FM World 5 September

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 5 SEPTEMBER 2013

FMWorld www.fm-world.co.uk

DIVINE INSPIRATION FM’s design role at One Angel Square, the Co-operative Group’s new headquarters

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VOL 10 ISSUE 16 5 SEPTEMBER 2013

CONTENTS

6 | Less working space

16 | Zero-hour contracts

20 | One Angel Square

NEWS

OPINION

FEATURES

6 The BIFM has withdrawn from merger discussions with industry bodies 7 Finalists have been announced for the BIFM Awards 2013 8 Project of the Fortnight: Liverpool library opens new chapter 9 Think Tank: will private sector organisations begin to share services?

10 Business news: Graeme Davies believes half-year results point to sunnier times ahead 11 Balfour sells its facilities business to GDF Suez 12 In Focus: Jeremy Waud of Incentive FM discusses the issue of margins

14 Perspective of a facilities manager: Simon Francis feels no let-up during summer at the University of the Arts 15 Five minutes with Christopher Kehoe of Emcor Group 50 No Two Days

MONITOR 34 Legal Update: Phillip Richardson on employee references 37 Technical: Simon Hunter explains the benefits of window louvre systems 39 Insight: Market intelligence

24 | ITV

16

Zero-hour contracts: Nick Martindale analyses the use of zero-hour contracts across the facilities management sector

20

One Angel Square: At the Co-operative Group’s new headquarters, FM has played a major role in its ultra-sustainable design, finds Martin Read

24

ITV: Providing FM for a major TV production company is rarely dull, explains ITV’s Ian Jones at the ITV Towers building on London’s South Bank

30

BIFM at 20: Celebrating the 20th anniversary of the BIFM, David Arminas charts the organisation’s birth, development and achievements

REGULARS 40 BIFM news 43 Diary of events 44 People & jobs 46 Products 48 Appointments

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ newsdesk: newsdesk@fm-world.co.uk ⁄ sub editor: James Richards ⁄ editorial assistant: James Harris ⁄ consultant art director: Mark Parry ⁄ art editor: Daniel Swainsbury / picture editor: Claire Echavarry

DAVID ARMINAS NEWS 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: John Seaman (020 7880 8541) PRODUCTION production manager: Jane Easterman senior 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, independent consultant, Norland Managed Services / Lucy Jeynes, Larch Consulting / 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 11,920 (Jul 12 – Jun 13) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

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

BIFM ENQUIRIES

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nother silly season is over. Facilities managers back from well-earned holidays are returning to the serious matter of supporting their organisation’s business case.

But it wasn’t always so, as shown by our feature on the BIFM celebrating 20 years since it was established. It’s a good time to reflect how business times have changed, and how the FM profession has changed over these 20 years.

It’s been steady progress from the late 1960s when ‘facility manager’ wasn’t even a recognised term. Some employees way down the managerial pecking order began to realise there were common elements within different jobs in their organisations; receptionists, catering staff and cleaners all helped their organisation run smoothly.

Then came the 1993 merger of the Association of Facilities Management with the Institute of Facilities Management to create the BIFM. Fast-forward to 2013 and senior FMs, managing multi-million-pound assets, are mixing it up at board level.

The BIFM is celebrating its accomplishments by also looking ahead to where it should put its resources, including into building information modelling (BIM).

Through the associated Government Soft Landings programme, BIM is the government’s main vehicle for forcing joined-up thinking by architects, engineers and FMs in the design and construction through to the operation of public buildings.

Under BIM, FM input is not only desired, but expected.

So potentially, FMs can now go further if they choose. The Royal Institute of British Architects (RIBA) has called for the creation of a governmental chief built environment design adviser role to be created to lead and set the agenda for a better built environment. In other words, the opportunity is there for FMs to step outside the physical asset and collaborate in a wider environmental, urban and social context.

The complexity of today’s facilities manager role is highlighted by our case study with Ian Jones, head of facilities at ITV. Jones has an IT specialist and two procurement people assigned to his internal Workplace Services. Make no mistake who leads whom: “They are part of my team and not adversaries,” Jones says.

Many FMs talk about their organisation’s business culture. Jones has three internal cultures: the classical corporate culture of the head office, the creative culture of programme development and the technical culture of production teams.

