2013-01-17 FM World

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 17 JANUARY 2013

FMWorld www.fm-world.co.uk

FM’s expanding role in energy generation

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VOL 10 ISSUE 1 17 JANUARY 2013

CONTENTS

7 | Think FM

20 | History of FM

16 | Energy Partnerships

NEWS

OPINION

FEATURES

6 Soft FM services are to be excluded from PF2, says Chancellor 7 Places are now available for Think FM, the annual FM conference 8 Project of the Fortnight: Capita builds Manchester Met campus 9 Think Tank: Are major long-term back office contracts a good thing?

10 Business news: Graeme Davies analyses the successor to the PFI system: PF2 11 Interserve grows health business by acquiring Advantage Healthcare 12 Business Focus: What are the implications of the new PF2 programme?

14 Perspective of a facilities manager: Roger Amos, FM with the London Borough of Ealing 15 Five minutes with Ian Bye, FM strategy director with Securitas 46 No Two Days

MONITOR 34 Legal Update: A reform to data protection law could be on the way 35 Technical: How ‘fracking’ can cause dangerous radon gas emissions 36 Insight: Market intelligence 37 What’s in it for me: The first of a new section dedicated to wider issues of career development

26 | Precious Metals

16

Energy Partnerships: As energy prices soar, FMs are being called on to manage in-house energy generation contracts, finds Nick Martindale

20

History of FM: Geoff Gidley, last chairman of the Association of Facilities Management, talks to Marilyn Standley about how the BIFM started

26

Precious Metals: Certain waste streams can contain materials of substantial value, such as silver, explains Simon Hundal

30

Energy Performance Certificates: Are EPCs fit for purpose? Lucy Black questions the current system of metering the efficiency of public sites

32

BIFM Awards: The best of the FM industry is celebrated annually through the BIFM Awards.

Entries are now welcomes for all categories

REGULARS 38 41 42 43 44

BIFM news Diary of events People & Jobs Products Appointments

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Selected forthcoming features in FM World: 28th March issue: Ergonomics 23rd May issue: Catering Contract Management 6th June issue: Building Management Systems 20th June issue: ThinkFM report 4th July issue: Third Spaces 5th September issue: Carbon Footprint 16th August: HVAC innovations

We have something of interest for all advertisers.

For a full 2013 features list visit:

9th May & 6th June are event issues with extended print runs Book your space now!!!

www.fm-world.co.uk/about-us or contact

norbert.camenzuli@redactive.co.uk / 020 7880 7551 richard.york@redactive.co.uk / 020 7880 7608

Features are subject to change - please contact the editor for further details. FM World welcomes contributions and ideas for articles. Send a short synopsis to Martin Read at martin.read@fm-world.co.uk.

Please note that we reserve the right to edit copy submitted for publication in the magazine.

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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

ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Norbert Camenzuli (020 7880 7551) ⁄ display sales executive: Richard York (020 7880 8543) ⁄ recruitment sales executive: Carly Gregory (020 7880 2755) PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Joanna Marsh Forward features lists and media pack available at www.fm-world.co.uk/about-us SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/ subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call James Harris on 020 7880 6229.

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄ Martin Bell, strategic solutions manager, Norland Managed Services / Jason Choy, director, Persus⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenfield, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM tutor and author ⁄ Chris Wood, FM consultant

Average net circulation 11,513 (Jul 11 – Jun 12) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

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

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or the sake of Auld Lang Syne, and as a critical tool to help in planning our 2013 publishing strategy, we’ve been taking a few cups of kindness lately.

In this traditional period of (more or less) sober reflection, we’ve been looking at the issues that drove the FM agenda a year ago, assessing whether or not they’ve survived their initial flush of novelty to demand just as much attention from us, or perhaps more, in 2013.

So, what were they? Well, firstly it is fair to say that building information modelling (BIM) has evolved into a key issue, despite many who still see it as little more than the re-invention of several IT wheels. BIM, with its huge potential to shine a spotlight on the FM sector, is sure to loom large in 2013.

Other IT issues, many and varied, are likely to continue influencing how the workplace is managed. You could argue that their collective effect is not so much a trend as a full-on challenge to every accepted tenet of business management.

For example, at Christmas the sheer number of tablet devices activated – and it’s a giddying number – will have given IT and facilities managers pause for thought. From a security and productivity perspective, the proliferation of tablets will lead to some serious evaluations of what is and isn’t acceptable on the corporate network. I saw this discussed as ‘CYOD’ recently – ‘choose your own device’ from an acceptable list, as opposed to BYOD (‘bring your own device’) with its implication that workers can simply bring in whatever they want leaving their organisations to adapt.

So in the coming year we will undoubtedly have some loud and colourful discussions over BIM and IT. But could it be from the less showy, more insidious trends of 2012 that the real stories of 2013 emerge? Take, for example, the ever widening range of age groups that the modern workplace needs to accommodate. Last year, consultant Barry Varcoe said, “We are entering a phase where the workplace needs, for the first time, to accommodate four different generations of workers”. For FMs, it’s the phrase ‘for the first time’ that’s important.

There’s an unprecedented need, with legislation to back it up, to cater for all manner of capabilities and disabilities.

There are, for example, workers who will simply not be in a position to retire, no matter what the law allows. Then there are workers with not-so-obvious disabilities that nevertheless require their employers to provide for their needs. And of course, these people are working cheek by jowl with Generation Y – whose demands might be substantially different to those of the older generations. It’s all about accommodating multiple workforces in a single workplace. How do you cater for so many individual needs? All this in the same space, or in some cases less space, than was available before.

All together you have a major issue.

OK, it’s a slow burner – but to deny its gradual impact would be wrong.

Of course we’ll continue to talk about the big issues, especially the value of FM to the wider business – but you can also expect us to be looking into demographics in more detail this year.

F

“Could it be from the more insidious, less showy trends of 2012 that the real stories of 2013 emerge?”

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AUTUMN STATEMENT

SHUTTERSTOCK

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They must also publish an annual report detailing project and financial information on all projects where the government holds a public sector equity stake.

There is also now an “openbook approach and a gain-share mechanism for the life-cycle fund to facilitate the sharing of any surplus at the end of the contract”.

The government began looking into PFI issues last year in a consultation, to which 155 responses were received in a call for evidence.

Overall, the government has moved to make the UK’s public private partnership deals more

like the European and Scottish models, which both involve public sector equity.

However, the devil will be in the detail, said Jonathan Hart, partner and specialist in public sector contract law at legal firm Pinsent Masons. The exact shape of PF2 contracts may not be known for several years when the first PF2 building opens its doors.

There may be a tendency for central government to use more PF2 and local authorities to procure in more traditional ways,

meaning several variations of PF2 could actually emerge, he told FM World.

Even with no direct contractual link through provision of soft FM, PF2 deals may still need FM input and insight into the running of the facility, said Hart, who also suggested that FMs with business acumen would have an opportunity to grow their business experience. However, whether clients have the in-house skills to operate at board level remained a question, said Hart.

Service sector ends 2012 on a low note Business activity in the services sector has shrunk for the first time in two years, according to data in the latest Purchasing Managers’ Index.

The report, from financial information services company Markit and the Chartered institute of Purchasing and Supply (CIPS), reported a figure of 48.9 for December. The indication is that activity had declined in the UK service sector, in comparison with November, which recorded a mild growth figure of 50.2. A figure below 50 indicates contraction.

A slight drop in incoming new business was the main factor attributed to the contraction, leading to two consecutive months of falling new business.

SHUTTERSTOCK

Soft services, including cleaning and catering, are to be excluded from the government’s successor to the controversial Private Finance Initiative (PFI) scheme.

Chancellor George Osborne announced the revamp in his autumn statement delivered on December 5, which also includes details on infrastructure projects.

Private Finance 2 (PF2) is intended to “strengthen significantly the partnership between the public and private sectors by government looking to act as a minority public equity co-investor in PF2 projects”.

Under the changes, procuring authorities have discretion on the inclusion of certain minor maintenance activities at the project outset. There is also additional flexibility to add or remove some elective services once a contract is in operation.

There will also be periodic reviews of service provision.

Critics of PFI have complained about a lack of transparency in the private sector over how much a contract is worth, in terms of turnover, for the company.

Criticism was levelled at the private sector when businesses were seen to be selling their equity stakes in projects for what critics claimed were excessively high prices. This led to questions over whether the public sector is paying over the odds for services rendered.

The government appears to have tackled this concern head-on by requiring the private sector to now provide equity return information for publication.

PA

PF2 contracts in, FM services out

Respondents to the survey suggested that during December, purchasing budgets had been cut and cost controls had been implemented in an attempt to cater for the lacklustre business environment.

“Bad weather is likely to have played a role in dampening service sector activity in December,” said Chris Williamson, Markit chief economist.

“But the fact that incoming new business dropped for a second successive month suggests that demand remains very weak and that activity may continue to fall in the New Year.”

David Noble, chief executive of the CIPS, was equally pessimistic about the outlook for the services, which accounts for three-quarters of Britain’s economic output.

“The service sector ended 2012 on a weak note, ensuring confidence remained at its 11-month low recorded last month and signalling a lack of momentum for 2013,” said Noble.

The article first appeared in FM World’s sister magazine Supply Management, the official publication of CIPS

www.fm-world.co.uk

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NEWS

BRIEFS Third sector losing out

ISTOCK

Facilities people named in Honours List Roy Brown, deputy property services director for London Palaces, Royal Household, was among the facilities professionals and operators named in the New Years Honours List.

Brown was made a Commander of the Royal Victorian Order (CVO).

The Royal Victorian Order, set up in 1896, is an order of knighthood recognising distinguished personal service to the order’s sovereign, the reigning monarch of the Commonwealth realms, any members of their family or any of their viceroys.

Patrick Greenfield, facilities

coordinator for The Prince’s Trust, was given the Royal Victorian Medal, Silver, a decoration established by Queen Victoria in 1896. Part of the Royal Victorian Order, it is a reward for personal service to the sovereign or royal family, and is bestowed as a personal gift from the sovereign.

Michelle Redpath, switchboard operator at the Royal Household, was also given a Royal Victorian Medal, Silver.

Among the individuals to be awarded the title of Commander of the Order of the British Empire (CBE), was Anthony Smith, director of UK Border

Agency Olympics Programme, Home Office, for services to the security of the London 2012 Olympic and Paralympic Games.

Jessica Annison, policy and delivery lead, Olympic Security Directorate, Home Office, was made an Officer of the Order of the British Empire (OBE) for services to the London 2012 Olympic and Paralympic Games.

Other OBEs were Christopher Bywater, head of security and business continuity, Department for Work and Pensions, for service to government security policy and for charitable service.

THINKFM 2013

ThinkFM conference bookings open Facilities management professionals can now secure their places at ThinkFM 2013, the facilities management conference brought to you by the British Institute of Facilities Management, in association with Workplace Law. ThinkFM 2013 will have the theme, ‘The Leadership Challenge: Raising our game, making our case – realising our value’, when it returns to the iconic Royal College of Physicians in London on Monday 10 June 2013.

Addressing leadership within FM from all angles, the conference offers educational and debate sessions that will help FM professionals to advance their skills and think within their roles, their www.fm-world.co.uk

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throughout the day, offering the opportunity to focus on areas of personal interest, challenging thinking within a new topic. The sessions will be held in three hubs: Talent: Raising our game ● Performance: Making our case ● Relationships: Realising our value ●

teams, their businesses, and how they lead and manage their facilities effectively.

With over 300 delegates expected from across the profession, ThinkFM offers delegates the ability to select the sessions they wish to attend from the sessions running concurrently

Speaking about ThinkFM 2013 Stephen Bennett, strategy director at BIFM, said: “ThinkFM is a flagship conference in the UK facilities management calendar and it has been pleasing to see it grow in 2012 from its inception in 2011.

For prices, and to book for ThinkFM, delegates should visit www.tinyurl.com/thinkfm2013

The government’s penchant for outsourcing has created a “shadow state” of private sector businesses running the lives of citizens at the expense of thirdsector organisations, according to a report by the umbrella organisation Social Enterprise UK, a membership body for social enterprise offering government lobbying, support and research.

According to the research, the outsourcing trend has resulted in the creation of a small number of large companies providing outsourced public services that are too big or complex to fail, with serious consequences for Britain’s economy and communities.

At the same time, evidence points to companies providing lower-quality services in their drive to maximise shareholder profits.

BCSE to close The British Council for School Environments (BCSE) is to close, with immediate effect.

A statement from the charity highlights the loss of capital funding in the education arena in recent years as a major factor in its struggle to raise the necessary operation costs.

The BCSE was founded in 2006, working as a charity in education, design and construction. The independent body’s membership consisted of schools, local authorities and companies, all involved in designing and building schools and other learning environments.

Facilities Show merger Event organiser UBM Live has merged the FM Event with Facilities Show. The merged event, called Facilities Show, will now take place on 14-16 May at Birmingham’s NEC. There will be no London-based FM show from UBM Live in the autumn.

Facilities Show 2013 is the annual event dedicated to those working across the full spectrum of facilities management. Visitor numbers have risen 86 per cent between 2009 to 2012, with exhibitor number growing from 81 in 2001 to over 300 in 2012.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Sharpen up commissioning, report says

MANCHESTER METROPOLITAN UNIVERSITY

Councils need a “more sophisticated” approach to procuring privatesector partners to avoid contract failure and, in the worst case, legal battles, new research suggests.

At the same time, the private sector must be more tuned into local politics because of the impact it can have on attitudes and outcomes of services, noted the report Commissioning Dialogues by the CBI and think-tank New Local Government Network (NLGN).

Commissioning by councils – contracting outside providers – “is clearly an idea whose time has come”, the report says.

“Around half of all councils are moving towards becoming commissioning councils but councils are too often unsure of what it means in practice in order to for a contract to succeed.”

Slump continues for take up of office space Manchester Metropolitan University’s new campus is expected to open in 2014.

Capita builds Manchester Met campus Capita Symonds plans to use Building Information Modelling (BIM) for its design services on Manchester Metropolitan University’s new £60 million academic building in Hulme.

The project comprises the construction of a five-storey academic building in Birley Fields, along with an energy centre and extensive public realm works.

The Birley Fields building will be home for 6,000 staff and students from the Institute of Education and the Faculty of Health, Psychology and Social Care.

Capita Symonds, appointed by construction firm Sir Robert McAlpine, is working with architects Sheppard Robson, signed up in December 2009 to design the 21,400 square metre (230,350 square-foot) facility.

Manchester Metropolitan University is the largest campus-based undergraduate university in the UK with a total student population of more than 37,000. It is more than two-thirds through a 10-year rationalisation programme to relocate from seven campuses to two, in Manchester and Crewe, by the academic year 2014/15.

The Birley Fields building is part of the wider £139 million masterplan for the campus, which includes 1,200 student residencies, a multi-storey car park and a landscaped public area.

A BREEAM excellent energy rating is the goal for the zero-carbon building, which will feature a high-performance solar-veil façade as well as a combined heat-and-power facility, rain-water harvesting, grey-water recycling and infiltration of storm water to the ground.

The ground floor of the building will be open to the public and facilities ranging from sports to drama presentations will be available for booking by public and community groups.

It will have an exposed pre-cast concrete frame incorporating Coolslab floors - pre-cast concrete panels with a high-quality soffit finish. They also incorporate water pipework to help cool the building in addition to making use of the inherent thermal mass of the floors.

Bulk excavation and piling have already started on site, with completion scheduled for the start of the academic year in September 2014.

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Total take-up of floorspace across the UK in the third quarter 2012 fell 15 per cent on Q2, according to the latest occupier demand figures from Jones Lang LaSalle (JLL).

Office space take-up in the UK up was nearly 19 million square feet, also down 22 per cent on Q3 2011.

In the first nine months of 2012 take-up totalled some 58.6 million square feet – 20 per cent lower that for the first nine months last year.

