THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 6 DECEMBER 2012
W FM MWorld www.fm-world.co.uk
INTERVIEW:
Keith Alexander expands the industry’s academic horizons
Could 2013 be a good year for the FM sector?
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VOL 9 ISSUE 22 6 DECEMBER 2012
CONTENTS
9 | Cleaning industry strife
18 | The year 2013
22 | Keith Alexander
NEWS
OPINION
FEATURES
6 SMEs give thumbs down to landlords in a recent PIA survey 7 Barnet outsources £32 million of services to Capita 8 Project of the Fortnight: Liverpool expands its exhibition facilities 9 Think Tank: Should under-performing buildings lose their BREEAM rating? 10 Business news: Graeme Davies: government’s prison u-turn has hit FM sector 11 Caterer Compass serves up 7 per cent profit growth 12 Business Focus: The often-rocky area of public-private contracts 16 Women in FM: Martin Read reports from the group’s all-day event 17 James Richards reports from Intellibuild on what makes a building ‘smart’
14 Perspective of a facilities manager: Simon Francis on FM at the University of the Arts 15 Five minutes with Paul Phillips of Assurity Consulting 46 No Two Days
MONITOR 31 Insight: Market intelligence 32 How To: Maximise productivity through correct battery choice 33 Technical: Cut datacentre costs; change their colour… 34 Standards: Stan Mitchell’s final feature on standards in FM
28 | Bomber Command
18
The Year 2013: We look forward to the coming year and the themes that could make it a great year for the facilities management sector
22
Keith Alexander: The winner of the BIFM’s Overall Industry Impact award in 2012 speaks about his career on the academic side of FM
26
Data Centres: The pressure to cut data centre costs is mounting. Simon Terry discusses how management and technology can achieve this aim
28
Bomber Command: Creating and maintaining a memorial for the aircrews that fought in World War II is a unique challenge, finds Lucy Jeynes
REGULARS 36 BIFM news 39 Diary of events 40 People & Jobs 41 Products 43 Appointments
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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
MARTIN READ EDITOR COMMENT
LEADER
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Average net circulation 11,513 (Jul 11 – Jun 12) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845
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ll I hear is doom and gloom,” moans Mick Jagger on the latest Rolling Stones single. And it’s easy to sympathise. He’s doubtless relating what he’s hearing about how, as we pass into 2013, facilities management services are still more likely to be judged on their cost to an organisation, not the value they can provide for it. Although I can’t tie it down to a specific lyric, Jagger is almost certainly expressing his disappointment at how this added value is still so inadequately measured, where indeed it is measured at all. But whatever the cause of his current discontent, Mick can at least console himself by stroking all or part of his £190 million personal fortune. The rest of us may have to be a bit more creative to keep our heads above water (literally, if this weather continues) in 2013. The mood was different a year ago. We had the excitement of the Olympics ahead, with the knowledge that if all went to plan we’d have some great FM stories to report on. And indeed, London 2012 confounded the cynics, exceeding all expectations. Since the gates closed on the Olympic Park, we’ve reported a variety of positive stories, all emphasising the value of good FM to the success of the games. So what is there to look forward to in 2013? Not much, at first glance. There’s little sign of the economic storm breaking, with the new year likely to see the cost of FM services under even greater pressure. News stories suggesting an age of austerity going to 2018 and beyond do not inspire. I think, however, that we can enter the new year in bullish mood. Many great BIFM events were organised by the institute’s volunteers last year, while we at FM World hosted a range of genuinely enjoyable debates. ThinkFM was a roaring success; the first BIFM Women in FM conference showcased more positivity than could reasonably be expected to be present in a single room, while the institute’s first leaders’ forum (on building information modelling), was a powerful example of how the institute is adapting to a changing landscape. It’s also worth mentioning the record-busting BIFM Awards programme, too. You’ll see from our feature on page 18 that we’re going out of our way to enter the new year in an upbeat frame of mind. We’ve made a positive decision to, well, remain positive. And while it’s still November as I write, but the FM World team is already focused on our 2013 schedule. This is the last print edition of 2012, so here’s a little bit of housekeeping: the last FM World Daily will go out on Friday 21 December, and the first of 2013 on Wednesday 2 January. We’ve some great plans, and if you subscribe to the FM World Daily you’ll be the first to hear about them. Otherwise, it’s time to wish all of our readers a Merry Christmas and a Happy New Year. Our particular thanks to every reader who took the trouble to complete surveys, attend events or otherwise engage with us in 2012. We’re looking forward to working with you all again in 2013. Chin up!
“A
“THE REST OF US MAY HAVE TO BE A BIT MORE CREATIVE TO KEEP OUR HEADS ABOVE WATER IN 2013”
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PROPERTY
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commercial property management company GVA and chair of the survey team. “The economy has been volatile for the past year and looks to remain so for the coming year.” Demand for rental property remains weak and rental values continue to fall outside London. The results are “a little bit disappointing”, said Paul Harrington, director of real estate at consultancy PWC, an occupier which has between 20 and 30 landlords in the UK. He said service charges remain “a black art” and there is still a reluctance by landlords to sign up to servicelevel agreements with tenants.
Dan Batterton, business development director with landlord Legal & General, acknowledged that tenants must keep the pressure on landlords to improve service. Landlords, he said, can become complacent in the current market because a lack of rentable space means tenants have little incentive to relocate. The survey, conducted this past summer, is based on 182 responses from occupiers who
represent 500 companies and occupy 26,000 properties. The PIA is an umbrella group for the property sector. Members include the Association of British Insurers, British Council for Offices, British Property Foundation, Association of Real Estate Funds, British Council of Shopping Centres, Investment Property Form and Royal Institution of Chartered Surveyors.
Retail landlords boost RICS code compliance Shopping-centre landlords are getting better at adhering to the service charge code of practice but could do better, according to a new survey. 54 per cent of landlords have annual reconciliation statements that outline service charges signed off by an accountant or surveyor, a much better percentage than last year, noted the second annual Service Charge Operating Report (SCOR) for Retail 2012. Last year, only around 20 per cent of reconciliation statements were signed-off by an accountant and none by a surveyor. On average, tenants are paying service charges of between £4.34 and £6.68 per square foot of space in some of the UK’s biggest
SHUTTERSTOCK
Around a quarter of small-tomedium-size companies (SMEs) in a new occupier satisfaction survey have given their landlords the lowest possible rating. The survey, the sixth annual Occupier Satisfaction Survey from the Property Industry Alliance (PIA), asked occupiers, both SMEs and large companies, to rate their landlords. Overall, occupier satisfaction was 5.1 out of 10, with 10 being the most satisfied rating. But 25 per cent of SMEs in the survey gave their landlords a score of 1 out of 10 “extremely dissatisfied”. Last year, the overall satisfactions score was 5.4 and in 2010 it was 4.9. Satisfaction by companies of all sizes with landlords’ service charge arrangements received a “relatively low” score of 4.7 out of 10. However, the survey noted that there has been a gradual improvement, from 4.2 in 2010 and 4.3 last year. Occupiers scored their landlords’ understanding of their business needs at 4.4. Again, SMEs scored the landlords lower than larger companies – 4.1 against 4.6. “The lowest occupier satisfaction score was, once again, for sustainability issues, 3.8 out of 10,” the survey said. This “contrasts with the high-level of importance that occupiers themselves attach to sustainability issues”. “The results should be looked at in the current weak economic situation,” said Stuart Morley, a consultant-researcher with
SHUTTERSTOCK
SMEs give thumbs down to landlords
shopping centres, according to the report from Property Solutions, a service charge consultancy. The report was carried out in conjunction with Kingston University and the Metropolitan State University of Denver in the United States. It is based on the service charge cost data from 100 shopping centres, with a total area for let of around 50
million square feet and yearly expenditure of just under £300 million. The report looked at compliance with the Code of Practice Service Charges in Commercial Property laid out by the Royal Institution of Chartered Surveyors (RICS). The code is based around seven formalised measurements, each presenting a clear presentation of a particular service charge. The results show retail landlords were more compliant with the code compared to those in the office sector For a full version of this article, and more news stories like this, please visit our website: www.fm-world.co.uk
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NEWS
BRIEFS BICSc president quits
ALAMY
Barnet outsources to Capita The London Borough of Barnet is outsourcing its back-office functions, including estates management, in a 10-year deal with Capita. The contract is worth around £32 million a year to Capita and is expected to save the council around £120 million over the decade, according to a council statement. Capita pipped BT to the contract in a tender process that lasted 18 months. The offer to the council is a guaranteed saving of around £70 million for core services, nearly £47 million procurement savings and just over £8 million
on collection of council tax and other debts. Other services covered by the proposed contract are customer services, finance/payroll/HR, IT, procurement, revenues/benefits and commercial services. Capita will also make an up-front investment of £8 million to improve the delivery of these services. The contract accounts for 11 per cent of the council’s spending. About 15 per cent of the council’s workforce (over 500 people) will transfer to Capita. The deal with Capita comes as a report by the government’s local-
authority spending watchdog, the Audit Commission, found 90 per cent of councils will likely balance their 2011-12 budgets. Councils have improved efficiency, cut services, increased fees and charges and have used reserves. “Most councils are using benchmarking information to identify efficiency improvements,” the report said. The report noted that the 2010 emergency budget has cut £805 million of government funding to councils in 2010/11. The 2010 Spending Review includes a 26 per cent cut in support for councils for 2014/15.
REQUEST: BIFM AWARDS JUDGES
BIFM Awards 2013: call for judges The success of the 2012 BIFM Awards is still fresh in most people’s minds, having seen more higher-quality entries and tougher competition than ever before. Accordingly, one of the challenges for over the Christmas and newyear break is to decide what category to enter, and how to do better, achieve ‘highly commended’ status or, ideally, be a category winner in 2013. The 2013 Awards will open on Monday 14 January – see www.bifm.org.uk/awards2013 for full details. However, for many others in the FM industry we would like you to consider a parallel call – whether to be part of our celebration of excellence by becoming one of our www.fm-world.co.uk
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judges. The institute is looking for industry experts across all areas of facilities management; people with experience gained through a period of direct involvement in our diverse support-services market and individuals prepared to apply their objective judgement and help us find next year’s champions.
In order to take part, you will need to be able to help generate entries, evaluate written submissions and take part in at least two site visits or panel sessions between May and July. You will need to be a current BIFM member and have a specific interest in one or more of the categories that play to your strengths. If you feel you may be able to assist, email awards@bifm.org.uk by Friday 11 January, including a 400-word (maximum) summary of your background and experience, stating the category or categories you would be most interested in focusing upon. Oliver Jones Chairman of the Judges
Professor David Bellamy OBE has stepped down as president of the British Institute of Cleaning Science (BICSc) after more than a decade of service to the institute. Bellamy was a regular chairman at the institute’s annual general meetings and attended many of the BICSc annual award dinners. BICSc will announce a new president in the near future. Colin Hasson, life vicepresident of the institute said: “His enthusiasm knows no bounds and the institute has benefited to the full. He set us on the path of environmental concern at a time when it was by no means a priority talking-point in any industry, especially our own.”
BCSE chief exec leaves The British Council for School Environment’s chief executive Nusrat Faizullah has resigned after just over a year in the job. A brief statement from the BCSE said that Faizullah left at the end of November, althugh it gave no reason for her departure. “The BCSE is in a stronger position than it was when I joined a year ago,” she said. “I have worked hard to ensure a secure and productive future for the organisation and look forward to seeing how the organisation progresses in the future.” Sharon Wright will join the BCSE as interim chief executive for three months.
Contracts site on waste The government has added detailed information on waste management to its online contract data information site, Contractsfinder. Contractsfinder shows UK suppliers what the government will need in the future, which will allow UK plc to gear up with better employee training to bid for the work when it becomes available. Waste management is one of four new areas to be added to the site, along with professional services, financial services and fire services, according to the Department for Business, Innovation and Skills. FM WORLD | 6 DECEMBER 2012 | 07
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FORTNIGHT NEWS BULLETIN
Southbank Centre set for major refurb London’s Southbank Centre has appointed Gardiner & Theobald (G&T) as cost manager for the refurbishment of the Queen Elizabeth Hall, Purcell Room and Hayward Gallery complex. G&T will also act as coordinator for construction, design and management of the £43 million upgrade of performance spaces and galleries. The centre has poor access to the stage and galleries, sub-standard backstage areas and worn-out infrastructure, according to G&T. In addition to the core refurbishment, a project to reclaim unused or under-used areas to transform the complex and deliver more flexible cultural and social uses will be explored.
