2013-01-31 FMWorld

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 31 JANUARY 2013

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ALL SYSTEMS

FM launches BAE Systems towards a BIFM Award

CASE STUDY:

Every little helps at Tesco’s retail distribution centre in Daventry

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Total

All waste streams steams collected collected by by one one contractor All major container types provided All major container provided Legislation guidance LegislaƟon advice and guidance Mixed collections Mixed recyclables recyclables collecƟ ons Energy landfill Energy from Waste - diversion from landĮ ll Depots south of of England England Depots throughout throughout the south Confidential waste ConĮdenƟal waste Hazardous waste waste Clinical Clinical waste

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Grundon Waste Management Limited, Tel: 01753 764959 Email: info@grundon.com

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VOL 10 ISSUE 2 31 JANUARY 2013

CONTENTS

7 | MoD in water saving deal

16 | Steve Cole, BAE Systems

20 | Tesco’s Daventry RDC

NEWS

OPINION

FEATURES

6 BSA urges swift action to prepare for planned super-prisons 7 MoD seeks water-saving measures in new contract agreements 8 Project of the fortnight: Spaceport America 9 Think Tank: are stand-up desks a viable option for the typical workplace?

10 Business news: Graeme Davies on how NHS contracts favour larger FM players 11 Tri-trust hospital FM deal set to go live by March this year 12 JLL takes on the global integrated FM for HSBC

14 Perspective of a facilities manager: Finbarr Murray’s Christmas peak with the NHS 15 Five minutes with Women in the City award winner, Rebecca Stevenson of RBS 42 No Two Days

24 | Working environments

16

BAE Systems: David Arminas meets Steve Cole, whose facilities operation at BAE Systems’ Farnborough is saving the company £1m per year

20

Tesco’s Daventry: Martin Read finds how FM is making important incremental improvements to operations at Tesco’s new distribution site

24

Working environments: Employee efficiency levels depend on several key conditions, such as heat, light and space, finds Elisabeth Jeffries

28

Laser surveying: New laser scanning equipment can be used effectively to model existing buildings, says James Richards, but is no ‘silver bullet’

MONITOR 30 How to: Joe Cilia explains the best way to specify partition systems 31 Technical: Andrew Bowden looks at maintenance’s role in cutting energy use 33 What’s in it for me: The ‘dos and don’ts’ of networking and how it can build your career

REGULARS 34 BIFM news 37 Diary of events 38 People & jobs 39 Products 40 Appointments

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WWW.BIFM.ORG.UK/AWARDS2013 AWARDS@BIFM.ORG.UK

HEADLINE SPONSOR

@BIFMAWARDS

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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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t what stage in its development should an organisation deploy a dedicated facilities manager? Perhaps the obvious answer is: ‘When it has a facility to be managed’. If this were true, an FM should be present in any organisation occupying any place of work, regardless of its size.

Another criteria could be: ‘when the organisation embarks on its first expansion into a new facility’. This ties the requirement to a critical stage of an organisation’s development via a neat (if rather blunt) determinant about when precisely that is.

Or perhaps an FM should be hired ‘when the organisation needs to comply with its first workplace regulation’, for which I refer you back to that first suggestion.

And, of course, there’s always ‘when it reaches a total of (arbitrary figure) employees’, in which case we’ll all be hiding under our desks and banging our heads against the worktop, trying desperately to avoid calculating the exact figure. Clearly, there are lot of potential answers, but no single one seems definitive.

Of course, we all know that, in fact, the functions of an FM are conducted from the day an organisation starts trading. But from that same organisation’s perspective, where’s the pressure to look again at who actually does this vital work? If there’s no line, no ‘biting point’ at which the role becomes a formal requirement, we have to rely on a jumble of worthy but typically transient project and compliance issues – some the result of unforeseen crises – to move the issue ‘front of mind’.

So seeing as that’s such an inexact science, perhaps we should take another look at that ‘number of employees’ idea. We might all agree that setting such a figure would be ridiculous, but from a promotional perspective,might there not be some value in coming up with one that we could all use? Something to spark a wider debate about the status, importance and skillset of this multi-faceted role?

Elsewhere, the law determines at which point an organisation needs an accountant.

Accordingly, no one questions the value of the accountancy profession. Can we really expect the wider business world to bracket FM alongside such professions when there is no formally accepted trigger point at which FM is declared mission critical?

Yes, FM begins with an organisation’s very first employee. Yes, it’s not just about the facility, it’s about an organisation’s need for business support, sustainability credentials and commitment to workforce. But do any of these sugary words really help someone who’s new to FM? An important person who’s just a bit busy for all this ‘added value’ stuff right now and who could really use a simple number – ANY number – to latch on to?

Let’s just magic one up: 50 employees.

So at 50 employees, you, Mr. Managing Director, require a dedicated FM. It doesn’t matter what the science behind it is, it just matters that there’s a figure to work with. Because when such a figure exists, might it not offer an immediate basis for comparison?

Something to personalise the issue, and allow the reader to make calculations about their own requirements?

Contentious? Of course. Unworkable?

Probably. But 8 out of 10 people really do respond positively to figures…

A

“From a promotional perspective,might there not be some value in coming up with a figure that we could all use?”

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OUTSOURCING

SHUTTERSTOCK

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PA

outsourcing for five prisons.

Along with the new prison, Grayling said four house-blocks will be built at four other prisons: HMP Parc in South Wales, HMP Peterborough in Cambridgeshire, HMP The Mount in Hertfordshire and HMP Thameside in London.

The new house-blocks will hold up to 1,260 prisoners and replace older, expensive-to-run prison capacity.

The Ministry of Justice said it will close the prisons Bullwood Hall in Essex, Canterbury, Gloucester, Kingston, Shepton Mallet and Shrewsbury, with some accommodation at HMPs Chelmsford, Hull and the Isle

HMP Parc and justice secretary Chris Grayling

and more expensive facilities.”

The programme is expected to save £63 million a year, the government said. A statement from the Prison Officers Association (POA) condemned the closures, saying prisoners will be transferred to already overcrowded and volatile facilities.

“The policy of prison closures endangers the safety of the public, custodial staff, prisoners and visitors to prison establishments,” the POA said.

of Wight also shut down.

“We have to bring down the cost of our prison system, much of which is old and expensive,” Grayling said. “But I never want the courts to be in a position where they cannot send a criminal to prison because there is no place available. We have to move as fast as we can to replace the older parts of our prison system. That’s why we are moving ahead with immediate plans for new prison capacity, as well as closing older

London hospitals welcome £115m boost Around £115 million will be invested in three hospitals serving local people across Barnet, Enfield and Haringey.

The funds will improve the facilities at Barnet Hospital, Chase Farm Hospital and the North Middlesex University Hospital, according to a statement from NHS Enfield.

The North Middlesex University Hospital in Haringey will receive £80 million from HM Treasury in agreement with the Department of Health for refurbishment. It will also build a new women and children’s centre in the borough.

Nearly £35 million has also been agreed by NHS London to expand A&E services and maternity services at Barnet

PA

The government’s planned new super-prison is an opportunity to showcase the best of British outsourcing capabilities, the head of the Business Services Association (BSA) said.

“The government mustn’t dither in getting together a mix of public, private, third sector and voluntary groups to ensure the facility will be the most modern, efficient, effectively run prison in the UK,” BSA chief executive Mark Fox told FM World.

Justice Secretary Chris Grayling announced last week that the government would soon start feasibility work on the 2,000-inmate jail that would be Britain’s biggest prison.

Fox said the prison shouldn’t become a factory for helping to improve the skills of the inmates, but a place for ensuring rehabilitation is the prime goal.

Locations under consideration are London, the north west and north Wales.

The government hasn’t ruled out the possibility of outsourcing the running of the new prison.

A justice department spokesperson told FM World it is too early to say if the prison will or won’t be outsourced.

The coalition government’s decision comes almost four years after the Labour government scrapped plans for three 2,500place, so-called titan-prisons in favour of five 1,500-capacity jails.

Grayling’s announcement, which included a statement to close several smaller prisons, also comes as the government is in the final stages of a major

ALAMY

BSA urges swift move to plan super-prison

Hospital. The funds will go towards new assessment units for children and older people at Chase Farm, Enfield.

Health minister Lord Howe said: “The development plans for North Middlesex hospital will help deliver many improvements for patients by bringing out-of-date facilities up to state-of-the-art standards.

“The business case represents good value for money and I look forward to seeing the trust’s plans progress.”

Medical director for Barnet and Chase Farm Hospitals NHS Trust, Ian Mitchell, said: “This is very welcome news. Clinicians have long argued that healthcare in Barnet, Enfield and Haringey needs to be revitalised in order to provide better care to local people. Modern facilities are not only more pleasant for patients, they enable healthcare professionals to provide highquality care more efficiently.

“This investment in the local healthcare system will give local patients the improved high-quality healthcare services that they deserve.” www.fm-world.co.uk

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NEWS

BRIEFS HSE consultation call

ALAMY

MoD deal seeks water-saving measures The Defence Infrastructure Organisation (DIO) has announced that it is to include utilities management as part of future prime regional contracts.

Successful bidders are currently providing hard FM services, mainly for maintenance and repairs to the built estate. But under future contracts, contractors will also be responsible for reducing the amount of water that is consumed in UK military establishments, doing so as part of a utilities management service.

The Ministry of Defence (MoD) is said to consume over 17 billion litres of water per annum across its

to propose ‘spend-to-save’ measures to water infrastructure, such as sanitary facilities and plumbing installations.

Matt Foley, head of DIO Utilities, said: “With several hundred thousand personnel living and working on one per cent of British landmass, we have an imperative to minimise water usage, particularly in regions where water is in short supply.”

Mark Grant, the DIO’s head of bext generation estate contracts (NGEC) development, said: “We recognise that water consumption is as much about behaviour as infrastructure.”

260 main defence establishments, 140 training sites and 49,000 military homes, according to a statement from the DIO. Under UK ‘Greening Government Commitments’, the MOD has set a target of reducing water consumption by seven per cent on the estate by 2016, relative to 2010/11 levels.

Each prime contractor will be required to track real-time consumption of water, feeding flow data into a central DIO bureau and monitor undue increases or deviation from standard consumption patterns.

Contractors will be expected

SALARY SURVEY 2013

FM World has launched its annual salary survey, with BIFM members and site visitors again invited to take part in this important research.

The 10-minute questionnaire asks about salary, bonuses, benefits and the critical issues that matter most to FMs in the development of their careers.

Last year’s survey found that the average facilities professional in the UK made approximately £46,500.

Around 40 per cent of in-house FMs earned over £45,000 in 2011, although this figure was dwarfed by the 57 per cent of FMs working for service providers earning more than £45,000.

Education proved an increasing factor in an FM’s salary: 49 per www.fm-world.co.uk

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ISTOCK

FM World opens 2013 Salary Survey

cent of in-house FMs with a postgraduate qualification earned over £45,000, compared with just 33 per cent of non-post-graduates earning past the same threshold. It is a similar story for FMs employed by a service provider (22 per cent of post-graduates in the field earn

more that £75,000, compared to 6 per cent of non-post-graduates.

When compared with the 2011 survey, there was a drop in the number of respondents whose salary has remained the same (from 36 to 27 per cent). The number of people reporting an increase of between 1 and 2 per cent went up (40 per cent compared to 37 per cent last year).

As an incentive, readers who take part in the survey will be entered into a free draw to win £250. The name of the winner will be published alongside the results.

To take part in the FM World Salary Survey 2013, visit the FM World website at www.fm-world.co.uk

The Health and Safety Executive (HSE) is looking for comments on a draft code giving local authorities a bigger role in directing inspection and enforcement activity.

The National Local Authority Enforcement Code has been developed in response to Professor Ragnar Löfstedt’s report Reclaiming Health & Safety For All, published in November 2011.

His report reviewed health and safety legislation and suggested that local authorities be given more responsibilities for H&SE overview.

A response document can be downloaded here: tinyurl.com/ HSEconsult. Once completed, send it to the Local Authority Unit of the HSE at: lau.enquiries@ hse.gsi.gov.uk

CSSA chief steps down Andrew Large, chief executive of the Cleaning and Support Services Association (CSSA) is to leave the organisation this summer.

Large is the second-longest serving chief executive in the CSSA’s history, having been in post since 2006. He is to leave the sector entirely to become head of the British Poultry Council.

Under Large, the CSSA has launched a series of initiatives to highlight the value of the cleaning service and promote best practice in staff remuneration.

CIBSE open letter The Chartered Institution of Building Services Engineers (CIBSE) has joined membership organisations from across the construction, property and infrastructure sector in calling on government to do more on environmental issues in the built environment.

In an open letter sent on Friday to the Chancellor of the Exchequer, the organisations outlined what they saw as policy actions that would lead to “smart regulation that can provide clear direction.”

These include better incentives around the Green Deal and a reinstatement of its consequential improvements.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Stand up and be counted in the office

Spaceport America cuts a dramatic shape in the New Mexico desert

Next stop… space In December, BIFM chairman Ismena Clout had the opportunity to tour what is now a fully fledged, if not quite fully occupied, commercial spaceport. Here’s her report: Exciting things have been happening in the desert of southern New Mexico. Not much happens in the town of Truth of Consequences (ToC), but all that changed in 2006 when it was announced that the world’s first commercial spaceport was to be built just a 45-minute drive south of the town. New Mexico’s government took the gamble in the hope of securing a lease on the facility from Virgin Galactic, which intends to offer commercial space trips. (400 individuals have thus far booked up for the trips when they commence.)

There are few spots on earth as suitable for a commercial space travel facility as the desert outside ToC. It’s in the US; there’s an average of 28 days a month of sunshine (and thus no bad weather to interfere with schedules); and, most importantly, very few aircraft flying overhead. The White Sands Missile range, situated next door, has a no fly zone above it.

