a One Planet Company by BioRegional. In some of our offices, staff turn off their PC at the wall outlet, as well as performing a shutdown. Windows 7 desktop PCs allow the following shutdown modes: ● ’Lock’ just locks the keyboard and requires a password to be re-entered, there is no attempt to save energy ● ’Sleep’ is a power-saving state,

Area m2

Direct Electricity KWh/m2

which keeps enough voltage across the RAM to retain the memory for when you ‘wake up’ your computer again. Typically, a desktop PC will consume 3W in sleep mode with another 1W for the LCD display ● ’Shut down’ closes all applications and all the active components except the switchmode power unit. The power unit will consume 1W again with another 1W for the power unit in the LCD display. Switch-mode power supplies do not really like being turned on and off. There is a significant current in-rush on switch-on and it is probably better to accept the 1W residual load than stress the power unit and the on/off switch at the wall outlet. Another way of making office staff more aware is to use an electronic display in the entrance lobby that shows current, daily and annual energy usage. This will not get around the requirement (in the public sector) to display a paper-based Display Energy Certificate, but it does have much greater impact. Some Home Office buildings and schools also use displays to raise awareness among staff and students about how much energy can be saved. FM

Landlord Electricity KWh/m2

Gas KWh/m2

Total energy KWh/m2

Birmingham

649

n/a

110

156

Edinburgh

473

n/a

168

London

1,439

255

Manchester

526

147

Newcastle

1,481

104

200

FM WORLD | 18 OCTOBER 2012 | 39

12/10/2012 09:57

BIFM NEWS BIFM.ORG.UK

Careers in FM will air on Wednesday 24 October at 8.30pm on the Information Channel, which you can find on Sky 212 or Freesat 401

CAREERS

Careers in FM on TV BIFM,as part of the consortium led by Asset Skills to develop higher level apprenticeships in facilities management, has contributed to a new television programme called Careers in FM. The programme includes contributions from Asset Skills, Sheffield Hallam University, Westminster Kingsway College, The Manchester College, Leeds College of Building and The Training & Learning Company. The programme includes insights from Ruby McGregorSmith, chief executive of Mitie, the FM team at the Co-Operative, which showcases how FM influenced the design of its new headquarters in Manchester, and tips from Hays Recruitment on what companies are looking for when recruiting FMs. Most importantly, the programme highlights what the role of an FM is. A number of FMs from a wide range of companies are interviewed, talking about how they got into FM, what they consider to be the main skillset of an FM, the benefit of studying a professional qualification and the impact it has had on their career. The programme premieres on Wednesday 24 October at 8.30pm on the Information Channel, which you can find on Sky 212 or Freesat 401. i To learn more about BIFM Qualifications in Facilities Management visit www.bifm.org.uk/qualifications, email qualifications@bifm.org.uk or call 0845 058 1355

40 | 18 OCTOBER 2012 | FM WORLD

40-42_BIFMNews.sr.indd 40

MEMBERSHIP

Upgrade BIFM have five grades of membership: ● affiliate ● associate

(ABIFM) (MBIFM) ● certified (CBIFM) ● fellow (FBIFM) ● member

Members join at the grade that reflects where they currently are in their career. As experience grows, it is possible to upgrade membership to demonstrate this. Recently, Stephen Coppin, head of compliance services for Vinci Facilities upgraded his membership from MBIFM to CBIFM. Here, Stephen talks about his upgrade: Why did you decide to upgrade? I thought it was time to, based on my experience and knowledge, gained through various roles within several sectors, including being a full BIFM member for 11 years. I thought it time to take that next step by raising my profile among my FM peers and other professionals, especially with our clients and supply chain.

How do you think the upgrade will help in your career? This will help others recognise that I have various skills and experience. Also, I will be able to help and support those who need guidance, mentoring, coaching and particular support. It will also raise my employer’s profile with their clients and show that Vinci Facilities employs and supports competent and capable professionals in providing a quality service. How did you find the upgrade experience? This has helped me recognise and reflect on my career, in terms of personal successes, achievements and awards achieved, including experience and knowledge gained from working in various specialist roles within many sectors. It’s helped me to identify what further development and knowledge can be planned and gained through my CPD. How do you benefit from BIFM membership? I am able to receive relevant up-to-date information of what is happening in the facilities management sectors, including the opportunity to attend and participate in regional events

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

and specialist groups, such as, procurement, risk and business continuity management, health and safety, and sustainability. There is also the prospect of becoming part of a regional committee and/or special interest working group, joining a network on various relevant and important topics such as HSE Fee for Intervention and future changes to CDM. Why would you encourage others to join BIFM: It’s about bringing together professionally committed people, who have the right skills and experiences and the right networks. The aim is to improve the quality of services for our clients and for their facilities, whether they work in hospitals, schools, leisure centres, data centres, transport and utility infrastructure or social housing. i To learn more about upgrading your membership grade contact the membership team on 0845 058 1358 or email membership@bifm.org.uk