Jon Sleeman, industrial research director at Jones Lang LaSalle, said the drop “reflects both fragile economic conditions and limited good quality supply in certain markets”, he said. “Based on this evidence, we predict that the total level of take-up in 2012 overall is likely to undershoot last’s level by around a fifth.“

Refurbs leading City office development The trend towards refurbishing major London offices continues, with six of the nine construction starts in the past six months in the City of London being refurbs.

Nine schemes have been started, making the total area under construction nearly 381,000 square meters (4.1 million square feet), according to the winter 2012 London Offices Crane Survey from Drivers Jonas Deloitte, the first the time that construction has risen above 371,612 square metres (4 million square feet) since Q1 2009.

The largest refurbishment project is QV Unit Trust’s development of nearly 17,375 square metres (187,000 square feet) located at 77 Queen Victoria Street.

The development profile of the City of London now shows that just over half of the construction projects – 14 out of 27 – are comprehensive refurbishments. However, while construction levels continue to increase, the decision to defer many construction starts in the years 2009 and 2010 mean that completion levels remains low, the report noted.

Whitehall moves to share more services Whitehall is looking to appoint the first of two private sector providers for the provision of shared back-office services by March of this year, under a £600 million savings programme.

HR, procurement, payroll and finance are the services affected. The second provider is scheduled to be in place in another twelve months’ time. Deadlines for setting up two independent shared service centres (ISSCs) were set out in the government’s Next Generation Shared Services Strategic Plan, which was published in December. The aim is to have the two service providers handling the majority of department activity in these functions by the end of 2014.

The move is part of an increasing trend to share services within the public sector that includes local government and healthcare. www.fm-world.co.uk

09/01/2013 14:44

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THINK TANK

WE ASKED 100 FMS… Are major long-term back-office outsourcing contracts that include FM services good for the FM sector and development of the profession?

Nearly nine out of ten FMs in FM World’s latest poll believe long-term back office outsourcing in the public sector won’t serve the interest of the facilities management profession.

FM is only one of many service provisions that will be outsourced in Capita’s recently announced £320 million contract with the London Borough of Barnet.

Capita saw off a rival bid from BT and will now provide a range of services apart from FM: finance and payroll, human resources, IT infrastructure and support, corporate procurement, revenues and benefits as well as some commercial services.

Around 500 people will transfer to Capita under the 10-year deal,

according to Capita and Barnet.

Under the contract, £70 million of savings are expected from core services, another £47 million from procurement savings, and more than £8 million from collection of council tax and other debts.

But, as one FM respondent said, there is a danger that service delivery in a lot of disciplines will lose the public sector ethos of serving the public and become more about serving the corporation for which the deliverer works. The result is that FM will “drift away” from its end-user and simply go through the motions, he said.

Another FM felt the issue should focus on who works for the new long-term provider. If the ‘mega-provider’ contracts out,

then it could be good for the local economy’s small to medium-size enterprises (SMEs), which could get a look in.

While Whitehall is driving for local authorities to hire SME’s, exactly what shape that would take in a multi-year deal remains to be seen, said a respondent.

For another respondent, such long-term deals are fraught with risk over what to do if they fail half way through, meaning the contract has to be terminated.

Termination costs money, a lot of money, he says. There is still a

No 89%

big question mark over whether the public sector has the business acumen to put decade-long deals together that won’t backfire and leave the taxpayer footing the bill.

He pointed to the recent debacle over the procurement procedure for the now abandoned award of the West Coast Mainline rail franchise after the discovery of significant technical flaws in the franchise process. Virgin cried foul over the awarding of the rail contract to FirstGroup and the government is reconsidering its options.

London’s public buildings set for RE:FIT work

REX

DAVID ARMINAS newsdesk@fm-world.co.uk

London has named 13 contractors to its procurement framework to upgrade the energy efficiency of public buildings in the capital, including schools and courts.

More than 400 buildings are eligible under the Mayor of London’s RE:FIT framework, which makes it faster and less costly to procure building work from the pre-approved suppliers, all done under EU procurement rules.

The 13 companies on RE:FIT framework include Balfour Beatty Workplace, British Gas Trading, Cofely, EDF Energy Customers, Honeywell Control Systems, Norland Managed Services and Willmott Dixon Energy Services.

Mayor Boris Johnson said retrofitting London’s public buildings is having a real impact in cutting both energy bills and carbon www.fm-world.co.uk

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emissions, making it a win-win for Londoners. “Decades from now, hundreds of our public buildings will still be standing, and it’s our responsibility to make sure they are as efficient as possible for future generations,” he said.

Hundreds of public buildings across London – including schools, libraries and courts – are to benefit from the Mayor’s programme to save costs and reduce bills by

retrofitting them with energy efficiency measures.

According to the Mayor of London’s office, buildings in the capital are responsible for 80 per cent of CO2 emissions. Because three-quarters of the buildings will still be standing in 2050, retrofitting is crucial if carbon emissions are to be reduced.

In the past year, 59 public sector organisations, including Transport

for London, Royal Botanic Gardens Kew, and the University of London, have already committed to the mayor’s RE:FIT programme to install energy saving measures, with 111 buildings either complete or near completion.

Another 400 more can benefit from funding, of which around £7 million a year has been set aside for the upgrades. Under the framework, the Ministry of Justice will renovate its London headquarters and 11 courts, while the London School of Economics will refurbish 12 buildings.

Work includes improving lighting and installing efficient heating controls, as well as more intensive improvements, such as on-site energy generation.

The Mayor of London has set a target to reduce London’s CO2 emissions by 60 per cent of 1990 levels by 2025.

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ANALYSIS

FM faces PFI spring of discontent GRAEME DAVIES newsdesk@fm-world.co.uk

George Osbourne’s Autumn Statement finally delivered the details on the long-mooted revamp of the private finance initiative (PFI). The government is attempting to redress the balance in the funding of public schemes, so it too can share some of the long-term spoils. But, at the same time, the government has separated the facilities management element from future PFI contracts, issuing a potential challenge to the industry.

Some have argued that the ‘PF2’, which is to replace the PFI, is only

marginally different from its predecessor that has been around for around twenty years.

Indeed, the changes were hardly dramatic. Further sources of funding are being sought with pension funds and insurance companies being lobbied to take stakes in PF2 contracts with longterm returns, but this is not a new idea. Although the government hopes to take bigger equity stakes and have more boardroom representation on projects, it can’t afford to take too much onto the overloaded government books.

But one significant change was the removal of long-term

FM-style contracts from private finance deals. This move came as a response to critics who felt that certain PFI deals suffered due to high-cost follow-on maintenance contracts awarded to affiliates of construction partners for many years, a practice that has not escaped the attention of the media.

So ‘soft’ FM contracts will not be awarded at the early stage of PF2 projects and will, according to the latest plans, be awarded on shorter terms via competitive tender, or even delivered by the public sector incumbents themselves.

This opens up opportunities for smaller FM providers and also for public sector workers who set up their own co-operativetype operations to provide the services the public sector used to. Ultimately, the government is trying to avoid getting stuck with long, uneconomic maintenance contracts; by keeping contracts separate from construction and

Contract wins

NEW BUSINESS Centrica has agreed a three-year total FM deal with Europa that covers the energy supplier’s Phoenix Building within Blythe Valley Park in Solihull. Europa is delivering front of house, engineering, security, catering, landscaping and pest control. Europa’s Workspace services team will also help redesign the reception area and include upgraded security facilities.

Kier has signed a waste and recycling contract that will save four East Sussex councils an estimated £30 million over the next decade.

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Wealden District councils officially confirmed the agreement with Kier on 5 December. The deal, worth circa £12 million annually, has a ten-year extension option.

Carillion will deliver energy services, as part of the Green Deal, after signing a contract with the Birmingham Energy Savers (BES) scheme. The eight-year contract is estimated to be worth up to £600 million, but has the potential to be extended to the wider West Midlands area under a framework agreement worth up to £1.5 billion over eight years.

Up to 60,000 households across

Birmingham could benefit from energy and carbon efficiency improvements in a partnership between Carillion and Birmingham City Council.

Software solutions business Anite has awarded Shepherd FM a total FM contract. Services include cleaning, mechanical and electrical maintenance, catering, front-of-house, security, grounds maintenance horticulture and project management including specialist interiors and design.

Capita has been named as preferred bidder in an educational support services joint venture with Staffordshire County Council. The joint venture, in which Capita will hold a majority stake, will initially deliver a range of educational support services for schools and academies in the Staffordshire region. The contract, covering two buildings and around 300 Anite employees, is expected to generate revenues of approximately £85 million per annum over 20 years.

development deals, and also shorter in length, the Treasury hopes get more value for money.

The launch of PF2 does little to change the overall size of the market though and it could even see the market pick up pace a little. A plan to limit the length of the contract bidding process to 18 months is designed to kick start the moribund UK construction sector with a wave of infrastructure projects. Indeed, the government wants to use its PF2 process on a host of new school buildings, and also a £400 million hospital project in Birmingham.

But FMs will by no means be sidelined – there will still be a considerable amount of work to bid on, but it will be more piecemeal and possibly more competitive.

The key for the government is saving money, but it will take some time before PF2 can be deemed to have delivered projects more efficiently. It will also be instructive to see whether the government has done enough to tempt the alternative sources of long-term finance, such as pension funds, into the private finance market in sufficient numbers considering the lukewarm response from them so far.

It was clear that PFI needed reforming, but it was also clear that the Treasury’s hands were tied by the government’s compromised finances. So any changes were never likely to be radical. Pushing changes to the funding of PFI projects is wholly sensible and withdrawing ongoing FM services also makes sense in many cases, but the proof of the concept may not emerge for several years to come.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

09/01/2013 13:37

BUSINESS BRIEFS

Interserve has acquired Advantage Healthcare, a UK provider of healthcare-at-home services.

In a statement from Interserve, the acquisition is expected to build on “existing relationships with NHS Primary Care Trusts (PCTs) across the UK.” Interserve intends to grow its health business, with revenues in excess of £300 million in 2011, by broadening the delivery of healthcare services across an extended client base.

Advantage Healthcare has gross assets of £5 million and is expected to report revenues of £41 million for 2012.

Commenting on the transaction,

DREAMSTIME

Interserve acquires Advantage Healthcare Adrian Ringrose, chief executive of Interserve said: “We see the healthcare and care-at-home sector as key growth markets and this acquisition expands our capability, while also being a step towards delivering the group’s medium-term strategy of greater front-line service provision.”

Advantage Healthcare manages the care of over 500 individuals with a broad range of healthcare needs. Its healthcare services are provided by nurses and carers and include live-in care, palliative care and complex care. Service users range from babies and young children to the elderly.

FM World has reported on a

number of contract wins in the healthcare sector for Interserve in 2012, including a £300 million collaborative deal with Leicester, Leicestershire and Rutland NHS Trusts in September.

Interserve also announced last May that it will provide facilities management services worth £50 million in the new Alder Hey Children’s Hospital in Liverpool to be open by 2015.

Its consortium with John Laing and Laing O’Rourke was named preferred bidder for the PFI contract in which Interserve will provide 20 per cent of the consortium’s investment in the project.

Servest scoops up 7 Day Catering Servest has acquired independent 7 Day Catering for an undisclosed sum as part of a drive to provide integrated FM. 7 Day Catering was founded by chairman Mark Boothright in 1990 and has 2,500 employees providing services to more than 170 clients in business, industry and education.

Clients include Asda, DHL, Ikea, B&Q, Sainsbury’s, Tesco and Wirral Metropolitan College.

Servest, based in Bury St Edmunds, is 73 per cent owned

by Servest South Africa with the remainder owned by the UK management team. It employs around 13,500 people in the UK. The deal puts Servest UK “into a different league when it www.fm-world.co.uk

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Rob Legge, CEO, Servest Group UK

comes to tendering for contracts”, Servest Group UK and Europe chief executive Robert Legge told FM World.

“This acquisition provides diversification into yet another service area: long-term contracts and a huge growth opportunity.”

Many 7 Day contracts last for

a minimum of three years and a lot of them have at least two years to go, which allows for forward planning, said Legge.

Servest has already been working with 7 Day for a year, as a partner for two mutual clients.

Servest’s catering offering will now rocket from around £200,000 in annual turnover to include 7 Day’s £80 million.

This makes the UK division’s goal of an overall £300 million turnover by the end of 2014 much more attainable, said Legge.

Legge realises it will be hard to compete with larger, publicly listed companies, such as Mitie. But as a private integrated FM provider, Servest UK is becoming a much more credible alternate provider.

Deloitte Real Estate launch Financial group Deloitte is creating a new market identity for its combined real estate advisory practice in the UK. Deloitte Real Estate launched this month, bringing together its real estate specialists, which will also mean the Drivers Jonas Deloitte brand will be withdrawn from the market. Deloitte acquired Drivers Jonas in 2010.

The practice will have more than 700 real estate specialists, who generated revenues of approximately £130 million in the year to May 2012.

Sweett profits soar Sweett Group is back in the black with profit before tax of £1.6 million for the six months ended 30 September 2012.

The infrastructure and property services group suffered a £200,000 loss for the same time last year.

Revenue for the half year 2013 was also up, at £37.8 million, compared with £36.1 million for the same period in 2012, according to the interim management statement.

PFI sell-off boosts results FM group Sodexo and French post office La Poste have signed a joint deal with France’s Ministry of Defence to provide postal services for military personnel serving abroad.

The four-year deal will see Sodexo and La Poste collect, transport and distribute letters and parcels for the 19,000 men and women serving on French foreign military bases.

The contract was signed after a competitive tender launched in 2010, according to a statement by Sodexo Group, based in Issy-lesMoulineaux, near Paris.

FM WORLD | 17 JANUARY 2013 | 11

09/01/2013 14:43

FM BUSINESS IN FOCUS

THE ISSUE Chancellor George Osborne’s introduction of Private Finance 2, which excludes soft FM services, has provoked a mixed reaction

Frazer Wardhaugh is head of noncontentious construction at law firm HBJ Gateley

THE INTERVIEWEE Frazer Wardhaugh, head of non-contentious construction at law firm HBJ

Fine line for PF2 It’s a mixed blessing that soft FM services, including cleaning and catering, are excluded from the government’s successor to the controversial Private Finance Initiative (PFI).

Chancellor George Osborne announced Private Finance 2 (PF2) in his autumn statement.

The scheme will, he hopes, “strengthen significantly the partnership between the public and private sectors by government looking to act as a minority public equity co-investor in PF2 projects”.

The fact that soft FM is excluded from the long-term deals, but building maintenance is included, may serve to clear muddied waters; up to now, infrastructure contracts have been controversial, according to Frazer Wardhaugh, head of non-

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contentious construction at law firm HBJ Gateley.

“The private sector will, overall, welcome the changes but more because it indicates a significant pipeline of new projects to bid for,” he says.

There is a precedent for exclusion of soft FM – it has generally been excluded in Scotland’s version of the PFI, the Non-profit Distributing (NPD) model, for a number of years.

“Under NPD, in return for accepting capped profits, the private sector is expected to take less risk. The same approach seems to apply to PF2, since private sector returns will, inevitably, be lower,” he said.

However, the exclusion of soft services reduces a contract’s turnover and profit.

Nonetheless, Wardhaugh believes smart FM providers will embrace the change and reinvent themselves. “Soft FM is by far the higher risk due to the vagaries of its people-centric activities such as cleaning, catering and janitorial elements.”

Osborne has argued that public sector clients will have greater freedom to choose FM providers outside the contract and get better value for money in the long-run.

In one respect, says Wardhaugh, local authorities are in danger of missing out because they lose the opportunity of negotiating long-term economically advantageous service contracts under the PF2

umbrella. That is, if they could set up advantageous contracts in the first place.

“But in my view, local authorities will stick with their current arrangements rather than using this freedom, as Osborne puts it, to innovate in how they procure long-term FM services,” says Wardhaugh.

He suggests that local authorities showed “little appetite” for innovative FM deals, through the now-defunct Building Schools for the Future contracts.

“That said, this may change with the reduction in council revenue budgets.”