As you near the site, the main terminal building rises from the dirt like some form of organic, futuristic space colony straight out of a science fiction blockbuster. The design brief was for the facility to be in keeping with the area and Norman Foster architects have done an amazing job of capturing the excitement and glamour of space travel while blending the facility into the surrounding, wide open space.

The terminal building has achieved LEED Gold certification, becoming one of the largest commercial structures to do so. It contains what are described as ‘earth pipes’ to chill or heat the air using the earth’s temperature and several solar panels. Underfloor cooling and heating is also deployed, as is natural ventilation.

At present the site has just two buildings – a main Gateway building (as Richard Branson has christened it) and a smaller, dome-shaped building that serves as the Spaceport Operations Centre, or SPOC (so now you know there’s a StarTrek fan involved in this project somewhere).

This building, which is owned and operated by the state, will house the emergency rescue services, medical centre, office and mission control.

Virgin hopes to run its first suborbital space trips later this year.

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If a stand-up desk was good enough for Ernest Hemmingway and Winston Churchill, it’s good enough for today’s office worker, a university professor claims.

John Buckley, an exercise physiologist, said office design could move ‘back to the future’ and allow standing desks to be introduced as a healthy alternative to the ubiquitous sit-down variety. Monks used to use them for their scribing work.

Stand-up desks have the potential to improve employee health and increase their productivity, according to research by Levine, Schleusner and Jensen published in The American Journal of Clinical Nutrition.

Buckley calculates that by working at a stand-up desk for three hours a day, people will burn an extra 144 calories daily, compared to sitting at a desk, with no other change to his or her job or leisure time activities.

It may not seem like a lot, but over a year, it equates to more than 30,000 calories or eight pounds of human fat, estimates Buckley.

Leadership crucial in driving sustainability The head of environmental sustainability at University College London (UCL) has said that developing a sustainability culture requires “leadership and accountability”.

Richard Jackson was addressing an audience of facilities managers at a BIFM Sustainability special interest group meeting. He said “enthusiastic drivers of change” are a key element in driving a workforce’s perception of sustainability. To engage that workforce, it is also important that such drivers of change are given a sense of accountability, “then they feel they ‘own’ the targets,” he explained.

“We need leaders in different departments who are willing to take on challenges and develop programmes.”

Jackson’s opinion is that energy management should be a “key component in the procurement and tender process” as this would “challenge contractors to focus on the issue and raising standards”.

BIM seen as ‘key agent for economic growth’ The chief construction adviser to the government has told a gathering of young construction industry professionals that building information modelling (BIM) is a “key agent for economic growth”.

Peter Hansford was speaking at the launch of a new networking group formed under the auspices of the Construction Industry Council’s 2050 Group. Hansford said that BIM would also be an important factor in the government’s newly announced industrial strategy for construction, which is due for publication in the summer.

Hansford pointed to the success of the Ministry of Justice’s BIM Cookham Woods prison project: “A Level 2 BIM model has already been tested by the Cookham Woods project, where an £800,000 benefit has already been unlocked during the project’s procurement stages.

“We are not only interested in BIM from a technology viewpoint,” he continued, “but also as a catalyst for a more collaborative and efficient way of working.

SIA appoints Bill Matthews as chair The Security Industry Authority (SIA) has appointed Bill Matthews as acting chairman.

Matthews succeeds Ruth Henig, whose fixed-term appointment came to an end this month.

Matthews is also volunteer chair of the independent charity Crimestoppers in Scotland, the National Trustee for Scotland of the BBC Trust and, in November 2012, he became a member of the British Transport Police Authority. Since 2008, Matthews has served as the Scottish board member of the SIA. www.fm-world.co.uk

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THINK TANK

More space for meeting on the go 21%

More enclosed meeting room space 12% Less space 21%

WE ASKED 100 FMS… Are FMs offering their organisations the right office space options? Which workspace issues are most important to you?

Nearly half of the FMs in FM World’s latest poll believe that their office needs more space for collaborative working.

In response to a university professor extolling the virtues of a stand-up desk, the FM World newsdesk turned its attention to office design and to which spaces are of most importance to FMs and their organisations.

One respondent disagreed with the plurality, suggesting that it isn’t lack of space that’s the most pressing issue.

“There is something of an inherent perception in most organisations that there are not enough meeting rooms. However, in a lot of cases, this perception is simply not true. It simply stems

from the experience of a room of the right size not always being available at exactly the time it is required.”

Another FM furthered the debate by pointing to the many companies that are contracting out office space to save on property costs, suggesting that optimising the use of existing office space should come before any re-fit or re-design is considered.

Another respondent concurred, heeding the call for balance before any radical changes are implemented.

“I’d like to see a lot more mixed space solutions recognising that there are a range of needs, including those of the folks that still require a fixed

More space for different departments to meet 46%

workspace every day of the week.”

Flexible working is clearly an ever-growing issue for FMs and its importance was once again underlined in this poll.

“I try to promote greater use of more flexible space, as this tends to release a little of the pressure on formal meeting space and helps push back against the perception of insufficient meeting space,” commented one respondent.

John Buckley, a lecturer in exercise physiology at the University of Chester, claims that stand-up desks have the potential

to improve employee health and increase their productivity.

This stirred up a debate among the FM 100. One commented: “I believe there should be more informal meeting and working spaces, including stools and high tables for perching, but nothing as niche as a stand up desk!“ Another FM pointed out that stand-up desks may not comply with health and safety regulations.

“It would be interesting to get the perspective of a Workstation Risk assessment provider,” suggested the respondent.

ISTOCK

Cleaners face increased BRE’s Solar Centre to boost UK’s renewables risk of asthma A study by Imperial College London has found strong evidence that those working in cleaning, or with cleaning products, display a risk of developing asthma.

In a report published in the journal Thorax, researchers followed over 9,000 people born in Britain in 1958. They found that risks in the workplace were responsible for one in six cases of adult-onset asthma. 18 occupations were linked with asthma risk, four of which were cleaning jobs and three were likely to involve exposure to cleaning products.

Dr Rebecca Ghosh at the National Heart and Lung Institute at Imperial, who led the study, said: “Occupational asthma is widely under-recognised by employers, employees and healthcare professionals. Raising awareness that this is an almost entirely preventable www.fm-world.co.uk

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disease would be a major step in reducing its incidence.”

Malayka Rahman, research analysis and communications officer at Asthma UK, said: “This has highlighted a new group of people, working in occupations related to cleaning, such as cleaners or homebased personal care workers, who may have developed adult onset asthma due to exposure to chemicals they work with on a daily basis.”

The Building Research Establishment (BRE) is set to open its new National Solar Centre in St Austell, Cornwall.

Opening in April 2013 and funded by the EU, Cornwall Council and the Department of Energy and Climate Change (DECC), its aim will be to research cost minimisation and increase industry confidence in solar energy.

The centre will aim to support development and understanding within the marketplace of the opportunities available using solar photovoltaic systems (PVs), engaging with businesses outside the traditional scope of the industry.

The government has targeted an increase in UK solar power capacity from 1.4gw to 20gw by 2020.

BRE director Nick Tune said:

“We have a real opportunity here to drive the uptake of solar PV. The sector has seen a dramatic reduction in installed costs by up to 50 per cent from 2010-2012.

“The centre will help the sector deliver further reductions so solar PV can become competitive with other lowcarbon electricity sources.”

Energy and climate change minister Greg Barker said: “Solar is an exciting and rapidly growing clean, green source of power and has a valuable part to play in the UK’s energy mix.”

The location for the centre was chosen primarily because over 55,000 solar PV installations are based in the south west of England, a UK majority. The centre will also provide direct support for small and medium businesses in Cornwall.

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ANALYSIS

NHS contracts favour larger FM players GRAEME DAVIES newsdesk@fm-world.co.uk

Despite regular headlines about NHS trusts running into financial difficulty, there is plenty of evidence that chunky contracts are still being signed with private sector operators, particularly those from the world of facilities management.

Indeed, it is precisely those financial difficulties that continue to push trusts into seeking money-saving outsourcing deals.

The latest such deal in this sector saw Interserve take on all of the FM services for three hospital trusts in Leicestershire this month (see page 10).

At up to £700 million, the deal is one of the biggest the health sector has seen.

This highlights the continued potential of the health service for private sector operators, particularly those on the scale of Interserve. These operators are well-placed to provide the full range of services, as increasingly cash-strapped trusts try to get the maximum bang for their buck.

And funding in the NHS is clearly an issue with a number of trusts labouring under hefty debts, many built up during the private finance initiative (PFI) building splurge carried out

under the last government. As an increasing number of hospital trusts merge in an attempt to make savings, it is likely that the larger players will see big opportunities continue to come their way.

Indeed, the trend towards merging hospitals and trusts continues to gather pace despite evidence, or arguments, that mergers do not always provide the expected benefits in terms of cost saving and value, or even an improvement in service delivery.

Recently published research by the University of Bristol analysed more than 100 hospital mergers between 1997 and 2006, a period when around half of the UK’s general hospitals experienced mergers. The findings showed that hospitals ended up with bigger deficits post-merger and that waiting times for treatment actually rose, suggesting that big is not always better and that mergers can have a detrimental effect on

Contract wins

NEW BUSINESS ESS Support Services, part of Compass Group UK & Ireland, has won a contract with the Defence Infrastructure Organisation (DIO) to provide a range of soft services to the Ministry of Defence (MoD). The contract, which begins on 1 May and is worth £57 million over three years, will also see ESS providing services including catering, mess and hotel services, cleaning, waste management, stores and logistics, motor transport and personnel and administrative support. In total, the contract will serve 15,000 customers across 12 MoD sites in the south west of England.

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Circle Housing Group has appointed Keepmoat and United House to provide responsive and planned repairs respectively in its southern region.

The contracts, initially for five years with the option of a further five years, are worth up to £220 million and £300 million respectively.

Elior UK has won a 10-year contract extension for national Welsh museums at three sites: the National Museum and St Fagans National History Museum in Cardiff, and the National Waterfront Museum in Swansea. The deal, worth £28 million, will see the contract caterer continue to provide catering at

the three sites, extending the contract won in 2006. The win follows a £26 million investment from the National Lottery to redevelop St Fagans as a tourist destination.

NG Bailey has won a facilities services contract with law firm Eversheds. The five-year contract, worth £2.4 million, will see NG Bailey’s facilities services division provide mechanical and electrical maintenance services to Eversheds’ sites across the UK. The win follows a three-year maintenance deal with law firm Linklaters.

Hammersmith & Fulham Council has awarded Mitie a £30 million contract for planned maintenance on more than 7,500 homes. The work, which starts in the London borough in March, includes maintenance of the external fabric and fixtures of buildings, including windows, doors, roofs, walkways, external walls and cladding. Work to communal areas includes testing and repair.

competition on a local basis. This was borne out by recent news that a proposed merger between Poole Hospital and Royal Bournemouth & Christchurch Hospitals has been referred to the Competition Commission to consider its effect on local competition.

In fact, better-performing hospitals can actually be compromised by a merger with under-performing institutions.

Consider the case of the South London Hospitals Trust, which has run up monster debts and effectively been placed into ‘special measures’ by the government. Plans are afoot to dissolve the trust and merge one of the troubled hospitals, The Queen Elizabeth Hospital in Woolwich, with Lewisham University Hospital, a financially viable site that is not currently part of the merged trust.

This has caused some local anger – under the proposals Lewisham will lose its maternity and emergency departments.

The same plan would see King’s College Hospital in Camberwell take over the Princess Royal University Hospital in Bromley.

The costs of the reorganisation have been put at an eye-watering £1.1 billion over the next few decades. It seems inevitable that cost savings will be sought across the various London trusts as they try to implement this plan. This could open up opportunities in areas like FM, where cost savings can be relatively easy wins.

All this suggests that big wins are still possible for FM companies in the health service.

But it remains a sector in flux, especially with the planned changes in funding that are due to come into play later this year.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

24/01/2013 13:12

BUSINESS BRIEFS

Triple task: hospital FM deal set for March A £700 million, three-hospital total FM contract is kicking off on 1 March, when 2,000 staff transfer to Interserve.

The seven-year deal, as reported by FM World in September last year and finalised this month, sees Interserve taking over FM at Leicestershire Partnership NHS Trust, University Hospitals of Leicester NHS Trust and the Leicester City, Leicestershire County and Rutland Primary Care Trust Cluster.

Staff transferring are a mixture of in-house and people working for private suppliers, Andrew Chatten, head of estates and facilities at University Hospitals

REX

Derwent’s student focus of Leicester, told FM World.

Services include catering, cleaning, maintenance and security across more than 550 NHS buildings and properties, totalling 490,000 square metres (nearly 5.3 million square feet).

“It’s an ambitious project and took two years to set up,” said Chatten, “It’s also possibly the first of its kind in the healthcare sector. It covers all FM at the hospitals, with the exception of some specialist work such as lift management and maintenance of gas and other utilities.”

The deal is essentially a framework contract worth up to £700 million over the seven years,

said Chatten. About £400 million of that has been earmarked for total FM for the three hospitals under the framework’s Lot One section.

Lot Two is for ‘estates transformation’ and is worth around £300 million. Interserve doesn’t have exclusivity on it and other suppliers can be brought in.

Work includes FM consultancy, business case development, procurement and construction.

“A major hurdle for contracts of this size is ensuring communication between the provider and all the stakeholders,” said Maria Kitching, director of mobilisation and transformation for Leicestershire.

Sutton acquisition boosts BAM FM’s profile BAM Construct UK has acquired FM services provider Sutton Group and its subsidiary company Sutton Maintenance.

The acquisition is part of BAM’s plans to “play an increasing role in the management of customers’ construction and infrastructure assets in our European home markets,” declared Nico de Vries, chairman of the executive board of BAM Construct UK’s parent, Royal BAM Group.

“The strategic acquisition of asset management companies like Sutton is an important part of the Group’s Strategic Agenda 2013-2015.”

BAM expects the acquisition to add around £13 million to its www.fm-world.co.uk

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Nico de Vries of Royal BAM Group

turnover from FM activities, with the company taking on more than 100 employees as a result of the purchase.