AUDIT COMMITTEE

Audit committee Could you give support as a member of the BIFM audit committee? Two years ago, the BIFM board created its audit committee, whose main role is to advise the board on www.fm-world.co.uk

12/10/2012 10:30

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

Ismena Clout is chairman of the BIFM

BIFM COMMENT SI X M O N T H S O N

can’t believe it’s been six months since I became the chairman of the BIFM board – time has flown by! All the previous chairmen say how busy the role is and I always thought I understood. But really, I couldn’t even begin to comprehend the change it is from deputy chair, my previous position. The workload is a lot bigger and you really have to step up a gear. I want to take this chance to thank powerPerfector for being perfect employers! To say the first six months have been all fun might be a bit of stretch, but they certainly have been challenging, entertaining, hard work and even frustrating at times. That said, I do feel things are becoming more natural – hopefully I don’t look like a rabbit in the headlights as much. These six months for BIFM have really been about embedding the changes made recently. The new leadership team is in place and working well together. The board has five new members who are all settling in well and our annual two-day strategy session in August was excellent, with clear goals and direction agreed by the board. As soon as we have refined the work and produced the medium-term strategy for 2013 to 2015, then we will communicate it to you so you can all learn about the future direction of the institute. As a board, we are working on our engagement with external issues and organisations. We are improving how we communicate with each other and the outside world and this should really develop in the next six months. Making sure BIFM is at the table for the key issues facing our industry, such as building information management (BIM), is vital. Steve Gladwin, for example, is our board representative for BIM. The first Member’s Council Meeting to be chaired by Ashley Rogers was excellent. He is doing amazing work with the group and it is already working more productively. Volunteers are the life-blood of the BIFM and there is more support for them than ever. But there is always room for improvement and I know head office staff (Laura Zitver in particular) and Ashley are working hard to make it easier for volunteers to deliver benefits to members. As an institute, we want to do more to recognise the contribution of volunteers and the importance of their work in engaging with the membership via networking events, magazine articles and knowledge sharing. I would like to thank you, from one volunteer to another – hearing about all the work you are putting in makes me very proud and excited about what we can achieve together in the future. So I am looking forward to the next six months and excited to see where they take the BIFM and me!

the adequacy and effectiveness of the organisation’s internal controls, to ensure it is operating at appropriate levels of risk and in accordance with all current relevant UK legislative, compliance and appropriate Code of Audit Practices requirements. A vacancy has recently occurred on the committee and members with the right experience and qualifications are invited to apply for a position. This is a great opportunity to guide the BIFM board in the short to medium-term as part of the institute’s ongoing professionalisation. Get in touch If you feel that you can offer your time, experience and expertise to the BIFM audit committee, then please visit the BIFM website (www.bifm. org.uk/audit) for full details of the audit committee’s terms of reference. Two meetings per year are planned, with a number of telephone conferences. Please email Sharon McKenzie (sharon.mckenzie@ bifm.org.uk) outlining how you qualify for this position. Alternatively you can write to Sharon at the BIFM, Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire, CM23 2ER. i The closing date for applications is 26 October 2012

www.fm-world.co.uk

40-42_BIFMNews.sr.indd 41

“WE ARE IMPROVING HOW WE COMMUNICATE WITH EACH OTHER AND THE OUTSIDE WORLD AND THIS SHOULD REALLY DEVELOP IN THE NEXT SIX MONTHS”

i To learn more about volunteering for BIFM see all our groups at www.bifm.org.uk/ groups or email membership@bifm.org.uk

FM WORLD | 18 OCTOBER 2012 | 41

12/10/2012 10:30

BIFM NEWS BIFM.ORG.UK

SOUTH WEST REGION

South-west events The BIFM south west region will be holding a breakfast seminar in Newport on Friday 26 October and a quarterly training day and AGM on Friday 23 November. The theme for the seminar will be sustainability, with an emphasis on refurbishment. It will include speakers from BRE, Asset Skills and the sponsor, Honeywell. Places for this event are limited to 45 and early booking is advised. The theme for the quarterly training day, sponsored by Trend, is energy management. Speakers on the day will be from CIBSE, The Carbon Trust, Barbour Consulting and Trend. Sessions will include a review of the new CIBSE Guide F and Energy Efficiency in Buildings, which covers the efficient operation and upgrade of buildings. There will also be a legislative update session relating to energy management. We will review BSi ISO 50001 Energy Management Systems – an international standard for best practice in energy management. A workshop session will discuss energy reviews and how to identify potential opportunities for funding under the Green Deal. i For further details or to book your place visit www.bifm.org.uk/ southwest Learn more about all BIFM groups and regions at www.bifm.org.uk/groups