The use of PF2 means that a local authority may engage several soft FM suppliers onto an infrastructure project, but result in greater management time to oversee multiple contracts.

“The potential then exists for a reduced service-level because responsibilities fall between two stools,” says Wardhaugh.

Also, with soft FM out of the PF2 contracts, FMs will likely be excluded from project design teams – a lost opportunity to improve building design.

By excluding soft FM but keeping hard FM, we’re back to the idea of the deal being a true infrastructure contract.

But if the long-term PF2 deals have no soft FM services, it could mean smaller companies might get more of the work because they are bidding separately, at least in theory. This would require

a certain amount of innovation by all parties.

In reality, many larger FM providers are connected to construction companies likely to win the PF2 deals, or have connections to them. This could give them an advantage when it comes to designing soft services and bidding for the work even though it is separate from the PF2 deal.

“Moreover, financial covenant is a key issue for the public sector and funders, and the larger providers tend to do better here,” says Wardhaugh.

“Smaller players who have to staff-up to service new contracts may find it difficult to be competitive. With less emphasis on innovation and the benefits of integration, lowest price is likely to be the winning criteria.”

It remains to be seen if there will be anyone with FM experience sitting as the public sector’s representative on the board of the company holding the equity in a PF2 project.

It is more likely that the person will be from a financial background and also from central government.

“Even so, I see this as a way for central government to exert greater control over how PF2 projects are operated,” says Wardhaugh. “There could be some interesting interactions with the private sector FM provider.”

David Arminas is FM World’s news editor

www.fm-world.co.uk www.fm-world.co.uk

09/01/2013 17:08

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04/01/2013 10:12

FM OPINION THE DIARY COLUMN ROGER AMOS

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

“SOMETHING I HAVE LEARNT IN SIX YEARS IN LOCAL GOVERNMENT IS JUST HOW MANY COUNCIL SERVICES ARE 24/7 OPERATIONS” AN OTHER YEAR OV ER , A N EW O N E BEGI N S

old weather, collaboration and maintenance costs – Roger Amos discusses what 2013 holds for FM, and the issues and challenges local authorities will face

C

As I write this column, another year draws to a close. December sees our FM team busy dealing with the usual challenges that the cold weather brings, from ensuring that paths and other footways around our buildings are gritted, to responding quickly to heating breakdowns – especially where vulnerable groups are concerned.

Ealing Council is open for business on two of the three working days between Christmas and New Year, so our FM team had to ensure there was adequate cover, and that our supply chain could cope.

Something I have learned a lot

about in my six years in local government is just how many council services are 24/7 operations, providing critical services to the borough around the clock. Our FM team needs to ensure it backs up those services – especially at Christmas time when there is a more prolonged ‘out of hours’ period.

Reflecting on the year just gone, Ealing, along with just about every other local authority, has certainly had its hands full over the last 12 months in dealing with the new budgetary challenges.

The question is what happens

next? I thought I’d take this opportunity to look at what might be in the stars of the FM world for 2013.

Collaboration will undoubtedly continue to be on the agenda.

In a previous article, I talked about office accommodation being more flexible; I would expect this to be high on the agenda, when it comes to issues of sharing office space and collaborative working across organisational boundaries.

Other parts of the West London Alliance, a group of west London councils, are now in the advanced stages of a tri-borough initiative for delivering total FM services.

I’m sure that 2013 will see even more of these types of initiatives being considered alongside other innovative ways of delivering FM services. What will all that mean for the client-side teams?

Logic suggests that if an organisation such as a local authority can maximise its collaborative working then this will provide opportunities to rationalise, especially in terms of its property portfolio.

Going back to the matter in hand – the need to save money on what may be an unprecedented scale, will push this high up the agenda. In my article ‘A Town Hall debate’ (FM World 5 July 2012) I talked about the future of Town Halls and other public sector buildings, and the cost of maintaining them – I think this will continue to be debated, and with more proposals for income generation being put up for consideration.

Finally, I would like to wish you all a very happy and healthy New Year.

BEST OF THE WEB Views and comments from across the web What are the biggest issues facing you in 2013?

(BIFM LinkedIn group) Dayon Haynes: Getting as many FM providers as possible to take on an apprentice.

Neil Tilley: Hoping to get our new tenant on board with an environmental lighting programme to keep electricity costs to a minimum for both of us.

We also want to review contracts and purchases with a view to providing 14 | 17 JANUARY 2013 | FM WORLD

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lower costs and clear responsibilities given to contract managers in running these more efficiently.

What advice would you give to interns/ students looking to get into FM? (BIFM LinkedIn group) Ian Wright: To think about what FM providers might be looking for at the moment; take time to study the sector and approach particular

organisations where you feel there is an opportunity. I would also be willing to try anything as this industry covers such a vast range of subjects.

Bill McHenry: Do your homework, and crucially, be enthusiastic; ask questions and network as much as possible.

In response to Mark Whittaker’s blog (p15) Joe Howard: I think it is a sign of buying and

procurement in general, that buyers are becoming fixated about price.

E-auctions are the work of the devil; it is a longcycle sale, so the ‘winner’ can often realise that they have bid too low, and have to cut corners to make things work – the upshot is a poor customer experience.

Andrew Vaughan: If FM is seen as an overhead in these hard economic times, in order to remain competitive, the core

function of the business will continue to strip out those budgets. I hear anecdotes, such as, ‘they want a million pounds off the contract’. FM is now in the race to the bottom – a commodity without differentiation or value.

In this context, where the business is unable to compete there will be no FM to service it, in the same way there won’t be any public services without a viable economy. www.fm-world.co.uk

09/01/2013 14:45

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

BEST OF THE

FMWORLD BLOGS What’s in a name?

Mark Catchlove, director, Insight Group EMEA for Herman Miller How much has the name your parents gave you affected you during your education and your career? What influenced them to choose the name? My parents chose Mark, a simple, concise and easy-to-say name. It turns out they were annoyed that my brother Michael was never called by his real name – he was Mick to everyone, and even eventually by my parents. Some names are associated with a social class, while others give an insight into parent’s musical or cinematic preferences. Most peoples’ name will be with them for the rest of their lives, so choosing a name comes with a big responsibility.

If you have gone through the challenges of choosing names for either a building, or rooms and spaces within a building, you will know this is also fraught with difficulty.

I do, however, have a simple piece of advice: try not to create names that in some way direct the activities that the rooms are intended for. If you want to stifle creativity, then call the space ‘The Creativity Lab’. If you want to discourage collaboration, then call the space ‘The Collaboration Space’. I can’t back this theory up with solid peerreviewed research, but it is based on observation of spaces. I love the story, if somewhat apocryphal, of the executive who was invited to a meeting in ‘Johannesburg’.

Not until he arrived in his office in Johannesburg, South Africa, did he realise that it was meant to be in the ‘Johannesburg’ meeting room back in his UK office.

How did you choose the name of your building, and more importantly, the spaces within the building – or did you avoid any misinterpretation and just settle for numbers?

Read the article in full at tinyurl.com/bolhcfp

Has facilities management become too commoditised?

Mark Whittaker, Whitbags in FM E-auctions are the clearest example of where FM really has become too commoditised. I dislike them with a passion and it does disappoint me that some organisations use this method to procure. There is precious little opportunity to show what added value an organisation can bring to the FM contract. A recessionfuelled desire for companies and organisations to cut costs and get the best price possible, has been a key driver for them to go down the e-auction route in many cases.

Those in favour of 100 per cent price procurement/e-auctions would no doubt justify their strategy by claiming that FM providers are much of a muchness and there is very little to distinguish between them. I fundamentally disagree with this viewpoint.

This type of procurement does allow them to get the best price; but does it come at the cost of partnership and innovation during the contract term? I have also known of organisations having to go back out to the market again several months later as the winning contractor had served termination notice, as they had decided the commercial terms were no longer sustainable.

The flip side of all this, is that I have also seen several excellent examples where it is clear that there has been a joined-up approach between the FMs and procurement teams in initially identifying the business needs from a FM service, scoping the services required, agreeing how the tenders should be evaluated and then both teams participating in post-tender interviews, selection decisions and finally contract mobilisation. The utopia seems to be where there is early engagement, a clear team ethic, and where there are no conflicting priorities.

Read the article in full at tinyurl.com/ca4xam3

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Ian Bye JOB TITLE: Director of facilities management strategy, Securitas

Growing evidence suggests that single-service contracts currently account for around 90 per cent of all FM contracts. This is a surprisingly high proportion given the current hype regarding bundling. Surely take-up of bundled contracts would be far greater if it really were a successful approach?

All the talk about bundling in the market is supplier driven. As suppliers make acquisitions to strengthen their capability, they have a need to show a return on those acquisitions. This has led to integrated FM providers promoting the FM model best for them, not necessarily their customers.

Most customers simply do not want to talk about bundling. Those that once did are starting to see things differently and may even be ready to walk away from it by unbundling – a phenomenon Securitas has recently benefited from.

Customers appear to have considered the evidence and decided to keep security as a separate provision. Securitas has increasing evidence that unbundling is happening. And with flat or reducing TFM contracts expected in the future, together with a potential increased migration back to in-house operations, it appears unbundling could continue to happen.

A security manager called me saying he needed a single relief officer to cover holiday absence.

His FM company provided his security guarding service on a self-delivered basis, but they were not able provide a relief officer. He pointed out that the company was not in breach of contract and did not fail any KPIs as a result this.

Bundling security with FM may be said to be a panacea. It is not. Security should be kept separate from FM. It requires a focus to ensure access to appropriate expertise and capability, to ensure effective risk management, and to achieve best value.

FM WORLD | 17 JANUARY 2013 | 15

09/01/2013 15:18

FM FEATURE ENERGY PARTNERSHIPS NICK MARTINDALE

With global energy prices soaring, organisations are looking to alternative sources of power. A new breed of in-house energy generation equipment has created an unfamiliar landscape of cost, benefit and risk, finds Nick Martindale

POWER TO THE

PEOPLE

nergy has never been as topical as it is now for organisations in both the public and private sectors.

Not only are they under ever-increasing pressure to reduce their carbon footprints – given extra momentum through the climate change levy – but the rising cost of electricity and gas means this issue is now firmly on the boardroom agenda. Recently, an even-more alarming scenario reared its head; according to energy regulator Ofgem, the amount of spare capacity in the UK’s network could fall from its present level of 14 per cent to just 4 per cent by 2015, raising the very real threat of power cuts in just a few years’ time.

This, in turn, is creating opportunities for both in-house FM teams and FM service companies, in evaluating, installing and maintaining alternative energy sources that provide a degree of price and supply security outside of the main network. Mitie Asset

ADAM HANCHER

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Management is an example of one company that has actively targeted this space, particularly since its acquisition of the FM arm of Dalkia back in 2009.

“Organisations are seeing that cost efficiency will only provide so much contribution to their own core operating model, and that they need to look more broadly than that,” says Mike Tivey, managing director of Mitie Asset Management.

“When you have a 24-hour process, such as a hospital or manufacturing facility, it lends itself to a generating asset.”

Interserve, too, is one of a number of FM service companies – others include GSH, Balfour Beatty and NG Bailey – that are increasingly looking to get involved in this market. “FM organisations are in a very good position to be able to support and influence clients; but it also needs the client to realise that there’s a need, and those two aspects are converging now,”

says Colin Hamilton, divisional director. “We’re being approached by clients as much as we’re approaching them.”

Bright inventions There are a number of technologies that can come into play here, ranging from smallerscale photovoltaic projects to combined heat and power (CHP) schemes and even larger setups around district heating or waste-to-energy. “Typically for commercial buildings, hospitals or higher education premises, you’re going to be looking at CHP engines because it’s a proven technology,” says John O’Brien, managing director of consultancy firm LCMB. “You can drive it on gas or biofuel and they work fairly effectively.

“As you go up in scale, with larger heat loads, you can move towards gas turbines. When you get into the scale of a city you can look at more complex industrial processes like waste gasification, www.fm-world.co.uk

09/01/2013 14:43

EMBRACING 2013

www.fm-world.co.uk

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09/01/2013 13:38

FM FEATURE ENERGY PARTNERSHIPS NICK MARTINDALE

district heating using municipal waste or biomass.” Such schemes are only likely to be suitable for organisations such as universities, he says, or hospitals in the same city looking to pool resources, he says.

Larger-scale anaerobic digestion and waste-to-energy schemes are less well-suited to FM organisations anyway, suggests Clare Wildfire, projects director at Mott MacDonald, and a number of established firms already exist in this area. “With a big project you might conclude that anaerobic digestion or biomass CHP would be a good thing to do but it’s a bit risky,” she says. “Unless we have a really enlightened client who was able to understand the risks we’d be very careful about suggesting that.”

There are a number of different contract models emerging; some of which are better suited to FM organisations than others. The most basic is for organisations to fund the projects themselves, and either maintain them in-house or through a services provider. “If you take a CHP plant, it would typically cost £1,000 per kWh installed in terms of the capacity, 1p per kWh in maintenance, and then the cost of the gas to produce 18 | 17 JANUARY 2013 | FM WORLD

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the energy,” says O’Brien.

“You’ve got risk in acquiring the capital asset, and in maintaining it.” Many organisations instinctively back off from this kind of arrangement, adds Wildfire, preferring to purchase a service, and move the risk firmly outside the organisation.

Next-gen outsourcing Of more interest to FM organisations is likely to be the energy performance contracting model, where the FM provider arranges finance – often through a financial institution – to fund the investment, and takes responsibility for installing and running it.

From a customer perspective, this requires no up-front cost and the price of the equipment is usually exceeded by savings on the energy bill. “For me, this is the next generation of outsourcing,” says Tivey. “An energy performance contract sweeps up deployment of the capital asset and its operation, so the FM is very much contained in one single model. It’s a convergence of capex and opex.”

Interserve, too, has its eyes on these kinds of arrangements, and is currently bidding for a number

of projects under the carbon and energy fund, which aims to create a number of such contracts with NHS hospitals running over a 15-year period, predominantly through the use of CHP. The length of other projects tends to vary; the capital investment made by the provider will usually have been repaid within 8 to 10 years, but contacts themselves may be much longer, particularly where part of the business case revolves around incentives such as the renewable heat incentive or feed-in tariffs.

Isabel Boira-Segarra, head of renewables at build asset consultancy EC Harris, says this type of set-up is particularly relevant to FM organisations because of the maintenance aspect. However, she points out that FM providers could get involved even where there is another FM services company already managing a client’s estates.

“You just have to be careful contractually that everyone understands their boundaries and who is doing what,” she says.

A final alternative for endusers is simply to contract with an energy service company (ESCo), which can provide services in much the same way

as organisations do currently with traditional energy suppliers, using decentralised energy. “They just provide a service of heat and electricity and typically charge on a fixed and variable cost basis,” says O’Brien. “But you have the risk of the third-party becoming insolvent; the other risk is future performance, where your load profile changes. That could present difficulties because typically an ESCo contract will have a length of between 20 and 30 years.

The other risk you take is that you could miss out on technical innovation in the marketplace.”

Interserve recently undertook one such project on this basis, www.fm-world.co.uk

09/01/2013 13:38

ENERGY PARTNERSHIPS

CASE STUDY:

ROYAL FREE HOSPITAL he Royal Free Hospital in London first adopted combined heat and power in 1996, but with that equipment becoming increasingly inefficient, and an existing energy management contract up for renewal, it looked to revamp its operations.

With the help of the Carbon Trust, in 2008 the Royal Free Hampstead NHS Trust produced a five-year carbon management strategy, which revealed that the main requirement was an overhaul of the entire existing heat system.

“We still had four of the original 1970 boilers in place and, by now, an inefficient combined heat and power plant,” says Martyn Jeffery, director of estates. “We were also left trying to co-ordinate contractors and major repairs, and that’s not what our core focus should be.”

After evaluating the different contracting models, it decided to seek an energy performance contract that would enable it to benefit from new equipment without any capital investment and appointed Mitie to design, build, operate and maintain a new energy centre using recuperated gas turbines.