Sutton Group was established in 1978. The company and its subsidiaries provide hard and soft maintenance facilities to retail, office and residential clients.

BAM’s own UK facilities management arm, BAM FM, provides services at more than 30 schools and is looking to expand into the private sector. BAM FM also manages commercial buildings in the BAM Properties’ portfolio.

The two companies already have a history of working together, with Sutton providing mechanical and electrical support at sites managed by BAM FM. Last year, work undertaken by Sutton for BAM was worth around £1.57 million.

The two companies also collaborated to provide FM services at some of the sites in the Athlete’s Village at the London 2012 Olympic Games.

Derwent FM is launching a second new division, Derwent Students.

The sector will focus on the company’s growing number of student accommodation contracts.

Derwent Students will concentrate on marketing and lettings, providing a one-stop shop for campus and direct-let student accommodation.

Derwent FM, founded in June 2010, has more than 10,000 student beds in its portfolio, making it the fifth-largest student operator in the UK.

First win for Vivark New facilities management contractor Vivark, the repairs and maintenance arm of the First Ark Group, has secured its first contract – a two-year deal with Knowsley Housing Trust, worth in the region of £32 million.

It will provide a range of responsive repairs services to the Merseyside social housing provider, including gas repairs and servicing, emergency call-outs, electrical testing, refurbishment, and planned, packaged and insurance works.

Dow enlarges CBRE deal US chemical giant Dow has expanded its contract with property management firm CBRE to include FM in North America and the Asia-Pacific area.

CBRE has worked with Dow since 1995 providing tenant services, relocation work and project management for its global estate. Under the new contract, CBRE will provide Dow with additional operations management as well as utility and engineering services for its 632,000 square metre (6.8 million square feet) North American operation.

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24/01/2013 13:12

FM BUSINESS IN FOCUS

ANALYSIS

JLL wins record-breaking integrated FM deal with HSBC Global bank HSBC has picked Jones Lang LaSalle (JLL) as its sole global outsourcing provider of integrated FM services.

JLL claims that this is the largest such contract, in terms of square footage, given to a single FM service provider in the financial services sector.

The global CRE services firm has been advising the banking group on

real estate since 1998. The new deal will see it managing 11,000 sites across the world, covering 58 million square foot of real estate.

“As companies demand more consistency and control over their real estate facilities, they increasingly look for a single provider that can deliver on a global basis,” said Jordi Martin, managing director of integrated

facilities management at JLL. JLL will manage the contract through its own technology

platform, which has been designed to allow HSBC to manage, compare and benchmark performance across its global portfolio.

JLL has formed an integrated global account team of experts led

by Bill Thummel, along with global managing director Chris Kiernan and global director of operations Ian King, to serve the expanded global account responsibilities for HSBC.

Interserve signs up for Navy deal

ESS is the specialist defence, offshore and remote catering and support services division of Compass Group. The new deal follows the support services group’s own contract win with the Defence Infrastructure Organisation (DIO), reported on FM World last week.

Interserve will provide administrative support services, as well as logistics and transport services at HMS Collingwood,

HMS Sultan, HMS Excellent, HMS Raleigh and the Britannia Royal Naval College, all based in the south west of England.

Brian Talbot, managing director of the defence division at Interserve, said: “We have a long history of working in partnership with ESS and the DIO so we are pleased to be awarded a contract on this exciting new project.”

The win comes as part of an

ongoing DIO project, aimed to move towards multi-activity contracts across its estate.

Interserve provides support services work at MoD bases in Cyprus, Falkland Islands, Ascension Island and Gibraltar, estimated to be worth £60 million per annum. It is also part of a joint venture with SSE Contracting, specifically created to manage the DIO’s South East Regional Prime Contract (SE RPC).

Interserve is working with ESS Support Services to provide soft FM services at five Royal Navy establishments. Commencing in May, the three-year contract is valued at £15 million in total.

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

24/01/2013 16:51

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21/01/2013 12:00 18:40 16/01/2013

FM OPINION THE DIARY COLUMN FINBARR MURRAY NHS Trust

“IT’S BEEN A REVELATION JUST HOW MUCH PLANNING GOES INTO RUNNING THE HEALTH SERVICE OVER THE CHRISTMAS PERIOD”

FM Local Consultant Authority

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

DEALIN G W ITH WI N T ER P EA K DEM A N D

inbarr Murray finds that when seasonal flu and norovirus is added to the mix, winter capacity plans in the NHS come under enormous pressure

F

With the forecast predicting severe winter weather, I can’t help but think back to the heavy snowfall I experienced last year. In trying to get home, I ended up taking an impromptu overnight stay at a hotel, having failed to get much further than four miles by road. I ended up taking the very last bed, thankfully avoiding becoming one of those commuters who spent the night in their car on the hard shoulder of the M25.

I mention this experience because, unlike my previous role in which I had no real involvement in preparing for winter (just the

University Estates

simple matter of getting home myself), in the health service it’s a very different matter.

It’s been a bit of a revelation just how much winter planning goes into running the health service over the Christmas and winter period. When most organisations wind down a little, our hospitals have a full-scale management plan in operation.

This planning is focused on a number of areas, but could be grouped into two main themes.

First, something most organisations and employers will be thinking about, too: how to maintain the

business and get staff to and from their place of work, minimising disruption. If you’re running a business with customers, you’ll doubtless be ensuring they can access your services and outlets safely.

The second theme – and the one that makes this year’s planning for me more interesting – is the unique NHS problem of managing winter capacity and winter pressures (which is at its peak between December and March). Although the winter peak in demand is generally no worse than summer peaks (in fact, A&E attendances are lower on average during the winter), the increased demand occurs alongside peaks in seasonal flu and norovirus. This means that for hospitals, a huge pressure is placed on beds and resources.

Another way of looking at this is

to view hospitals as a series of interdependent services. For example, the length of time you need to be in hospital relates to the number of staff needed to treat you, which relates to the number of clinical hours you’ll need, which in turn relates to the amount of new patients that can be accepted, which again relates to the number of staff needed.

Balancing this cycle of capacity-versus-demand is a highly complex process at the best of times; add in winter, with the difficulties of getting staff to and from work, and the pressure ratchets up enormously.

The strapline for my estates department is ‘we keep our hospitals running for you’. We’ll need to try doubly hard to make sure we stick to this promise when winter really comes.

BEST OF THE WEB Views and comments from across the web Manned security – do we still need it?

(BIFM LinkedIn group) Maureen Marden: Systems fail. Some manpower is required to ensure continual coverage.

Dave Thomas: I think it depends on the building and what is being done there. Is it single or multioccupancy? What would response times be to investigate? And does the respondee know what to do when they get there?

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Michael Travers: No one has ever ‘felt better’ after seeing a machine. They have after seeing a human.

Stephen Moore: Manned guarding still has a place in the market and I have to agree that I prefer to have a smiling face to deal with than a touchscreen or keypad. Having said that, a combination of both can reduce the numbers of security staff, saving on our ever- reducing budgets.

Rob Farman: No matter

how automated, somewhere there will be a human in the security system. It’s a bit like the Docklands Light Railway, which was supposed to be fully automated, but often has someone sitting at a set of controls under a ‘bonnet’ at the front.

Do you expect your key staff members to stay in communication when they are on annual leave? (Facilities management group)

Don Nicholson: 24/7 if you want to keep the business.

Mark Andrews: I do it so my teams have typically followed my lead, but I try to be sensitive and not interrupt holidays unless it is urgent. In my experience, in Europe people definitely tend to switch off completely when they are on holiday – much more so than in the US or Asia.

Peter Luscombe: How robust is your business

continuity plan if you have to rely on employees while on holiday?

Shelley OBrien: I do not expect my staff to be in touch during their vacation. I appreciate we all need down time and have always entrusted my staff with the operations while I am away and return the favour to them when it is their turn. Having a team that can support the business while you are away is critical at all times. www.fm-world.co.uk

24/01/2013 14:51

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BEST OF THE

FMWORLD BLOGS The benefits of flexible working Dr Nigel Oseland, workplace strategist and author I am currently helping an occupier create a new flexible working environment by facilitating the change management process to ensure staff buy in to the new working arrangements. When I presented my usual list of the benefits of flexible working (to both the organisation and the individual) their response was to ask about the ‘dis-benefits’. I took this response favourably as it means they had accepted my evidence and had moved to the potential problems.

However, they do have a point – most case studies only present the positive results and brush over the negatives.

The best way to discover what doesn’t work in flexible working is to tour flexible working environments and ask questions. I have done this for a number of years and my experience is that most flexible working environments will have niggles, but are not show-stoppers. The issues that prevent a flexible working project from being a success (or from even going ahead) are: ● Lack of buy-in from senior management, who lead by example ● A focus on culture, performance and innovation rather than on reduced space and cost (pushed by the property or FM team) ● Not fully understanding the business requirement and not aligning the flexible working strategy to it ● Setting an unrealistic workplace target rather than providing an optimum solution, for example moving from private offices to free-address agile working is a long journey ● Lack of liaison between IT, HR and FM – all policies and strategies must be aligned ● Not communicating or involving the staff, or involving a change management process Read the article in full at tinyurl.com/aqutvvm

Putting a bit more of the M into FM “Secret FM”, officeinsight.org It may well be a statement of the bleedin’ obvious, but I think it’s worth reminding ourselves sometimes that the term facilities management consists of two words. I say this because, in my experience, there is often a bit too much emphasis on the facilities and a bit too little on the management. Sometimes we look for design and product solutions to problems that can be managed in some way. You can put this down to a number of things, but mostly it’s the idea that when you are determined to use a hammer, every job looks like a nail.

When people in the workplace don’t turn off lights they don’t need, or leave taps running, it’s easy to think that the answers lie in specifying lighting controls, motion sensors and automatic shut-off taps. And you can see why these are attractive solutions. It’s because they take the human element out of the equation.

It means there is no need to tiresomely sit down with people to make them aware of any problems, ask them to change their behaviour and if they don’t, work out ways to improve the situation. However, in practice, most people are perfectly happy to go along with management initiatives to save energy and cut costs if they understand the context of a policy and are communicated with effectively.

With some issues, the best solution is based on good management rather than, or as well as, good design. For example, good ergonomics is only achievable when not only have you bought the right products, you have trained people to use and adjust them correctly and have advised them of the wider issues relating to their own behaviour.

Read the article in full at tinyurl.com/bak3pex

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Rebecca Stevenson JOB TITLE: Chair, RBS Focused Women Network, London

I was nominated for, and subsequently won, the facilities management category in the Women in City awards last year. It’s a rigorous process. You’re asked to explain your leadership impact, how your achievements have influenced your organisation, how you support the progress of women and what strategic networking you undertake, as well as how you leverage that. One reason for doing it is to raise our sector’s profile.

Having been nominated myself last year, I will nominate someone this year. I would encourage people to also nominate someone for this year’s awards. There’s a pleasure in nominating someone, and any leader will get satisfaction from seeing a person in their team succeed.

I’m spending a lot of time working out what I’m going to do next. I’ve volunteered to become a mentor (through the BIFM’s Women in FM mentoring programme), and I’ve been given a mentor to help me with my own five-year plan.

I’m the chair of RBS’ Focused Women Network.

It’s a global group, but of 7,000 members worldwide, 2,000 are here in London. My remit is to drive London strategy. Our objective is to attain, retain and develop female talent and to help in that I have a team of volunteers looking after personal development programmes, communication, and so on. We run a range of different events on managing confidence, mentoring, well-being and diversity.

The Women in the City awards recognise women nominated in each of seven categories (accountancy, financial services, insurance, legal, medicine/ healthcare, technology and facilities management).

Previous winners in the FM category include Julie Kortens of Channel 4 and Wendy Cuthbert of Barclay’s, both of whom subsequently became BIFM facilities managers of the year.

FM WORLD | 31 JANUARY 2013 | 15

24/01/2013 13:13

FM FEATURE BAE DAVID ARMINAS

ALL

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BAE

Under pressure to cut costs, BAE Sytems needed to rationalise its FM provision.

David Arminas finds how success led it to win a coveted BIFM award in 2012

SYSTEMS GO hings are bad when employees bypass the helpdesk and wander into an FM department with a piece of paper explaining what needs fixing. That was the situation in some parts of BAE Systems before the financial landscape of the defence sector changed, probably forever.

There’s nothing like an economic downturn to focus the minds of senior management in government and the private sector. That’s what happened at BAE and its FM leaders took up the challenge to do its part to support the core business.

In the process, BAE picked up the recent In-house Client Team award at the BIFM Awards in 2012. This recognition means a lot, says Steve Cole, operations manager at BAE’s Workplace Services, who headed up the reorganisation of FM. It shows internal clients that BAE’s FM is following best practice.

BAE’s major client, the Ministry of Defence, needed to cut costs dramatically, as laid out in the MoD’s Strategic Business Review of October 2010. BAE Systems has had to find savings as well. “For BAE, it was costs down, services up,” says Cole. “The pressure was on for everyone.”

Workplace Service was set up in 2004 when it supported 15 per cent of the BAE property portfolio. It remains part of Real

PHOTOGRAPHY: PETE SEARLE

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Estate Solutions, a one-stop-shop for all the real estate needs of BAE Systems. Services range from FM, property acquisition and disposal, refurbishment, contaminated land improvements, infrastructure design and construction. Real Estates Solutions is, in turn, part of BAE Systems Shared Services.

Planning for a major revamp of Workplace Services – for which the BIFM award was given – started in 2010 when Cole joined from Norland Managed Services.

He is a trained mechanical engineer with many years of experience managing FM provision with manufacturing, as well as the retail and financial sectors.

He took the BAE job in May 2010 because it was an opportunity to move from being an external provider to an in-house FM client. However, Workplace Services is also a provider of managed FM to BAE internal clients, says Cole. It‘s basically an internal BAE business unit.

Its success has been rewarded.

WorkPlace Services now handles FM for half of BAE’s property portfolio, more than five million square feet of space, and employs around 700 people through its three external FM partners. The budget is around £25 million.