BIFM MEMBERS

Corporate members The BIFM welcomed the following corporate members in September: ● AD2000

Services – FM service suppliers, contractors ● Charter Security – FM service suppliers, contractors ● Earlsmann Lighting – product 42 | 18 OCTOBER 2012 | FM WORLD

40-42_BIFMNews.sr.indd 42

supplier, provider of a specific product ● First Choice Suppliers – facilities management, suppliers ● FitzroviaFM – FM service suppliers, contractors ● ISG InteriorExterior – FM service suppliers, contractors ● Offset Toner Solutions – FM service suppliers, contractors ● South Thames College – consultant, advice and guidance provider ● TFS Management – product supplier, provider of a specific product ● Totally Inbound – FM service suppliers, contractors i Learn more about corporate membership at www.bifm.org.uk/ corporatemembership

EVENT

Workplace Week The BIFM is supporting Workplace Week, organised by Advanced Workplace Associates. This year’s Workplace Week Convention will be hosted by Microsoft at its offices in Victoria, London on Thursday 8 November 2012, in aid of the BBC’s Children in Need charity. In the face of some of the most challenging economic times ever seen in Europe, the event seeks to challenge conventional thinking and explore how agility can be applied to improve competitiveness. The speakers will explain how agility can become a strategy and how ‘agile organisations’ work in practice. The convention will also explore the role of technology in developing structures and processes that keep organisations and people fresh. As a BIFM member you will receive a discounted registration price to the convention. i Learn more at www. workplaceweek.com

BIFM TRAINING BIFM TRAINING LAUNCHES ‘ADVANCING SUSTAINABILITY’ COURSE - 5 DECEMBER 2012 he implementation of environmental, energy and sustainability systems and processes is a commonplace approach for many businesses driven as much by compliance as it is by cost. The engagement of staff and the focus on operational improvements often yield a suite of initial cost savings and improvements. Typically, this will involve: the introduction of recycling campaigns; energy efficiency programmes on plant equipment, lighting and turning computers off; reducing water waste and perhaps some employee and supplier education. However, research shows this level of improvement is short lived, returning back to the baseline in as little as a year. With rising costs and attention on energy and sustainability issues, the challenge for FMs is how to maintain these initial savings and to build on them through further initiatives, to win commitment over the long-term. The opportunity has been demonstrated through various studies of up to 30 per cent cost-savings and improved performance (Environment Agency, DECC and DEFRA in relation to energy and resource efficiency; staff recruitment and retention; branding). The government has recognised such an approach is necessary and implemented its 10:10 energy campaign based upon the ‘nudge theory’. The resulting goodpractice guidance from the Cabinet Office highlighted the need to re-set expectations across the board, applicable to all, and to change behaviours through social norms and competitions. As a result, many government tenders are requiring demonstration of experience in maintaining these savings as a value-added service to win contracts. Such an approach will help to provide a clear differentiator in the marketplace for individuals and organisations. The new ‘advancing sustainability’ course is the ideal follow-on to our two-day ‘introduction to sustainability’ training programme. The programme looks at the underlying behavioural science and provides experiences of successful outcomes together with lessons learned. This is combined with behavioural and awareness techniques that can be implemented to gain buy-in and support to ensure your sustainability programme is really effective. We examine stakeholder needs to complement the techniques to ensure that the information and communications are effective for the audience.

i Fees exc. VAT are £380 for BIFM members or £475 for non-members. For further information, including a detailed programme, please call 020 7404 4440, email info@bifm-training.co.uk or see our sustainability and energy management courses at www.bifm-training.com

www.fm-world.co.uk

12/10/2012 10:31

FM DIARY

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

INDUSTRY EVENTS

INTERNATIONAL EVENTS

8 November | Workplace Week convention 2012 Hosted by Microsoft in London, the conference challenges conventional thinking on organisations and the infrastructure that supports them. Part of Workplace Week 2012, which includes visits to PWC, O2, The Guardian and KPMG. Venue: Microsoft, Victoria, London Contact: www.workplaceweek.com for information on the event and accompanying workplace visits. To host a tour, please email hstenhouse@advanced-workplace. com

31 October – 2 November | IFMA’s World Workplace 2012 The largest annual conference for FM. Network and compare processes and programmes with other professionals. Venue: Henry B Gonzalez Convention Center, San Antonio, US Contact: Visit www. worldworkplace.org/2012