FM sector on target for jobs rise
Waterfront: ISG will expand the convention centre on Kings Dock, Liverpool
Liverpool expands its exhibition facilities ISG has won the contract to deliver a £40 million exhibition centre to be part of the Arena and Convention Centre Liverpool, known as ACC Liverpool. The 8,100 square metre (87,200 square foot) exhibition centre will be connected to the 11,000-seat Echo Arena and the BT Convention Centre by a covered elevated walkway. ACC Liverpool, on the Kings Dock area, was opened by the Queen in May 2008 and has wind turbines and rain-water harvesting. The new three-hall exhibition centre will also have an integrated hotel developed by the city council. ISG is working with the city council and ACC Liverpool on further designs with a planning submission scheduled for March next year. Initial plans include an atrium, food and beverage outlets, meeting rooms and a business centre. The three halls will each be 2,700 square metres (29,100 square feet) and be separated by movable walls, giving the enlarged ACCL complex around 15,225 square meters (nearly 164,000 square feet) of exhibition space. The facility will host trade and consumer exhibitions, concerts and sports events. In its first year of operation, the new centre is expected to host about 50 events and attract more than 250,000 visitors. It is estimated that the exhibition and event programme will support 1,300 jobs in the wider economy and contribute in the region of £40 million per year in economic benefits to the Merseyside area. Liverpool City Council has reached an agreement-in-principle with Homes & Communities Agency, owners of Kings Dock, for a long lease on seven acres of land adjacent to the existing arena and convention centre. Funding for the facility is being raised through borrowing supported directly from revenue to be generated by the centre, meaning the project is expected to come at no cost to local taxpayers, according to a statement from ISG. Construction will start in autumn 2013 for completion in early 2015. ISG, established in 1989, has revenues of around £1.2 billion. 08 | 6 DECEMBER 2012 | FM WORLD
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The facilities management sector is set to experience a 19 per cent increase in the number of positions across all occupations between 2010 and 2020, according to a report. Managers and professional occupations are forecast to account for 59 per cent of the new positions in the sector, according to Future Forecasts: Interim Research from the sector’s skills advisory and training body Asset Skills. England is expected to have the most significant increase in workplace jobs (28 per cent), followed by Scotland (15 per cent), Northern Ireland (13 per cent) and Wales (2 per cent). The report noted that the main drivers for the increase in FM jobs are government regulation; demographic and population change; environmental change; economics and globalisation; technological change; changing values and identities; and changing customer demand. The report can be downloaded at: tinyurl.com/dy5krde
UK outsourcing worth £199bn, report says The UK outsourcing sector, including providers of FM, catering and technical consultancy, is worth around £199 billion, according to a new report. Around 64 per cent of outsourcing clients come from the private sector, noted the report by Oxford Economics – UK Outsourcing Across the Private and Public Sectors. The 40-page report, commissioned by the Business Services Association (BSA), updates the 2011 figures on the size and strength of the industry. But this year the report includes for the first time the value of outsourced activity by region and parliamentary constituency. Outsourcing directly supports around 3.3 million jobs, equivalent to just over 10 per cent of all UK jobs. The report can be downloaded at the BSA website: tinyurl.com/ BSAoutsource
BSI publishes guide to energy auditing BSI has published a new European standard to help organisations plan and carry out effective energy audits. BS EN 16247-1 – Energy Audits – has been developed with input from influential energy experts including members of the Energy Institute, Institute of Chemical Engineers and Energy Services and Technology Association (ESTA). The standard was created in response to the 2006 EU directive on energy end-use efficiency and energy services, which is to be replaced in 2014 by the European Commission’s proposed Energy Efficiency Directive that mandates member countries to create regular energy audits for large organisations. BSI invites comment on the standard via a form on the BSI website at: drafts.bsigroup.com www.fm-world.co.uk
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THINK TANK
WE ASKED 100 FMS… Should a building lose its BREEAM rating or at least have it downgraded if, after two years, it is not operating at its stated potential? Nearly nine out of 10 FMs believe a building should lose its BREEAM rating or be downgraded if it fails to be operated to its potential. “There must be some accountability and transparency, otherwise what is the point,” said one respondent to the latest FM World Think Tank poll. The idea of an energy efficiency potential rating is a good thing, according to nine out of 10 respondents to another recent poll. However, 75 per cent also said improvements could be made, according to The Value of BREEAM, a 44-page report based on research funded by Schneider Electric and undertaken by BSRIA, with help from BRE Global. FM World’s poll found 87 per
cent of respondents said buildings should have their BREEAM rating reviewed when operational. “Occupiers trumpet their building’s design standard irrespective of whether it’s actually achieved at installation, confirmed at commission stage or subsequently maintained appropriately,” a respondent said. “Poor installation and incompetent maintenance lessen design ratings. So there could be different-stage BREEAM ratings, perhaps one for the design stage, another at commissioning stage and a third rating when reviewed once fully operational.” Another respondent likened a BREEAM rating to an MOT: “An MOT isn’t needed until the
Yes, 87%
vehicle is three years old and similar thinking should apply to new buildings.” Currently, a BREEAM rating can be hijacked by an occupier’s or developer’s marketing department. “BREEAM is being used by some as a public-relations tool,” he said. “Projects are being planned around picking up points to obtain a particular rating rather than to manage resources and reduce consumption.” What hasn’t happened, but which might be a good idea, said another FM, is for new buildings to
have follow-up audits. These could be similar to the display energy certificates required for public sector buildings, old and new, and which show energy consumption. But any follow-up rating might be like comparing apples and oranges. Would it be fair to expect the FMs and facilities-operating companies of a new building to run it as efficiently as a BREEAM rating says it can be, if the operators were not involved in the original design? Read this article in full at www.fm-world.co.uk
Crunch time for global cleaning sector Technological improvements that affect the delivery of cleaning services are picking up pace globally, but they face stiff opposition from unions in some countries. According to the World Federation of Building Service Contractors (WFBSC), which has published its first comprehensive worldwide cleaning industry report, better technology can potentially provide services at lower cost without compromising the level of service. But this is not always realistic. “Strike action in recent years, for example, has highlighted the negative impact that such demands are having on workers and the industry,” notes the report. The global cleaning industry has been thought of as relatively recession proof, but the economic www.fm-world.co.uk
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ALAMY
DAVID ARMINAS newsdesk@fm-world.co.uk
downturn has slowed the sector’s growth in a number of nations, the report found. In some countries, including France, the sector has actually shrunk. A 2009 WFBSC report covered only a few nations, while the latest publication covers 38 countries, including in Western Europe, North and South America, some Asian countries, including China,
Singapore, Malaysia, Japan and India, as well as Australia and New Zealand. Only South Africa represents the African continent. The survey gives an overview of the size and importance of the cleaning market in those countries and the key issues for the sector. Profit margins for businesses are rolling back and services are bought increasingly on lowest
prices, London-based WFBSC said. Earlier this year, Andrew Large, chief executive of the Cleaning and Support Services Association (CSSA) in the UK and executive vice president of the WFBSC, called on the cleaning sector in the UK “to work together to achieve a (London) living wage for cleaners”. Large said progress has been made by the 100 businesses in London that have been accredited as living-wage employers in the past 10 years. In July, London’s Haringey Council awarded Balfour Beatty an £860,000-a-year cleaning contract that includes the London living wage. Set up in 1978, the WFBSC is the global trade association for privatesector employers in the outsourced contract-cleaning sector. The report is available for £750, plus VAT, at www.wfbsc.org FM WORLD | 6 DECEMBER 2012 | 09
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ANALYSIS
Government’s prison u-turn hits FM sector GRAEME DAVIES newsdesk@fm-world.co.uk
The coalition government shocked the outsourcing sector earlier this month when it rolled back on its plans to hand the running of a large number of the country’s prisons over to private sector outsourcers. The Ministry of Justice had been expected to announce the award of the first tranche of nine prison outsourcing contracts this month. Instead, it surprised contract contenders such as Mitie and G4S by keeping three of the nine prisons under public management. It also further punished G4S by announcing plans to take back
the running of the Wolds prison in Yorkshire, which the private group had been managing, citing ‘clear weaknesses’ such as drug use and challenging behaviour. Those companies that did win preferred bidder status included Serco, Sodexo and Amey. This about-turn dealt a serious blow to a number of outsourcers and FMs who had hoped for a string of prison deals coming on to the market over the next few years, including a tranche that was expected before the year end. What is telling is that the government’s reasons for rolling back on its commitment in this
area was that private sector bids were not offering sufficiently compelling value for money. This chimes with recent signs that some outsourcers are simply not offering enough to a government that is becoming increasingly desperate to reduce its running costs – indeed the Ministry of Justice is required to find 23 per cent savings before the end of this parliament. There will still be an element of outsourcing in the prison service, but it will tend to involve smaller buildings and facilities management contracts rather than all-encompassing contracts to run whole prisons. Indeed, even the innovative partnership between Mitie and the Prisons Service failed to win favour in terms of winning large-scale contracts. But Mitie has since said that the decision could end up benefiting pure FM players since the Ministry of Justice is now expected to release more than 100 smaller FM-style contracts next year in one fell swoop rather than the
Contract wins
NEW BUSINESS Housing provider East Thames Group has picked Interserve as preferred bidder for a seven-year contract worth around £100 million. Support services group Interserve will look after 13,000 properties across east London and Essex, with a framework option to allow neighbouring public sector bodies access to the group’s services. Interserve has also won a threeyear mechanical and engineering (M&E) maintenance contract with Oxford University Estates Services. The £3.5 million contract covers five medical research buildings in Headington, Oxford. Interserve will 10 | 6 DECEMBER 2012 | FM WORLD
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work with in-house M&E staff on the 24-7 contract, where the company will provide planned and reactive maintenance and repair, operating and configuring building control systems and energy management. Aramark has won a £7 million contract with the University of Worcester. The five-year deal, with scope to extend for two years, will see Aramark deliver catering, retail, vending and hospitality services. The food service and facilities management provider will operate across three Worcester sites: St. John’s Campus, City Campus and the Riverside building.
Norway’s Oslo Airport has awarded G4S a £250 million security contract. Under the six-year deal, which includes the terminal building and estate perimeter, G4S will provide services such as security checks for all crew, goods, cargo and outdoor gates and grounds. G4S has been working with the airport since 2008. North Somerset Council has appointed Graham FM to deliver a range of hard services for around 400 council buildings. Services include statutory compliance, periodic maintenance, testing and inspection of building fabric and mechanical and electrical assets, data collection and environmental management. OCS has won a contract with ferry operator MyFerryLink for docking services at the port of Dover. The £2 million deal includes mooring and casting-off of ferries, as well as the loading and offloading of unaccompanied freight.
piecemeal, larger contracts it had previously planned over the coming few years. So, instead of pushing ahead with ever-more aggressive major contracts, the Ministry of Justice appears to be set to try to skew the traditional mix by retaining the core of its operations in public hands. This serves the dual purpose of reducing the unease the public may have about private contractors manning prisons, while outsourcing as much of the peripheral activities of the prison service as possible. This will be done through dozens of smaller contracts that are more likely to arrive under the radar of public opinion, but could actually end up seeing more of the prison service run by private contractors in aggregate than the original plan. The Ministry of Justice has been one of the later movers in terms of outsourcing, mainly due to the sensitive nature of its operations, but the private sector has a long history in certain parts of the prisons service and this is likely to continue. By leaving it later, the ministry is going to have to act rather boldly, a process it has already started by ripping up its long-standing plans for outsourcing. What it will do is focus minds among the outsourcers in terms of what they can offer the government in terms of savings. It probably also acts as further chastisement for the sector, and G4S in particular, following the summer’s Olympics security contract embarrassment – it certainly would have made any prisons contract award to Nick Buckles’ outfit politically awkward in the extreme. See ‘In Focus’ on page 12 for more analysis on public-private sector contracts. Graeme Davies writes for Investors Chronicle
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BUSINESS BRIEFS
Compass serves up 7 per cent profit growth Global catering company Compass saw profit-before-tax jump seven per cent to nearly £1.1 billion for year-end 2012. Revenue also improved, rising eight per cent to £6.9 billion, according to the annual results statement for the year ended 30 September 2012. Organic revenue growth was 5.4 per cent, with overall strong performances in North America and fast-growing and emerging markets. The company said it is on track to complete a £500 million share buy-back. Group chief executive Richard Cousins said the outlook across the Atlantic and in the fast-
FM boosts Mitie results Richard Cousins, group chief executive
growing and emerging markets is “encouraging” and the pipeline of new contracts looks good. But he anticipates that economic conditions in Europe will remain challenging. “Our core business remains solid and we are taking action to re-base our business in southern Europe and ensure we are best-placed to capitalise on the many opportunities to drive growth. “The combination of strong trading in North America and the fast-growing and emerging markets, together with the European action plans, underpins our confidence in
delivering against 2013 market expectations.” Performance by region saw North American revenue rise 9.8 per cent, from £6.85 billion to nearly £7.52 billion. Operating profit was up from £538 million to £598 million. Revenue in Europe and Japan rose only slightly, up 0.4 per cent from £6.22 billion to £6.24 billion. But operating profit slipped back from £400 million to £397 million. Revenue in fast-growing and emerging countries jumped 13.7 per cent, from nearly £2.77 billion to almost £3.15 billion. Operating profit rose from £207 million to £235 million.
Sodexo sees revenue soar by 14 per cent Sodexo has seen revenues rise 13.6 per cent, including 6.5 per cent organic growth for its fiscal year-end 2012. Revenues were £14.6 billion, up from £12.8 billion in fiscal 2011, partly due to contracts for two major international sporting events, the London Olympics and the Rugby World Cup in New Zealand. The France-based company also reported a steep rise in operating profit, up 15.4 per cent to £785 million (2011: £681m) for year ended August 31, 2012. Within the UK, Sodexo saw revenue rise 24 per cent to £1.23 billion (£994m). For the first time in two years, Sodexo reported positive organic www.fm-world.co.uk
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Michel Landel, chief executive
growth in its healthcare and seniors operations. Revenues rose 3.5 per cent – due largely to the expansion of services provided to North Staffordshire University Hospital, its statement noted. Operating profit was £64 million, up 28.2 per cent, while the operating margin was
5.2 per cent, compared to 4.7 per cent the previous year. Group chief executive Michel Landel said Sodexo’s performance in emerging markets – which now represent 20 per cent of group revenue – has helped the group’s growth momentum. Landel also said FM continues to outperform the foodservices business: “For more than two years, our facilities management services have been growing three times faster than foodservices.” Overall group operational efficiency and cost reduction continue to be a priority. “We remain confident in the group’s strengths and are maintaining our medium-term objectives,” said Landel.
The FM division of Mitie saw operating profit before other items jump nearly 30 per cent for the half-year 2012. Operating profit before other items was £35.3 million, according to its statement for the six months ended 30 September 2012, up from £27.2 million for the same period last year. The FM division also saw strong revenue growth of just over 14 per cent to £518.1 million, up from £454 million for the same period last year.
Serco surge of new deals Serco expects to meet its year-end financial targets after winning a number of new contracts since June. At the half year, the international service company had a £19.4 billion order book and an estimated £31 billion pipeline of identified opportunities around the world. From that date, Serco has won a further £1.4 billion of contracts, bringing the value of its total new contract wins this year to £5.6 billion. This includes signed contracts valued at £5.4 billion and preferred bidder appointments valued at £200 million.
PFI sell-off boosts results Support services and construction group Interserve has reported third-quarter trading within the board’s expectations as a result of contract wins, worth £500 million, and a major equity divestment. In an interim management statement covering from 1 July 2012 to date, the company explained that private finance initiative divestments had “materially strengthened” its financial position from that detailed in the half-year report at 30 June. FM WORLD | 6 DECEMBER 2012 | 11
29/11/2012 15:15
FM BUSINESS IN FOCUS
THE ISSUE The relationship between the private and public sectors is under scrutiny after the highprofile failure of the G4S Olympics contract
THE INTERVIEWEE David Hansom, a partner in and head of public sector procurement practice at legal firm Veale Wasbrough Vizards
We’ll call you... It was a fraught year for global security provider G4S because it failed to deliver the necessary number of security guards for London’s Olympics. Britain’s army saved the day by providing personell to make up for the shortfall. Not saved were the UK head of G4S David Taylor-Smith and Ian Horseman Sewell, managing director of global events. The board of G4S accepted their resignations. However, the board stood behind chief executive Nick Buckles, despite his bruising time in front of the Home Affairs Select Committee to answer MPs’ questions on performance concerning the Olympics contract. In parliament, MPs questioned whether any future contracts should be given to G4S. Just when it seemed like things couldn’t get worse for the company, last month the Ministry of Justice cut G4S from its shortlist for running HMP Northumberland and the three South Yorkshire prisons of Moorland, Hatfield and Lindholme. G4S also would no longer run HMP Wolds in East Yorkshire when the 20-year contract ends in July next year. So where does that leave the relationship between public and
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private sectors as 2012 rolls into 2013? Is the G4S situation a precedent that will dictate how contracts are let in the next few years? Not likely, says David Hansom, a partner in national legal firm Veale Wasbrough Vizards. It’s just smartened everyone up a little. “There is undoubtedly nervousness in the market on the idea of blanket bans from participation in procurement for public contracts,” says Hansom, a specialist in public sector procurement law. However, the public sector is now looking closely at the “teeth” of a contract, and is less afraid to use contractual options when things go wrong, including termination. “This is a welcome sign and one to which the private sector will need to respond appropriately.” But blacklisting of companies is not an option. Hansom confirms that a “blanket prohibition on a company or group of companies from bidding for all contracts in the UK would breach the EU public procurement rules”. It would be discriminatory treatment and exclusion for a reason not linked to one of the permitted limited grounds of exclusion under the EU rules, which need to be applied on a case-by-case basis.
David Hansom is partner in Veale Wasbrough Vizards
In practice, if a bidder found themselves being excluded from a whole market – which is the inevitable effect of such a ‘blacklist’ – legal challenges could be expected to follow because of the lack of opportunity for the supplier to gain market access. For many bidders, the UK is their only marketplace and they have nowhere else to go. There will be concern about the legality of any attempts to exclude them from the market. Hansom explains that this also goes for partner companies in a consortium if they suspect their lead supplier is suffering from some kind of blanket ban from the market as the effect would be to exclude the whole consortium. One area of the tendering process that is likely to become more significant for both suppliers and the public sector is the PreQualification Questionnaire (PQQ). This stage will be “much more scrutinised”, says Hansom. Consideration of past performance is allowed at this stage of the tender process. “This stage looks backwards at the relevant financial, technical and professional standing of the bidder,” explains Hansom. Technical ability can be assessed in a range of ways including the economic operator’s “reliability”. Hansom explains that this is normally achieved by looking at similar case studies within the past five years. “But this needs to be done
on a case-by-case basis, taking into consideration that particular bidder’s expertise in delivering that particular type of contract. This is the difference – a blanket lockout by definition isn’t a case-by-case decision. “Common issues we see with PQQs in practice include re-using old documents that aren’t fully relevant to the actual contract, or questions that don’t really ‘test’ the important issues for the particular public body. This has made the PQQ stage less robust and defensible.” The stakes are high as never before for public sector client and private sector supplier, says Hansom. Both groups need the other to balance the books in what remains a volatile economy. The government is keen to simplify the procurement rules to speed up procurement and make processes more robust. This needs to be done within the EU framework and a new procurement directive is expected by 2014. Expected changes include the simplification of procurement processes to shorten purchasing times and the abolition of “Part A” and “Part B” types of contracts. Part A contracts require full application of EU rules while Part B deals can be shortened because they are of interest more to local suppliers than pan-European companies. David Arminas is FM World’s news editor
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29/11/2012 15:59
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23/11/2012 12:13
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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
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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.
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09/10/2012 14:23 FM WORLD | 6 DECEMBER 2012 | 13
28/11/2012 10:26
FM OPINION THE DIARY COLUMN SIMON FRANCIS
Simon Francis is senior facilities manager at the University of the Arts London
“I HAVE HAD A TIMELY REMINDER THAT OUR CUSTOMERS ARE NOT JUST A HOMOGENOUS MASS PURCHASING OUR SERVICES” PRED ICTIN G THE UN P R EDI CTA BL E
t the University of the Arts, Simon Francis has to deal with some unusual student projects, nurturing this creativity while keeping the campus fully functioning
A
In my last column I wrote about how the changes in student tuition-fee funding has risen the expectation levels of our students and focused our attention on delivering high-quality customer service. While this is now fundamentally important to the delivery of FM services at the university, I have had a timely reminder that our customers are not just a homogenous mass purchasing our services, but are creative, passionate and sometimes subversive individuals who do not often behave in a predictable manner.