“We define ourselves as a managed FM service,” says Cole.

“We’re the customer interface between BAE and the outsourced FM providers, which we manage.”

He knew change would be

challenging, and soon discovered the real difficulty was going to be the cultural shift needed within BAE’s myriad sites spread around the UK. Organisationally, Workplace Services is a move away from delivering FM on a geographical basis “which just didn’t work”. There are now delivery agreements in place with the four BAE businesses or ‘accounts’: the R&D and product development unit TES, Maritime Services, Defence Information and BAE Systems head office.

Steve Cole (left), operations manager at BAE’s Workplace Services (above)

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FM FEATURE BAE DAVID ARMINAS

Servicing an internal client, no matter where their location, makes it much easier for FM to focus on the client’s core business – its goals, saving plans, manufacturing schedules, office needs and anything else needed to help the internal BAE client deliver on time and specification to the external clients of the defence group.

The BAE business units that Workplace Services doesn’t work with are mainly the shipyards, which have their own agreements with a mixture of internal and external FM delivery .

Whereas the BAE culture before was top down – tell the FM provider what to do and when to do it – the culture now is, “we’re all on same team and we’re working together on this one”, says Cole. Figuratively – and sometimes literally – FM used to sit in the basement and come up to fix something before retreating back down below.

Into the light It’s been a process of coming out, says Cole. FM now sits alongside the BAE business unit; it discusses the unit’s short- to long-term goals so that Workplace Services can offer up the right working environment and change it immediately when required to suit the internal client’s needs. In some cases, Workplace Services has sat in on discussions between the BAE account and its own client to better understand the business and accurately pinpoint where property and FM savings can be made.

Services range from traditional FM in offices, to maintaining industrial sites, including the servicing of machinery for such things as torpedo manufacturing and high-tech clean environments for electronic radar assemblies.

Previously, there was some duplication of roles and responsibilities among suppliers and internal FMs in the geographic 18 | 31 JANUARY 2013 | FM WORLD

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CV

STEVEN COLE CAREER FILE BAE Systems Workplace Services: UK operations manager (2005), managing service partners across 26 BAE sites in the UK – offices and production facilities – including hard and soft FM, catering and security Norland Managed Services: Account director (2005–10), managed contracts for AEG 02 Arena, Broadgate Estates, Selfridges, Bank of NY Mellon, St Katharine Dock Estate, Aviva (UK) and Trillium Inspace Partnerships: General manager (2001 – 2005), social housing contracts with clients in Colchester, Barnsley, Burton-on-Trent, Corporation of London, Hammersmith & Fulham Councils, Richmond Churches RSL GS Hall – branch manager (2000–01): Managed hard FM for clients including Barclays Bank, Boots, Vodafone, PWC, RBS, ACAS/ETS, AT&T, Railtrack and managed property portfolios for JLL, Interserve and WS Atkins Linde Refrigeration: Field operations manager (1998–2000), managed refrigeration and maintenance to 108 Tesco Stores in London, Midlands and Northern Ireland ABB Building Technologies: Contract manager (1989-98) for major airlines at Heathrow Airport across building services maintenance, including HVAC installation projects HM Naval Base Devonport: Four-year mechanical apprenticeship, mechanical engineer. Refurbished warships, submarines and essential base services

www.fm-world.co.uk

24/01/2013 11:23

BAE

Farnborough, Hampshire: BAE Systems’ site is less than 20 miles away from London’s Heathrow Airport

regions. No more are there “checkers checking checkers” in areas such as health and safety, says Cole.

Cole has around 33 internal employees working with colleagues from the three service providers, Sodexo, Emcor and Securitas. But the brand is all Workplace Services and not that of individual companies. There hasn’t been any large reduction in headcount, says Cole, since the start of the programme last year.

In fact, Workplace Services has increased its internal headcount to cope with a heavier workload from the BAE accounts.

A major issue for the accounts is to cut down their property costs.

This translates into working more efficiently and more productively in less space, and at less cost.

Workplace Services acts like a www.fm-world.co.uk

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non-profit organisation, says Cole.

The cost of operating property has been cut by around 30 per cent, meaning £1 million a year is being saved. This is passed on to the accounts to help them meet their own cost challenges, he says.

Importantly, the servicecharge cost per square foot to the accounts for ‘renting’ their office space has been cut, for example, in Farnborough by five per cent, says Cole. This is means a ‘downward rent review’ for occupiers.

Workplace Services often puts on its ‘landlord’ hat for its property management role. Where an account needs less office space, the building can be refurbished for the newest requirements and the spare floors or space then let a third party. Zurich Insurance, Royal Bank of Scotland and Capita are all non-BAE businesses that have been renting the space.

In some instances, the extra space is taken by a BAE Systems supply chain partner. This makes communication between the BAE business unit and its supplier easier and strengthens the BAE’s business case with its own client because is shows a more united, focused performance.

But change is often a gradual process. In BAE’s case it has been a winning of hearts and minds campaign by Workplace Services to get the internal clients on side, says Cole.

Workplace Services has shown it will go the extra mile to get the job

done and resolve problems as soon as they arrive. To demonstrate this fact and to promote transparency, FM now sends regular detailed management reports to the accounts showing what services have been rendered, what situations have been resolved and which remain under scrutiny.

The changes meant that FM took on added responsibilities for its accounts, such as maintenance for scientific and production assets. This is now delivered through one outsourced provider – a reduction from 30 contractors.

New responsibilities Under FM’s wing also comes a new central security vetting service that is saving more than £55,000 annually, as well as speeding up the approval process generally. A new CCTV operations security system was set up on BAE’s Waterlooville site near Portsmouth, which reduced manned guarding costs by around £150,000 a year. This is being rolled out across the UK in 2013, with a dedicated security operations centre monitoring Workplace Services portfolio, with improved security, and saving around £800,000 from the 2012 budget.

A hard services strategy for critical assets was developed and monitored by the FM department, using the Institute of Asset Management’s self-assessment methodology PAS55. Around £200,000 is being saved annually on maintenance costs.

These and other services are agreed with the client and are accompanied by written service level agreements so the internal client knows what to expect.

Before, says Cole, the lack of SLAs could at times lead to tension between the account and FM. The account would wonder and often question just what they were getting for what they were paying.

“The cost of operating property has been cut by around 30 per cent, meaning £1 million a year is now being saved” Workplace Services is entering year three of its successful strategy.

It is likely that the future holds more outsourcing of property services as more property comes under Cole’s remit. Further UK site rationalisation could be on the cards, as well as moving other UK properties under the authority of Workplace Services.

Cole believes the BIFM award is a solid recognition that his outfit is engaged in best practice and is seen as a stamp of approval

by BAE Systems. In addition, it’s always nice to have accolades from the business units, he says.

But one straightforward, although brief, comment from a satisfied employee shows Workplace Services is on the right track: “WPS is pro-actively engaged in understanding our business and its needs.” FM FM WORLD | 31 JANUARY 2013 | 19

24/01/2013 11:23

FM FEATURE TESCO DAVENTRY MARTIN READ

Operational space: 840,000 sq ft Facility BREEAM rating: Excellent Principal FM provider: Servest Group Weekly case-picking capacity: 7,000,000 cases Rail track within Tesco site boundary: 1.5 km Maximum rail head capacity: 12 trains a day Pallet storage locations: 100,000 FM staff (covering all shifts): 160, approx, inc. catering

EVERY LITTLE HELPS At the largest retail distribution centre in Europe, Martin Read finds how FM is providing vital incremental productivity gains

I

t’s tempting to say that most client/supplier case studies are based on an evolving contractual relationship.

This one – between the biggest retailer in the country and the FM service contractor Servest – is, in many ways, no different.

In the relatively short period of time since the opening of Tesco’s Daventry Retail Distribution Centre (RDC) – just less than two years – the contractor has moved from providing a single service (Tesco had elected to outsource the cleaning of all its distribution centres) to a multi-service offering including manned guarding and catering.

But it’s in FM’s absorption of once purely operational activities that this story comes alive. The outsourced FM team is now a critical component in the retailer’s perennial quest for optimum operational efficiency.

A cunning plan

Servest has worked with a variety of retailers on the

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provision of cleaning and other services at RDCs. In Daventry, however, the contractor was brought in during the site’s development to advise on FM-friendly design aspects including the size of cleaning cupboards and the space allocated to cleaning machines.

“We literally came in at planning stage,” says Jason Rout, Servest’s multi-service general manager. “When they’d laid the groundworks and got the shell up, they asked us whether the power sockets were in the right place and whether the drains were big enough for the capacity of our cleaning machines. Simple things, perhaps, but they made a real difference to us.”

It was a sign of things to come; since the RDC’s opening, the contractor has been asked its opinion on a variety of productivity initiatives and has contributed its own ideas in terms of how to improve workflow across the site.

Before we get to them, however, it’s worth describing

this operation and its sheer scale. The key metrics here are the number of units (‘stockkeeping units’, or SKUs) that are held in the RDC and the number subsequently picked for distribution out to the stores.

Each product or line held at the RDC is stocked in cases, and each case – anything from hairspray to stockings – counts as a unit.

To fully appreciate the size of the Daventry operation, you need to look at the number of lines it stocks. Typically, Tesco’s other regional RDCs accommodate between 6,000 and 7,000 lines.

By contrast, Daventry hosts 14,500. Then there’s the number of units picked. A typical RDC sees between 800,000 and 1,000,000 units picked in a week.

At Daventry, in the last full week before Christmas, 5,500,000 units were picked – and the site has been built with the potential to cope with up to 8,000,000.

Steve Barry, general manager for Tesco on the Daventry RDC, has run six RDCs for the company and has experience at

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A visible improvement: FM staff keep the pickers rolling in the aisles

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FM WORLD | 31 JANUARY 2013 | 21

FM FEATURE TESCO DAVENTRY MARTIN READ

both J.Sainsbury and Waitrose.

He oversaw the development of the Daventry site and the closure of its predecessor at Fenny Lock in Milton Keynes. (The Daventry depot was commissioned because of the limitations of Fenny Lock, which was restricted to maximum of 9,000 lines.)

There’s another reason for the Daventry location. The new RDC is situated on the Daventry Integrated Rail Freight Terminal (DIRFT) park. It backs directly on to the rail terminal and three trains, each with up to 32 containers (each the equivalent of a lorry-load), are sent out by rail each day. These trains are bound for the three rail terminals closest to Tesco’s regional RDCs in Livingston, Thurrock and Magor.

From there, products first picked in Daventry make their final journey to local Tesco stores.

Up to 32 containers on a single train mean that Tesco can take close to 100 lorries off the road daily – and this is not all one-way rail traffic. As well as receiving delivery equipment back from the stores for re-use, Daventry takes direct delivery of stock from major suppliers including InBev and Procter & Gamble. Other stock is supplied by lorry.

It takes plenty of orchestration to get those three trains in and out and on to the mainline for the time slots designated for Tesco, and Network Rail fines the retailer £1,000 for every minute that they’re late – all the more reason for ensuring optimum efficiency on site.

Tesco’s other RDCs are regional depots, dealing with delivery of faster-moving, more perishable grocery items; the Daventry facility is a national operation, dealing with a higher number of longer-lifespan lines.

Over the course of the 18 months since the centre’s opening, Servest has taken on additional FM responsibilities.

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The company now provides security guards and catering, the latter through 7 Day Catering, which at the time of our visit was an independent concern – Servest itself has subsequently acquired the company (as reported by FM World on 8 January tinyurl.com/ Servestbuys7Day).

M&E work is managed and conducted through Tesco’s own staff and specialist subcontractors as required, although the forklift truck manufacturer Jungheinrich bases its own engineers on site.

Trucks and an on-site rail terminal deliver and distribute stock across the UK (top, bottom); ‘pickers’ use fork-lift trucks to collect pallet units (right)

Super powers

While Servest’s increased FM workload may be seen as a logical progression – essentially turning the contract into a TFM deal – it’s the extent to which the contractor’s personnel provide operational support that provides this story’s colour.

Everyone at Daventry, as is the case with most such RDCs, works to some form of productivity target. Ultimately, projected picking volumes are what drive this operation’s FM requirement, and Servest’s site facilities manager Viktoriya Shtanko is seen as an integral part of the retailer’s management www.fm-world.co.uk

TESCO DAVENTRY

oversaw the introduction into her team’s responsibilities of the site’s ‘wine line’ operation – in which cases of individual bottles of wine are boxed to specific customer requirements and sent to stores for pick up by the customers who ordered them online. Shtanko also proposes solutions to general manager Steve Barry for stocking problems that would, were they not resolved, result in a slowing of the picking operation.

Minimising exposure

“Pick-face management helps pickers meet their KPI targets by reducing the number of scans they have to make.”

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team, attending the daily 9.00am operational meetings. Everything discussed boils down to how best to maintain and improve the picking process.

For example, Shtanko’s team provides ‘pick-face management’ – essentially, tidying up the presentation of products in the aisles so that when Tesco’s operatives come to pick, the product is where the system says it should be. Pick-face management improves the performance of the pickers, helping them to meet their KPI targets by reducing the number of scans they have to make.

The FM team is also contracted to provide the critical ‘de-kit’ operation in which used equipment brought back from stores (cages, trays, and so on), is emptied before being taken to the right place for Tesco’s picking staff.

Shtanko’s team also runs the ‘recoup’ area, in which damaged or broken cases gathered during the picking operation are broken down, with the remaining ‘good’ items cleaned up, re-cased and put back into the system.

And there’s more. Shortly before Christmas, Shtanko

What this all means is that Tesco has less need to manage productivity issues while Servest can offer a wider variety of career path options for the FM operatives.

Vince Treadgold spent 10 years working directly with Tesco before joining Servest, where he is now the contractor’s multiservice director. He explains: “It’s a case of better allocation of people. Prior to us taking on this work, Tesco would have had its own people doing that job on its payroll. When those people’s particular activity was quiet, Tesco would still have to pay those people, but they wouldn’t be skilled up to carry out other tasks.” Now, because the Servest personnel are responsible for multiple tasks, people can be moved from one task to another and trained up accordingly.