14-15 November | Worktech 2012 International conference series on the future of work and the workplace, including cultural architecture, the rise of co-work and workplace wellbeing. Debates on tablets at work and the occupier debate on work in 2020. Venue: British Library, London Contact: To register, email registrations@unwired.eu.com or visit tinyurl.com/worktech2012 5-7 March 2013 | Ecobuild 2013 Ecobuild is the world’s biggest event for sustainable design, construction and the built environment. It has 57,956 visiting professionals and leading companies including BT, Carillion, Crossrail and Tesco. Venue: ExCeL, London Contact: To ﬁnd out more, email gary.williams@ubm.com or visit www.ecobuild.co.uk

Better equipped

2-4 April 2013 | IFMA Facility Fusion conference & expo A high-level facilities management education, leadership training, industry-speciﬁc best practices and an all-inclusive expo. Venue: JW Marriott, Los Angeles, US Contact: For more information, visit www.ifmafacilityfusion.org 27 June 2013 | World FM Day 2013 A global FM initiative to celebrate the importance of the FM profession, raising the industry’s proﬁle worldwide. This will be the 5th annual World FM Day. Visit the FM World site for last year’s highlights. Venue: Various global events. Contact: Visit www.globalfm.org HOME COUNTIES REGION 16 November | Debate – health and safety – is it black and white or 50 shades of grey? A panel debate on the clarity of health and safety, hosted by Martin Pickard, from FM Guru. Catering provided by Charlton House. Panel

to be revealed next month. Venue: Kinnarps, near Heathrow Contact: Call Ashleigh Brown on 07785 304174 or email ash@fm-recruitment.co.uk IRELAND REGION 16 November | FM Impacting organisations – Ireland region conference Talks from David Knott, safety and environmental manager, Belfast Harbour Commissioners, on safer working environments; Christian Clotworthy; Dr Michael Ferguson; Julie Kortens and Liz Kentish, The FM Coach. Conference fees: for non-BIFM or IPFMA members, £175 plus VAT; for members, £120 plus VAT. Venue: Belfast Waterfront Contact: Call Sharon Dempster on 028 9023 2622. To book online, visit www.bifm.org.uk/bifm/ events/book/2502 SOUTH WEST REGION 26 October | South west breakfast seminar, South Wales – sustainability A breakfast meeting, sponsored by Honeywell. The theme for the seminar is sustainability. Places limited to 45, early booking advised. Venue: The Hilton, Chepstow Road, Newport NP18 2LX Contact: To book for the event, visit tinyurl.com/ walesbreakfastseminar For more information, call Darren Crossman at 02920 822 342 or email dcrossman@wru.co.uk

BIFM SIG EVENTS 24 October | Women in FM SIG – Charity treasure hunt Starting at 5.30pm, a charity treasure hunt to raise money for the chairman’s charity, Breast Cancer Care. The hunt should last approximately one hour in teams of four, followed by drinks and nibbles. Venue: Channel 4, London Contact: To register, visit wifmtreasurehunt.eventbrite.co.uk For more information, email victoriaofarrell@ portsdowninteriors.co.uk 6 November | Sustainability SIG & eastern region – running a sustainable site The University of Hertfordshire demonstrates some sustainable changes it has implemented, including electric vehicles and charging points, ‘greening ICT’, behaviour change and site travel planning. Places limited to 30. Venue: University of Hertfordshire, College campus, innovation centre Contact: To register, visit tinyurl.com/sustainablesite Contact Lucy Black at lucy@bigpondconsulting.com 14 November | Women in FM SIG – Let’s inspire The inaugural conference. The programme includes break-out sessions and speakers, including Oona King, Ruby McGregor Smith, Lynne Copp and Gwen Rhys. Sponsored by Assurity Consulting. Venue: Channel 4, London SW1P Contact: jkortens@channel4.co.uk

to provide hire service

With four foundations to our service, you can rely on more from HSS. HSS customers have come to expect more – more safety, more value, more availability and more support. We deliver more in all of these areas and strive to set the highest standards in the industry.

HSS - we’re better equipped because you expect more.

safety value availability support www.fm-world.co.uk

43_Diary.sr.indd 39

ﬁnd us on

hsslivehire.com 08457 28 28 28 FM WORLD | 18 OCTOBER 2012 | 43

12/10/2012 10:00

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB

NAME: Nicola Hodge JOB TITLE: Facilities manager ORGANISATION: Napp Pharmaceutical Group JOB DESCRIPTION: Managing all soft services in a highly customer-focused role at the multi-sited Cambridge campus

What attracted you to the job? The diversity of the role. One day is never the same â&#x20AC;&#x201C; thereâ&#x20AC;&#x2122;s always the element of surprise.

responsibilities to an unsuspecting colleague, what would it be? Consolidation of credit card statement each month!

My top perk at work isâ&#x20AC;Ś First-class catering. We have two fabulous restaurants on site and serve freshly ground coffee. Itâ&#x20AC;&#x2122;s also free, which makes it taste better!