In the space of one afternoon this month, my team were faced with the challenge of a blow-up doll being thrown from a third floor walkway into our central atrium to simulate a suicide; an amateur abduction occurring in the canteen; and a cordon set up around a fake maintenance site in our central internal street. On investigation, it became clear that all of these actions were part of a student project with the aim of ‘getting peoples’ attention’. It certainly got my team’s attention and reminded us how unpredictable customers can be.
This week, I’ve been further reminded of the talent and individuality of our students as I have been part of the judging panel for a student project to design a multi-faith prayer/quiet room pod for one of our sites. To counter the fact that a lack of space in the building left us with only a converted storeroom in the basement to use for this purpose, we took the decision to ask the students to design and, hopefully, build a pod for this use that could be located in the central internal covered street. I was taken aback by the quality of some of the proposals and some of the hard work and effort that had gone into the design process. The quality was such that it was extremely difficult for the panel to choose a winner. Many of us were inspired
by a design for an invisible quiet room. While this did not actually fully meet the brief (by not actually providing a physical room), this proposal brought home the passion, subversive thinking and intelligence our students are famous for. The installation proposed was to print key concepts and phrases from various religions on to 8,000 small wooden blocks, then make them available for students to remove the blocks with the phrases most relevant to them from a large cubic structure created with them in the middle of the internal street. While it did not win, we committed to encouraging the student designer to progress with the proposal as a separate project. I shall definitely be encouraging my staff to become involved in this project.
BEST OF THE WEB Views and comments from across the web In terms of newbuild programmes, how does FM mesh with architects, design and fit out companies? (BIFM LinkedIn group) Stephen Moore: It depends on what the FM brings to the table. If they have the experience or a good knowledge of the use the building is to be put to, then a place in the design team can benefit all. From the architects’ point of view, ‘buy-in and 14 | 6 DECEMBER 2012 | FM WORLD
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a sense of ownership by the FM’ makes for better customer satisfaction at the end of the job. Steve Roots: The FM should be one of the key stakeholders of the design team, providing whole-life cost parameters to work to at concept right through to building operation audits at detailed design stage. The FM should be setting the strategy on how the building is maintained, cleaned and secured
and what the asset replacement strategy should be. What is the most rewarding part of being an FM? (BIFM LinkedIn group) Bob Beeching: The variety is great, but I think it’s just solving problems for people to make their lives easier, allowing them to get on with their job. Steve Selby: 28 years in the business and I’m still learning! Each day seems
to bring fresh challenges and this in turn keeps me engaged and focused. Steve Vincent-Marshall: The thing that really makes it rewarding is simply someone saying ‘thank you’. What are the three most important KPIs for an FM when looking for a cleaning contractor? (BIFM LinkedIn group) Lynn Webster: I would first suggest that if it
sounds too good to be true, then it probably is. Consider effective supervision that is over and above cleaning hours specified. Ensure compliance with your policies in areas such as sustainability – be aware of ‘green wash’. Have performance rates checked for delivery. Can each cleaning function be completed in the time stated? If the time is less generous, then corners are likely to be cut. www.fm-world.co.uk
29/11/2012 13:22
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BEST OF THE
FMWORLD BLOGS Contingency plans – how robust are yours? John Bowen, FM consultant, and chair of BIFM’s procurement SIG We rely on technology so much these days. The internet and mobile communications are fundamental parts of our business and any loss of them will have a significant impact. And yet, so much of this technology is outsourced that we often have no direct control over it. Any loss of service can make life very difficult, and service interruptions are not always predictable. Having some form of backup plan is, therefore, a very sensible approach. Loss of access to premises or the inability to use them is high on the agenda at the moment as we see major flooding here in the UK. Utilities and transport are badly affected already and the impact will take days to recover from and facilities teams around the affected areas will have a lot on their plates in helping that recovery. Managing risk is a complex subject, but it is simple solutions that will help mitigate those risks. This is why assessing risks, having a risk register in place, practising drills and regularly reviewing plans is so important. Organisations that recognise this, and who seek outside assistance in pulling all of this together, are the ones that can come through incidents successfully. So if you’re not bailing out and mopping up this week, why not schedule time to have a look at your own risk register? Read the article in full at tinyurl.com/d8ym6sf
Cross-charging your FM outsourcing Rob Cunliffe, FM Future This blog should help if you need to recharge your FM costs to various internal departments. This can be tricky; if the specification has changed, some departments may need more ‘wooden dollars’ that they were not expecting, or the way in which your pro-forma is designed can allow bidders to profile a price you were not expecting. Usually during a tender, re-charging is the last thing on your mind. Here are tips for a successful tender, and simple recharge afterward: 1. A clear and visible winner Key is a pricing model that creates a clear winner. You need to be sure that you know who the winner is. 2. Tailor your service to meet your budget Sometimes you may not be sure what level of service you can afford. Use your tender to ensure you maximise the quality of service for your budget. There are different options for input or output specifications, and so doing this could be the key to fewer disagreements when recharging departments. 3. A transparent elemental build-up of costs If you are recharging, this is necessary – but it is also necessary if you have a changing estate or workforce. Granularity is important; while you need enough detail to recharge and analyse prices, too much can be like trying to see the wood through the trees. 4. Consistent parameters for all bidders It is essential that parameters such as building data and inflation assumptions are the same for all bidders to allow an ‘apples for apples’ comparison. However, it is also essential that if the parameter changes you know the impact on your costs. 5. Audit, audit, audit Building-in audit tools is good practice. You do not need a degree in financial analysis to do this, basic arithmetic tests and checks are usually sufficient. Read the article in full at tinyurl.com/bna8vgq
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FIVE MINUTES WITH NAME: Paul Phillips JOB TITLE: Head of customer sales and service, Assurity Consulting
Most socially responsible organisations contribute to the communities around them. Organisations typically record how much money and people’s time is donated. Other ‘inputs’ such as donations of equipment, furniture, literature, advertising space, transport and food can all be measured or ‘valued’ in some way. But what about the ‘output’ from philanthropic activity? How do we measure the impact or ‘value’ of a particular activity? Not so easy! At best we receive a ‘thank you’ from a particular cause who appreciated the contribution. Sometimes, they expand on this and tell us how it specifically helped, perhaps in a way we didn’t originally anticipate. Why attempt to evaluate the effectiveness of your corporate social responsibility initiatives? Because you can continue to do the things that really help and stop doing the activities that are not really benefiting anyone (except perhaps your CSR report!). Take one example I heard about recently: A project to provide a school for a small community in West Africa was, on the face of it, a fantastically beneficial thing to do. But when asked about what would really benefit the community, the feedback was “a mobile-phone mast”! It turned out that most of the local children couldn’t afford the time to go to school, but if their farmer parents could get access through mobile phones to more information about food prices and crops that would sell better, their increased resources would allow them to afford the time for their children to attend school. So instead, the sponsoring organisation installed a mobile phone service for the community. Philanthropic activity is wonderful, but it can be made even more so with some basic business discipline; an analysis and review of results for continuous improvement. FM WORLD | 6 DECEMBER 2012 | 15
29/11/2012 17:16
FM EVENT WOMEN IN FM
INSPIRED PRESENTATION
Last month’s Women in FM conference, put on by the BIFM’s Women in FM special interest group, had as its strapline ‘Let’s Inspire’ – and there’s no question it lived up to that billing aving run a variety of wellreceived events over the years, the BIFM’s Women in FM special interest group (SIG) ran its first all-day conference in November. The event was hosted at Channel 4’s headquarters in London, a site facilities-managed by current Women in FM SIG chair and former FM of the Year, Julie Kortens. Inspiration is a multi-faceted theme, and most presentations focused on the broader management issues involved. Confidence, creativity, positive thinking, the nurturing of talent, effective written communication, mentoring and networking – all were on the agenda and all had strong speakers to make their topics come alive. From Tee Dobinson’s confidence-rating system, Ruby McGregor-Smith’s presentation on the power of positive thinking and Gwen Rhys’ networking tips, the conference
CHRISTIAN TRAMPENAU
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did a sterling job in covering these ‘soft’ management skills. However, the event was kickstarted with the single overtly facilities-focused address of the day. One thing Rio Tinto’s global head of property Neil Usher has in abundance is a way with words, and his presentation consisted entirely of a poem in praise of a typical day for an FM. Phrases plucked from a rich stream included how Usher’s “half-girl, half to-do list” had encountered the fearful prospect of “uncooked fish fingers ruining [smarmy sales executive] Slick Rick’s day”, all in a working week “interspersed with the vanity and insanity of humanity”. Former Labour MP Oona King was the first of several speakers
with a Channel 4 connection. These days, King is a diversity executive at Channel 4, and her presentation focused on how times have changed from when she first sat in Parliament. She revealed that Conservative MPs on the benches opposite made hand gestures, mouthing the word “melons” as she or other women MPs rose to speak (and this not in the 1950s or 1960s, but the 1990s...) On the thorny subject of female quotas, King said that she would “rather take a quota than inertia”. Mitie Group’s chief executive Ruby McGregor-Smith said that the power of positive thinking was one of the most important things she’d learned in her career, also claiming that “I want my kids to ask me ‘why on earth did you have a diversity group?’” Recruiting on the basis of talent alone should be twhe norm, she commented: “The best businesses don’t suffocate their young talent, they encourage it.” In two very personal afternoon presentations, you would have needed a heart of stone not to be inspired by the stories of Diana Man and Ismena Clout, one overcoming meningococcal septicaemia and the other living with (incurable) secondary breast cancer on a scan-to-scan basis
“The best businesses don’t suffocate their young talent, they encourage it”
Delegates attending the WIFM SIG’s first all-day event
while chairing the BIFM. Man was a presenter on Channel 4’s highly commended commentary team at the London Paralympics. Prior to her illness, she’d hurdled and ridden horses; she’s now focusing on both commentating and competing in Rio. Clout’s journey to the chairmanship of the BIFM is well documented, but how her diagnoses had affected her personal relationships moved everyone in the room. There were some lighter touches, too – like when cement needed to be injected into Clout’s spine, and her first thought was how very ‘FM’ that operation was. Overall, this conference addressed an emphasis shift in the skill set required of the 21st century facilities manager; the need to be, first and foremost, a project manager dealing constantly with people inside and outside of their organisation, bringing in specialist knowledge and abilities from third parties as needed. That means less of a focus on specific technical specialisms and much, much more on being a ‘generalist’ FM. There’s also an argument that the FM is the manager interacting with a greater variety of people than any other manager, and thus needs the ability to empathise and relate to people, adapting on a case-bycase basis. Even an ordinary FM needs to be an extraordinary communicator these days. This event showcased some extraordinary people who made that abundantly clear. FM
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FM EVENT INTELLIBUILD JAMES RICHARDS
Sean Affleck, partner and lead project architect at Make delivering his presentation (below)
BRAIN TEASERS Smart, brainy, sentient... Speakers at the Intellibuild conference in London in November discussed what makes a building ‘intelligent’, writes James Richards
period: “The way you manage information – and your access to it – becomes a strategic deciding factor for the quality that people experience and how businesses conduct themselves in cities.” This requires a different approach, one based around the experience of a person using the building, that is “all the services that a customer needed to receive”, such as help desk, IT, security, work order generation and a system feed back into the supply chain.” Talking smart: delegates at Arup’s offices on Charlotte Street, London
Devil’s in the detail
he question of what makes an intelligent building was posed by an engaging series of speakers at this year’s Intellibuild, hosted by consultants Arup in central London, on behalf of the British Council of Offices (BCO). Conference chairman Neil Pennell’s opened the event by suggesting an intelligent building was one “combing innovations with skillful management to maximise return on investment.” A show of hands revealed the delegates overwhelmingly felt there was a growing interest in intelligent buildings among developers. “It’s not the building that’s intelligent, it’s the place in which it’s located,” argued Peter Rees in an entertaining speech spiced with humour. Rees, planning officer for the City of London, is credited for overseeing the growth of the City into a world-leading trading hub. Despite its patchy air-travel
What followed was a concrete example of how intelligent building management could cut running costs by Dr Clare Penny. Her work at IBM studied asset performance using building management systems (BMS) on production plants in North America. Dr Penny used the example of a fan that was flagged up in the data log as consuming more energy than expected. Closer inspection revealed a hole in the duct work that had escaped the attention of traditional planned preventative maintenance; it was fixed, creating 5-7 per cent energy savings over the 300,000 square metres (3.3 million square feet) site. Professor Derek ClementsCroome, emeritus professor at the University of Reading, made the link between a building’s conditions and its occupants’ performance. “Environmental design affects wellbeing,” he said. “What we design isn’t just a matter of keeping hot and cold, it affects our brains and
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network, according to Rees, London has got it all in terms of an accessible location. Quoting Alex Gordon, who was president of RIBA in the 1970s, Rees defined the best buildings as being: “Long life, loose fit, low energy”, a criteria that he felt had never been improved on. Volker Buscher, director of ICT at Arup, approached the question of intelligent buildings from an IT-centred perspective, as he charted the history of the concept through the rise of Ethernet and IP, to today’s bring-your-own culture. Buscher pointed to a sea-change in building management over that
our concentration.” The professor went on to show several concepts such as a hightech dermal sensor, designed to be worn on the skin of the user. It would, in theory, be able to adjust the office conditions automatically based on the user’s body temperature, heart rate, brain wave pattern and so on. Designer Gerard Taylor then summarised his research on ‘Boomers’ verses ‘Millennials’ – two demographic groups with two different sets of expectations. Difficulties faced by developers in accommodating these rapid shifts in taste were expanded on by Benjamin Lesser of Derwent London. The company’s concept of the office as “white-collar factory” was one characterised by flexibility, he explained. Rachel Armstrong, a sustainability innovator, closed the event with a glimpse into the future of buildings. She argued that the forces of nature and the environment in which buildings were located was a neglected topic. Buildings of the future will be more closely integrated with their ecological environments. If there was a sense of resistance to these searching ideas among the audience, this was possibly forgivable. Gerard Taylor had, after all, predicted this kind of thing earlier in the day when he made the pithy observation that “humans are s**t at change”. Perhaps so-called intelligent buildings can only be as smart as those who design them. FM FM WORLD | 6 DECEMBER 2012 | 17
29/11/2012 13:23
FM FEATURE EMBRACING 2013 DAVID ARMINAS
TRISKAIDEKAPHOBICS
REJOICE
The certainty of continued economic uncertainty makes it easy to fear the worst for the 21st century’s thirteen year. Yet FM has much to be positive about, so here, David Arminas finds thirteen reasons why the sector should embrace the new year.
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in a positive frame of mind – and here are thirteen reasons why:
political profile 1⁄Increasing
As we go into the new year, the Cabinet Office is acutely aware of the importance of FM to the economy, says Gareth Tancred, BIFM chief executive. “Recent initiatives such as Soft Landings and BIM demonstrate how seriously the government is taking FM,” he said. “Soft Landings aligns design and construction with operational asset management and clear performance criteria. This will embed FM in the early planning phase of any new construction project, so that the building design
can be assessed for FM impacts, including input from the end-users and FM providers.” Also, recognising the living-wage issue is already a part of good corporate social responsibility. “All key players in the political arena support this,” says Tancred. “Many FMs are affected by the issue appreciate the need to play a role in its implementation.”
puts focus on FM 2⁄Cost-cutting The economic downturn has created a culture of cost-cutting, with many businesses battening down the hatches on spending. But the effect has been to shine a spotlight FM, says Simon Grinter,
“FM has come of age and enters the new year more confident than ever because of improving skills”
head of FM at London’s City Hall. “There has always been the purely financial side of saving money, like combining contracts,” he says. “But there is now a trend, which will continue, towards sweating the assets like never before. It’s strategic, creating the office to accommodate more people but in innovative ways, thanks to IT. It’s no longer just about people working at a desk, but working anywhere in the office environment.”