Modern FMs are adept at identifying such differing sets of service requirements, and some of the best will be rewarded for their work in October at the annual showcase BIFM Awards. The names and job roles of recently announced shortlist for the coveted title of Facilities Manager of the Year shows just how far the profession has come: David Scott at Sodexo, Deborah Rowland at the Cabinet Office, Donna Brown of ISS UK, Hadleigh Standen at Pinnacle PSG and Niamh Lynch at Acuman Facilities Management.

The awards event at London’s prestigious Grosvenor House Hotel in Mayfair, will again be the highlight of the year for the finalists and attendees.

I am leaving FM World, but could well return from time to time when called on by my esteemed colleagues. After all, in my experience on FM World, there were never two days the same.

A

“The shortlist for the FM of the Year award indicates how far the profession has come”

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MERGER

BIFM withdraws from industry merger talks The BIFM has withdrawn from the merger discussions it had previously entered into with Asset Skills, the Cleaning & Support Services Association (CSSA) and the Facilities Management Association (FMA).

This decision was taken at a BIFM board meeting on 22 August at which the potential merger was thoroughly reviewed. The institute felt that the current merger plans ‘were not in the best interests of BIFM and its members at this time’.

Gareth Tancred, chief executive of the BIFM, said: “The board’s first priority is to ensure decisions such as these are in the best interests of its members. Right now, it has been decided that we must focus on the delivery of our strategy and continuing our current success.

This does not rule out any future discussions about merger and

acquisition opportunities and nor does it rule out working with other like-minded bodies for the benefit of our members, the FM profession and the wider support services industry.

“Anything that serves to strengthen the representation of our industry and its services must be a good thing, and BIFM wishes to support Asset Skills, CSSA and FMA in their future endeavours. But we do not believe the involvement of BIFM in this merger is right for the institute at the current time. This is a difficult decision, but it has been taken for the best interests of our organisation and its members.”

In a written joint statement, the three remaining parties said that they would accelerate their plans to merge, in order to answer what they said have been calls from the

“The board’s first priority is to ensure decisions are in the best interests of its members,” said BIFM chief executive Gareth Tancred

industry for greater rationalisation and better representation at government level.

Richard Sykes, chairman of the FMA and the merger group steering committee, commented: “We continue to believe that [the merger] presents a fantastic opportunity to bring the industry closer together and to provide a more consolidated voice and greater benefits both for corporate and individual members.”

Sykes said Asset Skills, CSSA and FMA will continue with the planned merger “as strategically,

this provides synergies and further benefits to all our members.

“We anticipate the three bodies being able to move to a merged body, with a developed, robust strategy, at a faster pace now that the approval process has been shortened,” he said.

Sarah Bentley, chief executive of Asset Skills, said the three organisations believed the merger group’s work so far “meets the needs of employers who will need to approve the [final] offering”.

SHUTTERSTOCK / CHRISTIAN TRAMPENAU

Space per employee continues to shrink in offices The average amount of office space per employee is 150 square feet, down from 225 square feet in 2010 (14 square metres down to 21 square metres), according to a survey.

Just over half of respondents believe the average will be down to 100 square feet (9 metres square) or less per worker in five years, according to the report by CoreNet Global.

A leading factor is the monumental shift among corporate offices toward open space floor plans with fewer assigned individual offices. More than 80 per cent of respondents said their

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company has moved in this direction.

The research also found that employment levels are likely to increase in the second half of 2013, leading to a ‘property paradox’,

whereby there is a reduction in space per office worker while organisations are hiring more employees.

CoreNet Global suggested that the situation is down to the increasing mix of workers in the office and those doing teleworking.

Nearly 60 per cent of respondents projected increases in employment at their companies during the second half of 2013.

The survey, based on responses from 200 companies worldwide, also found a rapid emergence of space-on-demand, co-working and other so-called ‘third places’ in which to work. These include WiFi-

enabled coffee shops and public spaces within inner cities.

More than two-thirds of companies said they had integrated workplace strategies. However, 43 per cent of respondents said that their organisation has more collaborative space than ever, versus private spaces for individual employees.