If I wasnâ&#x20AC;&#x2122;t in facilities management, Iâ&#x20AC;&#x2122;d probably beâ&#x20AC;Ś A chef, landscape architect or a magician (all useful skills in the world of FM!)

How did you get into facilities management and what attracted you to the industry? I was working in the office fit-out field dealing with FMs everyday and I thought: â&#x20AC;&#x153;This looks like a great job. Wouldnâ&#x20AC;&#x2122;t it be nice to make a difference to the modern workplace.â&#x20AC;?

Which â&#x20AC;&#x2DC;FM mythâ&#x20AC;&#x2122; would you most like to put an end to? Outsourcing can never work. This can deliver excellent results â&#x20AC;&#x201C; you just need to have realistic expectations, know what your minimum standards are and maintain excellence in execution.

Whatâ&#x20AC;&#x2122;s been your career high point to date? Our beautiful head office building was in desperate need of a face-lift and I was privileged to work on the project team delivering a new restaurant and reception area. Dealing with an iconic building that had a positive presence in the local community was certainly a challenge.

How do you think facilities management has changed in the past five years? Todayâ&#x20AC;&#x2122;s FM now carries the responsibility of trying to shrink an organisationâ&#x20AC;&#x2122;s carbon footprint and also manage increasing legislation, which can be a challenge when trying to maintain an acceptable working environment.

What has been your biggest career challenge to date? Move management of 400 staff to a new building alongside a new culture, where we evolved from cellular office space into an open-plan environment.

And how will it change in the next five years? Sustainability will go from a choice to a responsibility.

If you could give away one of your

What single piece of advice would you give to a young facilities manager starting out? Network - get out there and talk to people.

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Johnson Controls Global WorkPlace Solutions is a leading provider of facilities and commercial real estate management for many of the worldâ&#x20AC;&#x2122;s largest companies. Our employees across the world have delivered more than $3 billion in savings for our customers over the last 10 years.

44 |â&#x20AC;&#x201A;18 OCTOBER 2012 |â&#x20AC;&#x201A;FM WORLD

44_PeopleAndJobs.sr.indd 44

We have opportunities in South Africa for facilities management and workplace professionals looking to develop their careers. If you would like to help us deliver innovative solutions and high-value support to our global clients please visit our website www.johnsoncontrols.com/careers to view current opportunities and register for future alerts. Our Level 3 Value-Adding Supplier BBBEE status demonstrates our commitment to the socio-economic transformation of South Africa.

www.fm-world.co.uk

12/10/2012 11:19

HOT DATES Understanding FM (Foundation) Five reasons for you or your staff to attend 1.

A solid base for your development â&#x20AC;&#x201C; the first in a series of core FM courses ranging from introductory through to advanced level 2. Our flagship course & a de facto recognised standard in FM training 3. Can lead to an ILM Level 3 Qualification in FM 4. We take you on a valuable site visit to demonstrate FM in action 5. Itâ&#x20AC;&#x2122;s a great opportunity to network Runs monthly. For dates, prices or a detailed programme call 020 7404 4440

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17/5/11 17:08:21 FM WORLDâ&#x20AC;&#x201A;| 18 OCTOBER 2012â&#x20AC;&#x201A;| 45

09/10/2012 11:32

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 NEWS

FM innovations ▼ School turns wilderness into classroom Bearbrook Combined School in Fowler Road, Aylesbury is turning a piece of woodland from a wilderness, into a wildlife haven and outdoor classroom; with a little help from some friends. Local grounds maintenance ﬁrm, John O’Conner Ltd and waste management company SITA UK have volunteered to adopt the project. SITA UK, which work with John O’Conner on the Aylesbury Vale District Council contract, has volunteered too and will advise on recycling waste from the ‘garden classroom’. It has also contributed to funding the project. The two businesses will provide educational packs and talks to the children. When the land is cleared, the John O’Conner team will build a seating area for classes, raised beds for growing vegetables and a butterﬂy garden. E: peter@prman.org.uk

▲ Squatting laws could threaten property

▲ Vacherin gets triple thumbs-up

With new laws meaning that squatters can be arrested for invading residential buildings, commercial properties are likely to become an even greater target for squatters. Commercial property owners, managers and occupiers must therefore ensure that their properties are properly protected and vacant buildings are not left to become derelict and a target for squatters. With this in mind vacant property experts SitexOrbis is taking part in a panel debate at the FM Event on 11 October at Olympia to discuss best practice in managing vacant buildings. Join SitexOrbis director Mark Cosh, and representatives from CBRE and Telereal Trillium for a lively debate from 10.15am on 11 October. W: tinyurl.com/sitexfmacademy for more information on the event, and www.sitexorbis.com