Under the agreement, Mitie financed the purchase of the equipment and undertakes the running and maintenance of the plant, while Royal Free pays an annual unitary charge, which is subject to regular downward-only reviews. The efficiency savings are expected to exceed the initial capital outlay over the 15-year contract term, with both organisations benefiting from this.

The two organisations are now working together on two further schemes, involving both waste-to-energy and district heating, which could allow the trust to sell heat to local councils for use in community heating.

helping Severn Trent to grow maize on contaminated land for use exclusively in an anaerobic digester in Stoke Bardolph, Nottinghamshire. “They wanted to invest and do the work, and we designed and built it,” says Hamilton. “The digestive gas is used to drive a 2MW CHP plant, and it provides the energy for the sewage treatment plant.”

This kind of pure energy provision perhaps sits less comfortably with FM, however; leading players in this space include Dalkia, Cofely, Environenergy, Utilicom and EnerG.

Data with destiny In-house FM teams and FM services companies also have a pivotal role to play in helping to make the case for such investments in the first place.

“They hold the key to a lot of the data,” says Wildfire. “A lot of the risks are about how technologies will perform for a building with a particular energy profile. The beauty of the FM industry is that they have access to that information.” She led something of a campaign to raise awareness of this very topic a couple of years ago, including speaking at the BIFM conference, and feels now www.fm-world.co.uk

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may be the right time to pick it up once more.

FMs will also be required to work with providers even if they are not the organisation that installs the equipment, says O’Brien. “If you have a CHP scheme it’s going to need integrating into the existing estate, so you’ll have to cut it into the electrical and heating systems; FM will definitely be involved in that,” he says. “FM teams will also have to understand from a conceptual and strategic point of view how the plants and the equipment operate and they will have to work alongside third-party providers, be they self-owned or ESCo arrangements.”

The market today may still be relatively immature, but there are already signs that FM is beginning to move into this space in a meaningful way. This is only likely to become a more prominent part of the landscape going forward.

“Energy prices are only going in one direction,” says Hamilton.

“As organisations and facilities managers come together to find solutions, even some of the things they’re currently risk adverse to, like energy performance contracts, will become business as usual.” FM

FLICKR

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09/01/2013 13:39

FM WORLD INTERVIEW GEOFF GIDLEY MARILYN STANDLEY

THEHISTORYOF

FM

FIRST PRINCIPLES Before the BIFM there was the AFM – the Association of Facilities Managers. That organisation’s last chairman, Geoff Gidley, played a key role in the merger of the AFM with the Institute of Facilities Management (IFM) to form today’s BIFM. Here, in the BIFM’s 20th year, Gidley talks to his successor and the combined institute’s first chairman, Marilyn Standley, about the institute’s earliest days

PHOTOGRAPHY: SAM KESTEVEN

Marilyn Standley: Let’s start by talking a little bit about your career prior to the AFM. Geoff Gidley: After I got my first-class degree in chemistry from Nottingham University, I was invited to go for a PhD in research related to organic chemistry. After writing up my thesis and presenting it to my research supervisor, he told me he’d had an invitation to put somebody on the shortlist for a research post in Edmonton, Canada, at the University of Alberta.

I spoke to my wife and it didn’t take us very long to say yes (when you’re young, you make decisions without

necessarily thinking through the potential problems). The job was a combination of research into a new field and the teaching of 120 chemical engineers. While there, I learnt a bit about the politics of life, human nature and diplomacy.

Towards the end of those two years I realised I needed to move into industry. Unilever was recruiting in North America, so I got in touch with them and they said, “If you happen to be in the UK, just drop in and see us at Sharnbrook.” That was their facility near Bedford, where they had a thousand-person research institute looking into food and personal care products, as well as a big toxicology operation.

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So I got a plane back to the UK and met with the head of the Colworth Laboratory. While we were chatting I could see a tree and some fields beyond, and I remember thinking how this would be a nice place to work.

At the time he was the head of the Colworth laboratory on the Sharnbrook site, but in time he was to become the chairman of Unilever.

I joined Unilever as a bench chemist, dealing with the creation of food flavours. I did that for three or so years before becoming section head of analytical chemistry, heading up a 60-person analytical chemistry group. Then, after another three years, I got my first senior managerial role as divisional head of what was then the protein sciences division.

After that I was offered another newly created position.

(In the course of my career I found myself moving into a lot of newly created roles rather than existing ones!)

Sharnbrook employed 1,200 people; there were a lot of different disciplines, all reporting in different ways to different arms of Unilever’s business. The money to conduct research came out of the profits of Unilever’s operating divisions, and they half-expected we weren’t using it wisely. In my new extremely broad newrole I was meeting with the technical directors of these operating businesses, as a sort of research / salesman, moving between the research and operating environments, pointing out the things we could do to make their life better.

The question of what it cost for us to conduct research had been there in the background, but it just wasn’t as important back then. Of course, that seems quite ridiculous now given the

times in which we live.

When new scientists were brought in, they would ask for what they needed for their work - the chemicals, equipment, etc. – but there was no single, formally approved process. My work involved adding some structure to that, and it was very satisfying work; I could see that I was attending to foundations of the place. It was the kind of work that suited who I was, and I suppose that’s why I got into FM. MS: At what stage did that early career with Unilever progress into what we now call facilities management?

GG: The job I got that was most akin to FM was resources coordinator, a position I held in my last five years with Unilever. I suppose somebody had spotted that I liked variety and could cope with it, and FM was certainly starting to appear as part of that variety. It’s at that stage that I started to meet up with the emerging facilities management world in the UK. There was an extension on the Sharnbrook site built to take its

Marilyn Standley is an FM consultant, and the first chairman of the BIFM

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10/01/2013 16:54

FM WORLD INTERVIEW GEOFF GIDLEY MARILYN STANDLEY

capacity to 300 people, but that building, after about three years, was already unsuitable for its requirement. Technical research laboratories are complicated things compared to offices, because they need things like fume cupboards and safety gear; they have to be built in a particular way. This one was not very flexible, and you had these people who were doing their work in the same space that they were doing scientific research, with their different needs for apparatus, chemicals and so on.

After the issues with that extension, Unilever started to look more closely at costs. I had a part to play in developing systems so that, for the first time, the wider business would get a picture of what their money was being used for. We had to make our people and financial resources go as far as possible and we needed to get organised, establishing a basis for prioritising decisions. So I got into what was then the emerging world of IT, using the early spreadsheet packages available at the time to try to put the picture together. For the first time, the board could relate one activity to another – they could see who was doing what, how much time they were spending on it, and so on. That may seem quite primitive now, but at the time it was quite radical.

MS: How did you first get involved with the FM professional bodies?

GG: I’d been searching around for some shared knowledge, and had befriended the administrative heads of Shell Research in Sittingbourne and BP, who were also running laboratories.

They had people doing my sort of job, and they didn’t refer to it as facilities management either (they used terms like ‘site 22 | 17 JANUARY 2013 | FM WORLD

20-23 History of FM.indd 22

manager’ instead).

They asked if I’d heard of the Association of Facilities Managers (AFM). I said no, so they gave me the phone number.

I phoned the then chairman, Derek Butcher, a real get-upand-go person, and he asked if I’d like to join the AFM’s events committee. He sold me on the idea that, if I did, I’d get to know quite a lot, because in the process of organising meetings you’d get many different people meeting each other. Then, just a short time later, Derek asked if I’d like to chair that committee.

By nature and by activity I needed to be an organised person, and I could see that the one thing the AFM lacked at that time was organisation.

Even though their vision of what they wanted the association to be was frequently pronounced, you couldn’t see beyond the next couple of months! So I think you, Marilyn, were involved with the AFM at the time and helped me put a business plan together. It was all hands to the pump back then, and yet the association was growing quite fast and there was definitely something there.

The other factor was that we were starting to get approaches from the International Facility Management Association (IFMA), who were saying “why don’t you come and join us, we’ll look after it all for you.” I was stubborn at the time, and I could see that there was a place for an institute that was specifically British and FM focused.

MS: One of my abiding memories is of you, as chair, taking a lead role in the negotiations between the old AFM and IFM (Institute of Facilities Management.

GG: That was tricky. The IFM was born out of the Institute of Administrative Management

“THE AFM HAD 1,000 MEMBERS, SO WE WERE NO MEAN SET-UP OURSELVES. THE MERGER PROCESS TOOK QUITE A LONG TIME. IT DIDN’T FINISH UNTIL 1992.” www.fm-world.co.uk

10/01/2013 16:54

CAREER FILE NAME: Geoff Gidley QUALIFICATIONS: BSc (Chemistry) at University of Nottingham, PhD (Organic Chemistry) at University of Alberta, Edmonton, Canada

CAREER: 1996-2005 Chairman, BIFM Professional Standards & Education Committee 1993-1995 Member, BIFM Council & Executive Committee (in various different capacities) 1993 Chair, BIFM Core Competencies Group 1993 Key player in the merger of the AFM and the Institute of Facilities Management to form the British Institute of Facilities Management.

1993 Visiting examiner, Facility and Environment Management MSc Course at University College, London 1992-2006 Proprietor, Facilities Management Solutions 1990-1993 Last chairman of the AFM, handing over to Marilyn Standley as the first chairman of the merged BIFM 1990-1992 Member, AFM Membership Committee 1989 Deputy Chairman, AFM 1989 Chairman, AFM Events Committee 1988-1990 Member, AFM membership committee 1968-1992 Researcher, Unilever Research & Engineering, UK 1966-1968 Post-doctoral research / teaching fellow, University of Alberta

(IAM). It started earlier, but we in the AFM had close to 1,000 members – individuals as well as companies – so we were no mean set-up ourselves. The merger process took quite a long time. It started in 1990 and didn’t finish until 1992.

MS: What impact do you think bringing the AFM and IFM together had on the profession?

GG: It had a big impact on potential members. Back then, FMs were not clear about which association to join. I remember getting a letter from a member of the IFM asking why the two associations didn’t simply join together, because they, as a member, wanted to belong to only the one organisation.

It was at that time that John Crawshaw got involved. We’d recruited him as one of the first members of paid staff for the AFM; he was the association’s chief executive from August 1991, so he came in towards the www.fm-world.co.uk

20-23 History of FM.indd 23

end of the negotiations.

It also had an impact on the organisations we now describe as corporate members.

They wanted a forum to meet people. FMs were increasingly the people who specified the office furniture, maintenance programmes and so on, and they could see that these were important people to keep in touch with. At last they had a single organisation through which to meet these people, rather than having to go to the Institute of Mechanical Engineers and others.

MS: It brought about some clarity and integration for the profession.

GG: And initially, it created some friction with the purchasing side of organisations, who saw FMs as taking over their function; they quite enjoyed meeting with suppliers and weren’t so sure about some new organisation getting in on the act.

MS: I seem to remember that there was a fairly lastminute stumbling block, where you couldn’t quite agree on a new name when the two organisations came together. Do you have any memories of how you got around that?

GG: It needed to be a merger of equals, and this is where John Crawshaw made some really good moves. He was the honest broker; he used to play the card that he wasn’t actually an FM, so he could be neutral. John got the job done, and I must put on record how much I appreciate what he did; his was a very significant contribution.

MS: Another momentous thing that happened when you were chairman was the development of the BIFM’s first educational qualification.

GG: I had a long-standing interest in that, right up to when I left the BIFM in 2007.

The qualifications were based on the idea that the best thing we could do was to help get the right people in the right jobs with the right skills. I wrote a paper in around 1990 about the value of vocational qualifications; the marriage between understanding the job, understanding the knowledge behind the job, putting those two together and moving them forward together.

Quite early on, there was a recognition that we shouldn’t be in the business of delivering the qualifications, but that we should be setting the standards for them. We put together the core competencies; this involved a small group of us thinking about what the identifiable learning areas would need to be, for whatever qualification we did. And those core competencies have survived

through to this day, even though they’ve needed to be torn apart and reconstructed.

MS: Looking back is there anything you would have done differently, knowing what you know now about how the profession has developed?

GG: I think I would have been less single-minded about both creating and delivering it, and instead encouraged the BIFM to become an awarding body at an earlier stage. It had quickly become apparent that we wouldn’t be able to make money out of both creating and delivering the courses.

That’s when we came to the arrangement with Quadrilect to use their skills in delivering the training. And at this point I’d like to recognise Valerie Everett, who was an early joiner to the BIFM and who sweated blood over this challenge.

MS: What challenges do you see ahead for FM? GG: There’s the continuing job of connecting FM with influential people, whether in business, government or society in general.

We also don’t talk enough about local authorities, the influence and relationships that businesses need to have with their local authority, regarding the goodwill they need to get permission to do things. I think FM has got a place to play in that.

Also, for me it’s about keeping it simple. Scientists are always accused of choosing the complicated way to explain a simple thing. When you’ve got a complicated story to tell, it’s easy for it to veer off into obscurity.

So we need to remind ourselves who it is we are talking to, and register whether or not they are glazing over, or whether they’re actually understanding what FM WORLD | 17 JANUARY 2013 | 23

10/01/2013 16:55

FM WORLD INTERVIEW GEOFF GIDLEY MARILYN STANDLEY

we’re saying. We can do a lot of good by understanding that.

Keeping up to date will continue to be a struggle, whatever it is – new ways of doing things, new legislation, technologies, etc.

Also, in order to get a job it’s always tempting to promise the earth and make your package sound good before realising that, when it comes to it, you have to back off and do what you can afford, in order to get a profit margin. We need to avoid that.

Finally, we need to recognise that everything is delivered by people. Of course we talk about the technologies, the buildings, the bricks, the steel. At the end of the day, it’s a case of one person talking to another person, deciding on what they’re going to do and how they’re going to do it, and being able to deal with compromise without having to go to war over it.

MS: Do you think any of those challenges differ from those that we faced twenty or thirty years ago when we both started down this route?

GG: We’ve certainlt seen changes to today’s pace of life, and the pace of expectation. We’re not very good at learning from history, but I think that there’s a lot to be learned from the period of time we are currently going through; this will be gold dust in the future. FM seems very good at finding a way of getting things done. That’s one of its strengths, and that’s what will continue to draw people to facilities management.

MS: You have such an interesting background; in your career you’ve managed to span the worlds of science, scientific endeavour, business, product development and business management, and then there are your dealings with the AFM and BIFM in the world 24 | 17 JANUARY 2013 | FM WORLD

20-23 History of FM.indd 24

“STANDING BACK, LOOKING IN THE MIRROR AND THINKING ABOUT WHAT YOU SEE – THAT’S A GOOD DISCIPLINE” of professional bodies. Are there any lessons you’ve learned that you would pass on to the current generation of leaders?

GG: Standing back, looking in the mirror and thinking about what you see – that’s always a good discipline. Actually, I think the BIFM does look at itself quite frequently and asks if it is going in the direction the membership wants. Of course, there are projects that take a long time, and people’s values and attitudes change in the meantime. So I would say, when you’re looking at what you’re doing now and comparing it with what you want

to be, make sure that you’ve got the troops with you.

communicating with customers and so on.

MS: What do you think we in the FM profession should be doing to help deliver that sense of moving forward together?

MS: And in terms of information, they really know about their customers. So now we come to my final and probably most difficult question; can you sum up FM in three words?

GG: Be outward-looking, take a look at other industries. The retail business is something that we can learn from; there’s so much to learn by looking at how they perform. If you think about it in the context of FM as a profession and the BIFM as an organisation, there’s quite a lot to learn there. Very often, they are ahead of the game in terms of communicating with people,

GG: I’m going for, “multi-skilled juggling.” The action of juggling your tasks in the day, all your ideas and deciding which ones you’re going to allow to drop, and which ones to hold, paints a good picture of FM. It doesn’t describe it, but it’s a picture of what it is like to be involved in FM. FM www.fm-world.co.uk

10/01/2013 17:17

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10/01/2013 10:20

FM FEATURE PRECIOUS METALS SIMON HUNDAL

FOOL’S

GOLD Treasure can be found in strange places.