This promise of a greater variety of work and a longer career path has helped in the retention of staff – a big issue for a site located some way from major population centres.

DIRFT is not near a major conurbation, and while the RDC has its own rail terminal, public transport links for workers are comparatively poor.

Treadgold explains the scale of the problem: “When we started here, the big challenge for us was staff retention. Not only

was Viktoriya recruiting for all her people, she was competing with all the other warehouse operations on the site. Tesco was also recruiting 1,500 staff at the same time, so in essence we were competing against our client and the people across the road.”

“The advantage we have is that we’re not just an employment agency offering short-term work,” says Treadgold.

“Traditionally, this kind of activity has been all about part-time work. Because we conduct so many tasks, we can now offer full-time roles and even the prospect of overtime.”

Staff turnover on the contract is currently running at between 7 and 8 per cent, with more people choosing to stay with the company for longer. Treadgold believes that the increased number of job roles has helped.

The benefit to the client is clarity of management responsibility. Steve Barry has just the one manager to deal with (Shtanko) on any problem with cleaning, security, catering, de-kit, wine lines, store returns, pick face management and so on can all be resolved through this single point of contact.

The big picture

Barry is clear about the importance of his depot: “If this operation fails, it affects every Tesco store in the country. The more I can release to FM, the better. It allows me to focus on keeping this operation going.”

For Servest, the importance placed on the relationship has led to greater investment on the contract. Treadgold sums it up: “One of the best things about the contract model we have here is that we can invest in a higher calibre of management on site because its worth us making that investment. Here, Viktoriya is a key part of the general manager’s senior team.” FM FM WORLD | 31 JANUARY 2013 | 23

FM FEATURE WORKING ENVIRONMENT ELISABETH JEFFRIES

PERFECT SETTINGS Temperature, air quality, space... environmental factors have a big impact on how well we perform our jobs.

As Elisabeth Jeffries explains, this science is much more than just ‘on-off’

urn up the heat. That was the conclusion of a team of scientists studying the contribution made by environmental factors to employee productivity.

When scientists observing workers at an insurance company in Florida raised the temperature in the office building, they found that typing errors fell by 44 per cent and output rose by 150 per cent.

The team, from Cornell University in the US, also discovered that at a temperature of 25°C, workers typed at their keyboards 100 per cent of the time, with a 10 per cent error rate.

However, at 20°C, the employee typing rate fell to 54 per cent, with a 25 per cent error rate.

Results from this experiment and others over the past few decades suggest that internal environmental quality (IEQ) is key to good worker performance.

It would seem that the answer to productivity is to keep the temperature, lighting and other factors at the optimal level.

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A good atmosphere A temperature of 21-24°C is now typically recommended for a productive working environment.

IEQ also takes staff members’ working areas into account: 24 | 31 JANUARY 2013 | FM WORLD

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10 square metres of desk space for individual office workers and eight square metres for individual call centre operators is also often viewed as being sufficient. From a lighting perspective, 400 lux is considered a decent standard for office lighting. Ventilation is another factor thought to affect office performance.

These parameters are often decided on the basis of worker IEQ satisfaction surveys.

However, new research from the International Centre for Indoor Environment and Energy at the Technical University of Denmark suggests that we should be wary of drawing conclusions from this data.

Employee perceptions of comfort are not necessarily connected to performance. www.fm-world.co.uk

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WORKING ENVIRONMENT

The new research indicates that many studies been misled by worker self-assessments of good working environments.

Dr Pawel Wargocki, who ran the Danish study, remarks that he was surprised to find that “occupants of the building valued lots of space the most”. But he also suggests researchers on ergonomic conditions should not be taken in by the employees’ preoccupations with the amount of space they have to themselves.

The study used wide-ranging data collected in the US by the Center for the Built Environment (CBE) – part of the University of California – over a 10-year period across 600 buildings, not just offices, but also hospitals and schools. It covered 52,980 responses from occupants in 351 office buildings.

“We wanted to find out whether there were maybe some dominant factors that influenced overall satisfaction and to predict overall satisfaction with IEQ based on different individual parameters,” says Wargocki.

Many previous studies had looked at IEQ parameters together. But a focus on individual parameters might allow office or facilities managers to tweak the dominant factors.

The researchers found some www.fm-world.co.uk

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FM QUICK FACTS

o

21-24 C

Temperature range in which it is suggested employees are most productive

8-10

Square metres of desk space considered to be ‘a good working environment’

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FM FEATURE WORKING ENVIRONMENT ELISABETH JEFFRIES

interesting discrepancies.

When workers were asked about their satisfaction with their workspace in the context of various IEQ parameters, space came far ahead of anything else. Second and third in importance were noise level and individual privacy.

“Satisfaction with the amount of space was most important regardless of occupants’ gender and age, type of office [single office, shared office or cubicles] and distance from a window,” observes Dr Wargocki.

Occupants in private offices were more satisfied with their workspace than those in shared offices or cubicles, while those close to a window were more satisfied than those closer to the centre of the room. Meanwhile, lowest satisfaction levels were observed on sound privacy and temperature metrics.

However, employees showed different priorities when they were asked about job performance as a function of satisfaction with IEQ and building features. They were asked this because the research scientists believed workspace satisfaction affects self-estimated job performance.

But, in this case, the issues considered most important by employees were temperature, noise level and air quality. Space was about half way down the list. The study concludes that the biggest increase in selfestimated job performance is achieved by increasing satisfaction with temperature, noise level and air quality.

Commenting on the research, Wargocki says: “If you want to increase satisfaction with the IEQ, give people bigger volumes of space. But if you want to make work more efficient, make sure you control the classic parameters of IEQ, such as temperature and air quality.”

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Status symbols In other words, a preoccupation with space does not tend to affect efficiency at work, but instead has an impact on employee self-esteem and is a status symbol.

Wargocki compares it to other status symbols, such as tablet computers. “In a school classroom, if you give children no ventilation and poor air quality, but give them a tablet computer, they will be very, very happy with the computer. The fact that they have a tablet will probably, to a certain extent, help them absorb lessons for a while. But the learning process will be inhibited by the IEQ parameters.”

This satisfaction, he indicates, will not in itself be sufficient to significantly improve work efficiency. The impact of greater amounts of space is similar to that of tablets.

“Our results probably indicate that the focus should be to find out where there are distracting factors and use that to improve satisfaction. Other models have shown that employees associate the size of room with productivity but in fact other factors are more important,” asserts Dr Wargocki.

In other words, status symbols do not necessarily make a major

“If you give school children no ventilation and poor air quality, but give them a tablet computer, they will be very, very happy”

impact on productivity and work performance.

Managers at water utilities company Severn Trent Water found some employee behaviour confirmed the Danish study’s findings. The company went through a major transformation when it decided to consolidate eight offices in Birmingham into one new sustainable building in Coventry.

“You often hear the old adage that there’s not enough space,” comments Ian Humphray, the workplace manager supervising some of the changes to the buildings, people, layout and environmental systems.

Open-plan thinking The work spaces have changed from an old-fashioned, cellular style, to an open-plan office layout with break-out meeting rooms and meeting spaces.

“We wanted buildings that reflect open landscapes and collaborative teamwork. On an open floor, people can talk to each other and face-to-face collaboration is easier,” points out Humphray.

Humphray and his team used worker satisfaction surveys to assess how well the change was going. “Temperature and noise www.fm-world.co.uk

24/01/2013 10:59

WORKING ENVIRONMENT

are commonly an issue. Also, people were asked to change their working environments – some who had been in quiet zones now sat in open, collaborative spaces, for example. It was different from what they were used to.”

Overall, however, he believes that worker satisfaction results are fairly reliable, but not necessarily the key to good performance, nor the key to good IEQ planning.

“If they are happy, it doesn’t necessarily mean they are productive,” he explains.

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Nonetheless, a base of good IEQ is essential. “It is an enabler to being productive but doesn’t mean people actually are. No-one has come up with a measure of productivity from office workers; all you can do is put enablers in place. Then it’s about how well you manage,” he says.

Findings suggest surveys may not be a comprehensive tool.

But Dr Marie Puybaraud, director of Global Workplace Innovation, a specialist unit at buildings technology and management company Johnson Controls, agrees that they are a reasonable starting point.

However, she also indicates they may have limits.

“Surveys on satisfaction levels relating to noise, lighting, quality of space and so on are the most common way to measure satisfaction. They give an indication of the quality of the environment, but this doesn’t necessarily indicate efficiency or effectiveness. People often make the mistake of using a satisfaction survey as a measure of performance. But it is actually a measure of performance of the space,” she points out.

The Leesman Index is among the high-profile analytical tools available to facilities, human

resource and other managers to assess workplace effectiveness. It is designed for all those involved in the brief development, design, delivery and management of commercial workplace environments. It provides a systematic, standardised approach to the collection, analysis and benchmarking of workplace satisfaction data across a range of organisational settings.

However, it assesses a range of different parameters, many of which go beyond satisfaction with the workplace environment.

It measures four main areas: first, it considers what activities are important to employees in their work; second, it measures the physical features and the facilities services they consider to be an important component of an effective workplace; and finally, it assesses the impact that the workplace design is having on the employee’s personal sense of pride, enjoyment, community and productivity.

Tangible intangibles The index is one example of the increasingly sophisticated efforts to help link the tangibles of the IEQ with the often intangible issues affecting performance.

“Experts have managed to

show a higher-quality working environment is improving the productivity of the working space.

But we all need more detailed research to extract employee productivity in relation to heating, lighting and so on,” says Dr Puybaraud.

Among the many findings in recent years, a trend has emerged towards personal control – it’s a very important factor in worker satisfaction, if not necessarily productivity.

“For years, there was a tendency to create a ‘chickenfarm’ effect in the office. People were considered more or less similar. But now the trend is that people are in fact different with different preferences and wishes, says Dr Wargocki.

“Therefore, it is not surprising to find out that most people like, for example, to control their own lighting themselves.”

All this is of course not necessarily good news for policy-makers engaged in environmental compliance. For instance, while particular types of energy efficient systems may be helpful in controlling emissions, there is little evidence they automatically have a positive effect on employee satisfaction or performance. FM FM WORLD | 31 JANUARY 2013 | 27

24/01/2013 10:59

FM FEATURE LASER SURVEYS JAMES RICHARDS

BIM P U MEB

Building information modelling is being promoted for new-builds. But could it be just as effective for existing buildings?

Laser surveying systems could be the answer, finds James Richards

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uilding information modeling (BIM) has been hogging the spotlight recently. Yet the focus has been, understandably given government targets, on its use in new-build projects. But laser survey equipment could be set to change all that.

At a basic level, BIM refers to those systems that allow for the collection of information about a building, such as the dimensions and performance metrics on individual components, and information about materials, with presentation of this data for analysis, usually via ‘dashboard’ software on a PC. This wealth of information can, in theory, be used to run a building far more effectively, with a higher degree of control, accuracy and certainty. In other words, a facilities manager’s Holy Grail.

The government has confirmed its faith in the idea by making it a legal requirement for all public sector buildings from 2016 and it has become standard practice for many private projects, too.

However, the most common application has so far been for structures still on the

drawing board. BIM systems are powerful tools for architects and planners looking to design within specific criteria. But, until now, it has proved more difficult to apply the logic of BIM to pre-existing structures.

If all the elements of a build are already in place, the argument goes, any adjustments made on the basis of recommendations gleaned from the computer model, necessarily, could only be fairly minor.

And since it’s widely accepted that the vast majority of the buildings that will exist in 2050 already exist today, this presents a serious limitation of the idea of ‘modelling to improve’.

Laser surveying could provide the means to bridge this gap.

Most will be familiar with the sight of surveyors using strange boxes mounted on tripods to take measurements of a site.

A new generation of scanners uses similar technology – laser beams – to take millions of measurements of a building’s exterior and interior. Using computer software, users are able to create a ‘virtual’ version of the site, which is navigable, with the data it yields much like a high-tech version of Google’s ‘street view’.

Scanning up to one million points per second and accurate to less than a millimetre, the systems are causing considerable excitement. Striking images show once-familiar facilities in a whole new light; structural flaws once invisible to the naked eye, such as narrow cracks are now displayed in brightly coloured, hi-resolution imagery.

The applications for this technology go beyond just mapping buildings. Aircraft hunting for enemy submarines during the Cold War carried similar equipment, which was sensitive enough to detect the minute differences in the www.fm-world.co.uk

24/01/2013 16:49

sea level on the surface above a submerged vessel. Today, archeologists hunting for buried remains are fitting laser cameras to aircraft, so that whole swathes of territory can be mapped within minutes. The images can reveal structures that weeks of digging could not hope to alone.

Even Hollywood uses laser surveying. Sets, props and even million-dollar fee actors themselves can be scanned and manipulated by computer systems at a later date. This information can be combined with motion capture technology to create amazing effects. Not only that, ‘scanning’ an actor serves as an insurance policy in case of loss or damage to that individual, which could compromise the filming schedule.

Drawbacks Laser scanning is undoubtedly a step-forward in site surveying.

But there are several issues with the process that prevent it from being the silver bullet many hoped it would be.

Fundamentally, laser surveying simply isn’t right for every surveying application.

Experts still use the lesssophisticated ‘total station’ equipment (mentioned earlier) to get basic, solid information about a site, such as dimensions.

The problem with laser scanning is precisely its strength – it captures a huge amount of data.

On many sites, the vast majority of this data will never be used.

This data is also very unwieldy, being held in data files of many gigabytes, which only trained individuals can make sense of.

Also, as the Durham Cathedral case study shows (see side panel), it’s not simply a case of scanning a building, uploading, and then, wham, it’s ready to be used in a computer BIM programme. A labour-intensive

process is required for an expert to make the data usable; ‘ghosting’, where miscellaneous unwanted objects such as raindrops or passing cars show up in the data, needs to be painstakingly removed.