Olympic legacy 3⁄An
If you are a betting person, you might want to wager that accessibility and sustainability issues will be even more important next year, thanks to London’s Olympics, says Beth Goodyear, the former head of FM at Ascot Racecourse. “One of the biggest impacts of the Olympics on FM is in raising the bar in the construction industry and setting new
CHRIS DUNN
ow many FMs will admit to a fear of Friday the 13th? Do you shy away from seat 13 on an aeroplane, or avoid lifts to the 13th floor? If so, you might have triskaidekaphobia – a fear of anything involving the number 13. Alas, ahead of us lies a whole year involving this ‘unlucky number’. But does 2013 really bode ill for FMs? In fact, there is much to cheer us, and over the course of the next four pages we talk to thirteen people who believe 2013 will be a good one for the facilities management profession. Of course, pressures on FMs to boost efficiencies and save money remain, and will doubtless increase next year. But that kind of pressure will always be felt to a certain degree. What’s changing is that FM has come of age. We enter the new year in a more confident position, due to improving skills and an increasing ability to influence many core business areas. We should be entering 2013
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EMBRACING 2013
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4⁄Just BIM time
January 1 also sees FMs in Whitehall one year closer to 2016 and the mandated use of Building Information Modelling (BIM), as well as Government Soft Landings, a new method for new-building handovers. “It‘s really important that FMs understand that Soft Landings encapsulates BIM, written very much from the FM perspective,” says Deborah Rowland, Head of FM Category for the Government Property Unit. “This is a chance for FM, construction and design and Computer-Aided FM (CAFM) to work collaboratively and not in traditional silos.” The goal is for much more userfocused operational outcomes through better monitoring of
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wheel. Owners and operators are able to say that they will work in accordance with the standards, enabling existing and prospective service providers to understand the procedures involved and the nature of the relationship that is being sought. “Put simply, there will be fewer unpleasant surprises,” says Atkin.
up on qualifications 6⁄Heating
performances in the pre- and postconstruction phases. BIM provides clear measurements for building performance that are monitored up to three years post-completion. In 2013, more work will be done to standardise data-capture, a process CAFM and FM suppliers need to develop collectively. “FM will need to ensure that BIM data is kept up to date to ensure that maximum benefits can be obtained,” says Rowland.
to boost FM status 5⁄Standards
There are few things like a good BSI standard to give a profession credibility. FMs enter 2013 knowing that the past three years have seen several facilities-specific standards published by the BSI, says Brian Atkin, director of The Facilities Society, a notfor-profit academic think tank founded in 2008. Standards now exist in relation to procurement in general and FM agreements in particular: “There is no excuse for not having a more transparent and consistent approach to pre-qualification, request for proposals/tenders, evaluation of tenders, contract award, mobilisation and performance management, says Atkin. “No more reinventing the
The coming year will be the best so far for getting FM qualifications and there is now a defined educational path for becoming a qualified facilities manager. “We’ve seen rapid development of BIFM qualifications from level 2 to level 7,” says Samantha Bowman, chair of the BIFM’s Rising FMs special interest group and a consultant with GVA Acuity. “There is also wide support for FM apprenticeships, allowing unprecedented learning opportunities, particularly for the young.” She says service providers are committing to personal development programmes for large numbers of employees in order to attract and retain the best talent.
“The role of the FM is more important now than ever. We are viewed as the ‘cogs’ that keep businesses functioning Sustainability is here to stay 7⁄ effectively”
Sustainability, ever a multifaceted issue, continues its rise in importance into the new year. FMs will also continue to rise in importance because they, of all the built environment professionals, remain closest to it, from both the operational and strategic responsibility points of view. Facilities managers remain “uniquely positioned and uniquely capable” of driving the sustainability throughout an organisation, says Dave Wilson, a director with FM consultancy Agents 4RM. There really isn’t any getting away from it, even though some FMs may still be reluctant to
CHRIS DUNN
standards in sustainability, accessibility and inclusivity,” says Goodyear, now a consultant with FMHS, whose clients have included blue-chip companies such as Rio Tinto, Lloyds Register and Network Rail. “These issues are already on the day-to-day action list of a typical FM.” For FMs managing large construction, redevelopment or refurbishment projects, the Olympic legacy is setting higher standards. For example, 98.5 per cent of demolition material from the London 2012 construction phase was reused or recycling, diverting 425,000 tonnes from landfill.
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EMBRACING 2013
“Facilities managers remain uniquely positioned and uniquely capable of driving the sustainability throughout an organisation” take up the mantle, he argues. “We only need the confidence to articulate this and be proud to be the champions in our organisations. If sustainability is a serious objective for any organisation, then who is best placed to direct and achieve that objective? Who, uniquely, has the perspective to understand the inter-relationship between organisational working processes, staff behaviour?”
not on the back foot 8⁄Outsourcing
It was a rough and tumble 2012 for G4S because of its contractual failure to deliver enough security guards for the London Olympics – and subsequent loss of a major prison operation contract. But that hasn’t put government outsourcing on the back foot for 2013, says Richard Sykes, chief executive of facilities provider ISS UK. Whether it is running schools, trains, hospitals or offices, 2013 may see the debate on outsourcing focus more on brand protection. “Many large private organisations outsource to FMs and they need assurance over their brands and the image of their brands that can be harmed or improved by the actions of support services staff,” says Sykes. More than ever, outsourcing organisations must their clients’ corporate responsibility agendas.
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“For example, the London Living Wage is ethically and morally the right thing to do,” he says.
at the heart of major projects 9⁄FM
The new year marks another nail in the coffin for the thinking that used to exclude FM from involvement in major projects. One only needs to look at this year’s BIFM Awards to see the successful transition, says Terry Trickett, an architect, now retired, and lead judge of the BIFM’s Excellence in a Major Project Award for the past three years. FM and other professional services now underpin the success of all short-listed projects, he says. “PWC’s head office at 7 More, in London, introduced the concept of a ‘service partnership’: Honeywell was responsible for the building and accommodation, Aramark for catering and hospitality and Mitie for document management services: “A successful marriage was achieved between high-quality design by BDP architects and the users’ evident delight in their new premises,” concludes Trickett.
‘smart’ workplaces 10⁄Hello
New IT systems and applications are making workplace management an interactive process between employees and and facilities. The effect is to bring FMs more in touch with the employees at all levels. “FM could be defined as an invisible and unobtrusive function,” says Compton Darlington, business development director of facilities at software provider FSI FM Solutions. “However, the trend is for an active online engagement with end-users. “Information is increasingly pushed out via smartphones and other devices as part of the
bring-your-own-device trend that challenges the requirement for engineers and technicians to use company-issued ‘rugged’ devices.”
live the FM revolution! 11⁄Long
The coming year just might be the time for a “small revolution”, says Mark Fox, chief executive of the Business Services Association, a policy and research organisation for outsource service providers, many of them small- to mediumsize companies. FMs have outgrown their given name, says Fox. “It’s old fashioned. It fails to do FMs justice any more and should be consigned to the dustbin of history.” Fox believes FMs are now doing so much more than looking after a piece of property or building. “These people are business leaders, they have peoplemanagement skills, they balance resource use and set millionpound budgets.” Better, he says, to call them ‘infrastructure services managers’ because their remit extends into the economic and political sphere.
to ‘go compare’ 12⁄Time
Many more FMs will, out of necessity, handle utility buying, whether or not it is given to them under the guise of sustainability. We’re set for big jumps in fuel and power costs, meaning pressure
will increase on these FMs, says David Fisk, president of the Chartered Institution of Building Services Engineers (CIBSE). “Rising utility bills are often dismissed by businesses,” says Fisk. “They think costs can be passed on to customers since all their competitors face the same costs. But customers may be getting choosy about their suppliers due to budget cuts.” It’s time for FMs time to get into serious benchmarking to see where the company’s building stock sits alongside that of competitors. “The Display Energy Certificate (DEC) database is a good place to start. A DEC survey is cheap and several thousand buildings are on the English database.”
no longer a ‘black-hole’ 13⁄FM
FM used to be an unlucky place for people to end up. But many FMs now feel lucky to be where they are at such a time of great change, says Julie Kortens, head of corporate services at Channel 4. “One thing is certain – the role of the FM is more important now than it has ever been. We are increasingly viewed as the ‘cogs’ that keep businesses functioning effectively. “The economic pressures we face will continue into the New Year. Building efficiencies, energy reduction targets and property consolidation are just the tip of the iceberg as far as FM pressures go. “We are increasingly involved in people-related issues that lead to improved productivity, making a sustainable contribution to the bottom line. This could be maintaining the work environment, developing agile solutions or providing a level of customer service that makes everyone’s life just plain easier.” FM FM WORLD | 6 DECEMBER 2012 | 21
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FM FEATURE KEITH ALEXANDER DAVID ARMINAS
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KEITH ALEXANDER
ALEXANDER THE GREAT Keith Alexander, winner of this year’s BIFM Award for Overall Industry Impact, talks to David Arminas about applying the visions of the ‘modernist masters’ to facilities management, in theory and in practice building can be the highest in the world, the smallest on the planet or have the most environmentally friendly design possible. It can have the coolest café doing a great espresso and have the funkiest-looking breakout areas ever seen. But it could still fall woefully short of being fit for purpose. In other words, facilities management is not about the building. It’s about the people who occupy a building and how they use all their assets to organise and manage themselves to further the core business goals. The emphasis is not on facilities, but on management, says Keith Alexander, a long-time academic, director and founder of the independent Salford-based Centre for Facilities Management, and winner of this year’s BIFM Award for Overall Industry Impact. A fundamental question for all organisations is how to – wait for it – organise themselves. It seems
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intuitive and yet a company’s organisational structure is often hijacked by the building it occupies. Management will adapt to the building, rather than the other way around. He is also a supporter of sustainability in building design: “Being a family man with grandchildren gives a different perspective on the future, including sustainability.” The real question is, do organisations get the buildings they need in order to progress their business? Furthermore, are organisations aware of what they need in a building in the first place?
That is where facilities management comes into its own, says Alexander, who also denies he is an iconoclast. During his student days as a student of architecture at the Welsh School of Architecture in Cardiff, he was absorbed by Le Corbusier (d.1965), Ludwig Mies (d.1969) and Frank Lloyd Wright (d.1959). Alexander is simply taking the ideas of the modern masters of architecture and fitting them into a 21st-century context. Swiss-born architect Le Corbusier pioneered modern highrise design and was dedicated to providing better living conditions
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“There is a good argument that we have gone from dark satanic mills to light satanic mills, if call centres are considered” for people in crowded cities. His projects included the National Museum of Western Art in Tokyo. Mies’ designs included the Seagram Building in Manhattan while Lloyd Wright was noted for his buildings being in harmony with their surroundings, in particular his 1935 Fallingwater house near Pittsburgh – now a US national historic landmark.
Strong foundations In Britain, the idea that workers in factories and office occupiers deserved a better deal was put into practice most notably in the Port Sunlight model village on the Wirral, Merseyside. Port Sunlight was built by Lever Brothers, starting in 1888, for workers in the company soap factory. The village, whose name comes from Lever Brothers’ most popular brand of cleaning agent ‘Sunlight’, became a model of decent, modern industrial housing for working people. Port Sunlight now has 900 Grade II listed buildings, and was declared a Conservation Area in 1978. Alexander kept that philosophy even after graduation when he worked for New Town Development Corporation in Northampton, and Antrim & Ballymena, designing and supervising construction. Projects included a major shopping centre in Northampton and an industrial estate in Ballymena. He then set up his own practice working on domestic projects, and also bomb damage work in Northern Ireland at the height of the ‘troubles’. Among his other buildings is the Ecumenical Centre as part of Weston Favell Shopping Centre in Northampton. By the late 1970s, he had started research with the Building Performance Research Unit at the University of Strathclyde and teaching at the Northern Ireland Polytechnic, now the University of Ulster in Belfast. 24 | 6 DECEMBER 2012 | FM WORLD
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“My research laid the foundations for a career-long interest in how people and organisations use buildings,” says Alexander. “An opportunity arose for a three-year secondment to the Strathclyde’s Department of Architecture and Building Science – which became a 23-year association.” After four years, an opportunity arose for a twoyear secondment to the School of Architecture at the National University of Singapore. This was to spend two years in Singapore developing architectural education and practice. His Damascene conversion happened just before he left Singapore in 1984. “I read one
article by Frank Duffy in the Architects’ Journal, introducing the new field of facilities management and its importance for the way we design and manage commercial office environments,” he says. “I immediately saw the relationship with Frank’s work and my research interests in ‘building performance’. There’s an important distinction between ‘performance of the building’ itself and ‘building performance’, a user-centric investigation into how a building works for people and organisations.” On arrival back in the UK, he worked in the emerging field of FM. He made connections to space design consultancy DEGW (now called Strategy Plus) in Glasgow
and London, and focused attention on briefing and post-occupancy evaluation work, which brought him into closer contact with facilities management people. In 1986, Alexander saw an opportunity to build an FM syllabus into an existing MSc in Building Science at Strathclyde. Only a year later, Strathclyde set up what Alexander believes was one of the first dedicated MScs in Facilities Management courses, certainly in Europe. To help develop his ideas on FM, he created the Centre for Facilities Management in 1990 and based it at Strathclyde. The 20 founding firms believed that FM was not about the construction and asset-running processes, but
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KEITH ALEXANDER
more about management. Also at that time, Alexander set up EuroFM, a networking organisation membership group, of which the CFM was a member. He chaired EuroFM until 2000 and recently returned to chair the research group. The CFM eventually moved from Strathclyde’s business school when funding from the university dried up. It resettled at the University of Salford in 2000. Salford offered some of the UK’s best research facilities and monies. But the CFM landed in the Built Environment School, which made for some “uncomfortable” times, says Alexander, given that the CFM forsook the notion that
the construction process was paramount in FM.
The FM issue Office design has come a long way since the 1960-70s. Apart from buildings having better environmental performance, there is much more emphasis on employee efficiency through a more pleasant place to work. These include coffee areas, break-out areas, better lighting and good-quality catering. Some would argue it’s gone too far towards a comfy workplace. “Others would argue it hasn’t gone far enough,” says Alexander. “Some of the key ideas and issues have not been understood and acted upon. Indeed, there is a
CAREER FILE
RICHARD HANSON
A MAN OF LETTERS
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NAME: Keith Alexander EDUCATION: Wellingborough Grammar School, London QUALIFICATIONS: Architecture degree from the Welsh School of Architecture in Cardiff, 1973 AWARDS: Winner, BIFM Award for Overall Industry Impact BOOKS PUBLISHED: Facilities Management: Theory and Practice (1996); structured around FM masters course Facilities Management: Innovation and performance (2004); follow up from first EuroFM research symposium held at Salford University Managing Organizational Ecologies – space, organization and management (2012); an opportunity to collaborate with Ilfryn Price at Sheffield Hallam University HOBBIES: Life-long Nottingham Forest FC fan. “A family tradition, now into the fourth generation. Football is for the people and important for community development” SPORT: “Used to play more golf and skiing, having ‘retired’ from rugby and cricket” RELAXATION: “Film and theatre, and I dabble in photography” IF I WEREN’T AN ACADEMIC: “Like most schoolboys, I considered professional sport, as I played football, rugby and cricket quite well”
good argument that we have gone from dark satanic mills to light satanic mills, if call centres are considered.” Nonetheless, a trend has been established and the office of 2040 is here, if only in nascent form. “Offices will have developed as mixed-use facilities and offer a much more social environment,” says Alexander. The idea is based around “loosely coupled settings”, as put forward by Franklin Becker, a professor in the Department of Design and Environmental Analysis in Cornell University’s College of Human Ecology. Becker suggests that alternative work settings to the traditional ‘first place’ of work, aka the office, are more effective than home-based telecommuting – so-called ‘second places’ of work. Working at home can result in social isolation, increased workfamily conflict and also hamper career development. “I now ‘work’ in a number of ‘third places’ in Manchester, including the Virgin Money Lounges, set up after Virgin took over Northern Rock banks, and in Manchester University’s John Rylands Library, a Victorian gothic structure opened in 1900.” It’s not that Alexander is against good design and bestpractice management of old and new buildings. The problem is they are designed as icons first and management tools second. “FM has always been pulled back by construction and property ideas,” he says. For example, building information modelling (BIM), is firmly in the government’s sights and has been taken up enthusiastically by building services engineers and many FMs. BIM involves the generation and management of digital representations of a building. The model is the result of information collected by all organisations and people involved in the process of
designing a structure, operating it and demolishing it. Basically, BIM is a sharedknowledge resource to improve the design of new buildings and operate them more efficiently. Input is needed from FMs, architects, construction professionals, designers and building services engineers. BIM, Alexander believes, is a “technical-rational approach” to design and construction. The end result is what buildings do to people and not vice versa.