Simon Hundal finds that some organisations are literally throwing money away

n 2010, if you rooted around in the desk drawer and pulled together a kilo of silver, you could have cashed it in for £340. Last month, the same quantity would have netted over £660. Few of us even know what one kilo of silver looks like, but for facilities managers, learning to identify precious metal-bearing products within waste streams could offer a valuable income, with the potential to neutralise the costs of waste disposal across the whole site.

The traditional view of the facilities sector covers basics such as lighting, heating, IT and office paper procurement.

However, for many organisations managing waste from hospitals or

ILLUSTRATION: TOM COLE

I

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engineering processes, the range of materials is more complex. Casting companies, munitions, paint and aerospace manufacturers all produce precious metal waste, such as cyanides or industrial x-ray film. Even deodorants contain silver and, in addition to the vast quantities of medical x-ray film used each year, the NHS also generates silver-bearing wound dressings and dental amalgam.

Waste not, want not Until relatively recently, precious metals tended to slip under the radar. Waste management companies were not trained or equipped to recover them so they were consigned to general waste

streams destined for hazardous landfills or sent for incineration.

This approach leaves a lot to be desired. Environmentally, it leads to the squandering of resources needed for future production. Secondly, although they are often 100 per cent recyclable, once these materials are bulked up with hazardous waste, they are excluded from reported recycling figures. As a result, organisations claiming impressive recycling rates are unaware that their statistics may be wildly inaccurate. Thirdly, and perhaps most pertinently in the current climate, the companies producing the waste are denied the opportunity to embrace a alternative way of working that would see them share in the recovered value.

All businesses need to innovate in order to generate profit. The key question when it comes to generating income www.fm-world.co.uk

10/01/2013 15:12

www.fm-world.co.uk

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10/01/2013 15:13

FM FEATURE PRECIOUS ECIOUS METALS SIMON HUNDAL

from resources is, would you d to prefer that wealth to add ne your account, or someone m waste else’s? Driving value from e, and improves the bottom line, ls need evolving business models novation. to respond to market innovation. ew way If a partner suggests a new of working that educatess staff to identify value and then redeem that value in cash terms, any company which fails to act is he mouth. looking a gift horse in the

Silver service Most waste managementt firms lers and precious metal recyclers offer a simple model thatt we all nd dispose recognise; they collect and is and of waste on a regular basis charge you, the client, forr the cause service. However, just because things have been done a certain way in the past does not mean they are set in stone. Would you prefer a free service where the waste management firm covers its costs through the value of the material recovered? Or even better, a set charge for overheads and margin, with all the remaining material profit returned to you?

These are not fanciful aspirations; both options are fully operational within the market.

At worst, the process remains cost-neutral. However, those organisations that choose to share in the value often realise significant profits. A hospital trust disposing of 40 tonnes of medical x-ray film, for example, may receive a rebate in the region of £20,000. Both the silver and plastics embedded in the film 28 | 17 JANUARY 2013 | FM WORLD

26-29 precious metals NEW.indd 28

are recovered for future use and instead of a disposal cost, the trust is able to bank a profit.

With the switch to digital at the turn of the century, the payback from x-ray film will not be infinite – we estimate a lifespan of around five to seven years – but in the meantime, huge quantities of material are amassed in warehouses around the country.

Equally, the engineering and industrial sectors produce a range of substances such as sludges, acids and halides which all contain precious metals.

Cash for questions In many cases, it is procurement managers who first question the discrepancy between spending

and disposal budgets. When engineering firm Doncasters took stock of the payback from its used industrial x-ray film and employed a contractor to evaluate its systems, it secured a rebate of £138,000 in one year.

The company’s group purchasing manager Louise Hall said, “Initially we started to investigate because the price of silver had increased dramatically since the recession, as people were investing in hard commodity areas rather than more risky business.” She explains that the company had seen price on the x-ray films increase, which prompted us to ask whether we should be seeing a benefit from our silver recovery process.

Doncasters operates from

12 sites in the UK, manufacturing products for the aerospace, automotive, gas turbine and petrochemical industries. Four of the sites use x-rays, as part of a final inspection process to check that components such as aircraft blades are free from cracks or distortion.

The company was already generating some value from the silver in the waste stream, but discovered through tender that it was not maximising its assets.

Hall explained: “I think some of our sites hadn’t really identified the value that was sitting within their processes. One, for instance, hadn’t disposed of x-ray film for some time and ended up with a £20,000 cheque.” www.fm-world.co.uk

10/01/2013 15:13

PRECIOUS METALS

“A hospital trust disposing of 40 tonnes of medical x-ray film, for example, may receive a rebate in the region of £20,000” Hall is convinced that working in this way will become more and more common in time and recommends rigorous scrutiny across processes: “It is fairly typical these days that waste streams are becoming revenue streams because people are recycling a lot that previously would maybe have gone to waste. The key is to evaluate the process in detail and look for opportunities – there might be people out there throwing x-ray film into a skip because they don’t realise the value of revenue that can be obtained from it. Everyone should be looking at their waste; it is more valuable than it probably ever has been.”

The social cost Hall’s call for greater scrutiny ties in with a need for more joined-up thinking. According to the annual BIFM Sustainability in FM Survey 2011, 91 per cent of respondents believed that their organisation has a sustainability or corporate social responsibility (CSR) policy in place, and corporate image was identified as the principal driver for developing and implementing policies. However, sustainability reporting is only as credible as the figures available.

All too often, precious metal-bearing waste is deemed problematic and consigned to the hazardous waste stream, leaving organisations to report on their office, food and IT waste and unaware that tens of tonnes of additional material might have been included in the statistics. www.fm-world.co.uk

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In our experience, where reporting fails, it can often be traced back to one of two causes, both due to knowledge gaps rather than deliberate negligence. Firstly, if the waste falls outside the typical fare of a waste management firm, lack of awareness of recyclability may be a problem. In this case, the waste will be bulked up as hazardous and sent on for deep burial or incineration. Secondly, a situation may arise where niche items such as x-ray film are managed outside of standard waste collection arrangements – radiographers might arrange for specialist recovery and disposal, for example, without informing the site’s facilities manager.

The second scenario can be overcome with greater joined-up thinking, better communication between departments, and site-wide evaluation of waste materials. The first calls for an innovative approach through contracts or regular review meetings to encourage waste management firms to demonstrate a commitment to improvement.

Here, again, evaluation of waste materials is important.

In fact, by implementing simple segregation systems, companies quickly build on performance levels and, instead of one problematic waste material such as x-ray film, they will be able to report on a waste stream that has been collected and disposed of in the correct manner, with four elements – paper, cardboard, plastic and silver – 100 per cent

recycled, and payment banked for the recovered silver fraction.

To sound a precautionary note, it is worth remembering that waste management contractors should be able to provide fully audited figures and data trails.

Unfortunately, reporting levels vary enormously, and large quantities of precious metal waste sent for recycling are shipped to India or China, where labour is cheaper and environmental legislation less rigorous. In the case of material such as used film, which contains sensitive personal data, producers must have absolute confidence in the integrity of their collection and disposal company – it only takes one piece of rogue data cause serious reputational damage, and even financial penalties.

Raising the standard Reputable companies in the UK should be able to demonstrate their proficiency by adhering to recognised standards such as ISO 27000 and BS EN 15713:2009.

These not only signify that an organisation is serious about protecting data, but also that correct procedures are in place.

In addition, there is no harm in asking questions. For example, are third parties involved in any of the processes and, if so, what safeguards do they have in place? Is the material retained in the UK from collection through to destruction? And are the recovered materials reaching genuine markets once they have been extracted?

In recycling terms, precious metals are almost unique due to their high value and wide applications; genuine markets do exist and buyers are prepared to pay substantial prices.

Businesses need to be looking for ways to innovate and extend beyond the ‘traditional’ recycling methods of office materials.

Contracts and tenders should include reference to precious metals and encourage bidders to provide extra value.

And after all, in this climate of budget cuts and increasingly streamlined operations, can you afford not to? FM Simon Hindall is general manager, Betts Envirometal

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A

nergy Performance Certificates (EPCs) provide information on the energy efficiency of buildings, and can help building managers plan improvements.

They were introduced as part of the Energy Performance of Buildings Directive 2002 (EPBD) and, since 2008, commercial property owners have been required to provide an EPC to prospective tenants or purchasers, enabling the latter to consider the building’s energy efficiency when deciding on the property’s suitability.

EPCs measure the theoretical energy required to run a building’s fabric and services – what a standard building of that type of construction needs before any equipment is plugged in. They are expressed on a scale from ‘A’ (best) to ‘G’ (worst) in relation to the performance of other similar buildings.

It was apparent that EPCs were not being provided in time for buyers and tenants to include the information in their decisionmaking. In response, regulations effective from April 2012 set timescales requiring EPCs to be available within 28 days of properties being marketed, and for the first page of the EPC to be included in the written particulars. The regulations apply to agents as well as owners, with both liable for breaches.

Failure to provide an EPC upon marketing the property can result in a fine of 12.5 per cent of the rateable value of the building, up to a maximum £5,000, with Trading Standards departments responsible for enforcement.

E

B

FM FEATURE EPCS LUCY BLACK

commercial real estate, unless improvements are made.

One of the government’s tools to tackle building energy efficiency is not being used, not being enforced and has had its usefulness challenged by many in the industry.

Is it time for Energy Performance Certificates to be reconsidered?

Compliance with EPC regulations Given the legal requirements for EPCs and their supposed benefits one might imagine that this is now standard practice. Far from it. A recent search for offices in central London revealed that 74 per cent did not contain any reference to EPCs. Other wider studies have found similar compliance levels in England, Wales and Scotland.

So why are there such apparently low levels of compliance with the regulations?

One reason is that tenants are simply not asking for them.

How many building occupiers are aware of EPCs and understand their purpose? Tenants will ask about service charges, but appear not to be making a link between these and EPCs. Charles Godfrey

MISSING THE POINT?

C

A bright future

30-31 EPC.indd 30

E

30 | 17 JANUARY 2013 | FM WORLD

D

EPCs will gain greater significance again from 2018 when it is set to become unlawful to let properties with an EPC rating below E – this is estimated to account for 20 per cent of the www.fm-world.co.uk

09/01/2013 17:09

Lack of enforcement Research by Quidos into Local Authority enforcement in England and Wales found that it has been minimal, with no enforcement action being undertaken by the vast majority of local trading standards.

37 per cent of authorities that responded had made no enquiries into compliance with a further 27 per cent making less than 10 enquiries – this covers domestic and non-domestic buildings. “What enforcement exists is largely reactive rather than proactive. This would suggest that either there is very high compliance…or (and far more likely) that there is very low compliance and very few complaints are received

by Trading Standards Offices because no-one is aware of the legislation.”

The City of London Trading Standards Department confirmed that they had “not had any prosecutions, nor any other enforcement action, notices etc. under this legislation”.

A different approach to EPBD enforcement by Trading Standards has been used in Northern Ireland, resulting in nearly 100 per cent compliance.

As Charles Godfrey says, “landlords will not take EPCs seriously until someone starts being fined”. Perhaps it’s time for Trading Standards in England, Wales and Scotland www.fm-world.co.uk

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F

G of agency GN2, says “Tenants only ask for an EPC when they are trying to delay a deal, while agents do not understand their relevance as they feel they could guess the information anyway.” EPCs may be picked up by the lawyers when working on the formal details of the deal but by then it is extremely unlikely that a tenant would pull out because they find there is a low EPC rating.

to learn from Northern Ireland.

Should we worry?

The must always be a concern about any legislation that is flagrantly ignored, only applied in such a way that its purpose cannot be delivered, and largely overlooked by the enforcement agencies.

However, what real contribution can EPCs make to reducing energy consumption?

They can certainly encourage energy efficiency targets to be set for new buildings and refurbishments, and it is easier to run a building efficiently if the base build supports that.

Jones Lang LaSalle and the Better Buildings Partnership (BPP) produced a report in 2012 considering whether EPCs are an indicator of energy efficiency. They reviewed the actual energy consumption of over 200 buildings compared with their EPCs. Their analysis showed little or no correlation between EPC ratings and actual energy performance.

They also found that from over two million square metres of space, the average energy consumption was the same whether the building had an EPC rating of anything from ‘C’ to ‘E’. This is because of the significance of how occupiers use their buildings, from hours of operation, heating and ventilation policies, to the equipment used, stressing again the key role that facilities managers play in delivering energy efficiency and carbon emission reductions.

Jones Lang LaSalle and BPP have argued that it is the actual consumption of energy that should be measured as opposed to the theoretical assessment made because “it is only through reductions in operational energy use that will enable us to meet CO2 emissions reduction

targets at asset, portfolio and national levels.”

What next?

There are calls from some quarters to make Display Energy Certificates (DECs) mandatory. Currently only required for buildings used by the public, these indicate the actual, metered energy used to run the building and the functions in it.

DECs would provide an incentive for occupiers to manage their energy better, as their consumption and associated carbon emissions would become transparent to their customers, shareholders and other stakeholders.

They would be of limited use on their own however for prospective tenants considering energy efficiency in their decision-making.

Perhaps the question that occupiers should be answering is how their actual consumption compares with the EPC rating.

Differences and explanations could be communicated simply, both internally and externally, encouraging improvements.

Equally, prospective tenants could compare EPCs with the actual energy used and ask for explanations of discrepancies.

As things stand, the EPC system is in a state of disrepute: un-enforced, misunderstood by many tenants, and not used for its original purpose.

If it is to be the basis of decisions on what can and cannot legally be let from 2018, and for tackling carbon emissions, action is needed now to redress these problems. FM Lucy Black is chair of the BIFM’s sustainability special interest group

FM WORLD | 17 JANUARY 2013 | 31

09/01/2013 17:09

BIFM AWARDS 2013

THE BEST IS YET TO COME Can you demonstrate real FM excellence, innovation and inspiration?

Then you or your organisation should consider entering the BIFM Awards 2013, the gold standard for achievement in the FM industry ince 2001, the BIFM Awards have recognised the very best individuals, teams and projects across the FM sector.

The awards present a fantastic opportunity for winners to be recognised for everything they bring to the FM profession.

Entering the BIFM Awards gives you the chance to get involved and get recognised, and entering the Awards will

S

be just the start of the journey.

Many winners have had great success following their wins, not just externally but also within their organisations.

Every entry will have the opportunity to be selected to represent the UK in the ‘Global FM Awards for Excellence in FM’. BIFM Awards entrants have excelled in these awards since their inception in 2010, setting the

The Gold Standard After an extraordinary number of entries in 2012, the BIFM Awards have unquestionably now become the ‘gold standard’ for an objective assessment of the best in FM. To win an award – whether as a team member, a client representative, or member of the leadership team – is extremely tough and, consequently, a very worthy achievement. An award win is a true demonstration of independently evaluated differentiation in a highly

32 | 17 JANUARY 2013 | FM WORLD

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standard for FM worldwide.

In 2010, BIFM Award winners placed Silver and Platinum, in 2011 Platinum and Gold, while last year, two BIFM Award entrants took joint Platinum awards.

These wins demonstrate the calibre of the submissions to the BIFM Awards each year; all winners demonstrate real FM excellence, innovation and inspiration.

competitive marketplace.

The rigour of our expert judges has been the key to this development; we are very proud that the BIFM Awards are a reference point for other awards programmes.

As always, we wish to keep abreast of market sentiment and feedback received. Our new award for 2013 (Profound Impact on the Industry Over the Last Five Years) is focused on finding and recognising the individual, organisation or project that has had a profound impact on the FM industry over the last five years.

Best in class: BIFM Award winners 2012

The judges are open to all entries where a sustained, profound impact has been created, delivered and evolved to the benefit of the FM industry.

I would urge all FM business and team leaders to be bold enough to enter the BIFM Awards and test themselves against the best of the rest, helping the Awards – and the recognised value of facilities management – go from strength to strength. Good luck!