The fact that there are multiple software platforms on which to run BIM makes things even more complicated – the output data may not necessarily work on your BIM management system.

All in all the picture is, so to speak, far from clear. The technology does provide some evidence to suggest that laser surveying could be a major contributor in expanding the potential of BIM. However, it would be rash to assume the process is appropriate for all situations.

FMs would do well not to let this emerging technology blind them to other surveying options. FM

n a c s r o t c a e fe r a ll o lion-d il m e h t n e s” v e d n a s “Sets, prop nd manipulated by computer system be scanned a www.fm-world.co.uk

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CASE STUDY

DURHAM CATHEDRAL Built in 1093, Durham Cathedral is considered a masterpiece of Norman architecture. One of the most complete examples of the style in Europe, it is now protected as a UNESCO World Heritage Site. Recently, a laser survey was conducted in order to aid restoration work and to gather a ‘snapshot’ in time of the venerable building.

A survey team conducted a 3D laser scan over the course of 10 days. Due to the site’s regular public use, most of the work took place after hours. The team used a Faro Photon120 phase-based laser scanner and all scans were carried out to a very high ‘point density’.

Colour photography was also used.

Over 250 scans were made and processed by the scanner’s on-board software package, which allows for automatic target extraction and registration making it easier to process and manage large projects.

The images were then ‘orthorectified’ – adjusted to remove the effects of tilt or perspective – and created in monochrome and colour at 1:20 scales. At this point, the images are usable in a software package such as Autocad, that is ready to divulge their data for the purpose of BIM.

SHUTTERSTOCK

A laser scanning system (bottom left); the ‘point cloud’ created by a scan transformed into a CAD image (left); a point cloud of London’s Admiralty Arch (below)

FM WORLD | 31 JANUARY 2013 | 29

24/01/2013 16:49

FM MONITOR JOE CILIA

HOW TO…

Joe Cilia, technical manager, Association of Interior Specialists (AIS)

SPECIF Y A PART I T I O N I N G SYST EM

oe Cilia, technical manager at the Association of Interior Specialists, looks at what to consider when specifying partitions – an important part of an office fit-out

J

As an integral part of many office fit-outs, partition dividers offer a host of structural and aesthetic benefits and can make a major contribution to the overall appearance and quality of a finished space. However, specifying the right partitioning system can become something of a minefield if you are unsure of what to look for.

1⁄

Performance

With cost a major influence when it comes to system specification, it can be all too tempting to opt for the cheapest solution. While this achieves a short-term win in terms of saving money, it will soon become apparent if the partitioning solution selected does not meet the needs of the area in which it is installed.

An understanding of how the space is to be used should therefore underpin any specification. This will affect the levels of acoustic or fire performance required – or dictate whether the system needs to be ‘relocatable’ or include storage.

Care should then be taken to ensure the system has been fully tested, ideally by an independent test laboratory to meet the necessary performance requirements. It should be noted that this test will only give an indication of potential site performance as many other on-site factors will have an effect.

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Specifiers should not accept any substitution of system materials without further assessment, as alterations to materials may compromise performance.

Writing a specification in partnership with a manufacturer will help ensure that key issues and details are considered.

2⁄

Legislation

While it may be a given to most, ensuring that the selected partitioning system is compliant with the latest building regulations is incredibly important. This will ensure that the solution itself is fit for use and will meet the demands placed upon it. The person writing the specification is responsible for ensuring the product installed meets the legal requirements.

3⁄

Budget

Budgets will vary greatly from project to project, with varying performance levels required.

Depending on the installation in question, specifiers can make their budget work harder for them by speaking to a specialist, experienced contractor who should be able to suggest where

cost-savings can be made without compromising the end result.

4⁄

Environment

Specification considerations may, in some cases, need to be steered by the company’s corporate social responsibility statement or environmental policy. As a result, a very specific solution may be required; aiming at achieving a good BREEAM or Ska rating, for example, can impact the initial specification process.

Comprising more than 100 good-practice measures, the Ska rating system means that an office fit-out project can be completely measured to ascertain its environmental performance by following a three-stage assessment process. BREEAM works in much the same way, yet applies to the building as a whole, rather than just the fit-out. With many offices striving to meet BREEAM ratings, this may be the most common environmental hurdle to overcome.

5⁄

Availability

Of course, while careful planning and budgeting can account for most things, the availability of the selected system can hold up the operation of the facility. Where specification takes place some weeks or even months in advance, this is not so much of a problem.

On projects where time frames are much more limited, however, an alternative plan of action must be put into place. Off-site

“Care should then be taken to ensure the system has been tested, ideally by an independent test laboratory”

manufacture can help, for example, by bringing forward completion dates by reducing installation time.

6⁄

Aesthetics

Getting the right look and feel from a fit-out is just as important as ensuring it is able to meet performance requirements.

According to the system finishes and layout of a partitioning system, it is possible to portray a very specific impression of a company just by getting the aesthetics right.

When specifying a partitioning system, it is important to have a good idea of exactly what is required from the finished solution – be it to represent the look of a forward-thinking communications company, or to give the impression of a strong, stable and historically long-standing company with a traditional corporate image.

7⁄

Contractors

Of course, while it is important to get the specification just right for the project in question, it is just as necessary to use a reputable contractor. In this respect, a good starting point is to look for a contractor that is a member of a trade association. This approach has several advantages: at such associations, there is a need for members to adhere to a strict code of conduct; also, such associations are usually guided in terms of meeting important quality standards.

Partitions are a crucial element of many building specifications.

In selecting the right one, you will need to take into account the legal requirement to be compliant.

Also, you will need to consider the aesthetic of a particular system, its availability and, of course, cost. FM www.fm-world.co.uk

23/01/2013 16:36

FM MONITOR ANDREW BOWDEN

OPINION

Andrew Bowden is managing director at Total Environmental Management

M AIN TENAN CE – M A NAGEM EN T V ER S US P RO C U R E M E N T

ndrew Bowden looks at how opening A up the energy markets changed energy procurement and suggests that maintenance is now key to driving down energy costs

B

ack in 1990, the energy markets were opened up to competition. Those who championed this decision could not have foreseen how this would hinder the energy management and carbon reduction cause to the extent that it did.

When markets opened for business in 1990, what followed was the transition from a monopoly-based supply business, to one where end-users could buy from any licenced supplier.

Companies that engaged in energy price reductions pre-privatisation (known as tariff consultants) had to change from a shared-savings culture to one that was led by the arrival of new kids on the consultancy block.

These new players were highly successful at securing savings (the result of market fundamentals, rather than anything else). Endusers began to believe the hype surrounding the deal-making prowess of the consultants, giving rise to what is sometimes referred to as the ‘exotic’ energy deal. Year after year, marketing and sales techniques perpetuated the myth.

The exotic deal, as with any form of gamble, promised easy to close-out cost reductions.

Subsequently, actual energy management fell out of fashion.

Over the years, the energy management press been filled with advertorials regarding procurement. One could be www.fm-world.co.uk

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forgiven for believing that this was the only game in town: big (and easy) savings = many interested parties.

Energy management Saving money year after year, while not a bad thing, resulted in many companies consigning the idea of energy management to the back burner. Had at least some of the savings been invested in new plant and equipment, or on improving maintenance standards, that would have been great. However this has tended not to be the case.

While it is right to spend time on procurement, to do so at the exclusion of all else, is folly.

Despite worldwide competition for commodities, energy prices have remained relatively low, and low energy prices lead to low (or zero) interest in energy management. However, this is about to change as the UK’s electricity infrastructure is replaced and prices rise in response to global population growth and the industrialisation of Asia and South America.

Taking steps towards energy management can lead to significant financial and

reputational benefits. With the arrival of tougher building regulations, Energy Performance Certificates and the Climate Reduction Commitment (CRC), it would seem certain that these powerful drivers will stimulate a dash towards a lower-energy usage culture. However, the evidence does not suggest that this is the case, or that it will happen in the near future. Simply put, the drivers are not strong enough.

Given that other measures to stimulate interest in energy reduction strategies have failed, the only driver left in a free market economy is the arrival of a significant price hike that sticks and is not a blip.

For some commentators, the only way to guarantee lower energy use is for energy prices to reach a point that would seriously affect competitiveness and the bottom line. This would persuade senior management to demand lower usage.

Optimum efficiency While good in many respects, the privatisation of the energy market had a negative impact on the energy and carbon management cause and that continues to this day.

Even if energy management and reduction strategies are not at the top of the list for most companies, reducing energy use should, if nothing else, be the unintentional consequence of good maintenance and management practices.

Why then are more buildings not operating at optimum

“While it is right to spend time on procurement, to do so at the exclusion of all else is folly”

efficiency commensurate with the limits of their plant, equipment and operational activities? Perhaps maintenance standards are inadequate, and the simple practice of reading meters on a regular basis is just not happening – logic dictates that these must be the only reasons for a building failing to reach its potential.

Back in the day As long ago as 1970, the Ford Motor Company employed an individual to ride a bicycle around a 250-acre site reading 100s of utility meters and report any anomalies. At this time, there were no computers, but the readings were corrected for weather and production variables. Even by today’s standards this was pretty sophisticated and it created savings of 30 per cent.

Backed by a comprehensive planned and predictive maintenance regime to ensure kit was operating efficiently and only when necessary, savings were maintained.

This wasn’t rocket science, but was highly effective.

So in conclusion, lower energy prices seem to decrease the interest in energy management.

The only means of changing of this, in the short term (unless there is an environmental disaster), is price.

Thankfully, efficient energy usage should be the natural by-product of buildings that are managed and maintained to the highest standards. The evidence suggests that maintenance standards need to be improved to make this the norm, rather than the exception. FM FM WORLD | 31 JANUARY 2013 | 31

23/01/2013 16:36

The Leadership Challenge: Raising our game, making our case – realising our value

10 JUNE 2013, THE ROYAL COLLEGE OF PHYSICIANS, LONDON With sessions to advance skills and thinking, this is the facilities management conference to attend.

Select sessions from hubs: Talent

Performance

Early-bird savings: book before 22 March 2013

Relationships

www.thinkfm.com

@ThinkFMbyBIFM

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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21/01/2013 18:28

FM MONITOR PATRICK MCRAE

WHAT’S IN IT FOR ME? BEIN G AN EF F E CT I V E N ET WO R K ER

earning how to network effectively can make a real difference to your career, by widening your circle of professional contacts

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The British Institute of Facilities Management (BIFM) holds hundreds of events every year.

Whether held by one of the special interest groups (SIGs), a region or organised centrally, every single one is a networking opportunity. Going armed with a plan and knowing what you want could make the difference between a waste of time and an opportunity that opens doors, furthers your career, or gets you more business.

Before the event, you should ask yourself why you are going and giving up your precious time? Networking is about meeting new people, learning new things and telling people about your business. What are your priorities?

Here are some questions you might want to consider: ● Who might be there and how could they be useful for you? ● Can you get in contact with the host so they can facilitate introductions at the event? ● If you’re going to one of the CPD events, are the speakers talking on a subject of specific interest? ● It is worth reading around the subject so you have a question?

The most important thing is to be prepared and to stand out.

At the event itself, remember that networking is about meeting new people and expanding your professional circle. Over 90 per cent of business people surveyed say that networking has played a role in their success.

Dos Bring enough business cards.

If your goal is to meet three new people, make sure you bring enough business cards to give them at least one! Identify them using their name badges.

We might all have smartphones, email, Facebook and LinkedIn, but your business card is still your calling card – a tangible connection between the two of you and the conversation you’ve had. Yes, they may quickly type your details into a computer – but you’ll have ensured that they have all your details. ● Be organised. Have a system of pockets – keep your business cards separate from your new contacts. Consider having a pen on you so that you can write a few quick notes on the person’s business card. That way, when following up, it’s easier for you to remember them. ● Act like the host. This means you should act like you have organised the event. Don’t lie and say it was a nightmare negotiating with the sponsors or caterers; just have an air of confidence about you that implies you know what is going on ● Listen. This is really important.

Sometime people say tacky things like you have two ears and one mouth, but it’s a fair point. Ask open questions, get them to talk and learn about them. Make them feel special.

You can then judge what to say, be more incisive and thus get ●

an insight into what working relationship you might have with them ● Dress well. BIFM is a professional institute, therefore the order of the day should be business dress. If you’re job hunting and come in jeans, it’ll look like you’ve given up. It feeds back into the ‘act like the host’ tip – be the boss! ● Give referrals. See if you can help them. Is there a link you can make, some information, or even business you can share?

Maybe it’s an invitation to another networking event ● Arrive early and stay late; some of the best conversations are had when numbers are low ● Say hello to a new person joining your conversation and shake hands. You will find new conversations form and then move apart. Keep track of the people you want to speak to.

Don’ts ● Don’t sell. If you’re there to meet prospective clients, don’t list your USPs, recent deals or turnover from last year. If it comes up in conversation don’t shy away, but try and avoid talking about what you do for as long as possible. Keep it away from you. Talk about them, the subject of the seminar, the quality of the speaker, other events, the building you’re in, the BIFM, even the weather!

Build that relationship ● Don’t spend the evening with your friends or just one person.

It is fun to catch up with people you know and like, but if you’re networking and you want to meet new people, then do it ● Don’t eat, or if you do, do it subtly. No one wants to talk to someone who spits food on them

Don’t try and talk to 30 people. This will make you forgettable. People tend to ignore the cards of people who say hi and then walk off, unless they make an impact. Conversations should last a short time to get to know people

●

Ending a conversation You’ve been talking to someone for 15 minutes and haven’t got a word in edgeways. You can see the people you want to meet looking to leave and the evening will be drawing to a close soon. What do you do?

Be polite. Hand your business card over and offer your handshake. Be honest.

Say it was great to meet them, but you are going to go and work the room/talk to your colleague/thank the speaker/ get a drink. They won’t be offended. We are all there to network.

So now you’re armed with some tips, where do you practice?