For the common man Alexander is afraid the human element will get lost: “FIM, or Facilities Information Modelling, would be much more appropriate. We should be modelling an organisation, not a building.” The starting point for talking about FM is an understanding of the organisation and the people, what they want to achieve and how they want to reach their goals. Alexander doesn’t consider himself an iconoclast who is against iconic buildings. Superlatives to describe a building are fine, as far as they go. He simply, and passionately, believes there is a better way to design them. “FM is not just, or even, about the built environment professions. Communication with users, managers and senior managers in organisations is much more significant.” As any good apostle would, Alexander has laid out his beliefs in a new book, Managing Organizational Ecologies, co-authored with Ilfryn Price at Sheffield Hallam University and published by Routledge. Alexander left full-time academia about three years ago, but the passion is still there, as he hopes the book will prove. “Let’s give it one more good shot to see if we can change the way people view facilities management.” FM FM WORLD | 6 DECEMBER 2012 | 25
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FM FEATURE DATA CENTRES SIMON TERRY
hat is the biggest challenge in the fight to make data centres more energy efficient? It’s a question of finding a more balanced approach to power, energy and environmental management. Ultimately, if this ‘balance of power’ is not as optimised and accurate as it should be, there’s a risk of compromised resilience and business continuity. The unparalleled growth in data processing and the increasing power and cooling demands of new technologies has seen many data centres stretched to their limits. It is not unusual for older (legacy) data centres to be operating ‘blindly’ with power data limited to the building, room or switchgear. As well as spiralling operational costs – where cooling systems alone can account for as much as 45 per cent of an energy bill – there are environmental issues to consider. A fundamental step is to understand what the facility’s overall power and energy consumption is. As well as the cooling, computer-room air conditioners (CRACs), chillers, heating and ventilation, key IT and network infrastructure factors should be taken into consideration. In addition to areas monitored and reported on by the network management system (NMS) – fault, configuration, performance, security and accounting management – these should also include data room and rack layout, hot and cold aisle configuration and containment, the recirculation of hot air back into IT equipment, and other hotspots that challenge cooling. What is needed is a more holistic view of the entire data centre estate, from the building’s point of entry through to the individual server payload. This would unite the traditional
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GREATER DATA
Managers of data centres are under increasing pressure to make them more energy efficient. Here, Unite Technologies’ Simon Terry looks at the management systems that can help optimise a data centre’s power and energy efficiency domains of the FM department with those of IT, enabling all concerned to work smarter. The necessary approach should factor in real-time as well as historic information capture. These must include the NMS, BMS, the point-of-entry fiscal metering systems, facilities asset sub-metering, individual IT payload load-monitoring and the integration of existing thirdparty management platforms. The latest generation of intelligent remote power
management solutions will incorporate: monitor only; monitor and control; per outlet monitored; and, controlled power strip variants. These allow the specification of the number of outlets, type of outlets, maximum power throughput, individual socket fusing and individual neons, as well as provide readings for RMS amps, RMS volts, total kVA, total KWHr, power factor and frequency. Defined upper and lower thresholds allow user control over
differentiation between warning and critical status, generating various alerts if exceeded. In addition, aggregation of configuration information across data centre equipment provides real-time identification of changes, scheduled polling, and the ability to capture detailed data to produce highly sophisticated and graphical management information reports. Status information can be gathered either locally or remotely via secure www.fm-world.co.uk
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DATA CENTRES
PERSPECTIVES
BMS INTEGRATION IN THE LEGACY DATA CENTRE ata Centre Infrastructure Management (DCIM) has developed as a response to increased data centre management demands, rising energy costs and the need for higher levels of resilience. In essence, DCIM means the integration of IT and FM disciplines in order to centralise monitoring, management and intelligent capacity planning of a data centre’s critical systems. Achieved through the implementation of specialised software, hardware and sensors, DCIM provides a common, real-time monitoring and management platform for interdependent systems across IT and facility infrastructures. While new-build data centres can achieve end-toend DCIM relatively easily, legacy facilities face a bigger challenge as a result of site restrictions, existing legacy management and control systems, and limited or no monitoring within the FM and IT space. In effect, DCIM calls for the full integration of traditional building management systems (BMS) with IT network management systems (NMS) and payload monitoring. This provides a detailed and granular picture of data centre performance: from the point of entry into the facility to plant equipment (CRACs, chillers, UPS, HVAC), individual data racks and server payloads. While a BMS will offer many high-level building monitoring and control capabilities, in many cases it may have limitations in the accuracy of monitoring and metering. Building management systems typically do not offer flexible energy management (and reporting or access by energy stakeholders), meter provisioning tools, meter management tools and visibility outside of the building or local IT environment. BMS architectures also reflect a wide diversity of vendors and equipment. Rarely are they vendor homogenous and even a single vendor typically has to support a myriad of communication standards that have developed over the years. As a result, legacy systems have problems in addressing the more specific requirements of enhanced energy monitoring required today and may not have a high level of open communications or integration functionality. This poses the problem of sharing data with other third-party management platforms to meet DCIM requirements. BMS systems are gradually evolving towards Internet Protocol (IP), making it easier for the integration of third-party management solutions. There is now, more than ever, the necessity for FM and IT to work together in gaining control of data centre management.
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authenticated IP access for monitoring RMS volts, amps, kVA, kWh, power factor and frequency. Detailed values and management information across device location, power and cooling, network connectivity, asset application and customer information will enable analysis on current and historical trending that can be further used to inform decisions on data centre capacity planning, risk analysis, performance benchmarking and policing service level agreements. Apart from ensuring adequate energy capacity for existing and future needs, a key benefit of intelligent power management systems is the ability to take accurate and dynamic power usage effectiveness (PUE) readings and gain the information necessary to take proactive measures in driving down the PUE still further. To consolidate all of the power and energy data www.fm-world.co.uk
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being monitored, a scalable enterprise software management platform is necessary. This must be capable of generating highly granular real-time and historical management reporting to measure, control and deploy energy optimisation initiatives, including: energy consumption; alarm status; PUE and data centre infrastructure efficiency (DCiE) monitoring; CO2 tonnage; temperature/ humidity monitoring; capacity management; asset management; and CRC compliancy. Organisations have begun to recognise the value and strategic importance of a more integrated approach between FM and IT within their data centres. This is a key driver in shaping the design of next generation power management and monitoring technologies, as well as the software platforms necessary for providing the all-important holistic management and reporting intelligence. FM
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FM FEATURE LUCY JEYNES BOMBER COMMAND
LEST WE FORGET A memorial in London’s Green Park commemorates the wartime actions of the crews of Bomber Command. Lucy Jeynes finds out what it takes to maintain it
n June 2012, the Queen was in Green Park in London as part of her Diamond Jubilee year celebrations. Sixty-seven years after the end of World War II (when the British monarch was still a teenager) the men of Bomber Command finally saw the dedication and unveiling of a memorial to their wartime services. Many of the airmen who flew with Bomber Command during the war were little more than teenagers themselves: the average age was 22. They were not all from the UK, but came from across the Commonwealth and from occupied countries including Czechoslovakia, Poland and France. Life expectancy of aircrew during active service was two weeks, and 55,573 of those young men never came home. That’s more than the total number of people that serve in the entire Royal Air Force today. One man who lived to tell the tale was my fatherin-law, although he, like many of his friends from those days, couldn’t hang on quite long enough to see the unveiling of the memorial. A fly-past of a formation of modern Tornado jets and a wartime Lancaster bomber that rained a shower of poppies honoured the attending veterans and their families. The memorial was designed by Liam O’Connor and is constructed to a classical design from Portland
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BOMBER COMMAND
Reunited: two veterans at the foot of the bronze statue group (below left)
“Aluminium from a Handley Page Halifax that crashed in Belgium in May 1944 was used to build the roof” Located in Green Park in London, the memorial is maintained by Serco
stone. Inside on a raised pediment is a magnificent, larger-than-life bronze statue group of seven Lancaster crewmen returning from a mission, by sculptor Philip Jackson. The scale of the sculpture and its position means that visitors look up to see these figures against the open sky. Aluminium from a Handley Page Halifax that crashed in Belgium in May 1944 was used to build the roof, which evokes the geodetic structure of the Vickers Wellington. It is surrounded by an immaculately landscaped setting at the top of Green Park just by Hyde Park Corner opposite the Royal Air Force Club on Piccadilly. The memorial has been visited by thousands of people since it was unveiled in the summer and was recently the most rated London attraction on Trip Advisor. With people travelling from as far as New Zealand and Canada to visit the Memorial, hundreds of people have left tributes, photos and memorabilia. On 11 November, the Bomber Command Association padre [a military clergyman] led a short service of remembrance at the Memorial prior to the National Service of Remembrance at the Cenotaph. Serco, the international services company, has been tasked by the RAF Benevolent Fund, the guardians of the memorial, with maintaining it and keeping www.fm-world.co.uk
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it in peak condition for the numerous visitors and veterans. With Serco’s track record of providing support services and its special connection to the Armed Forces, the RAF Benevolent Fund is confident this memorial to the many men who lost their lives will be maintained with great care, providing a place of comfort and solace for relatives. Brian Newby, contract director, defence, at Serco, explains: “Getting involved with caring for the memorial was a priority for us. We really wanted to demonstrate our commitment to the RAF Benevolent Fund and to the veterans and their families by providing a service to those whom we owe so much, in the past, now and in the future – in doing so we truly reflect the ethos of our company.” Serco’s Michael Moran, contract manager for defence, UK and Europe division, explained that they undertake their work to a detailed schedule comprising routine maintenance, landscaping and remedial works. To fulfil the requirements of this five-year contract, Serco has employed the services of a number of sub-contractors (Barwins, Deloitte and Greenmantle) to carry out scheduled work. Also, as the memorial is situated within the heart of Green Park, Serco works in close liaison with the management and staff of the Royal Parks to ensure
FM QUICK FACTS
6 years, 1 day 22 55,573 How long World War II lasted
Average age of a bomber crewman
Number of crewmen who lost their lives
FM WORLD | 6 DECEMBER 2012 | 29
29/11/2012 11:30
FM FEATURE LUCY JEYNES BOMBER COMMAND
all maintenance and works are both sympathetic to and considerate of its privileged location. Regular work includes removal of litter and sweeping the paved areas every day; grass cutting, weeding and garden-waste removal each week; a monthly regime of pavement, tree and lighting inspections; and annual washing down of stonework, sanitisation and waxing of statues, together with lightning protection and CCTV system checks. Every five years; the memorial will require a drainage system jet-through, re-application of anti-graffiti coatings and repairs to paved areas and lights. The main challenge to date was gaining access during the Olympic period when security in the Green Park area prevented vehicle access or, on some days, short-term parking. Remedial and reactive work so far has included removal of dead and dying floral tributes, which if removed too soon would be disrespectful to the relatives, but leaving them too long will stain the stonework and present a poor standard of cleanliness. Serco also provides a 24-hour graffiti removal service, should it ever be needed, through Barwins, which is also tasked with keeping the memorial swept and free from litter every day. Deloitte provides the hard-FM elements of the contract, including power supplies, lighting, the CCTV surveillance system and drainage. The monument is lit externally by six lanterns, not including the four column lights on Piccadilly; internals lighting is provided by four LED floodlights to highlight the bronzes and two tall LED up-lighters, fitted in niches, providing background lighting. External power for maintenance is provided through a Moser retractable supply post, concealed in the pathway. The memorial is monitored 24/7 through eight CCTV cameras: four watch the interior and four cover the external aspects. Live or recorded images can be viewed on the digital video recorder by means of a wireless link to the RAF Club, where monitors have been set up in reception. The landscaping surrounding the memorial is carried out by Serco’s third sub-contractor, Greenmantle, which has been engaged in the project from the outset. Creating the setting within the park included the planting of an additional 25 mature specimen trees; remodelling 2,000 square metres (21,527 square feet) of Green Park, which included importing 1,200 tons of topsoil; re-turfing of 3,800 square metres (40,903 square feet), and installing hard-wearing ornamental lawns to either side of the monument. Mature Taxus and Illex hedging and large, specimen topiary pieces were planted in the vicinity of the memorial to enhance the overall aspect of the feature. Every week, Greenmantle manicures the lawns and 30 | 6 DECEMBER 2012 | FM WORLD
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MORE INFORMATION
A DIGITAL AGE REMEMBERS n response to the high level of interest, the RAF Benevolent Fund recently launched an app for iPhone and iPad that lets users tour London’s Bomber Command Memorial – either in person, or virtually. The app contains an audio guide for visiting the memorial and exclusive interviews with veterans of Bomber Command, as well as the daughter of an aircrewman who never returned. To get the app, please go to the iTunes store or www.rafbf. org/app. All proceeds raised from the app, which costs 69p, will help the RAF Benevolent Fund to fund the upkeep of the memorial.
I
www.bombercommandmemorial.co.uk This website provides a detailed photo-documentary of the construction of the memorial, showing how the project come to life, from planning through to the unveiling ceremony. There are hundreds of photographs of the work at every stage. This blog bit.ly/Wve4wN contains interviews and stories from the veterans of Bomber Command and is fascinating reading.
topiary trees, together with weeding and mulching. Mike Neville, chief of staff of the RAF Benevolent Fund, says: “As the proud guardian of the Bomber Command Memorial, the RAF Benevolent Fund is committed to preserving the memorial for future generations so that the story of Bomber Command and the noble sacrifice of 55,573 young aircrew will always be remembered. We’re delighted that Serco has come on board as our contractor to help us keep the new memorial in peak condition for anyone wishing to visit it.” The memorial includes an inscription that reads: “We remember those of all countries who died in the bombing campaigns of 39-45”. Germany donated a yew tree that takes pride of place in a garden of remembrance next to the monument in Green Park, as a symbol of reconciliation. FM www.fm-world.co.uk
29/11/2012 11:30
FM MONITOR MARKET INTELLIGENCE
CATERING
INSIGHT
The figures on this page have been compiled from several sources and are intended as a guide to trends. FM World declines any responsibility for the use of this information.
COMMERCIAL AND INDUSTRIAL WASTE MANAGEMENT
ECONOMY
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
Total
By sector
By waste type
Mixed wastes 12.3 Industrial 24.1 Recycled 23.6 Non-metallic wastes 11.6
Total 47.9
Source: HM Treasury (hmrc.gov.uk)
Source: Bank of England (bankofengland.co.uk)
Consumer/Retail Price Index The CPI annual inflation stands at 2.7 per cent in October, up from 2.2 per cent in September. The main upward pressure came from education (university tuition fees), with smaller upward contributions from food and non-alcoholic beverages and transport. These were partly offset by drops in housing and household services, recreation and miscellaneous goods and services sectors. Source: ONS (www.ons.gov.uk)
EMPLOYMENT
National Minimum Wage The following rates came into effect on 1 October 2012: Category of worker
Commercial 23.8
Other 11.7
EVENT EQUIPMENT HIRE MARKET
CONSTRUCTION INDUSTRY OUTPUT
The estimated total volume of construction output in the third quarter of 2012 fell by 2.6% compared with the second quarter of 2012. New infrastructure showed the largest quarter-onquarter increase with a growth of 9.9%. However, the latest quarter-on-quarter growth has not brought the output of this sector back to the levels seen in late 2011. Repair and maintenance work fell by 3.2 per cent with falls in all sectors except public housing. Over the year from the third quarter of 2011 to the third quarter of 2012, there was an 11.3 per cent fall in total construction output. Source: ONS (www.ons.gov.uk)
£6.19
Aged 18 to 20 inclusive
£4.98
30,000
Aged under 18 (but above compulsory school age)
£3.68
25,000
Total output
20,000 15,000
All new work
10,000 5,000
Repair and maintenance
0 06
07
08
Event equipment-hire market (£m) 650 600 550 500 450 400 350 300 2008 2009 2010 2011 2012 2013 2014 2015 2016 Fcst Fcst Fcst Fcst Fcst
Aged 21 and above
31_Insight.sr.indd 31
Re-use 1.3
Source: Department for Environment, Food & Rural Affairs (www.defra.gov.uk)
£ Million 35,000
www.fm-world.co.uk
Chemical wastes 5.3 Animal & veg 3.8 Metallic wastes 2.6 Healthcare wastes 1.9 Other wastes 1.7
Million tonnes
Construction output (constant (2005) prices, seasonally adjusted)
£2.65
Landfill 11.3
A total of 47.9 million tonnes of commercial and industrial (C&I) waste was generated in England in 2009, a decrease from 67.9 million tonnes in 2002/3. The industrial sector accounted for 24.1 million tonnes of waste, a fall of 36%, whereas the commercial sector’s figures dropped by 21% in the same period. A total of 25 million tonnes, or 52%, of C&I waste was recycled or reused in England in 2009, compared to 42% in 2002/3. A total of 11.3 million tonnes, or 24%, of C&I waste was sent to landfill in 2009, compared to 41% in 2002/3.