London caterer Vacherin celebrated success last month when its new healthy eating brand, Nutritious & Delicious, won ‘Grab & Go’ Concept of the Year at the inaugural Lunch Business Awards. Launched in July, the concept that harnesses QR codes to give instant nutritional information at point-of-sale has been a big hit with customers, with some operations reporting sales increases of up to 22 per cent. Vacherin was also re-accredited with ISO 9001 and ISO 14001, held since 2009 and 2010 respectively. Auditors praised its continued meeting of all criteria, robust well-evidenced systems, and successful changes in practice and procedure since the last audit. W: www.vacherin.com

▼ LCC goes 100% self-delivery National cleaning and support services business LCC has completed its programme to provide selfdelivery of work on all of its accounts across the UK. The ﬁnal stage was to transfer staff from a subcontractor under TUPE on one of its Scottish clients, making them all 100 per cent LCC employees. LCC’s Scottish operation has grown considerably this year, largely as part of national account development. Client sites include major centres for Centrica in Edinburgh, Hamilton, Dumfries and Uddingstone; CISCO in Edinburgh and Glasgow; Royal Haskoning and Santander in Edinburgh. Bob Vincent, executive chairman of LCC said, “We now provide our own trained staff on every contract across the UK.” T: 01277 268899 E: info@lccss.co.uk W: www.lccss.co.uk

▲ Easydor opens the door to easier access

▲ OCS named family business of the year

New Easydor is an eco-friendly wireless door operator that also acts as a door closer. This heavyduty, low energy opener is designed for institutional, high-traffic manual opening in applications such as education, healthcare and leisure facilities, making access much easier. Wireless Easydor uses a regenerative drive system that charges its internal battery pack, eliminating the need for an electrical power supply. Easydor can be used on a door that will be cycled manually approximately 80 times a day and cycled automatically approximately 20 times a day. It is easy to install in about 25 minutes, is doormounted with no header required and CE marked. T: 0845 241 7474 E: sales@ﬁrecoltd.com W: www.ﬁrecoltd.com

Total facilities management provider OCS Group has been named Family Business of the Year at the prestigious Private Business Awards 2012. The awards, sponsored by PwC and HSBC Private Bank, celebrate excellence in the non-quoted business sector. The judges were impressed by OCS’s record of cash generation, a strategic approach to developing services in high-growth markets and its commitment to innovation and sustainability. “The group has a ﬁve-year plan to expand revenues to £1.2 billion. It is a very clear strategy, a longstanding, sustainable company and something that is relatively recession-proof – they’ve done very well,” said Charlie Hoffman, managing director of HSBC Private Bank and co-chair of the awards judging panel.

46 | 18 OCTOBER 2012 | FM WORLD

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12/10/2012 12:21

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

jobs.fm-world.co.uk

FM New appoints 181012a.indd Sec1:51

Appointments

FM WORLD | 18 OCTOBER 2012 | 47

11/10/2012 17:02

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15/08/2012 15:04

Senior Operations Manager

Not Just Cleaning we are one of the fastest growing Support Service organisations in the Southeast. We are committed to doing things differently by investing heavily in qualified and skilled people and maximising their effectiveness through our award winning technology. We are seeking a self-motivated, proactive Senior Operations Manager who has the ambition and drive to succeed with an industry leader. Based in London, the role requires a talented, experienced Senior Operations Manager who is a thought leader in the provision of support services. P&L literate, you will have considerable, demonstrable experience in motivating colleagues to deliver high quality support services, whilst going the extra mile.

Not Just Cleaning Ltd www.notjustcleaning.com Tel. 0118 930 4466 email. recruitment@notjustcleaning.com

NotJustCleaning.186x123.indd 48 | 18 OCTOBER 2012 | FM WORLD 1

FM New appoints 181012a.indd Sec1:52

10/10/2012 16:43 jobs.fm-world.co.uk

11/10/2012 17:00

Director of Property & Facilities Competitive salary The University of London is a world renowned higher education institution. Our central academic bodies and activities form a distinct organisation at the heart of a federation of 18 independent colleges. The newly created role of Director of Property and Facilities will be responsible for all aspects of the University’s property portfolio and related facilities, with an annual budget of around £60m, over 30 staff and an estate including the prestigious Senate House in Bloomsbury, eight halls of residence and buildings in Paris and Scotland. As Director, you will lead the development and implementation of the university’s long term property and facilities strategy, including a commercial strategy and an events team, and

will work with the university’s senior management team to ensure that the university makes the best use of its physical resources. With a proven track record of managing a complex property and service portfolio, and strong contract and project management skills, you will be financially and commercially astute, with the self-confidence, communication and partnership skills to respond positively to the diverse needs of an academic environment. To learn more about this role, please visit www.veredus.co.uk quoting reference number 14152. For an informal and confidential discussion, please contact our advising consultants; Paul Aristides on 020 7932 4240 or Ed Pritchard on 020 7932 4279. Closing date: 5 November 2012.