Oliver Jones, FBIFM, chairman of the judges, BIFM Awards

www.fm-world.co.uk

10/01/2013 11:21

HEADLINE SPONSOR

“Mace is delighted to once again be the headline sponsor of the BIFM Awards and to celebrate the innovations and success of our industry” Peter Brumby, managing director, Mace Macro, headline sponsor

BIFM AWARD CATEGORIES NEW FOR 2013

Profound Impact on the Industry Over the Last Five Years

This award recognises an individual, organisation or project that has had a profound impact on the FM industry over the last five years. Judges welcome all entries where such an impact has been identified, delivered and evolved, since 2008, to the benefit of the wider FM community.

Impact on Organisation and Workplace This award celebrates working environments that, in addition to being functional and desirable, make a positive contribution towards job satisfaction and people’s productivity.

Sustainability and Environmental Impact The outstanding and ongoing delivery of sustainable environmental initiatives is what’s being judged here. Entries must relate to projects, services or other innovations already implemented, and entrants must explain what ‘sustainability’ means to the parent/host organisation.

HOW TO ENTER

Key Dates: 26 April – Award entries close for all categories excluding ‘Facilities Manager of the Year’ 28 June – Award entries close for the ‘Facilities Manager of the Year’ category 31 July – Judging process complete (excluding ‘Facilities Manager of the Year’) August – Awards finalists announced 14 October – Awards ceremony at the Grosvenor House Hotel, London

You do not need to be a BIFM member to enter; the BIFM Awards are open to all.

Once you know the category or categories you will enter, complete the short entry registration form (available at www.bifm.org.uk/awards2013).

You will then have until the closing dates to submit your full entry.

A guide to the full criteria for each category is available from the BIFM. You may also find it useful to research previous winning entries.

Visit www.bifm.org.uk/awards2012 and www.bifm.org.uk/awards2011 to read judges’ reports on previous winners and view FM World case studies – which you may find helpful before you compile your entry.

If you’re not sure about your eligibility for specific categories, or if you have any queries regarding entering, contact our awards team on

Learning and Career Development This Award recognises FM organisations or internal FM teams demonstrating a commitment to improve the knowledge and skills of their people. Entries might include commitment to FM qualifications, mentoring programmes and engagement of people into the FM profession.

In-House Team of the Year This Award recognises outstanding contributions made by a team in client organisations, large or small.

Submissions must show evidence of how the team provides solutions that are strategically aligned and integrated with key stakeholders.

Excellence in Product Development This award recognises the product that, through its development and use, has had the most positive impact in either a work or social environment. A product can be an object, tool, system or process – there is no prescriptive definition.

FM Excellence in a Major Project

FM Service Provider of the Year

This award focuses on the lasting impact of innovative thinking – a ‘major’ project that has made a significant contribution to almost every aspect of an organisation’s operating style, affecting the majority of its employees.

This recognises outstanding service delivery and excellence from any service provider, large or small. Submissions can be for a single service provided or for a multi-disciplinary provision (eg TFM). Submissions must also demonstrate evidence of a positive impact on the FM Industry.

Innovation in the Use of Technology and Systems The scope of this award covers the use of space, service delivery or any other area where technology has improved service delivery to the customer. Entries can range from simple and inexpensive through to a complex rationalisation project.

Excellence in Customer Service Entries in this category must explain how the needs of an organisation’s customers have been met, explaining how they have created and delivered solutions that are sustainable, customer and business driven.

Entries must also detail a measurable impact on service delivery.

Facilities Manager of the Year Outstanding personal and professional performance is recognised by this flagship award.

Entrants must show evidence of their innovative use of FM methodologies; how they create dynamic solutions; and how they have integrated FM into their organisation’s strategic and decision-making process and senior corporate structure.

To view detailed criteria for each category and submission guidelines, visit: www.bifm.org.uk/awards2013

01279 712 640 or email awards@bifm.org.uk. www.fm-world.co.uk

32-33_BIFMAwards promo.indd 29

FM WORLD | 17 JANUARY 2013 | 33

10/01/2013 11:21

FM MONITOR CHRISTIAN TOON

LEGAL UPDATE

Christian Toon, head of information risk, Iron Mountain Europe

NEW EU DATA P ROT ECT I O N GUI DEL I N ES CO U L D PROVE COSTLY FO R BUS I N ESS ES

ew rules governing data protection are N on the horizon. Christian Toon analyses the implications of the legislation, and explores the central role of the FM in safeguarding data Today, we entrust businesses and public sector organisations with our most personal data. In return, we have a right to expect that our details are treated carefully and responsibly. Yet despite the growing scrutiny from the authorities and the media, and the subsequent increase in high-profile reporting of data breaches, organisations across Europe continue to lose and accidentally destroy personal and confidential data. In response, EU citizens are becoming increasingly concerned about who holds what information and how securely this information is held – and rightly so.

Time for a rethink Viviane Reding, European Commissioner for Justice has decided it is time for an overhaul of European data protection legislation. Her draft European Data Protection bill, announced last January, seeks to introduce more stringent rules and regulations, aimed at boosting protection and privacy for the individual; the organisations handling our data will face an increased burden of responsibility and accountability as a result.

The objective is that the rules be implemented with consistency and clarity across all European Union member states. It is hoped they will also apply to organisations based outside Europe that do business within the community.

The new legislation will replace the EU Data Protection Directive 34 | 17 JANUARY 2013 | FM WORLD

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95/46, an important component of EU privacy and human rights law, under which organisations in both the public and private sector have been operating for thirteen years.

The legislation would be good news for organisations in a number of ways. It would reduce bureaucratic compliance requirements for many organisations and provide a single set of compliance laws across Europe. At the same time, it would impose a greater responsibility on organisations to protect against and acknowledge data breaches.

However, this would imply stiffer penalties for organisations that fall short of the legal requirements.

This is no bad thing. Facilities managers need to play a central role in stopping the flow of sensitive information leaking out of organisations. They need to ensure that the right information policies and procedures are in place. All too often, it seems that organisations are mopping the floor after the leak. It’s about time someone got up and turned off the tap.

Far-reaching impact In particular, the draft EU proposal includes four requirements that would, if adopted, have a far-

FM QUICK FACTS

€1m 250

The size of the fine facing companies who break the rules

Companies having over 250 employees would have to have a named data protection officer

reaching impact on facilities managers. The first of these is the mandatory notification of breaches. This recommends that both the relevant Data Protection Authorities (DPAs) and all affected individuals have to be notified within 24 hours of a data security breach, including unauthorised destruction or loss. The data protection authorities must be notified even in the absence of any risk of harm to data.

The devil’s details This requirement raises a number of important questions including the need for data breach thresholds: does this requirement apply to the loss of a single record, for example, and would there be a longer time limit if the data breach involved the loss of millions of customer records? It also raises the question as to whether public and private sector organisations would be able and indeed willing to self-regulate.

The second requirement is that all public and private sector organisations with more than

“Facilities managers need to play a central role in stopping the flow of sensitive information leaking out”

250 employees, have a named data protection officer. This could have significant resource, training and recruitment implications for many organisations. One option could be to add the responsibility to the remit of the facilities manager.

Thirdly, the proposal opens the way for significantly increased fines. Under the draft legislation, regulatory authorities would have the powers to impose fines of up to ¤1 million – or two per cent of turnover for private sector organisations – for failures to comply with the regulation.

That the EU is prepared to authorise this level of punishment highlights just how serious data protection is to be taken.

Last, but not least, the draft bill seeks to give individuals the ‘right to be forgotten’. In essence, it states that individuals should have greater control over their data and be allowed to demand the removal or deletion of personal records from any organisation that holds them. If adopted, this requirement would have immense resource implications for organisations and could be time-consuming and complex to implement, particularly where it relates to the fast-moving world of social media. However, the small print suggests that this right is a ‘qualified’ one.

It remains to be seen how much of the draft proposal makes it into the final legislation; but the announcement of the plan has given facilities managers a valuable opportunity to take on new responsibilities and enhance an organisation’s information handling policies. We must seize that opportunity now, rather than waiting for the new EU legislation to be finalised and to come into effect. By then it will be too late. FM www.fm-world.co.uk

10/01/2013 15:59

FM MONITOR MARTIN FREEMAN

TECHNICAL F RACKIN G & R A DO N GA S

he process of ‘fracking’ produces T valuable natural gas. But as Martin Freeman explains, there are some serious drawbacks, not least, involving radon gas

W

ith the practice of hydraulic fracturing (‘fracking’) given the go-ahead by the UK government, the processes is coming under close scrutiny, and several serious environmental and health concerns have been raised.

Fracking is used to extract shale gas, a potentially valuable fuel source. The method is seen by some as being key to bringing down energy costs, while reducing the UK’s dependence on foreign energy supplies.

Over in the US, there’s great enthusiasm for the practice; more than 40,000 fracking wells have been sunk in the last year alone.

It’s not difficult to understand this ‘gold rush’; there’s a healthy profit to be turned, and the new supplies entering the market may have the effect of reducing energy bills.

Some commentators have actually attributed the slight economic recovery in the US to this new energy source, at least in part.

So it seems fairly certain that fracking will become a regular activity in various parts of the UK.

Costing the earth?

But apart from being a frontrunner in the race to solve a potential energy crisis in the developed world, the process has several significant drawbacks.

One of the most serious issues concerns the release of radon, a www.fm-world.co.uk

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colourless, odourless gas (see info box). It is an important consideration, because radon is the second highest cause of lung cancer after smoking and currently kills around 2,000 people in the UK each year.

Fracking could be causing higher levels of radon in buildings, and be increasing the number of buildings that contain dangerous levels of radon.

The process involves the hydraulic fracturing of rock by creating pressure deep underground. Last year, two earth tremors near Blackpool were attributed to nearby fracking operations.

For and against Proponents of the process point out that these tremors were minor, measured at a magnitude of 2.3 on the Richter scale, and were only picked up by specialist instruments. Supporters of fracking also point out that smaller tremors have occurred from the collapse of historic mine workings, suggesting that a ‘traffic light’ system of seismic monitoring in micro-wells will avoid risks from tremors. Also, fracking typically occurs three to four kilometres underground, so the surface impact is minimised.

Those who oppose the process focus on the method, and purpose of the fracking operation: to fracture geological

Martin Freeman is managing director of environmental consultancy PropertECO and technical affairs spokesman for The Radon Council

structures deep underground, to release shale gas that is then substantially captured at a single point deep in the ground.

Their concern is that a deliberately created geological disturbance may create fresh pathways for hazardous gases, including radon. Such gases would not necessarily be collected with the shale gas, but could find a way to the surface. It is suggested that the very depth of the wells and the fracturing may have the effect of producing a ‘cone effect’ of emissions, causing a wider area to be at risk on the surface with certain types of geology.

The effects of radon are already widely documented, and the link between radon exposure and death from lung cancer is proven.

Dangerous ground Radon is a killer, and its incidence in buildings needs to be metered and reduced, something that government departments, regulators and the industry are working towards achieving.

The radioactive gas comes from the soil, and when it enters a building it causes a serious health risk if it accumulates to excessive levels. The amount of radon in a building is influenced by a combination of the local geology beneath it and the extent of the pathways through which it can escape.

A reasonable person would accept that a deliberate disturbance in underground geology by a fracking process, could result in changes to the local geology beneath buildings. This, in turn, could cause the buildings to become aversely affected by increased radon emissions.

Since the only way to know if a building is affected by radon

is to test the building (radon cannot be seen or smelt), it seems reasonable to suggest that those concerned about the possibility of fracking causing radon intrusion into their home or workplace, should test their building for radon before the fracking commences. This will determine whether there is an existing radon problem, which pre-dates any fracking and needs to be mitigated.

Regardless of whether or not there was an initial problem (and whether any mitigation work to the property was carried out), repeat testing should be conducted at the property after the fracturing has been done and the wells have been sunk in the area.

If this becomes standard practice, local resident groups may wish to pool their findings to establish a probability as to whether the gas extraction activity has created a new problem or exacerbated an existing one. Because radon testing is inexpensive and simple, this would seem to be the best course of action, but a precautionary approach needs to be adopted for the present, until sufficient data has been accumulated to define exactly what side effects, if any, occur. FM THE FACTS:

RADON Radon is a naturally occurring element that emanates from the ground across the world. It is formed from the radioactive decay of uranium in soil and is considered to be carcinogenic to humans.

FM WORLD | 17 JANUARY 2013 | 35

10/01/2013 15:59

FM FMMONITOR SUPPLEMENT MARKET CATERING INTELLIGENCE

BY NAME IN HERE

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.

UK ENERGY STATISTICS – Q3 ENERGY TRENDS

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

INDIGENOUS PRODUCTION OF FUELS IN THE UK

FELL BY

7.3%

Source: HM Treasury (hmrc.gov.uk)

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.

IN Q3 2012 COMPARED TO Q3 2011

TOTAL PRIMARY ENERGY CONSUMPTION

OFFSHORE WIND INCREASED BY

Q3 2012 ELECTRICITY GENERATED

54%

28.2% GAS (IT’S LOWEST Q3 SHARE FOR 14 YEARS DUE TO HIGH PRICES)

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

EMPLOYMENT

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

(ITS HIGHEST Q3 SHARE FOR 14 YEARS)

22.3% NUCLEAR HYDRO OUTPUT FELL BY

16% ROSE BY

1.2%

£6.19

Aged 18 to 20 inclusive

£4.98

1.7% RENEWABLES

Following a decline of 20% throughout 2007-11, the floorcoverings market experienced moderate increases in 2012 to around £1.73 billion. Key drivers for this moderate recovery include the refurbishment works in preparation for the Golden Jubilee and the Olympic Games.

Carpet dominated the floorcoverings product mix in 2012, with value share estimated to be 57%, followed by wood (16%) and vinyl (15%).

The domestic market for carpet has remained difficult in 2010-12 with retailers recording reduced footfall as consumer spending on ‘non-essentials’ remains subdued.

UK market for floorcoverings 2007-2014 2300

£3.68

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

£2.65

Value (£m at MSP)

2200

Aged under 18 (but above compulsory school age)

2100 2000 1900 1800 1700 1600 1500 2007 2008 2009 2010 2011 2012 2013 2014 Est

36 | 17 JANUARY 2013 | FM WORLD

36_Insight.indd 36

AS A RESULT OF LOWER RAINFALL IN NORTHERN SCOTLAND Source: Department of Energy and Climate Change (www.decc.gov.uk)

CONSTRUCTION INDUSTRY REPORT

FLOORCOVERINGS MARKET REPORT

Hourly rate from 1 Oct 2012

Aged 21 and above

38% DUE TO INCREASED CAPACITY

35.4% COAL

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

Consumer Price Index (CPI) CPI annual inflation was at 2.7% in November 2012, which was unchanged from October.

The largest upward pressures came from food and non-alcoholic beverages, and housing and household services, particularly domestic gas and electricity.

The largest downward pressures came from motor fuels and furniture, household equipment and maintenance.

WITH ONSHORE WIND UP BY

Fcst Fcst

Orders for new construction

(£m) 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0

2007

2008

2009

2010

2011

2012

The estimated total volume of all new construction orders in Q3 2012 was estimated to be 6.7% lower than Q3 2011. However, the figures showed an increase of 5.4% in comparison with Q2 2012.

There was an increase in the estimated volume of infrastructure orders in Q3 2012 of 43.8% compared with Q3 2011. This sector provides most of the upwards movement in the level of new orders in the third quarter of 2012.

The estimated volume of private commercial orders in Q3 2012 was 35.1% lower than Q3 2011, and 6.7% lower than Q2 2012.