Hourly rate from 1 Oct 2012
Apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship
Mineral waste 8.9
£m
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.
By destination
09
10
11
12
The UK event equipment-hire market is estimated to be worth some £510-530 million in 2011. The number of outdoor events has increased in recent years and is likely to continue, providing increased equipment-hire opportunities including structures, generators and welfare units. The hire equipment market experienced difficult conditions in 2009 and 2010, with end-use sectors such as corporate events being the first to be impacted by company budget restraints. It returned to growth in 2011, benefiting from the Royal wedding and more interest in outdoor events. Source: AMA Research (www.amaresearch.co.uk)
FM WORLD | 6 DECEMBER 2012 | 31
29/11/2012 12:16
FM MONITOR ELKE HIRSCHMAN
HOW TO… oday’s maintenance professionals face many challenges, from limited staff to shrinking budgets. Elke Hirschman highlights an interesting way to increase cleaning efficiency
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As a building services manager or a contractor of cleaning services, budget and staff cuts can cost both time and money when it comes to successfully completing floor-cleaning maintenance tasks. But choosing the right battery for your floor scrubber, knowing proper battery maintenance and educating your staff are a few important ways to ensure the safe, uninterrupted operation of your floor machines, and key to getting the biggest return on your battery investment.
1⁄
Choosing the right technology
Deep-cycle batteries, whether they are flooded, AGM or gel, are the best choice for cleaning machines because they are optimised for the deep discharge, characteristic of daily floor scrubber operations. It’s important to remember that a battery is only as good as the maintenance it receives. Proper maintenance of deepcycle batteries will provide maximum performance and longer life extending your overall equipment runtimes. Following these simple steps ensures that these batteries will enable you to operate at optimum levels day in and day out. 32 | 6 DECEMBER 2012 | FM WORLD
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2⁄
Safety
The safety precautions and procedures outlined below should be followed whether handling flooded lead acid (FLA) or valve regulated lead acid (VRLA), such as AGM or gel, batteries. Wear protective clothing, safety glasses, and gloves when handling and/or performing battery maintenance. Never add acid to a battery Keep batteries clean and dry ● Keep sparks, flames and cigarettes away from batteries ● Charge only in well ventilated areas ● Skin contact with electrolyte should be avoided ● Always use insulated tools ● ●
3⁄
Charging
It is important to charge after each use. Before charging, ensure the electrolyte level is above the plates in flooded batteries and tighten vent caps. Do not interrupt a charge cycle, and ensure that the battery is at a suitable temperature; never charge a frozen battery and avoid charging at temperatures above 120°F (49°C).
4⁄
Watering
When working with flooded batteries, add water only after fully charging the battery (unless plates are
ALAMY
M AXIM ISE PRODUCT I V I T Y WI T H CO R R ECT BAT TERY SELEC T I O N
exposed). Only use distilled water for this. You should check with the manufacturer regarding proper electrolyte fill levels. In any case, never allow the electrolyte level to fall below the plates.
5⁄
Cleaning
6⁄
Torque
Clean the battery terminals and cable lugs regularly with a solution of one cup of baking soda and one gallon of water using a wire brush. It is imperative to maintain the entire connection in a flooded battery because corrosion at either end of the connection can cause high resistance and potential failure. Rinse with water and then dry. By thinly coating all connections with anti-corrosion spray or silicone gel, corrosion can be resisted.
Tighten all wiring connections per the manufacturer’s specifications. However, do not over-tighten, as this can result in post breakage, while under-tightening can result in post meltdown. Make sure there is good contact with the terminals
7⁄
Equalising
With flooded batteries, connect the battery to its charger, set to equalize mode, and start the charge cycle, taking voltage readings every hour. Equalization is complete when the voltage no longer rises. If the charger does not have an equalization setting call the battery manufacturer’s technical support staff to determine the correct setting.
8⁄
should be followed when storing batteries for an extended period of time. Firstly, batteries should be completely charged before storing and monitored every six weeks while in storage. Batteries gradually selfdischarge during storage. AGM batteries self-discharge at a much slower rate than flooded batteries. Be sure to monitor voltage every 4-6 weeks. Stored batteries should be given a boost charge when they are at 70 per cent state of charge or less. Store batteries in a cool, dry location avoiding areas where freezing temperatures are expected. Keep batteries fully charged to prevent freezing, and avoid direct exposure to heat sources, such as radiators or heaters. When batteries are taken out of storage, recharge them before use. Gaining a clear understanding of the various deep-cycle battery types and maintenance practices ensures that your battery-powered floor machines will continue to operate at peak levels of performance and reliability. With proper care and maintenance, an initial investment in deep-cycle flooded, AGM or gel battery technology can be extended, and keep the total cost of ownership to a minimum resulting in more uptime and profits for your company. FM Trojan Battery has a ‘Trojan Tips’ educational video tutorial section for additional information on battery maintenance at www. trojanbattery.com/TrojanTips
Storage There are very important steps that
Elke Hirschman is vice-president of marketing at Trojan Battery
www.fm-world.co.uk
29/11/2012 15:59
FM MONITOR JOHN LANE
TECHNICAL
Mark Hirst, T4 product manager, Cannon Technologies
SELECTIN G DATA CEN T R E CO LO UR S
ata centres are a costly but essential D element of many business operations today. Mark Hirst looks at some novel ways to save money that are often overlooked
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he pressure to cut the cost of running a data centre is leading facilities managers to get more creative. Having raised temperatures and lowered power consumption, they are still looking for savings. Once you’ve dealt with the large, easy-to-spot drains on power, it can be hard to discover other areas in which to save money. With some thought, however, unexpected savings can be found using the resources already at hand. For example, hot air can be used to heat offices, loading bays, reception areas and canteens, but very few data centres do this currently. In the winter, money is spent heating these areas, which is a waste. The use of solar panels to provide enough power to light offices, reception and loading bays is also now used at some sites. Even though these deliver some savings, there are still more to be made. All it needs is a little lateral thinking.
Lighting Every data centre has looked at the issue of lighting. In the US, electric lighting is blamed for 25 per cent of the national power consumption. Inside a data centre, it is a little less than that, but the figure is still 3-5 per cent of total power costs. An increasingly common solution is to use intelligent www.fm-world.co.uk
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lighting solutions that only come on when someone is in the data centre. These systems help to reduce cost, but have to be properly designed. If someone is working inside a rack, they may not trigger the lighting system frequently enough to keep the lights on. This can result in being plunged into darkness and having to keep stopping to walk down an aisle to force the lights back on.
Bulbs and fittings Another solution is to use longer life, low-power bulbs. This can result in several savings, since longer life means fewer replacements. This leads to lower inventory costs. Fewer replacements also means less time spent by maintenance crews changing light bulbs. The type of light fitting also has an impact on the efficiency of the lighting. Direct light can be harsh and too much reflectivity from surfaces is hard on the eyes. One solution is to use recessed light fittings so that the light source is not shone directly back into the eyes of users. A second alternative for light fittings is to use a lighting channel. This works by creating a
scatter effect on the light, giving it a more even distribution around the room.
How much can be saved?
It actually takes more light to illuminate a server room than an operating theatre. The reason for this is the way light is absorbed by colour. The light reflective value (LRV) of a colour determines how much light the colour absorbs. Black reflects as little as five per cent of the ambient light, while greywhite reflects up to 80 per cent of the light. This means that a server room filled with black cabinets, many of which are filled with black-cased hardware, absorbs a lot of light. For this reason, it is not unusual to find engineers working at the back of cabinets wearing head torches to ensure that they have enough light to see by.
The box-out panel shows the savings that could be made on a relatively small data centre with a 1MW output. While £13,140 might not seem an excessive amount, the average UK data centre draws around 5MW with the larger data centres drawing in excess of 20MW. Scale up the savings and the larger data centres could be saving over £240,000 per year. The savings are not just on the power. The larger the data centre, the more it will be paying in carbon taxes. This means additional savings are made through the reduction of power. An additional benefit is that it creates a more engineer-friendly environment. If the engineer does not need to use a head torch, then they can work more easily around the cabinet.
Grey is the new black?
Conclusion
Changing the colour of the server cabinets from black to grey or even white can make a significant difference to the amount of available light in a room and the cost of lighting that room. Using the LRV of the server cabinet colour, it is not unrealistic to see a saving of around 30 per cent on the lighting costs in a data centre. It may even be possible to get a greater saving, but one of the problems of making an environment too bright is that it becomes difficult to work in.
Changing the colour of walls, floors and equipment to a higher light reflective value can deliver unexpectedly high savings. FM
Reflectivity
“Changing the colour of the cabinets from black to grey or even white can make a significant difference to the amount of available light in a room”
CALCULATING THE SAVINGS A small 1MW data centre with five per cent of its total power consumed by the lighting is spending 50kW just to light server rooms. Reducing that by 30 per cent delivers a saving of 15kW. Assuming 10p per kWh, the savings work out at: (15 x 10) / 100 = £1.50 per hour 1.5 x 24 = £36 per day 36 x 365 = £13,140 per year FM WORLD | 6 DECEMBER 2012 | 33
29/11/2012 12:17
FM MONITOR STAN MITCHELL
STANDARDS
Stan Mitchell is chair of the ISO TC 267 Facilities Management Committee
R AISIN G THE STA N DA R D
n this, the last of Stan Mitchell’s I features chronicling the advancement of standards in FM, he offers an executive summary of some of the most important his will be the final article in a series that has attempted to communicate what the BSI Facilities Management Committee does on behalf of the sector. Hopefully, readers will now appreciate the contribution it has made. As a parting summary, I thought I would provide you with a brief synopsis of several standards of interest, that either exist or are about to be published via BSI. There are other standards that come across the desk of the committee on a routine basis, either to comment upon, be aware of, or to develop from with the resources of the committee.
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BS EN 15643 Sustainability Assessment of Buildings The sustainability assessment quantifies impacts and aspects for the environmental, social and economic performance of buildings using quantitative and qualitative indicators, both of which are measured without value judgements. The purpose of this series of European standards is to enable comparability of the results of assessments. BS 25999 Business Continuity This provides a basis for understanding, developing and implementing business continuity within an organisation. The aim is to provide confidence in the organisation’s ability to continue 34 | 6 DECEMBER 2012 | FM WORLD
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to function when an unplanned interruption from the norm occurs. It is a business-driven process that establishes a fit-forpurpose strategic and operational framework that should improve its resilience to maintain operations; it provides a rehearsed method of restoring normal operations and minimises the impact of a disruption while protecting its reputation.
for a wide range of purposes and needs. These requirements can take the form of a facility handbook containing legal, commercial, financial, technical and managerial information that is made available to personnel with the appropriate authority. It articulates the four fundamental steps in managing information and data: 1. Identification – the definition of appropriate data elements 2. Classification – the categorisation of data elements according to purpose 3. Validation – the authentication of data elements in terms of accuracy and reliability 4. Revision – the review of data elements to establish their relevance, updating as necessary. This guide anticipates the move towards digital models of buildings that as we should know by now is inevitable. Part of the rationale for this standard is that a proactive approach by the sector will ensure that we are prepared when the BIM community delivers and we start to inherit the data in that form and detail.
BS ISO 15686 Buildings and Constructed Assets – Service Life Planning This standard considers when to assess functional performance. It establishes when to specify or verify functional performance requirements during the service life of buildings and buildingrelated facilities, and when to check the capability of buildings and facilities to meet identified requirements.
In development
BS 8587 Guide to Facility Information Management This recently completed standard, published in October this year, provides owners, operators, tenants, facilities managers and property managers with guidance and recommendations in regard to the management of information and data concerning the facilities they own and/or operate. The purpose of this standard is to assist with the identification, structuring and compilation of information and data, required
The following standards are currently being worked on, and should be on stream in the near future: ● BS 8544 Guide on life-cycle costing during the in-use phase ● BS ISO 15686-2 Buildings and constructed assets – service life planning part 2: Service life prediction procedures ● BS ISO 15686-3 Buildings and constructed assets - service life planning part 3: Performance audits and reviews ● PD ISO/TR 15686-4 Building construction – Service life
planning Part 4: Service life planning using IFC-based building information modelling. ● BS ISO 15686-5 Buildings and constructed assets – service-life planning part 5: Life-cycle costing.
Communication Most of us are well aware of the importance of good communication at every level as well as in every direction if you are going to be successful. It was with no surprise that I recently read that at a facilities management conference, when asked how many of the participants were aware of the European Standards for Facilities Management, the response was less than 40 per cent. FM World and the BIFM have certainly done their bit over the years since the first standards were published in 2006 to make sure that we, as a community, are aware of them. But it is a sad reflection that 60 per cent of our ‘professional’ community are not. So, having said that, I hope that those of you who have found the time to read these articles over the last 12 months have at least gained some awareness of what is being done on your behalf by the few who volunteer their time to participate on the committee. My final comment would be a vote of thanks to those committee members, FM World and the BIFM for their ongoing commitment and support to improve the standards of what we do in our daily activities across the UK and internationally. Many of you will not realise it, but in many respects, we are leading the world in terms of facilities management as a professional discipline – let’s keep the standards up! FM www.fm-world.co.uk
29/11/2012 16:00
Assurity Consulting give me the confidence and assurance that as an organisation, we are effectively and proactively managing our environmental risks.” Nick Turner, Executive Director, UBS
It’s what our customers think that’s most revealing Relationships are everything. By working in partnership with our customers, making sure we’re always available to offer clear, independent advice, we establish the mutual trust and respect that results in long-term relationships. Yes, we have the technical expertise to help manage your compliance responsibilities, however complex, but it’s the reassurance and confidence we provide that really sets Assurity Consulting apart. Assurity Consulting t 0844 800 7705 e info@assurityconsulting.co.uk w assurityconsulting.co.uk
INDEPENDENT TRUSTED ADVICE
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28/11/2012 12:08
BIFM NEWS BIFM.ORG.UK
This year has seen many achievements for the BIFM’s qualifications initiatives
REVIEW
What an action-packed year 2012 has turned out to be. The BIFM Awarding Organisation (AO) has continued to grow its core products, that is qualifications at levels 4, 5 and 6, which are regulated qualifications on the Qualifications and Credit Framework (QCF). At the time of writing, over 650 registrations had been received (511 in 2011) with three new recognised centres. The AO has also been working on the development of higherlevel apprenticeships at levels 4 and 5, with level 6 to follow. This provides a framework for both new and existing employees to train and gain qualifications, while employed, and at these levels will provide an alternative pathway to obtaining a degree. The BIFM has also introduced qualifications at level 2 (equivalent to GCSE A*-C grade), which are aimed at school leavers, and provide a fantastic introduction to the world of facilities. These qualifications are components of the level 2 Apprenticeship in Facilities. The BIFM, following the expiration of the arrangement with the Institute of Leadership & Management, has developed a new suite of qualifications at level 3 that will be available for delivery and award from January 2013. These qualifications have been created with input from existing recognised centres and employers and will also form pathways in the advanced level apprenticeships in FM. September 2012 saw the successful launch of the BIFM level 7 qualifications that form pathways to the new Masters in 36 | 6 DECEMBER 2012 | FM WORLD
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ALAMY
Review of qualifications in FM 2012
Applied Facilities Management, a programme that is delivered and awarded by Liverpool John Moores University. In January 2013, these BIFM level 7 qualifications will be enhanced, offering a pathway to the MBA in Facilities Management, a programme that is delivered and awarded by Sheffield Hallam University. Learners who register on either of these masters programmes will be working towards a dual award and recognition both from the professional body, the BIFM, whose qualifications are regulated and on the QCF (which has European recognition), and also from the university. The BIFM has developed an accreditation programme for a company’s in-house training programme, which will be launched in the first quarter 2013. This programme will include the ability to endorse a company’s training programme, or will include an accreditation element wherein an individual will undertake a form of assessment and will gain a non-qualification certificate. Following a successful application process, the company will be able to apply a BIFMspecific logo to their internal materials and communications that will be seen as a mark of excellence of the content and delivery of the programme.