This industry has plenty of great networking events, and some of the best are run by BIFM’s special interest groups, at which there’s a speaker or a tour of a building and an opportunity to meet people.

Don’t limit yourself to BIFM though; if you’re in CRE/FM there are plenty of networking groups for you to latch on to.

A good starting place is the internet, and by talking to colleagues. Good luck!

Patrick McCrae is director of Works In Print, which provides a range of artwork for display in buildings. He is also on the board of the BIFM’s Rising FMs sig.

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24/01/2013 11:00

BIFM NEWS BIFM.ORG.UK

Youth wage incentives: companies can earn money by taking on young people

QUALIFICATIONS

Level 3 launch The BIFM has introduced the first update of the year to its qualifications programme.

Building on the progress made to date, the BIFM launched the new BIFM Level 3 Qualifications in Facilities Management on 1 January. The qualifications have been approved by the industry’s sector skills council, Asset Skills and are accredited on the Qualifications and Credit Framework (QCF).

Linda Hausmanis, head of awarding organisation at the BIFM, said: “The launch of the Level 3 qualifications completes the range of qualifications developed and awarded by BIFM. We have Level 2 [level example is equivalent to GCSE A*-C], aimed at new entrants to the industry, through to Level 7 [level example is equivalent to a Master’s degree], which would challenge experienced strategic FMs. “This cements the BIFM at the heart of an FM’s career, providing opportunities to develop skills, knowledge and competence at whatever stage of an individual’s career. This is a great start to 2013, and we have more exciting developments planned over the next 12 months.”

Delivered through BIFMrecognised centres, Level 3 qualifications are suitable for new recruits into the industry, first-line managers and supervisors in FM. There are four Level 3 qualifications available: ● Level 3 Award: This compromises two mandatory units totalling 11 credits, giving the learner a succinct overview of basic skills and knowledge ● Level 3 Certificate (knowledge-based) and level 3 Certificate in FM practice 34 | 31 JANUARY 2013 | FM WORLD

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(competency-based): With a total of 28 credits required, these provide learners with a more comprehensive coverage of subjects. They also form part of the advanced apprenticeship in FM. ● Level 3 diploma: After studying five mandatory units (26 credits) and achieving 22 credits from optional units, the learner will have a comprehensive range of skills, knowledge and understanding at this level.

Units include corporate social responsibility and sustainability in FM, understanding FM within the context of an organisation, space allocation in current facilities, managing operational performance in FM, project management within FM operations, and customer and stakeholder relations in FM. Further details are available at www.bifm.org.uk/qualifications or by contacting the qualifications team on 0845 058 1355 or email qualifications@bifm.org.uk i

EMPLOYMENT

Youth wage incentives Businesses are benefiting from Youth Contract wage incentives to take on a young person and help their business thrive. The scheme has been extended –

recruit an eligible, unemployed young person through Jobcentre Plus across England, Scotland and Wales and you can now claim up to £2,275.

Recruiting a new member of staff can be a big commitment, but if you employ an eligible 18 to 24-year-old you can receive financial help that more than covers the cost of a year’s national insurance contributions.

If you take someone on fulltime – for 30 hours or more per week – you’ll be able to claim the top rate of £2,275. Recruit someone part-time – between 16 and 29 hours a week – and you’ll receive £1,137.50. The current rules stipulate that the job must last at least 26 weeks.

Employers who have taken on young people often find them to be open to new ideas and different ways of working.

They bring a fresh perspective and offer the business a unique chance to train tomorrow’s talent and build future potential.

Taking advantage of a cash incentive means you’ll be giving an eager young person the chance to get off benefits and into work. At the same time, you’ll be helping

your community by creating opportunities and developing the skills of young people in your area.

Applying for a wage incentive is simple. To find out more, talk to Jobcentre Plus – it will give you advice on eligibility and support to find the right person for the job.

The wage incentive is still available if you take on a young person from the Work Programme, delivered by the private, public and voluntary sector to help individuals find work who are at risk of joining the long-term unemployed.

Recruiting a young disabled person from the Work Choice programme also attracts a wage incentive. i Further details are available at www.dwp.gov.uk/wageincentives

BIFM OFFERS

Member savings BIFM Offers is a package of fantastic cost-saving discounts on a portfolio of everyday products and services. The benefits are

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23/01/2013 16:36

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

designed to support you both personally and professionally so there really should be something for everyone.

The benefits included in BIFM Offers fall under a series of categories. Some of the benefits are described below: ● Gym membership, retail cash-back, eye care discounts, restaurant dining, vehicle servicing and MOT discounts ● Discounts on office supplies, IT training, website, eCommerce design and accountancy software ● Discounts on package holidays from major tour operators, a wide range of hotel accommodation, discounts on car hire, airport parking and airport lounges as well as cruises, city breaks, attraction tickets, camping holidays, coach tours, holiday parks, resort transfers and motor homes ● Professional indemnity insurance, life insurance, travel, car and home insurance, energy price comparison and more. i Log on to BIFM offers via www.bifm.org.uk/bifmoffers Terms and conditions apply to all benefits. See website for further details. Offers subject to change without notice. Correct at time of print. Insurance is subject to underwriting. BIFM Offers is managed on behalf of BIFM by Parliament Hill Ltd of 3rd Floor, 127 Cheapside, London, EC2V 6BT which is authorised and regulated by the Financial Services Authority for insurance mediation, and its register number is 308448.

Details can be checked on the FSA website www.fsa.gov.uk or by telephoning the FSA on 0845 606 1234. Neither are part of the same group as a provider.

EVENTS

Ecobuild 2013 BIFM will be on stand N3546 at Ecobuild 2013, taking place at London’s ExCeL from 5-7 March.

As energy and waste costs continue to rise and impact on the bottom line of many UK www.fm-world.co.uk

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David Sharp is chairman of the ThinkFM 2013 Programme Advisory Group (PAG) and is managing director of Workplace Law

GUEST COMMENT T H I N K F M 2013: L E A D E R SH I P C H A L L E N G E

hat a great time of year to be putting a date in your diary: on Monday 10 June 2013, ThinkFM is back in the FM calendar.

Last year saw the reinvigorated event return to London as a one-day conference – and to great acclaim. From the keynote launch by Coffee Republic founder Sahar Hashemi, through to the closing address by Mitie chief executive Ruby McGregorSmith CBE, the day’s proceedings served up a mix of insight and information, great networking and plenty of inspiration.

With a surge in attendance (more than 300 people last year) and so much positive feedback, it was a superb return to form. The problem for this year was how to follow it.

The theme in 2013 is ‘Leadership: raising our game; making our case; realising our value’. Brought to you by BIFM in association with Workplace Law, the conference is again based on the popular hub format, allowing delegates to hop between hubs to choose the sessions that interest them most.

W

So what’s new?

Elements of the conference content will be supported by the findings from the ThinkFM 2013 research initiative that will be launched shortly. Last year saw nearly 500 participants taking part in focus groups and completing the online survey – we are looking to improve on the response by working more closely with BIFM this year.

The three conference hubs concentrate on different aspects of leadership, with 24 sessions to choose from under the themes of ‘talent’, ‘performance’, and ‘relationships’. ● The talent hub is all about personal development: acquiring skills; evaluating competencies; exploring standards and effective ways of working; and attracting, retaining and inspiring the best people that FM has to offer ● The performance hub focuses on what leaders are doing to gain competitive advantage, such as harnessing new technology; pushing the boundaries in behavioural safety; and driving sustainable business ● The relationships hub explores the many different ways in which FM leaders in FM deliver value: maximising resource efficiency; social media; negotiating contracts; and dealing with the aftermath of a workplace fatality.

“THE TALENT HUB IS ALL ABOUT PERSONAL DEVELOPMENT AND ATTRACTING AND RETAINING THE BEST PEOPLE THAT FM HAS TO OFFER”

For some added pizzazz, the opening keynote promises to provide a stimulating start to the day from an internationally renowned business leader with roots in facilities management.

This year’s conference returns to the beautiful surroundings of the Royal College of Physicians in central London.

All told, ThinkFM 2013 promises to be an unmissable day for anyone in FM. i Book now at www.thinkfm.com to secure your place at the early bird rate of just £295 plus VAT for BIFM and Workplace Law members, with special rates for charities, students and the unemployed.

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BIFM NEWS BIFM.ORG.UK

organisations, the onus is on FMs to provide sustainable and efficient energy solutions.

Ecobuild is officially supported by many of the FM and energy industry’s leading bodies, including the BIFM, the FMA, Renewable Energy Association, National Energy Association and RenewableUK. It is the world’s largest event for sustainable design, construction and built environment.

FMs can see the latest innovations from over 1,500 companies all under one roof, including Baxi, Rexel, Worcester Bosch, Flowcrete, Desso, Ideal Standard, Uponor, Danlers, Elstead Lighting, LED Evolution Elta Fans and Zip Heaters.

Following extensive industry feedback, Ecobuild will introduce a brand new ‘Water, Waste and Materials’ stream as part of its 2013 seminar programme.

At Ecobuild 2013, visitors can also learn about the future of energy at Ecobuild’s reinvented Solar Hub. Sponsored by Rexel, this exciting feature will provide a series of free-to-attend talks and presentations, plus one-to-one advice from industry experts.

As a major consumer of electricity in buildings, lighting should also be a top energy saving priority. New for 2013, the Light Box will take FMs on a journey from day to night, showcasing the latest sustainable lighting technologies as they walk through this inspirational feature. i To register for your free ticket, please visit www.ecobuild.co.uk/register

MEMBERSHIP

New supporters BIFM has developed new ‘platinum’ and ‘gold’ supporter packages to recognise those organisations that, through 36 | 31 JANUARY 2013 | FM WORLD

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sponsorship and engagement activities, support the work of the institute; enabling us to offer more events and resources to the FM profession.

The new supporter packages are additions to the current corporate membership structure, which includes options for small (less than 50 employees) and large (more than 50 employees) enterprises.

The new packages mean that organisations committing to undertake a programme of sponsorship and engagement activities with the institute are recognised for their considerable support of the profession by becoming a platinum or gold supporter.

BIFM is delighted to announce our first platinum supporters: BaxterStorey Linaker ● SitexOrbis ● Telereal Trillium ● Vinci Facilities ● ●

The first gold supporter is: ● Andrews

Sykes

A good candidate for platinum or gold supporter packages would be an organisation that is aiming to raise their profile in the profession.

Those who want to demonstrate their commitment to FM and those who wish to undertake an awareness campaign with BIFM could, for example, support discussion forums, the ThinkFM conference, BIFM Good Practice Guides or the BIFM Awards.

It is possible for current corporate members to upgrade their membership to platinum or gold supporter status before their next renewal.

For further details, visit www. bifm.org.uk/corporatemembership, email corporatemembership@bifm. org.uk or call 0845 058 1358. i

BIFM TRAINING NEW YEAR’S RESOLUTIONS: HOW WILL YOU TRAIN FOR SUCCESS IN 2013? he New Year is always a time to sit back and reflect: what’s changed in the past 12 months and where should we be heading next?

The current tough operating conditions continue to make any form of medium- and long-term planning very challenging, but some issues remain constantly high on the FM agenda. Improving customer focus and service skills, and making a significant contribution to the corporate sustainability agendas are just some of the areas that demand management attention.

Training to equip staff for new responsibilities, handling evolving needs and dealing with complex and demanding issues in these kinds of areas is often at the heart of the change management strategy.

Getting the basics right is clearly important, but many organisations now find they need to take their teams further, working to grow their talent and extend capabilities and confidence. This is where some well-focused, tailored development can be hugely beneficial as we regularly find in our customised client programmes. The recent customer service project for Skandia is a case in point, and features in a new case study on our website at tinyurl.com/brckwl2 Here, the emphasis has been on working with individuals and teams to unlock potential through a focus on attitudes and behaviours, which can make a profound difference both to customer interactions and collaboration across the FM team.

Changing cultures and behaviour also lies at the heart of other key FM challenges, including helping to build successful relationships with service partners and embedding new practices in energy management and sustainability. By developing a closer understanding of company cultures and values as well as individual attitudes and behaviours, it’s possible to improve communications, build mutual understanding and, in some cases, transform relationships where there have previously been problems.

Although resources for learning and development are being increasingly squeezed, it’s more important than ever to invest in the people who underpin the FM operation. The key is to target priorities closely and, as ever, put resources into the areas likely to yield the greatest impact.

T

Jane Bell is a consultant specialising in professional development in the FM sector.

To read more about our targeted in-house programmes in customer service, talent management and succession planning, client and service provider relationships and energy management/sustainability, please visit our website at tinyurl.com/cecf6ke

www.fm-world.co.uk

23/01/2013 16:37

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 October | IFMA World Workplace conference & expo The largest annual conference for FM. Exhibitors, discussions and networking.

Venue: Philadelphia, US Contact: 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, construction and the built 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

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 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 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 highlight the key role it plays in the success of public and private sector organisations. The awards ceremony brings together the leaders of the sector with the winners, finalists and high-profile guest presenters.

Venue: Grosvenor House Hotel, London Contact: communications@bifm. org.uk or call 0845 058 1356

identified, with information on how to structure them into a flexible and responsive framework and how this framework needs to be adapted for multi-tenant premises.

Learning will involve a case study of a well-executed golden hour.

Venue: TBC Contact: mkenny@fesfm.co.uk SOUTH REGION 31 January | Project management case study – Astellas An interactive session, presentation and tour of Astellas’ new UK HQ. Venue: Astellas, 2000 Hillswood Drive, Chertsey, KT16 0RS Contact: To register, email ann@echo-marketing.co.uk SOUTH WEST REGION

LONDON REGION 5 February | Getting the most from your BIFM membership In association with Xenon Facilities Management Training.

An induction evening, detailing the benefits of BIFM membership.

Speakers include Gareth Tancred and Ismena Clout. Claire Akin, David Millar, Simon Grinter and Julie Kortens will be discussing special interest groups.