We’ll value your contribution and reward your achievements Facilities Managers, Contract Managers, Deputy Contract Managers Opportunities throughout London, Manchester and the North East • Attractive salary and benefits packages An ambitious FM professional, you just know that you could take your career further. All you need is the opportunity to prove yourself – and the support to build your skills and knowledge. They’re yours when you join the team at John Laing Integrated Services. Already a hugely successful company with excellent year-on-year growth, our wide ranging and well-established contracts see us deliver support services to public sector clients right across the UK – including Local Authorities, Education, Rail, Police Authorities and Fire and Rescue Services. One thing’s for sure though. Our success – and our future – is in the hands of our workforce. That’s why, as an Investor in People organisation, we’ll make sure that you enjoy all the training and development you need to achieve your goals and build a great career with us. So if you want to be the best, here’s your chance to join the best team in the business. Together we can make big things happen. To find out more about the exciting opportunities we have available right now, please send your CV and covering letter (clearly stating the role and location you are interested in) to jlis.recruitment@laing.com

Closing date: 1 November 2012. www.laing.com

jobs.fm-world.co.uk

FM New appoints 181012a.indd Sec1:53

Strictly no agencies please.

FM WORLD | 18 OCTOBER 2012 | 49

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FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THIS YEAR, HIGHLY COMMENDED THE SAME IS PRAISE INDEED

DREDDFULLY EFFICIENT There’s a lot of blood, guns and illegalsubstance abuse in the new film Dredd 3D, but there’s also a surprising amount of facilities management. In Mega-City One, a dystopian, post-apocalyptic vision of a city, huge tower blocks house thousands of people. Into one such block, two judges – law enforcers of the future – are pitted against hundreds of armed members of a drugs gang. The gang’s first move is to take over the block’s control room, from which they track and control the judges’ every move. They shut the blast doors trapping them inside, watch them on next-gen CCTV, restrict their radio transmissions, lock down the lifts… it’s basically FM gone really, badly wrong. In an earlier scene, several corpses – and their blood – are cleared away by automated cleaning machines, rather like a coffee spill. Murder is too commonplace in the future for the usual paramedic-police-autopsyfuneral niceties; the dead are simply recycled for future use. In other words, more FM. This hyper-efficient service provision takes place without thought or conscience and serves as a metaphor for moral bankruptcy. This may explain why Mega-City One topped the Architect’s Journal’s ‘Top Ten Comic Book Cities’ – for serving as a warning to what happens when Modernist solutions to overcrowding – concrete-built vertical living – are stretched to absurdity. On the one hand, it’s encouraging to see a place for FM in tomorrow's city. But perhaps it’s worth keeping in focus the human face behind the service – maybe that way you can keep your recycling remit restricted to glass, plastic and paper…

Please excuse us if there’s a slightly weary tone to the column this week, but we’ve had a bit of a few days of it here at FM World Towers. First there was the thoroughly enjoyable night on the Monday before last at the BIFM Awards, after which we moved straight on to the FM Event exhibition and conference at Olympia (of which more in our next edition). And then, to top it all, we had this edition to pass for press. You can usually ﬁnd out who’s who at FM World on

our contents page. However, in this case it would be remiss of us not to point out that we were more than ably assisted at the BIFM Awards by our digital content manager Harriet Patience who performed above and beyond the call of duty with the video camera. If you haven't yet seen the fruits of all this effort, take a look at the screengrabs here – and also go to www. fm-world.co.uk, where a search for 'BIFM Awards', will lead you to a series of shot video interviews with then of the winners. You'll read their stories elsewhere in this edition and the next, but we should take this opportunity to send our own congratulations to all of the winners. Well done – and a special thanks for all those who came up to be interviewed afterwards. Also, here's a special word for those who left with a highly commended certiﬁcate. As many speakers were at pains to point out, the sheer strength of the entries this year meant that 'Highly Commended' was as close to actually winning as possible. Congratulations – you thoroughly deserve it.

"Just because your project includes huddle rooms, hubs and the like, doesn’t mean that anyone will actually end up using them" Consultant Neil Usher's FM Event presentation on the concept of 'tummeling' focuses on the need for someone to be tasked with stimulating workplace interaction. More next issue.