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

www.fm-world.co.uk

10/01/2013 16:00

an A ne d p w m as w rof pag ak e es e e ll a sio th th s na at e m help l d loo os in ev ks t o g elo at f t BIF pm pe he M e rs n o ir m mem t is nal em b su be er es rs s hi p

FM MONITOR BETH GOODYEAR

WHAT’S IN IT FOR ME? TAKIN G A PL AC E O N BI FM M EM BER S ’ CO UN CI L

lthough you may have heard of the BIFM Members’ Council (MC), you might not know quite what its function is, or indeed who sits on it. Beth Goodyear explains

A

The BIFM’s Members’ Council (MC) meets quarterly. It’s where designated BIFM members meet with the institute’s employees and other main board members to help influence the future direction of the institute and its mission, giving advice and guidance to the board.

Many members are unaware that the BIFM, as a members’ institute, is run by a relatively small team of employees based at the institute’s headquarters in Bishops Stortford, Hertfordshire.

This team is supported by a much larger group of unpaid volunteers, and it’s these volunteers who run the institute’s various regional committees and special interest groups (SIGs). The difference is best clarified by looking to the top of the institute and the key positions held there: while chief executive officer Gareth Tancred is a BIFM employee, chairman Ismena Clout is an unpaid volunteer who, along with the other volunteers, has a full-time day job.

Members’ council facts You can only attend MC as the chair of a regional or sector SIG, or as an elected representative ● Regional and SIG chairs are expected to be of member grade or above. Other committee positions be held by members of any grade ● There are four meetings a year, ●

and each typically lasts four hours ● MC members are expected to attend all of these meetings, to feed back on what’s been happening within their region or group, and to inform the MC of events that their region or group is planning ● All MC meetings are held in London; members travel from across the UK to attend ● All volunteers are unpaid and give their time freely (however, the BIFM does cover the cost of travel) ● All regional and SIG positions held for a maximum of two years; when your term of office in your region or SIG ends, that’s also when your commitment to MC ends.

Members can put themselves forward again, subject to maximum term in position of eight years (ie four terms) As an illustration of how this works in practice, my journey to MC was a relatively common one; as a BIFM member I joined the South West region committee, progressing to regional deputy chair and then regional chair. As regional chair I became eligible for a place on MC and started attending the quarterly meetings.

My tenure as chair ended in 2010, and I relinquished my place on MC. In my case, I decided to pursue one of the other routes to a place on MC by applying to become an individual members’ representative. I was voted in to

that position at the BIFM’s 2011 AGM, so my current two-year term is set to expire in 2013.

Members’ council in numbers Membership of MC varies depending on the number of regions and SIGs as each chair has a right of attendance. There were 29 places in 2012, and they stacked up like this: 10 regional chairs 12 SIG chairs Four places given to BIFM members, voted in by the wider membership. These positions are voted on prior to the BIFM AGM every year; the term is two years, although the terms don’t necessarily run concurrently. ● Two members representing individual BIFM members ● Two members representing corporate BIFM members ● One BIFM fellow ● One Members’ council chair ● One Members’ council deputy chair ● ● ●

There are a number of other people who attend MC by invitation, but they do not hold official places on the council and are not allowed to vote. Among these are BIFM staff; board members who are not already MC members; executive directors and the chairs of the BIFM’s audit and governance committees.

Benefits So what are some of the benefits of being on Members’ Council?

Certainly, networking with other volunteers is key; on MC you get to hear what the regions and SIGs are doing for their members, share emerging best practice and be among the first to hear how the institute is performing, and

voice any opinions or concerns.

It’s also a great opportunity to raise your profile with others in the FM profession.

In the past there have also been some frustrations. MC meetings have at times been more of a ‘talking shop,’ the same issues raised repeatedly without significant progression. However, a recent change in structure has seen an independent chair of the MC appointed and a new focus on making the committee a more effective group. (As with all other MC positions, the chair’s term is limited to two years.)

If working your way up to a members’ council position is not for you, you can still ‘have your say’ about the institute by engaging with the Members’ Council through your regional or SIG chair, or one of the two individual members’ representatives, the names and contact details of whom can be found under the committee’s page on the BIFM website.

To find out more about Members’ Council, and for a full list of its current members, visit the governance section on the BIFM website: www.bifm.org.uk/ bifm/about/governance

SUMMARY ● Raise your personal profile ● Effective way of having

your say ● Allows you to help steer the

wider direction of the BIFM

Beth Goodyear is an independent FM consultant. She currently holds the post of individual members’ representative on BIFM Members’ Council. She is the immediate past chair of the BIFM’s South West region

FM WORLD | 17 JANUARY 2013 | 37

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10/01/2013 16:55

BIFM NEWS BIFM.ORG.UK

BIFM chief executive Gareth Tancred (centre) with the Ireland Region winners 2012

IRELAND REGION

Award winners The BIFM Ireland region has announced the winners of its 2012 Awards for Outstanding Contribution to the Facilities and Property Management Industry in Ireland. The Northern Ireland Safety Group received the organisation award, and Christine Watts from the Northern Ireland Assembly was the winner of the individual award.

These prestigious awards celebrate excellence and recognise and reward innovation by those who have made a significant contribution to workplace services within construction, catering, security, cleaning, maintenance, energy, IT or health and safety over the last 12 months.

The Northern Ireland Safety Group impressed the judges with its approach to providing the FM Network with up to date information on health and safety legislation and other issues affecting buildings. This was done through specialised monthly meetings, seminars, publications and conferences. In particular, the judges recognised the organisations’ successful ‘Safe Maintenance Seminars’, attended by over 200 members and 140 organisations in Ireland.

The judges also recognised Christine Watts for her determination in ensuring that parliament buildings are accessible to as wide a range of people as possible. During the course of the past year, Christine also successfully obtained the Royal National Institute for the Deaf’s ’Louder than Words’ charter mark for Parliament Buildings, the first legislature in the United Kingdom to receive the award.

Stephen Welch, chairman of the BIFM Ireland Region Committee 38 | 17 JANUARY 2013 | FM WORLD

38-40_BIFMNews.indd 38

said: “I would like to congratulate both Ernie Spence from the NI Safety Group and Christine Watts from the Northern Ireland Assembly on their great achievements. These awards provide the perfect opportunity to recognise the excellent work being done across our sector and reward those individuals and organisations that are making a real difference in our industry and setting a benchmark for the future”. i Learn more about all BIFM groups at www.bifm.org.uk/groups

QUALIFICATIONS

Full suite: levels 2 to 7 With the introduction of the level 2 and 3 qualifications in facilities management, the BIFM is now probably the only organisation in the world to offer a full suite of facilities management qualifications from level 2 all the way up to level 7.

This unique offering gives a great spectrum providing qualifications for schools-leavers (level 2) to a strategic level at level 7.

BIFM qualifications are delivered by a wide range of BIFM recognised centres giving maximum flexibility to choose from different delivery styles,

including: face-to-face, evening class, distance and online learning.

At every level, learners can be confident they are gaining the key skills needed to advance their career in FM. Endorsed by our sector skills council, Asset Skills, the qualifications are flexible, accessible and accredited within the Qualifications and Credit Framework (QCF). i To learn more about BIFM qualifications in facilities management visit www.bifm.org.uk/qualifications

EVENTS

Sustainable campus BIFM members recently joined a sustainability SIG and Eastern region event to learn how the University of Hertfordshire is approaching sustainability through campus-wide activities under the university’s Environment and Sustainability Policy. The university runs a carbon management plan, waste and resources strategy, travel plan together with work on procurement, construction, biodiversity and community engagement.

Members heard how travel

planning is reducing the carbon impact of transport across the university. Evalu8 is a university subsidiary company responsible for piloting a network of charging points for electric vehicles under the government’s Plugged in Places programme.

An explanation was given as to how electric vehicles work, and their advantages over the petrol alternatives. ElectrAssure covered the practicalities of installing and maintaining charging points, and members quizzed reps about the electric cars they had brought on site.

A discussion on the psychology of behaviour change proved to be a diverting topic, and gave everyone a lot to think about in their own workplaces.

The morning concluded with a presentation on an award-winning project to reduce carbon emissions at the university’s data centre.

IT and FM worked together to achieve a facility better-suited for running the data centre and with lower carbon emissions.

Many thanks to the University of Hertfordshire, Evalu8 and ElectrAssure.

The presentations mentioned above are available on www.bifm. org.uk/sustainability

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

09/01/2013 13:39

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

Ismena Clout is chairman of the BIFM

BIFM COMMENT i Learn more about all BIFM groups at www.bifm.org.uk/groups or more about events at www.bifm. org.uk/events

GOLF

2013 finals The 2013 BIFM National Golf Finals will take place on Thursday 19 September. The finals will be held at Bowood Golf Hotel & Spa, Nr Chippenham in Wiltshire.

Bowood was the scene for the first national finals back in 2001, although there were no hotel facilities there then.

Regional qualifying days will take place in spring and summer to decide on the line-ups for September. Look out for further details from your region. i For queries regarding the finals, contact Don Searle don@c22.co.uk

LONDON REGION

PFI insight at event

Other countries, including Canada and Australia, have learned lessons from the UK’s challenges with PFI projects; but reforms to the process are now improving performance of these contracts in the UK. This was one of the insights from a BIFM London region meeting on ‘Transparency and Auditability in PPP Relationships’ hosted at the European headquarters of Lend Lease in November.

The audience heard from Mark Kirkham of PFI performance management software specialists Service Works Group, who argued that despite the well-publicised problems with the early rounds of PFI, the UK is still the “go-to” destination for expertise in how to effectively deliver major improvements to public infrastructure. www.fm-world.co.uk

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H A P PY N E W B I F M Y E A R

would like to wish you all a happy new year, and a prosperous 2013. I know the festive season can be hard for people working in facilities management; all those days with an empty building present a perfect opportunity to install new plant equipment, or move those 100 or so people to their new desks... I hope you all managed to find some time to spend with your family and friends and the emergency mobile didn’t ring too much.

I love the start of the new year. I’m not a fan of New Year’s Eve as I’ve always found it a little negative – and that’s before we start talking about expensive taxis, restaurants, bars and clubs. I really enjoy waking up on New Year’s Day with a fresh, untainted year ahead of you.

It’s a time of reinvention, optimism and hope and we have all that and more at the BIFM – we can’t wait to get stuck into 2013! I really feel this is going to be an FM year.

In 2012, we edged even further out of the shadowy plant room and into the light; the rest of the built environment have been looking at the profits and turnover that FM companies are achieving with envy. We are getting more recognition around the board room table, and as businesses look at more innovative ways of creating efficiencies and competitive advantage, there is no industry better placed to support that than FM. So I don’t want to hear any more about us being hidden; we should stand tall and be proud of what we do and what we achieve – let’s shout it from the rooftops!

Gareth Tancred, our chief executive, spoke in his last column about how successful 2012 was for us as an institute, and how we laid strong foundations for this year. For me, 2013 is a year in which to grow the institute, the offerings and the industry; it is the first year of our new medium-term strategy, which will run from 2013 to 2015.

We will communicate about it more, but the main thrust is a renewed commitment from the institute to bring you key reports and information that will help you to do your job better, raise the standard of service delivery, and make key strategic decisions. We have started this with the FM Leaders Forum (www.bifm.org.uk/fmlf) with the third event taking place this month. We will embed our qualifications in the UK, and also help other countries understand the framework of qualifications we have developed and why we believe it is the best route for the UK FM market.

I am looking forward to chairing more board meetings and continuing to get the best from the great people we have sitting around the table. So much work has been done in 2012 in terms of voting in and bedding down the new leadership team of myself and Ashley Rogers (chairman of Members’ Council), and also all the new board members we have. A lot of work went into the strategy refresh so it would be easy for us to take the foot off the gas; however, I believe the hard work starts now in making sure we continue with the successes of 2012.

2012 was a great year in the UK for so many reasons. Let’s make sure 2013 isn’t the hangover year, and move into it with enthusiasm, drive and optimism.

I

“WE SHOULD STAND TALL AND BE PROUD OF WHAT WE DO AND WHAT WE ACHIEVE; LET’S SHOUT IT FROM THE ROOFTOPS”

FM WORLD | 17 JANUARY 2013 | 39

09/01/2013 13:40

BIFM NEWS BIFM.ORG.UK

Whatever the market, public authorities are managing PPP contracts assiduously using stringent performancemanagement specifications. The key requirements are auditability and transparency. He set out four recommendations from Service Works Group’s (SWG) recent white paper on PPPs: ● Engage

the contract management software supplier early in the process ● Engage with others postcontractually ● Foster a collaborative approach ● Implement an integrated performance management and payment mechanism system Kirkham’s presentation was followed by a panel discussion in which he was joined by SWG’s PFI specialist Nia Swift and Phil Townsend, former head of PFIs at Reliance Secure Task Management.

The BIFM is grateful for Lend Lease’s hospitality and Service Works Group’s sponsorship. i Learn more about all BIFM groups at www.bifm.org.uk/groups

BIFM MEMBERS

Corporate members The BIFM welcomed the following corporate members in November: ● Active

Facilities Management – FM service suppliers, contractors ● Asset Skills – consultant, provider of advice & guidance ● Carbon Numbers – consultant, provider of advice & guidance ● CFBT Education Trust – end-user, in-house FM team ● Class 1 Personnel – product supplier ● D G Jones and Partners – FM management, suppliers ● Facilities Services Group – FM management, suppliers ● Glacier Facilities – FM service 40 | 17 JANUARY 2013 | FM WORLD

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suppliers, contractors ● Grundon Waste Management – product supplier ● L Whitaker Services – product supplier ● Liverpool Housing Trust – end user, in-house FM team ● Monthind Clean – FM service suppliers, contractors ● NIC Services Group – FM service suppliers, contractors ● R3 Polygon UK – FM service suppliers, contractors ● Sellafield Sites – end-user, in-house FM team ● Thomson FM – consultant, provider of advice & guidance i Learn more about corporate membership at www.bifm.org.uk/ corporatemembership or call 0845 058 1358

ONLINE LEARNING

32% saving SkillSet, from the BIFM, gives you the chance to study business skills through online courses, independently and at your own pace. BIFM members save 32 per cent on the online learning courses – and now when you complete a course you can print and keep a fact sheet summarising the key learning points for future reference. Courses priced at just £65+VAT for BIFM members include: ● Social media for professionals ● Networking skills ● Coaching skills ● Managing professionals for results ● Finance for non-financial managers ● Making budgeting work in the real world ● Managing through a recession ● Conversations with customers ● Negotiation skills ● Key performance indicators ● Managing workload ● Thinking strategically ● Data Protection

BIFM TRAINING TOP REASONS FOR YOU OR YOUR STAFF TO ATTEND OUR FLAGSHIP ‘UNDERSTANDING FM’ COURSE ore FM skills and knowledge are an essential foundation for your career and whatever stage you have reached, we will have a ‘core course’ to suit you. The BIFM’s three-day foundation course ‘Understanding FM’ has been running for 21 years now, and generations of FMs have attended it to either launch or further their careers. With an unparalleled reputation in the UK and overseas, it has long been considered a de facto recognised standard in FM training. Running every month of the year, the programme is suitable for newly appointed staff and those with less than 2-3 years’ operational experience, looking to broaden their range of skills.

We have continually been updating and refining the course, including the introduction of the ILM Level 3 qualifications in FM in 2009, involving a selection of online learning modules and work-based assessments after the course. We’ve now refreshed it over the winter period to keep it up to date and in line with good practice, for those who attend it to help them in their day-to-day roles in the workplace, as well as those that wish to achieve professional FM qualifications.

Topics include: what is FM and key definitions; the role that FM plays in corporate success and an introduction to buildings and services, among others.

Delegates leave the course with a comprehensive course workbook which becomes a useful guide for future referencing as well as containing links to even more further reading and resources.

A hugely popular feature of the programme is the site visit on day two. This provides an invaluable insight into an example of FM in practice and allows you to review some of the issues you’ve learnt about on the course, with open questions and an opportunity for discussion at the end.

All delegates leave with new-found friendships – and some even progress to the intermediate and advanced programmes together! We also offer a residential option that includes two nights’ full board accommodation; many delegates find this to be a more convenient way to attend, and an option that adds value to their overall training experience. Coming together for evening meals offers the opportunity for continued informal networking and even more opportunities to share your experiences with your peers.