Last but not least, a TV programme entitled Careers in facilities management – a career of choice and opportunity, was aired on 24 October 2012 and received much acclaim throughout the industry. This is a stepping stone towards promoting facilities management as a career of choice rather than of chance. This was followed by the “I love FM” campaign on twitter, which reached and captured the hearts of nearly 40,000 FMs. So to anyone who wants a career that has a heart – become an FM! We now look forward to what 2013 will bring. i Learn more about BIFM Qualifications in Facilities Management at www.bifm.org.uk/ qualifications. You can watch Careers in facilities management – a career of choice and opportunity’ at www.bifm.org.uk/careersinfmtv.
DIARY
Key dates Make sure you get these key dates in your diary for 2013: ● 14 January: BIFM Awards 2013 entries open www.bifm.org.uk/awards2013 ● 14-16 May: Facilities Show (in association with BIFM),
Birmingham NEC www.facilitiesshow.com ● 10 June: ThinkFM, The Royal College of Physicians, London www.thinkfm.com ● 24 June: World FM Day www.globalfm.org ● 11 July (provisional): BIFM Annual General Meeting – location to be confirmed ● 19 September: BIFM National Golf Finals, Bowood Golf Hotel & Spa, Nr Chippenham in Wiltshire. Contact Don Searle don@c22.co.uk ● 14 October: The BIFM Awards, Grosvenor House Hotel, London www.bifm.org.uk/awards2013 i See all BIFM events at www.bifm. org.uk/events
MEMBERSHIP
Membership subscription From 1 January 2013 there will be a small increase in BIFM membership subscriptions of 3 per cent. This increase is lower than the increases seen in 2011 and 2010. Taking member grade as an example, subscriptions will rise £5 to £178 – full details will be included in your renewal notice. If you choose to pay for your
KEEP IN TOUCH » Network with the BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » facebook » YouTube » Flickr www.fm-world.co.uk
28/11/2012 14:49
Please send your news items to communications@bifm.org.uk or call 0845 058 1356
Gareth Tancred is chief executive officer of the BIFM
BIFM COMMENT 2012: A Y E A R I N R E V I E W
membership fees annually by direct debit, you receive a 5 per cent discount on subscriptions. Switching to this method of payment would reduce your subscriptions – you can change to an annual direct debit at your next renewal. The institute has also introduced a monthly direct debit option to help spread the cost of membership. Again, you can switch to this method at your next renewal. The monthly option is subject to an administration charge of up to 5 per cent and all monthly payments are due for 12 months. i If you have any queries, please contact the membership team on 0845 058 1358 or email membership@bifm.org.uk. You can also learn more about direct debits and other payment methods at www.bifm.org.uk/ payment
HEAD OFFICE
Christmas opening hours BIFM head office will be closing for Christmas on the afternoon of Friday 21 December, and will re-open on Wednesday 2 January. BIFM would like to thank all members for their support in 2012, and wish everyone a happy Christmas and a very prosperous 2013. i You can email the team during the holiday period at info@bifm.org.uk, but emails will not be monitored. If you need to contact the membership team before Christmas, please email them on membership@bifm.org.uk or call them on 0845 058 1358.
www.fm-world.co.uk
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hen we entered 2012, the institute had suffered badly from the recession and we knew that significant action would be required. I am delighted with the turnaround our teams have made – I couldn’t have asked for more. Over 2,700 new members joined in 2012, smashing our target. 754 upgraded their membership and retention is three per cent higher than last year. We now have over 12,900 members – an all-time high. The story is similar with group and corporate members, with another all-time high of 530 members, including five platinum members. We have refocused the members’ council, which now has its own chair and deputy chair. This has paid dividends in terms of engagement. We have driven greater attendance at conferences and events and increased sponsorship. Interest in the Institute has grown phenomenally, with 120 per cent growth in members of our LinkedIn group (now over 11,000); unique website visitors increased by 8 per cent. In June, our conference ThinkFM had double the attendance of 2011. The event received many accolades, but one comment I particularly liked was: “Excellent sessions, great topics and some inspiring speakers. Great first time with ThinkFM!” I suspect it won’t be the last visit for this delegate. In October, the BIFM Awards attracted 50 per cent more entries than 2011 and many guests on the night said it was the “best ever”. In September, we launched the FM Leaders Forum. The first one was entitled “BIM and FM: bridging the gap for success.” The next forum will focus on procurement. This year saw huge strides in our qualifications. In the past few months, three new suites of qualifications have been developed at levels 2, 3 and 7, and in October, we launched Higher Level Apprenticeships. This means there is something for everyone in FM, regardless of age or experience. 2011 saw a 38 per cent growth in the number of learners and three new centres have been approved – Liverpool John Moores University, Leeds College of Building and FM Tutor, bringing the total to 15 active centres. Congratulations to the 212 learners who have achieved a BIFM qualification at levels 4, 5 and 6 during the year. To round it off, we produced a TV programme to promote the qualifications that has attracted international interest. I am very excited about the new website and member relationship system. It will be packed with features and tailored to your needs – a significant change in our approach. On top of all of this, we are financially stable. We have come through the recession, strengthened and readied ourselves for the future. Our strategic plan for 2012 can be distilled into two words – it’s one of the posters in our office: “Listen. Deliver.” 2012 was the year we focused our efforts into turning the institute around. We have listened and we are delivering. There is still much to do and we have very exciting plans for the future. Meanwhile, as we enter the holiday season, I would like to thank all our volunteers and staff for helping to deliver in 2012 and I wish you all a happy 2013.
W
“EXCELLENT SESSIONS, GREAT TOPICS AND SOME INSPIRING SPEAKERS. GREAT FIRST TIME WITH THINKFM!”
i To find out more about the FM Leaders Forum, visit www.bifm.org.uk/FMLF To find out more about the qualifications in FM TV programme, visit www.bifm.org.uk/careersinfm
FM WORLD | 6 DECEMBER 2012 | 37
28/11/2012 14:49
BIFM NEWS BIFM.ORG.UK
WWW.BIFM.ORG.UK
WIFM
New web platform
Treasure hunt
The growth in web technology has been rapid, to say the least. The BIFM is in the middle of a project focused on capitalising on some of these advancements, by not only completely redesigning and redeveloping the website, but replacing the customer relationship management (CRM) and supporting systems. Web technology has become intrinsically woven into our daily lives, both at home and at work. This exposure builds an expectation that the institute’s current platform cannot deliver on. The primary business rationale is to deliver enhanced value back to the membership, while ensuring a stable platform for future growth. By combining this with a new CRM system, we can enhance and improve back- office processes, enabling a more tailored and personal approach to all users of the website. Consultation has taken place with members’ council on various aspects of the project to ensure suitability. As current users of the website, members will see enhanced value, such as improved search functionality, a more interactive and useful community/discussion forum area and networking event promotion, increased visibility of resources and knowledge and more transparency of career development resources, including CPD, qualifications and training. This will help members to take control of their professional development. The project has been one of the institute’s key priorities during 2012 and phase 1 is due for completion within the second quarter of 2013.
On 24 October, over 40 WIFM Members met at Channel 4. All wearing a hint of pink (even the boys), they ventured off in teams of four to compete in a fun treasure hunt in aid of Breast Cancer Care. The first team back was the Facilities Show Team, followed closely by others eager to find out who had the highest score. After some warming soup, provided by Channel 4, the answers were revealed, along with the winning team, ‘Pinky, Perky and Petunia’. The event raised over £400 for Breast Cancer Care – and they are still collecting thanks to a cake sale held by Auriel PM and BE Offices. Thanks to Victoria O’Farrell and Jackie Furey for organising, and event sponsors Portsdown Interiors.
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i You can still donate at www. justgiving.com/wifmtreasurehunt Learn more about all BIFM groups at www.bifm.org.uk/groups
REGIONS
London chair Emma Lurie, head of facilities management at the London Stock Exchange, has been appointed new chair of the BIFM London region. Taking over from Bernard Crouch, Emma will have support from two new deputy chairs: Jason Cousins, premises and facilities director at law firm Olswang and Cathy Hayward, director of FM communications agency Magenta. Emma, a certified BIFM member, has been involved with the committee since March 2010. i To learn more about volunteering for BIFM and possibly becoming a chair of a group email membership@bifm.org.uk or call the team on 0845 058 1358
BIFM TRAINING INNOVATION THE KEY TO SUCCESS IN 2013
012 saw us continue to defy a fragile economy. BIFM Training remains committed to innovation and will be entering 2013 with a range of fresh new courses designed to reach different sectors and FM interests. One important growth area for us is the serviceleaver community, where there is mounting interest in FM career opportunities linked to training and qualifications. Our first Career Transition Partnership training fair in November was a great success. Over the past year, we’ve also seen heightened interest in compliance training and a new one-day course titled ‘Compliance and standards for FMs’ has been introduced for the 2013 programme. We also plan to roll out additional e-learning titles both to our ‘Getting Started’ series and to support our blended learning options for in-house clients. Some of the newly released executive programme titles are still to run for the first time, including ‘Introducing and Leading Change in FM’. The end of 2012 also saw two new programmes – ‘Managing in an FM Outsourced Environment’ and ‘Advancing Sustainability’. Both have received considerable interest and we hope they become a mainstay of our 50-strong course programme. The newly introduced ‘Study skills workshop’ will also continue to support our qualification programmes. By way of learning and development services, we have been introducing a number of new and innovative in-house courses across the UK, including neurolinguistic programming for transforming customer service and behavioural change for energy management. We will keep working closely with our clients in 2013 to deliver an even greater range of bespoke courses and blended learning options. We also plan to further expand our range of courses in the Middle East and internationally. For example, we have new courses running in Dubai from March onwards on relocation, fit-outs and moves, plus optimising contract services performance. Next year, we will continue to develop bespoke qualifications options for in-house groups to complement our public programmes. We’ve recently submitted an application to the Skills Funding Agency’s register of learning providers for professional and career development loans, so this should widen funding opportunities for delegates in 2013. This year, we have been delighted to contribute to a number of great causes including Breast Cancer Care, British Heart Foundation, Royal Marines Charitable Trust Fund and Cancer Research. Finally, we would like to wish you a very happy Christmas and New Year.
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FM DIARY INTERNATIONAL EVENTS 2-4 April 2013 | IFMA Facility Fusion conference & expo A high-level facilities management education, leadership training, industry-specific best-practices and all-inclusive expo. Venue: JW Marriott, Los Angeles, United States Contact: 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 fifth annual World FM Day. Visit the FM World website for last year’s highlights. Venue: Various global events. Contact: www.globalfm.org INDUSTRY EVENTS 12 February 2013 | Workplace Futures: strategic partnership – securing the future for FM The seventh annual conference looks at how FM theory and practice can be taken to the next level. How can FM stop thinking about service delivery in the old tried and tested ways and start thinking in terms of true alignment with business objectives and real customer experience? Venue: The Crystal, Royal Victoria Docks, London Contact: www.workplace-futures. co.uk 5-7 March 2013 | Ecobuild 2013 This is the world’s biggest
Send details of your event to editorial@fm–world.co.uk or call 020 7880 6229
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: Email gary.williams@ ubm.com or visit www.ecobuild.co.uk
debate, interaction and networking, brought to you in association with Workplace Law. Delegates will take away new ideas to implement in their organisations to make a difference. Venue: Royal College of Physicians Contact: Email gary.williams@ ubm.com or visit www.thinkfm.com
8-9 May 2013 | Green Build Expo Green Build Expo focuses primarily on professionals working in the volume housing and non-domestic building sectors. It is also known as the biggest sustainable building and refurbishment event in the northern parts of the UK. Green Build Expo has also expanded its focus to wider construction sectors, which include hotel and leisure, retail and offices as energy saving and refurbishment have impacts on these areas, too. Venue: Manchester Central Convention Complex Contact: www.greenbuildexpo. co.uk
24-25 June 2013 | 33rd Facilities Management Forum In this ever-changing environment, all companies need to source sustainable FM services, products and solution providers that offer the best value for money. At the forum, you can find them quickly and efficiently. This event is specifically organised for FM directors and managers who are directly involved in the procurement of FM services. Venue: Heythrop Park, Oxfordshire Contact: Robert Wye at r.wye@ forumevents.co.uk or call 01992 374 100
14-16 May 2013 | Facilities Show Organised in association with the British Institute of Facilities Management, the Facilities Show has established itself as the leading meeting place for the industry. Free education and CPD content, with hundreds of suppliers and exhibitors in this three-day event. Venue: NEC, Birmingham Contact: www.facilitiesshow.com 10 June 2013 | ThinkFM 2013 The leadership challenge. ThinkFM is a day of learning,
14 October | BIFM Awards 2013 The BIFM Awards is the most influential networking event within the UK’s FM calendar and gives national recognition to the leaders in our profession. The BIFM Awards are designed to celebrate the increasingly strategic profile of FM by highlighting the key role it plays in the success of public and private sector organisations. The night of the awards ceremony brings together the leaders of our sector with the winners, finalists and high-profile guest presenters to celebrate excellence in FM. Venue: Grosvenor House Hotel,
London Contact: Email communications@ bifm.org.uk or call 0845 058 1356 BIFM SIG EVENTS 12 December | WIFM quiz night Annual event for the women in FM special interest group. Venue: The Holiday Inn London Kensington Forum Hotel Contact: Email wifm@bifm.org.uk LONDON REGION 24 January 2013 | FM in unusual environments Further details to be announced. Venue: Freemasons’ Hall, 60 Great Queen Street, London WC2B 5AZ Contact: Email cathy.hayward@ magentaassociates.co.uk The BIFM London region hold their monthly CPD events on the first Tuesday of every month. Contact: For details of forthcoming topics, visit www.bifm.org.uk/bifm/ groups/regions/london/events SCOTLAND REGION 31 January 2013 | Prestige building tour and presentation Forth Valley Royal Hospital became fully operational in July 2011. The £300 million facility is one of the most modern and well equipped hospitals in Europe. Serco will present its view on what it takes to run the FM services in the hospital, which will be followed by a tour. Venue: Forth Valley Royal Hospital, Stirling Road, Larbert, FK5 4WR Contact: Email mkenny@fesfm. co.uk
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FM PEOPLE MOVERS & SHAKERS
BEHIND
THE JOB How did you get into facilities management and what attracted you to the industry? After serving my time in the Royal Navy, I was given a final post managing a section of HMS Nelson (Portsmouth). On leaving the service, I studied on the job, working for FM providers. I have managed government buildings, Liverpool Docks and harbour, Rolls Royce and NHS properties, among other sites.
NAME: Kevin Riley JOB TITLE: Facilities manager ORGANISATION: Santander JOB DESCRIPTION: Manages a team of engineers, security officers and administration staff. Also responsible for all mechanical and electrical equipment and its maintenance at Santander’s 22-acre head office.
ON THE
MOVE Changing jobs? Tell us about your new role and responsibilities. Contact Jamie Harris Jamie.Harris@fm-world.co.uk
If you could change one thing about the industry, what would it be? I believe a facilities manager in a particular industry has a very varied role. I would prefer the role to be streamlined, with emphasis given to an area of expertise rather than overloading one person to do what would normally be given to three people. I have had a multitude of FM roles in varied industries and consider myself to be experienced in all hard and soft services, but in each role it is impossible to be effective in the role on a normal 9-to-5. You have to be committed to go the extra mile, often without recognition. Any interesting tales to tell? The proudest moment in my working life was when I was serving on board HMS Liverpool. The ship made a visit to my home city (Liverpool), which is also the ship’s adopted city. My family and friends attended a Remembrance Sunday service in Liverpool City Centre and after the service, I, along with the rest of the ship’s company, was given freedom of the city at the Town Hall by the then mayor of Liverpool.