IN THE NEXT ISSUE OUT 1 NOVEMBER

PROFILE: WENDY CUTHBERT, 2012 FACILITIES MANAGER OF THE YEAR /// PROFILE: KEITH ALEXANDER, RECIPIENT, 2012 BIFM OVERALL INDUSTRY IMPACT AWARD /// REPORT: THE FM EVENT /// FEATURE: OLYMPIC VOLUNTEERING /// BEST PRACTICE ON DUCT CLEANING /// UNDERSTANDING BS 8210 /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

50 | 18 OCTOBER 2012 | FM WORLD

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www.fm-world.co.uk

12/10/2012 12:39

www.fm-world.co.uk

LOOK OUT FOR THE 20l3 FMWorld BUYERS’ GUIDE TO FM SERVICES www.fm-world.co.uk

BUYERS’ GUIDE TO FM SERVICES 2013

www.fm-world.co.u

Buyers’ Guide to FM Service s

2013 In association

with

The most comprehensive directory of suppliers to the UK FM marketplace is now in its 8th year!

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WASTE MANAGEMENT

NTRODUCTION

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ARCHITECTS

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ONLINE London LISTING 020 7880 6229 www.mywebsite.co.uk contantme@thisemail.com Address here, area etc FM World is the official magazine of the BIFM. It is a fortnightly publication reaching in excess of 11,300 BIFM members and includes features, news and the best selection of UK job vacancies.

HEALTH & SAFETY

INFORMATION ON ADVERTISING: sales@fm-world.co.uk: 0207 880 8543 acilities management is nothing if not a multi-faceted profession, so it’s important that this, the seventh edition of the FM World Buyers’

Guide to FM Services, is a comprehensive and authoratitive directory. BIFM JOINT VENTURES

n Read World

In these pages you’ll find around a 1,000 entries from more than 270 product and service suppliers. From construction to cleaning, recruitment to relocation, software to security – you’ll find it here. As well as a directory for sourcing suppliers, this guide is also a handy reference to the sector as a whole. You’ll find useful names and addresses, a diary of FM events for 2012, a guide to the legislation you can expect to deal with and a glossary of FM terms. I’d like to say a big thank you to all the organisations that support the continued publication of this guide, be it by uploading their company

CATERING

A WORLD OF NEWS AND VIEWS

FM World theorlatest www.fm-world.co.uk details forprovides the free listings, by upgrading their listings and advertising. theDepot FM World website covers thanks go toand our overall 2012 guideUpdated sponsordaily, Office newsParticular and analysis the best mergersVinci and acquisitions, and our individual category sponsors: BaxterStorey, Facilities, new contracts, research, selection of jobs, both in print legislation and all the latest news. It also contains Aggrekko, Sodexo, Office Depot, the British Pest Control Association a comprehensive archive of best practice articles, and (BPCA) onlineand Quadrilect. legal advice, Also, we recognise that you may prefer to access all of case this studies and interviews with key FM professionals. embership to the BIFM brings with information online. Accordingly, theit guide is also available on our a variety of benefits, including As the year progresses and details website (www.fm-world.co.uk). FM World the institute’s change, themagazine, online edition of the guide is updated too. fortnightly publication. We hope you enjoy using this guide, and we’re always open to Containing the latest newswe andcan thinking, suggestions on how improve on it for next year. Just email me FM World features an ideal mix of strategic if you have any thoughts. (martin.read@fm-world.co.uk) and practical articles and updates on the evergrowing legislative challenges facing facilities managers, together with case studies of the latest projects and interviews with the leaders BPCA of this expanding profession.

CLEANING

ENERGY MANAGEMENT

CONSTRUCTION

TRAINING PROVIDERS

RECRUITMENT

Contact: Adam Potter 020 7880 8543

adam.potter@fm-world.co.uk

FM SOFTWARE

BOOK YOUR LISTING NOW: fm-world.co.uk/buyers-guide CO N T R OL

www.fm-world.co.uk

FM World Buyers' Guide • 2012 129

A S S O C I AT

P H EST

N BRIT Est. 1942

Each issue includes:

O The latest news on FM issues in a variety

If you’ve got what it takes, FM BG 186x123.indd 1

09/10/2012 14:23

we’re here to help you progress Are you still at the right BIFM membership grade to reflect your increasing achievements in the FM industry – or is it time to progress? To upgrade to the next level or to find out more, please visit: www.bifm.org.uk/climb or contact the Membership Team on: 0845 058 1358 or email membership@bifm.org.uk

FMW.18.10.12.051.indd 38

09/10/2012 14:45

“ WE CAN’T AFFORD TO TAKE RISKS WHEN WE’RE APPOINTING OUTSIDE CONTRACTORS” Robert Marsh, Director (Electrical), Johnathan Hart Associates

ECA electrical contractors must undergo a thorough examination of their ﬁnancial, commercial and technical skills

ONE LESS THING TO WORRY ABOUT. To find an ECA contractor that’s right for you:

FMW.18.10.12.052.indd 2