Venue: Olswang LLP, 90 High Holborn, London, WC1V 6XX Contact: To register, email erik.williams@masternaut.com 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, Stirling Road, Larbert, FK5 4WR Contact: mkenny@fesfm.co.uk 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, the critical aspects of the golden hour will be

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

Venue: Bristol Hilton Hotel Contact: beth.goodyear@ fmhsconsulting.co.uk 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 19 February | Sustainability SIG – tour of Siemens Crystal building Site visit of the Crystal, which opened in September 2012.

The visit consists of a behindthe-scenes tour, explaining its operation in practice. Sponsored

by Assurity Consulting and Sodexo.

Venue: The Crystal, Royal Victoria Docks, London Contact: Lucy Black at lucy@ bigpondconsulting.com 28 February | Volunteering Following the success of the Olympics and Paralympics, this event looks at volunteering, covering the experiences of some of the gamesmakers. Includes an overview of being a BIFM volunteer, outlining possible volunteering opportunities.

Venue: TBC – central London Contact: simonaspinall@c22.co.uk FM WORLD | 31 JANUARY 2013 | 37

23/01/2013 16:37

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB What attracted you to the job?

I have always wanted to operate a large flagship building in central London. This role provided the challenge I wanted, as the building is so diverse.

NAME: Gavin Dyke JOB TITLE: Facilities manager ORGANISATION: 55 Baker Street, London JOB DESCRIPTION: To maintain, organise and deliver the strategic operational requirements and provision of all hard and soft services for the building.

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

I was actually aware of FM quite early on in my education. At that time, it was a budding industry.

Although it interested me, there were hardly any higher education courses available. So I started training as a surveyor and then crossed over to FM when an opportunity was available.

What’s been your career high point to date?

The move into my current role, which has allowed me to adapt from an operational position to a more forward-thinking, strategic viewpoint.

What has been your biggest career challenge to date?

Focusing on the details and maintaining some level of improvement, no matter how small. There’s always some type of improvement that can be made – a change in a process, a better working environment or better employee motivation.

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

Processing invoices – I hate it!

ON THE

MOVE Changing jobs?

Tell us about your new role and responsibilities.

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

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Lovell has appointed Richard Jackson and Ian Faul as operations managers.

Jackson (right), based at Lovell’s Exeter office in Devon, heads up operations in the south west of England and South Wales. He joins Lovell from property services company Ian Williams Group, where he was a regional manager. Jackson was also a senior operations director for Kier Group. He will be responsible for contracts with Cardiff Community Housing Association, among others.

Faul will be based in Dudley, in the West Midlands. He joins Lovell from

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

As the service industry becomes more complex, the processes become longer. I wish things were simpler so decisions could be agreed more quickly.

Which ‘FM myth’ would you put an end to?

That outsourcing will save money. Although reducing expenditure is important, any outsourced contract must add value that is measurable.

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

I think FM has become more and more technical, especially with modern, innovative buildings. The mechanical and electrical systems are much more complex and are adapting constantly.

And how will it change in the next five years?

The implementation of total FM contracts has always been deemed the future of the FM industry, but I think there will always be a market for the bespoke individual supplier.

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

Spend as much time as possible with your contractors – it is the best way to gain practical knowledge.

Do your friends understand what FM is?

No, they think I’m a caretaker!

construction and maintenance specialist Lakehouse, where he was operations director and has previously worked as operations director for Mears.

Catering business Westbury Street Holdings (WSH) has appointed Andy Milner (above) as procurement and supply chain director. Milner is responsible for WSH’s multi-million pound supplier portfolio and an eight-strong team. He has 11 years of purchasing experience in retail, e-commerce and business services and joins WSH from Gondola

Group, owner of PizzaExpress, Zizzi and Ask, where he was head of group supply chain. Prior to that, he was logistics manager for Pret a Manger.

Turner & Townsend has appointed David MacDonald (above) as director of its UK asset and facilities management team, based in Glasgow.

After 11 years running FM-contracting companies BAM FM and Robertson FM, he rejoins Turner & Townsend.

He had previously held the position of associate director in the company’s FM consultancy department from 1998 to 2001.

www.fm-world.co.uk

23/01/2013 16:38

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 ▲ Mod-U-Pod ‘plug and play’ server solution 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

▲ Get more from floors – Flowcrete

▼ Zigor’s new Tiber UPS gets top marks Zigor’s newest uninterruptible power supply has been awarded top marks for value for money and rates as “well-suited to protecting critical systems” by a technology reviews magazine.

Reviewer Dave Mitchell from PC Pro gave the Zigor Tiber On-Line UPS a score of five out of five and rated it highly for performance and design.

Mitchell used the Dell PowerEdge R515 server, drawing around 140W when idle, to test the Tiber 1.5kVA model’s battery time.

He said: “The Tiber’s battery kept the server running for 46 minutes, which is seven minutes longer than the Tripp-Lite SmartPro.” The Tiber range can be floor or rack-mounted and is available from 1kVA up to 3kVA. W: www.tinyurl.com/c49vf42

Flowcrete UK puts the resilient power of resin flooring under the spotlight in the latest instalment of its ongoing ‘Get More From Floors’ campaign.

Flowcrete’s floors can be specified with resistance to a range of features, including the ability to absorb shock and electric charge, tackle chemical spillage and attack, endure boiling and sub-zero micro-climates – and deliver a platform to fight abrasion with scratch and impact resistance.

Flowcrete products include systems that offer protection against chemical and acid attack, ensuing surfaces will not corrode or damage as a result of spillage. Flowcrete has vast experience, carrying out projects for blue-chip clients including Bentley Motors, the RAF and BAE Systems.

E: uk@flowcrete.com W: www.flowcrete.co.uk

▼ Brighten up with Toolstation’s LEDs

▲ Eurosafe secures Glasgow contract 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

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39_Products.sr.indd 39

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 more energy saving ability 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

▼ 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 twin-rotary 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 FM WORLD | 31 JANUARY 2013 | 39

23/01/2013 16:38

Appointments

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

Meet the Team: Richard c rd Britcliffe it fe

Patrick Farrelly ly y

A x Alex Sutherland Suth S Su herl he rlland

Danny k c o c d o o W DANNY WOODCOCK

Hea Head ead of Specialist Services

0121 450 5000 / danny@thefmnetwork.co.uk

Danny heads up our specialist services division focussing on 3 key areas:

Water Treatment Fire & Security Electrical Compliance Danny began his career in Water Treatment before progressing in to UHFUXLWPHQW PDQ\ \HDUV DJR +H KDV ÀUVW hand industry knowledge and a wealth of contacts throughout the industry. He has been responsible for placing some of the industry’s top leaders as well as many Engineers and Business Development Managers along the way.

“Danny has been an integral part in the recent expansion of our business. He has taken the time to fully integrate himself within our business at all levels and invested time understanding our culture and our customers. He has utilised his extensive network and relationships to put an excellent calibre of candidate in front of us.”

James Watkins National Operations Manager Mitie Water

NO.1 FACILITIES MANAGEMENT RECRUITER IN THE UK*

www.thefmnetwork.co.uk ACCORDING TO A RECENT SURVEY*

40 | 31 JANUARY 2013 | FM WORLD

FM New appoints310113.indd 40

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24/01/2013 15:09

Service Manager, Client Facilities Management Ref: 13655

Location: Brent, London.

Salary: £46,962-£49,836 p.a. inc.

Be at the centre - drive great performance Here in Brent there is a real vision and focus for the future. We are really proud of what we have achieved so far. To maintain our momentum in the current economic climate we have introduced a council-wide programme of actions designed to create a more efðcient and streamlined organisation, whilst maintaining our focus and priorities on delivering high quality front line services.

As part of our vision our award winning Civic Centre is near completion and we will be moving into this exciting new building later this year. Located right in the heart of Wembley opposite the famous Wembley Stadium and Wembley Arena, it is supported by excellent transport links.

The centre will create a focal point for the delivery of council services. It contains a large event and function hall, library, cafés and retail areas. The council has recently entered into a long term contract with an external FM company to provide a TFM solution.

The Person You will demonstrate strong leadership qualities with experience of the effective management of high value budgets and be able to demonstrate a successful track record of implement strategic service delivery via a third party partner. Membership of the BIFM and knowledge of current industry trends with the ability to provide continuous service improvement are essential.

Are you a facilities management professional with signiðcant knowledge of soft and hard FM services provision and experience of managing and monitoring a large TFM contract?

Can you bring a fresh, enthusiastic, go-getting, responsible and professional approach to this post?

Are looking for a new challenge working in the Country’s Greenest Public Building?

The Role In this new role you will report directly to the Assistant Director Head of Property & Asset Management. You will lead and develop your own FM Client Side management and performance team.

The team will drive and manage the performance of the council’s newly appointed FM provider, ensure attainment of quality and regulatory standards across the unit and support the Brent’s new ways of working within the our exciting new building and retained estate.

If you are adaptable, highly-motivated and looking to make your mark in an innovative and aspiring organisation then we would like to hear from you.

Closing Date: Wednesday 6 February 2013 Interview Date: Monday 25 February 2013 To apply please visit the FM World Jobs site or go to www.brent.gov.uk (searching for the job vacancy using ref: 13655)

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Customer Business Director Birmingham

the

natural choice in FM recruitment

Johnson Controls Global WorkPlace Solutions is a leading global provider of integrated facilities and corporate real estate management. We are recruiting a Customer Business Director for one of our client accounts in the food manufacturing sector.

This role will involve managing hard and soft services across three sites in the Midlands with a diverse property portfolio including manufacturing and commercial properties. This position will be responsible for the delivery of excellent customer service, continuous improvement, ongoing cost reduction, expansion and growth of the contract services offered by Johnson Controls.

The successful candidate will have proven leadership experience of multi-functional teams with ideally an appreciation of the processes and importance of maintaining uptime along with productivity in a manufacturing environment. Proven experience of delivering change management and process improvement is required as is experience of managing a $20 million P&L.

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

FM New appoints310113.indd 41

If you are interested in the above vacancy please visit our website www.johnsoncontrols.co.uk/careers and apply online, or email your CV to ukcareers@jci.com quoting the vacancy reference number 091133.

8030a0113

FM WORLD | 31 JANUARY 2013 | 41

24/01/2013 15:09

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

SHUTTERSTOCK

THE SAME

FOOTBALL? CRAZY

BANG! AND THE TRAIN IS GONE

Despite what often seems like a soap opera or pantomime unravelling in the media, football clubs and their stadia are not exempt from the same workplace health and safety regulations every office, restaurant or other premises must comply with.

With the millions bandied around the world of Premier League football (television rights alone are sold globally for over £5 billion per season, meaning each Premier League game is worth £13.5 million), the least you would expect from football clubs is topnotch quality in stadia facilities.

However, in environmental reports obtained through Freedom of Information requests by the Daily Telegraph, a mixed bag of results were noted. Many clubs, such as West Brom, reported very high hygiene standards and at Arsenal, no contraventions of legislation were reported. An inspection at one club, however, discovered issues with rodents, while inspectors also reported clubs serving uncooked chicken to customers, broken taps, out-of-date food, flaking paintwork, dead insects and cobwebs. £13.5m a match? Beautiful game indeed.

The controllers in charge of train services in Stockholm, Sweden, might just be wishing for a more mundane working week in the future.

In a quite incredible turn of events, a commuter train, driven by a cleaner, careered off its tracks and into the side of a three-storey residential building.

Authorities are still unsure how a cleaner, a 20-year-old Swedish woman, managed to get into the driver’s cabin and start the train unnoticed. It is unlikely at this stage that it was within her remit.

The woman was airlifted to hospital with what were described as serious injuries, while none of the

five residents in the building were harmed.

The phone call to the duty manager at Stockholm Transport must have been one of the more unusual distress calls. Arranging for machinery to remove a carriage from the side of a building at six in the morning, while beginning the inquest into how it got there in the first place, sounds like a logistical nightmare.

FM World would like to hear from FMs: what is the most bizarre incident you have had to deal with?

Tweet us on @fm_world or e-mail editorial@fm-world. co.uk and we will publish the best responses.

Q: WOULD FM BENEFIT FROM A TV QUIZ? An as-yet untested way of boosting the profile of facilities management would be to have a courageous FM and his or her team taking part in a high profile, publicly viewed quiz.

Alas, FM World's own foray into the world of quizzing has been confined to the rather excellent Catch 22 charity event in March and a couple of quiz evenings with colleagues from other institute titles. In the former, well, it was not the winning, but the taking part that counted. Of the latter, we can only say that you'd be surprised just how useful two wooden spoons can be.

However, word has reached us that an FM team – including a particularly high profile BIFM award winner – could soon be taking part in the BBC's Eggheads programme. Think of it, five FM-friendly professionals in a perfect position to promote the sector when Dermot Murnaghan or Jeremy Vine asks them about what they do.

FM has featured in a couple of business television programmes recently and it was good to see our sector get the broadcast coverage it deserves. Nevertheless, this could be the truly breakthrough performance. If it happens, we'll keep you posted.

“Changing people’s behaviour is really hard, especially when what's being suggested doesn’t directly relate to them."

Louise Quarrell of Carbon Smart tells a meeting of the BIFM's international sig that energy management campaigns must be rooted in targets that building users can understand

IN THE NEXT ISSUE OUT 14 FEBRUARY

CASE STUDY – ROYAL PARKS /// FEATURE – CLEANING CONTRACT MANAGEMENT /// TRANSMITTING YOUR PASSION FOR FM TO YOUR TEAM /// FEATURE – A CONFUSED PICTURE ON STANDARDS /// REPORT – FM IN MALAYSIA /// SPEAKING IN PUBLIC – WHAT'S IN IT FOR ME? // ALL THE LATEST NEWS AND BUSINESS ANALYSIS

42 | 31 JANUARY 2013 | FM WORLD

42_No2Days.sr.indd 58

www.fm-world.co.uk

24/01/2013 16:58

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FMW.31.01.13.043.indd 38

21/01/2013 18:25

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21/01/2013 18:17