BAM Construct UK has promoted Nitesh Magdani (left) to director of sustainability. Architect Magdani was previously BAM’s head of sustainable design. He takes up his new role in January. He will be responsible for continuing development of BAM’s sustainability expertise in every aspect of designing, constructing, managing and maintaining buildings, as well as for developing a consultancy service to clients. ISS UK Food and Hospitality has appointed Lloyd Mann (centre) as
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What’s been your career high point to date? My best achievement to date was in my previous role working for a national charity. Upon my employment, I created a strategy to reduce expenditure and restructure the roles of my employees. In doing so, I was able to ensure the charity was providing for the people who required the most assistance; I reduced annual expenditure by £1.3 million within the facilities department. I was later promoted to general manager and managed 48 premises, reducing expenditure, to allow funds to be funnelled into the areas the charity needed it most. Which FM myth would you most like to end? I would like to see the back of the ‘handyman’ myth associated with the role. FM has developed over the past 10 years to be a sophisticated position that integrates a multitude of roles. I take pride in my job and I believe other FMs do the same. What single piece of advice would you give to a young facilities manager starting out? The best advice I would be able to offer would be not to panic. By remaining calm, you can be effective. But be careful to not become lethargic in the role. Challenge your ability and don’t be afraid to ask questions of your superiors – I would prefer to be asked a question rather than putting someone at risk. There is no such thing as a stupid question – just because I know something doesn’t necessarily mean others know it as well.
food services director with responsibility for food standards and strategies across all client contracts. He is also heading the development of chefs within ISS. Mann has been director of food at contract caterer Vacherin and also worked for caterers Baxter & Platt and Charlton House. Property maintenance provider Facilities Services Group (FSG) has promoted Lucy Scroggs to director of projects. As director of projects, she is responsible for turnkey building works, with emphasis on supporting
key client relationships, as well as implementing ongoing improvements, processes and procedures. Lovell has appointed Peter Ball (right) as partnership manager for its contract to provide repairs services to housing association Accord Group. Ball is based at Accord Group’s offices in Darlaston, in Walsall in the West Midlands. Ball joined Lovell from Midland Heart housing association where he had the role of energy savings improvement manager.
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FM NEWS
Call Norbert Camenzuli on 020 7880 7551 or email norbert.camenzuli@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack
FM innovations ▼ Zigor’s new Tiber UPS gets top marks Zigor’s newest uninterruptible power supply has been awarded top marks for value for money and rates as “well-suited to protecting critical systems” by a technology reviews magazine. Reviewer Dave Mitchell from PC Pro gave the Zigor Tiber On-Line UPS a score of five out of five and rated it highly for performance and design. Mitchell used the Dell PowerEdge R515 server, drawing around 140W when idle, to test the Tiber 1.5kVA model’s battery time. He said: “The Tiber’s battery kept the server running for 46 minutes, which is seven minutes longer than the Tripp-Lite SmartPro.” The Tiber range can be floor or rack-mounted and is available from 1kVA up to 3kVA. W: www.tinyurl.com/c49vf42
▲ Sercon cleans up with double win
▲ Get more from floors – Flowcrete
Sercon Support Services is celebrating after securing a double win at the recent Ayrshire Business Awards 2012, where the company not only secured the Customer Service Award for the second year running, but also scooped the prestigious Outstanding Performing Business over 25 Employees Award. Sercon was announced at the annual awards dinner, where businesses across Ayrshire gathered to recognise business excellence. Sercon has seen a surge in sales this year. Six public sector wins, the firm’s largest ever contract win for security services at Ocean Terminal Shopping Centre and a client referral increase via a service excellence programme that has resulted in 24 referrals or new contracts from existing customers, have all resulted in a growth of 40.6 per cent since the start of financial year 2012/13. W: www.serconltd.co.uk
Flowcrete UK puts the resilient power of resin flooring under the spotlight in the latest instalment of its ongoing ‘Get More From Floors’ campaign. Flowcrete’s floors can be specified with resistance to a range of features, including the ability to absorb shock and electric charge, tackle chemical spillage and attack, endure boiling and sub-zero micro-climates – and deliver a platform to fight abrasion, scratch and impact resistance. Flowcrete products include systems that offer protection against chemical and acid attack, ensuing surfaces will not corrode or damage as a result of spillage. Flowcrete has vast experience, carrying out projects for blue-chip clients including Bentley Motors, the RAF and BAE Systems. E: uk@flowcrete.com W: www.flowcrete.co.uk
▼ Disabled cleaner works again at OCS After being forced to resign from her previous job due to her physical disability, Jo Bowyer is now working again and saving for a well-earned holiday abroad, thanks to her new employer OCS and the Shaw Trust’s Work Choice programme. Bowyer, 33, has hemiplegia – muscular weakness on one side of the body. Two years ago, she felt that she had no choice but to resign, thanks to a lack of support and understanding from her previous employer. Bowyer was referred to the Shaw Trust’s Work Choice programme, a government-supported employment programme designed for people who may find it difficult to find or keep a job due to their disability. OCS has worked with Bowyer to adjust her work schedule to ensure that she can cope. W: www.ocs.co.uk
▲ Flowcrete develops management service
▲ Mod-U-Pod ‘plug and play’ server solution
Flooring manufacturer Flowcrete UK has developed a project management service, drawing on 30 years’ experience in the flooring industry and its network of approved flooring contractors. Isocrete Project Management offers a singlesource route, extending from the initial project consultation process, through to warranty and aftercare. Just months after its introduction, the service is already proving to be of major appeal to both main contractor and end-user client. Operating throughout the key stages of a project, the management process offers a bespoke service from initial consultation, product specification, product manufacture and logistics management, through to product installation from a trained Flowcrete approved contractor. W: tinyurl.com/isocrete
Built off-site in the UK, the Mod-U-Pod, ‘plug and play’ server solution is fully equipped to your specifications. A normal modular server room comprises a ‘shell’ of walls, ceiling and floor. It is built on-site and is fire resistant, water resistant, energy efficient and secure. The Mod-U-Pod develops this ‘shell’ to become a fully equipped and fully operational server room. It is built off-site to be complete and ready to use upon arrival at the customer site. It is ideal for disaster-recovery sites and premises where space is limited or lease arrangements are short term. The Mod-U-Pod includes pre-installation of floor, false ceiling for hot-air return, lighting, data cabling and cabinets, UPS power backup systems, fire suppression and air conditioning. T: 0870 777 1830 E: sales@commsroomservices.co.uk
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HOT DATES HURRY – LAST CHANCE TO ATTEND OUR FLAGSHIP FOUNDATION COURSE IN 2012! UNDERSTANDING FM – LEADS TO ILM LEVEL 3 QUALIICATIONS IN FACILITIES MANAGEMENT 11-13 December 2012, Central London
Five TOP reasons for you or your staff to attend 1. A solid base for your development before intermediate and advanced levels. 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. It’s a great opportunity to network
JANUARY COURSES 16-17 22-24 28-1
Creating & Sustaining Modern Workplaces Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM IOSH Managing Safely certificate
FEBRUARY COURSES 5-6 6 7 12-14 13 13-14 19-21 19
Managing Relocation, Fit-Out & Move Financial Management 1: The Essentials Financial Management 2: Getting Results Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM Customer Focused FM Disaster Recovery & Business Continuity The Professional FM 1 [Intermediate] The Tender Process
Wishing you all a very happy Christmas and New Year.
+44 (0)20 7404 4440
Telephone info@bifm-training.co.uk | www.bifm-training.com facebook.com/bifmtraining
twitter.com/bifmtraining
Are you ready to move up? We’re here to help you progress $UH \RX VWLOO DW WKH ULJKW %,)0 PHPEHUVKLS JUDGH WR UHĆƒHFW \RXU LQFUHDVLQJ DFKLHYHPHQWV LQ WKH )0 LQGXVWU\ Ĺ? RU LV LW time to progress? 7R XSJUDGH WR WKH QH[W OHYHO RU WR Ć‚QG RXW PRUH please visit: ZZZ ELIP RUJ XN FOLPE or contact the Membership Team on: 0845 058 1358 or email membership@bifm.org.uk 42 | 6 DECEMBER 2012 | FM WORLD
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Call Carly Gregory on 020 7324 2755 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack
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Appointments
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the
MBDA is offering several Facilities Management Officer roles that could give you the challenge you are looking for whether your interest is in Special Projects, Commercial or Support.
natural choice
MBDA is a world leader in missiles and missile systems with 10,000 employees at facilities in the UK, France, Italy, Germany, Spain and the United States delivering cutting-edge technologies to our multinational customer base., including army, navy and air-forces.
in FM recruitment
A Facilities Management Officer role could include the following: Managing the Commercial activities of the FM Department including competitive tendering, supporting the management of outsourced service contracts, managing the compliance of SLA’s and assisting in MBDA’s UK property portfolio Investigating and compile complex reports and feasibility studies including ROM costs and outline AutoCAD drawings for Special Projects using their knowledge and technical understanding of the Facilities Management industry Administering support activities to the various elements of the FM Strategic Team to meet business objectives using their own initiative and with an eye to accuracy and presentation. Benefits at MBDA include flexitime, a competitive pension scheme, discounted private healthcare scheme, sporting activities, superb learning and development opportunities, plus many others... For more information and full job specification, please visit the MBDA
www.mbdacareers.co.uk
MBDA.QPV.indd 1
To find out how you can benefit from working with Eden Brown, contact us today on 0845 4 505 202. www.edenbrown.com
29/11/2012 16:46
JOBS
WE CAN HELP YOU FIND
YOUR PERFECT JOB
JOBS BY EMAIL Be the first to receive your perfect job straight to your inbox. To sign up simply; • Enter your name and email address • Choose the sector, salary and location you would like to work within • Create up to 5 different tailor-made alerts
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Offices in: Abu Dhabi, Auckland, Berlin, Düsseldorf, Frankfurt, Hamburg, London, Manchester, Melbourne, Moscow, Munich, Singapore.
www.cobaltrecruitment.com
Apply now – start 2013 FM Consultants (Hard Services Specialist) London Based | £30,000-£35,000 + Benefits
Project Manager London | £45,000-£55,000
Regional Facilities Manager Manchester | c.£45,000
Our client is looking to employ an experienced Project Manager to join a government contract in the South East to be responsible for the delivery of multiple projects. You must be able to deliver a project from inception through to completion. Types of projects include M&E plant replacements and upgrades, fit-outs, fabric works and other general FM, engineering and built environment works. You will hold an Engineering Degree, be IT literate and have a proven track record in a similar role.
A Regional Facilities Manager is required to oversee a team of 10 Facilities Managers across the North of England. You will ensure effective and consistent budgetary and operational management across the portfolios of each Facilities Manager. Applicants will have experience of managing FMs within a managing agent organisation. You will also be MBIFM and NEBOSH certified with extensive experience of service charge management.
Ref: 191401
Ref: 1224600
A Hard Services FM Consultant is sought to join a busy team working principally on PFI/PPP projects. Working with public and private clients, you will advise on procurement processes, undertake site condition surveys, support Life Cycle cost modelling and draft service specifications. The position requires an individual with Building or M&E Chartered status and operational experience of Hard FM service delivery.
Ref: 180401
To apply for any of these roles please email your CV in confidence to info@cobaltrecruitment.com or call +44 (0)207 478 2500 to speak with Claudio Rojas or Ryan Coombs.
— Alison Sharples, Senior Associate Macdonald & Company, Manchester
Macdonald & Company is a market leading FM recruitment organisation shaping the industry by providing an unrivalled first class service to clients and candidates. The team consists of a talented group of consultants who have a blend of industry and recruitment experience making them true specialists in their field. connect@macdonaldandcompany.com
For more information contact our London office +44 (0) 20 7629 7220 or our Manchester office +44 (0) 161 605 0500 and ask for a member of the FM team.
People make the difference. We connect you to that difference. macdonaldandcompany.com
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FINAL WORD NOTES FROM AROUND THE WORLD OF FM
NO 2
DAYS
THE SAME
CHOOSING THE WRITE PATH
MENTOR HEALTH At last month’s BIFM Women in FM conference, we learned that the WIFM mentoring scheme has just celebrated its 15th pairing. Larch Consulting’s Lucy Jeynes spoke at the event about the success of the scheme, and introduced current mentee Maxine West to talk about its value to facilities managers in general. "Prior to mentoring, I certainly wouldn’t have got up in front of an audience like this," said West. The WIFM scheme started as a pilot in 2009 and is still going strong. "Mentoring is about helping someone to see the potential within themselves," said Jeynes. "For mentors, there's often a great sense of satisfaction in putting something back into the industry." The difficulty in any such scheme is in achieving a successful pairing of mentor and mentee, but the value to each, once the relationship has been kindled, is something those who have embraced the scheme are keen to emphasise. Examples of the mentormentee relationship included Anne Lennox-Martin's mentoring of Martin O'Connor, whose background is in building engineering. The key is for both parties to be comfortable with each other, said Jeynes. At the WIFM conference, we also learned that US president Barack Obama met wife Michelle when she was assigned to him as his mentor when they were working at a law firm. The First Lady continues that work today, having launched a mentoring programme designed “to open a secret door for others that hadn’t been opened for me”, pairing disadvantaged girls with some of the most powerful women in the US.
Since we ourselves are now technically a 'media brand,' you'll forgive us for being keen to promote the concept of good communication. So it was good to see actor Vincent Franklin presenting on just that topic at the recent Women in FM conference. Some of Franklin's advice was little more than common sense. But as is often observed, it can be surprising just how uncommon that common sense can be. Quite why organisations resort to a detached, oblique writing style is something that Franklin's own consultancy thrives on answering. Having used a two-minute snatch of opera music to make the case that understanding meaning does not
rely solely on the written word, Franklin presented some woeful examples of overwrought writing from organisations talking in the third person or using an excess of abstract nouns. He was also keen to get people to simplify their choice of words; ‘seaside’, for example, evokes any number of positive associations, whereas the similar phrase ‘coastal region’ sounds entirely soulless by comparison. More syllables doesn't automatically mean more gravitas. So – the direct connection into FM? Beyond the obvious day-to-day email communication, there's good old fashioned sign writing. Here’s a particular example that Franklin himself used: “Our team is working on the fault and we will update you when the lifts are working,” would be better written as: “Our team is working on the fault now. When they are working again, we will let you know.” All in all, an entertaining presentation from the man whom we would otherwise know only from his appearances as a spin doctor in The Thick of It and the down-to-earth type on Twenty-Twelve. “Take ownership of the way in which you communicate, and you will inspire with your words,” said Franklin.
NEW YEAR, NEW FEATURES In the spirit of renewal that the beginning of each new year represents, FM World is introducing two new sections in 2013. The first, debuting in our 17 January edition, is entitled ‘What's In It For Me?’. It's one part career development, one part about making the most of your investment in BIFM membership. For example, the first ‘What’s In It For Me?’ piece looks at the reasons for becoming involved in the institute’s members’ council. Future editions will concentrate on how you’ll benefit from getting involved in a regional special interest group, the value of business cards in a smartphone world,
what comes from learning to speak in public and the value of attaining higher-level qualifications. A second new feature, as yet untitled (although we welcome suggestions), will give readers a (sometimes literally) nuts-and-bolts breakdown of specific building engineering issues. Like one of those new-year Marshall Cavendish part-works, it will build month by month into a reference manual for any FM wanting to know just what might be technically wrong with, say, the automatic doors, the air conditioning or the under-floor heating. We'll let you know when the first of these is being published.
“There is no such thing as a bad business climate, just inappropriate leadership” Speaker and coach Lynne Copp at the recent BIFM Women in FM conference
IN THE NEXT ISSUE OUT 17 JANUARY
FM CONTRACTORS AND ENERGY PARTNERSHIPS /// FEATURE: RECYCLING PRECIOUS METALS /// WHAT DOES BIM MEAN FOR CAFM? /// THE LOW TAKE-UP OF ENERGY PERFORMANCE CERTIFICATES /// RETROFITTING LIGHTING CONTROLS /// SITTING ON BIFM MEMBERS' COUNCIL – WHAT'S IN IT FOR ME? // ALL THE LATEST NEWS AND BUSINESS ANALYSIS
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PLAYING MUSIC? MAKE SURE YOUâ&#x20AC;&#x2122;RE LICENSED.
Music creates a better working atmosphere 74% of factories agree that playing music increases staff morale.* If you play music in your business, it is a legal requirement to obtain the correct music licences. In most instances, a licence is required from both PPL and PRS for Music. PPL and PRS for Music are two separate companies. PPL collects and distributes money for the use of recorded music on behalf of record companies and performers. PRS for Music collects
and distributes money for the use of the musical composition and lyrics on behalf of authors, songwriters, composers and publishers. A PPL licence can cost your business as little as 19p per day. For more information on how to obtain your PPL licence visit ppluk.com or call 020 7534 1095. 7R o QG RXW PRUH DERXW KRZ PXVLF can work for your business visit musicworksforyou.com. *MusicWorks survey of 1000 people, conducted May 2012.
ppluk.com
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