C

Next dates: 22-24 Jan, 12-14 Feb, 12-14 Mar 2013 (further dates available). Fees £995+VAT BIFM members; 1195+VAT non-members. Accommodation option £275+VAT. Further registration fees apply for optional qualifications. For further details or to book please contact BIFM Training on 020 7404 4440, email info@bifm-training.co.uk or visit www.bifm-training.com/Understanding_FMFS.htm

i Start your online learning today at www.bifm-skillset.org.uk

www.fm-world.co.uk

09/01/2013 13:40

FM DIARY INTERNATIONAL EVENTS 2-4 April | IFMA Facility Fusion conference & expo A high-level facilities management education, leadership training, industry-specific best-practice, and all-inclusive expo.

Venue: JW Marriott, Los Angeles, United States Contact: www.ifmafacilityfusion.org 15 – 17 May | BCO Conference A full programme of plenary sessions, seminars, tours and social events, including talks on changing culture to maximise value, innovation in austerity, survival of the fittest: lessons from other countries and building information modelling (BIM).

Venue: Hotel Meliá Castilla, Madrid, Spain Contact: www.bcoconference.org.uk 27 June | 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 2-4 Octobe | IFMA World Workplace conference & expo The largest annual conference for FM. Exhibitors, discussions and networking.

Venue: Philadelphia, US Contact: For more information, visit www.worldworkplace.org INDUSTRY EVENTS 12 February | 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 | Ecobuild 2013 This is the world’s biggest event for sustainable design, www.fm-world.co.uk

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

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 8-9 May | 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 14-16 May | 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 | ThinkFM 2013 The leadership challenge.

ThinkFM is a day of learning, debate, interaction and networking, brought to you in association with Workplace Law. Delegates will take away new ideas to make a difference to their organisations.

Venue: Royal College of Physicians Contact: gary.williams@ubm.com or visit www.thinkfm.com 24-25 June | 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

Stirling Road, Larbert, FK5 4WR Contact: E: mkenny@fesfm.co.uk

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: communications@bifm. org.uk or call 0845 058 1356

23 April | Critical activities for incident management – the ‘golden hour’ The people and logistics issues of a workplace crisis begin to emerge immediately. The actions of the incident management team during the ‘golden hour’ that immediately follows an incident influences everything that is to come. In this seminar we will identify the critical aspects of the golden hour, how to structure them into a flexible and responsive framework, how this framework needs to be adapted for multitenant premises. Learning will involve a case study of a wellexecuted golden hour.

Venue: TBC Contact: mkenny@fesfm.co.uk

IRELAND REGION

SOUTH WEST REGION

23 January | Trends and developments in FM From 6.30pm, this event will cover trend and developments in FM, and the role of education in the profession.

Venue: CBRE Connaught House, 1 Burlington Road, Dublin, Ireland Contact: Visit tinyurl.com/ irelandtrends for tickets.

15 March | QTD – churn, office removals and relocation Speakers to be confirmed, followed by an afternoon interactive workshop.

Venue: Bristol Hilton Hotel Contact: Email beth.goodyear@ fmhsconsulting.co.uk

LONDON REGION 5 March | FM in unusual environments Sponsored by Servest Multi Service Group Venue: Freemasons’ Hall, 60 Great Queen Street, London WC2B 5AZ Contact: cathy.hayward@ magentaassociates.co.uk The BIFM London region holds its 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 | Prestige building tour and presentation Forth Valley Royal Hospital became fully operational in July 2011. The £300 million facility is one of the best-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,

14 June | QTD – employment law and people management Confirmed speakers so far include Liz Kentish, Tony Cooper from ACAS and Alan Bradshaw, who specialises in Stress Management.

Venue: Bristol Hilton Hotel Contact: Email Nick Fox at foxer11@hotmail.co.uk BIFM SIG EVENTS 17 January | New year, new initiatives: what does 2013 hold for FMs, energy management and carbon reporting?

With a look at using the International Energy Performance Standard ISO50001 to guide you, Louise Quarrell and Julie Emmings of Carbon Smart will brief the International SIG members on best practice for energy management and how to respond to the forthcoming requirements for greenhouse gas reporting for UK registered companies.

Venue: Navigant Consulting, Basinghall Street, London Contact: Call 02087 169 0167 or email clairesellick@btinternet.com FM WORLD | 17 JANUARY 2013 | 41

09/01/2013 13:40

FM PEOPLE MOVERS & SHAKERS

BEHIND

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

I attended University College London, and my MSc was in facilities management. My research was based on the adaptive re-use of heritage buildings for educational use, and the business drivers in the decision-making process. I am fascinated by how buildings were used in their prime. I have a background in the military and procurement as well as FM.

NAME: Keith Fraser JOB TITLE: Head of estates and facilities management ORGANISATION: Alexandra Palace JOB DESCRIPTION: Leading the estates and FM function and other corporate services for the events venue and national heritage site. Also acting as landlord on behalf of the Palace Trust to the trading arm of the business

ON THE

MOVE Changing jobs?

Tell us about your new role and responsibilities.

Contact Jamie Harris Jamie.Harris@fm-world.co.uk

Any interesting tales to tell?

One of the toughest days I have experienced was during my time as FM at London Metropolitan University. I was in the area during the 7 July 2005 London terrorist attacks. We experienced a challenging evacuation programme, particularly as the police were reluctant to let anybody leave the office and take to the street. There were also issues with communications as many networks were jammed. My office overlooked Aldgate tube station, and as a result many of the front page photographs you would have seen on the likes of The Telegraph were taken from my balcony.

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

I believe there is a lack of self-confidence to articulate what defines facilities management, particularly when differentiating itself from other industries. If FMs are viewed as professionals on a level with chartered accountants, it will help raise the profession’s profile at board level. It would be a good step forward.

Joanna Saward (right) has joined Mace Macro International in Dubai as business development manager. Saward, who moves from Duserve FM, is a founder of the Dubai networking group, Women in FM. Saward has also worked for Budge Recruitment and Modus, providing FM throughout Dubai, the UAE and the Middle East.

Seddon Property Services has appointed Paul Maghie as national business development manager.

Maghie joins Seddon from construction, maintenance and

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How do you think facilities management has changed in the last five years?

There has been a gradual shift to flexible working – however it hasn’t completely materialised, as progression ebbs and flows with the economy.

The recent economic downturn has forced professionals to think about standards within FM. Which FM myth would you most like to end?

FM isn’t a profession as such; it is a disjointed occupation. FM is as old as buildings. People have a conceptual understanding of what an accountant or architect is, but not an FM. What’s been your career high point to date?

I managed the procurement on the design and build team for HMP Featherstone 2, a new build prison in the west midlands, from start to finish. It was the first public sector prison to be built since HMP Belmarsh, and the procurement was completed on time and for £40 million below the construction budget.

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

I have been fortunate enough to teach FM at graduate level, and while higher education is great it’s not for everyone. Learning is all about understanding FM in context, especially the commercial drivers. The BIFM qualifications have really stepped up in recent years, and regardless of the route you take you need to devote time and energy to the learning process.

refurbishment business the Broadley Group where he was development director. He heads Seddon’s team of regional business development managers and its telemarketing team.

City caterer Lusso has appointed Simon MacFarlane (above) as director of operations. MacFarlane joined Lusso from Bite Catering where for two years he was director of operations and sustainability, looking after clients in the City and south east.

Lusso, part of CH&Co, has clients in the media and banking sectors.

Clugston Developments has appointed Nick Child as development director and Andrea Morley (right) as development manager. Clugston Developments has interests in construction, logistics, facilities management as well as property. Morley comes from a family construction business and has experience in property surveying, estate management and property development in the professional and retail sectors. Child joins Clugston from a York-based development company, where he was a director.

www.fm-world.co.uk

09/01/2013 13:41

FM NEWS

Call Richard York on 020 7880 8543 or email richard.york@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

FM innovations ▼ Brighten up with Toolstation’s LEDs Toolstation has just launched its latest catalogue with a whole range of new LED lighting products to brighten up the winter. LED lamps provide much longer life and energy saving compared to traditional or halogen lamps, and Toolstation has launched a new selection of LED torches, site lights, brick lights, emergency lights and downlights.

There’s a great range of high quality torches from LED Lenser, such as the Police Tech Focus Torch, with a patented advanced focus system, aircraft-grade aluminium casing, and a 115 lumens output, priced at £32.98. There is also a generous £40 saving on a top brand Makita 18V combi drill, with 3.0Ah Li-Ion battery, 22 minute charger and case, now priced at only £149.98.

T: 0808 100 7221 for catalogue orders W: www.toolstation.com

▲ Sercon cleans up with double win

▲ Eurosafe secures Glasgow contract

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

Eurosafe Solutions has won a contract to test and inspect the fall protection system on a block of apartments overlooking the Glasgow Riverside Museum and its iconic tall ship.

The contract will see Eurosafe Solutions carrying out testing and inspection of the Latchway Constant Force, single-point man anchor on the roof of the apartment block on the banks of the River Clyde, Govan.

Eurosafe Solutions has over 20 years’ experience in the installation, testing, inspection and monitoring of fall-protection systems. The company has among its customers some of the UK’s major buildings, including the O2 Arena, The Millennium Stadium, Manchester Evening News Arena, Gatwick and Heathrow Airports and the Emirates Stadium.

W: www.eurosafesolutions.com

▼ Toshiba’s VRF AC system sets standard Toshiba’s latest generation of super heat recovery VRF air conditioners, the SHRM-i series, is the most efficient on the market at part-load conditions.

The new Toshiba system boasts a world-beating EER of 6.02 and COP of 5.63 at 50 per cent load (8hp unit). This translates into a Seasonal Energy Efficiency Rating (SEER) of 8. Unlike other makes, which share inverters between compressors, Toshiba uses up to three super efficient DC twinrotary compressors in each outdoor unit, with dedicated vector-controlled inverters.

The advanced technology results in a starting current of just 1 Amp per system, a big advantage where the power supply is restricted.

E: general.enquiries@toshiba.ac.com W: www.toshiba-aircon.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

www.fm-world.co.uk

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10/01/2013 14:32

APPOINTMENTS for more information email jobs@fm-world.co.uk

Join the evolution Cleaning Manager At Not Just Cleaning we are one of the fastest growing Support Service organisations in the Southeast and due to continued expansion we require additional Account Managers.

We are committed to doing things differently by investing heavily in qualified and skilled people and maximising their effectiveness through our award winning technology. We are seeking self-motivated, experienced, proactive Account Managers to deliver Cleaning and Support Services to prestigious contracts in London, South East and M4 Corridor respectively. We are looking for individuals who are passionate about Support services, can demonstrate management experience in Cleaning and the consistent achievement of customers’ requirements.

We are committed to providing a competitive salary and benefits package.

To apply for this position please forward your CV and covering letter, stating career and salary expectations. Previous applicants need not apply.

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

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10/01/2013 12:19

Looking for career progression in 2013?

Shopping Centre Manager Edinburgh £30,000 - £36,000 An experienced Centre Manager is required to run a shopping centre in Edinburgh on behalf of a well known managing agent. The suitable applicant will have a firm grasp of all elements of shopping centre management including management of outsourced contractors, setting and managing service charge budgets, leading on-site personnel and driving centre performance through close liaison with the tenants. This position requires a self-starter with an excellent knowledge of health and safety and statutory compliance within the shopping centre environment. NEBOSH and MBIFM certification are both desirable.

Ref: 154601

Senior Operations Manager Location: flexible c. £60,000 Our client is looking to employ a high calibre Senior Operations Manager with a cleaning focus. You must have a strong cleaning operations background coupled with experience in managing total facilities management. This new role is key in the management of teams across various contracts within the commercial sector with a multi-site focus. You will have excellent people management skills, be good at motivating teams directly and indirectly, as well as being able to come up with high-quality customer service plans for a range of clients.

You will ideally come from an established FM provider and will have experience within a similar role.

Ref: 1258540

Offices globally www.cobaltrecruitment.com Please apply for any of the above roles by emailing apply@cobaltrecruitment.com or call 0207 478 2500 to speak with Claudio Rojas or Ryan Coombs quoting the relevant reference number.

44 | 17 JANUARY 2013 | FM WORLD

FM New appoints170113a.indd 44

The power of people

jobs.fm-world.co.uk

10/01/2013 14:42

APPOINTMENTS

KING EDWARD VI SCHOOL SOUTHAMPTON

www.kes.hants.sch.uk

Head of Operations Full Time (52 weeks)

Up to £55k + beneӾts including Ӿnal salary pension and relocation allowance Reporting to and deputising for the Bursar, this new senior role has direct responsibility for the integration and management of our multi site facilities team, transport, and health and safety within the King Edward·s strategic facilities and operations plan. You will be numerate with demonstrable commercial acumen, and possess good interpersonal and communication skills together with a proven track record in: • the management of diverse building and maintenance projects • the production of timely, high quality reporting to Board level • the ability to initiate and drive eԀciency change For details of the job description, person speciӾcation and how to apply, please visit our website at http://www.kes.hants.sch.uk/ job-opportunities/non-teaching-vacancies or contact the Bursar·s PA on 023 8079 9208.

Closing date for applications by email or post: midday 12 February.

Interviews: 26 February.

We are committed to safeguarding and promoting the welfare of children; applicants must be willing to undergo child protection screening appropriate to the post, including checks with the Criminal Records Bureau and past employers.

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10/01/2013 12:30

the

natural choice in FM recruitment

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

jobs.fm-world.co.uk

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10/01/2013 17:23

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

A STAND UP KIND OF GUY Given just how much work revolves around sitting at desks, staring into screens, it's encouraging to read a story about how the pressure on office space could be relieved in the most basic of ways – by the simple method of getting everyone who can to work standing up, suggests John Buckley, who lectures on exercise physiology in the Department of Clinical Science and Nutrition at the University of Chester. Buckley suggests that FMs should seriously consider installing stand-up desks.

“These desks are available now,” says Buckley. “Of course, introducing them into an office environment would be a culture change; when people think of a job, they think of a sit-down desk. give them a stand-up desk and you might get a funny look.

But you’re already seeing them in libraries and in schools. They keep people alert, stop them from falling asleep and can improve productivity.”

Various studies claim that the modern office worker’s sedentary lifestyle is increasingly making for a health hazard, and according to Buckley, “humans are designed to stand up and keep moving."

Naturally, FMs will appreciate the potential problems, not least the need to cater for disabled workers.

Yet here is another great example of how a seemingly dramatic change in workplace design may not, in reality, be so dramatic. Workers who already take to the gyms in their lunch hours or build exercise into their daily commute may not be as averse to standing up on the job as we think.

It's obviously not for everyone, but standing up in the office may indeed stand up as a new way of working.

TIME TO GET THINKING ABOUT THINKFM This year's ThinkFM conference takes place on 10 June 2013 at the Royal College of Physicians in London. It has the theme, ‘The Leadership Challenge raising our game, making our case, realising our value’.

Development of a ‘mission task ethos’ and methods for delivering facilities management ‘across national and cultural boundaries’ are among the topics that have already been proposed as presentations.

Proposals for the three hubs, which are known as talent, performance and relationships, also include talks on ethical leadership, what makes a good leader, and how to raise FM’s profile among other

principal business functions in an organisation.

But while suggestions for content have already been received from a variety of sources, organisers are understandably keen to hear from anyone involved in the institute about the issues they would like to see addressed. As well as focusing on the key topics and trends of the day, dealing with issues that operational FMs themselves say they are facing on a day-to-day basis is also important. Fortunately, there's still time.

The deadline for submissions is Friday 8 February, which gives you three weeks to get your proposals across. Go to tinyurl.com/thinkfmsubmissions

"Social media is truly everywhere in people's lives. We are literally taking our phones with us to the bathroom and connecting" Dierdre Bannon of research firm NM Incite claims that 25 per cent of people aged 25 to 34 access some form of social networking sites via their mobiles during washroom breaks

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