However this shift could be affecting employee performance, according to a third of respondents, as companies are over-building collaborative space at the expense of individual work spaces, where employees have fewer distractions allowing them to better concentrate. www.fm-world.co.uk

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NEWS

BRIEFS Tax break for heat pumps

Finalists announced for the BIFM Awards 2013 Finalists for the 2013 BIFM Awards, which include the facilities manager of the Year. headline-sponsored by Macro, the awards recognise and celebrate excellence in facilities management.

To be shortlisted for an award – whether as a team member, a client representative, or member of a leadership team – is a notable and very worthy achievement, providing ‘a true demonstration of independently evaluated differentiation in a highlycompetitive market’.

Those shortlisted for the title of

facilities manager of the Year are: ● David Scott: Sodexo ● Deborah Rowland: Cabinet Office ● Donna Brown: ISS UK ● Hadleigh Standen: Pinnacle PSG ● Niamh Lynch: Acuman Facilities Management Two additional awards will be presented at the ceremony, ‘Judges’ Special Award’ and ‘Overall Industry Impact’.

Commenting on the finalists, Chairman of the Judges, Oliver Jones said: “Once again we have been delighted to receive a very

high number of entries for the 2013 Awards.

“It has also been very encouraging to see that these have come from all sectors of the FM industry: leading brand names; fast growing, innovative new entrants; and outstanding individual teams and people.

The task for the judges was tough, but we are delighted that the finalists and winners have now been identified underlining the strength in depth that we enjoy in the UK in facilities management.”

OUTSOURCING

ISTOCK

Local authorities seek shared success Ninety per cent of local authorities believe that sharing services with other local authorities will bring benefits, according to a survey.

The research, commissioned

by FM provider Interserve and carried out by YouGov, also showed local authorities have achieved on average a 10 per cent improvement in efficiencies in their property and facilities portfolio since 2010.

They anticipate making 17 per cent savings by 2016 and 22 per cent by 2020.

But tough times loom for local authorities. Respondents anticipate making 13 per cent budget cuts across their council by 2016, but a third of respondents said they would be unable to meet these targets.

The survey also covered health www.fm-world.co.uk

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care professionals. Despite ringfencing, healthcare professionals said they expect on average a 2.5 per cent decline in overall budgets by 2016, although a quarter of respondents report an expected increase.

In response to lower budgets within healthcare, 48 per cent of those respondents facing cuts say they are still developing a strategy

to deal with these reductions.

The survey examined the outlook of public services provided by local government and the health sector. It is based on 384 senior managers across four separate groups, between 29 May and 17 June this year.

Of the respondents, 126 were in local authorities, 122 in healthcare, 85 were in universities and 51 in housing associations.

The sample includes 55 respondents at the levels of chairman, chief executive and chancellor. There were 255 heads of department and other senior managers, as well as another 72 at board level.

See page nine for the FM World Think Tank poll on shared services opportunities in the private sector.

Carbon dioxide heat pumps for water heating have been added to the list of approved energy-saving technologies that can save on tax.

The list of approved technologies was presented in the Treasury’s Enhanced Capital Allowance (ECA) Scheme for Energy Saving Technologies.

The changes, announced in the government’s budget in March, include the de-listing of four technologies, and came into effect on 7 August.

The full list of technologies approved and awaiting ratification

by Parliament is available at tinyurl.com/energytechnologylist

Scottish Canals in listing Scottish Canals, in conjunction with Historic Scotland, is evaluating 80 buildings along Scotland’s 137 miles of canals to see if they meet the criteria for listing.

The project is also reviewing around 40 listed buildings owned

by Scottish Canals along the Forth and Clyde and Union canals in the Lowlands, the Crinan Canal in Argyll and the Caledonian Canal in the Highlands.

The review is part of Scottish Canals’ 25-year strategy to preserve the cultural and natural assets of the waterways.

Brompton Road sold The Ministry of Defence (MoD) is selling one of its central London Brompton Road sites that includes the disused Brompton Road Tube station below it for an expected £20 million.

The 2,600 square metre (28,000 square feet) building close to Harrods in Kensington was opened in 1906 and closed in 1934 because of lack of passenger use.

The building was sold to the MoD just before the Second World War for use as a command centre. It later housed the University of London Air Squadron, the University of London Royal Naval Unit and 46F (Kensington) Squadron Air Training Corps.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Call for FMs to comment on pest control standard Facilities management firms are being urged to help shape an international pest management standard.

The CEN European Standard for Pest Management Services sets out the requirements and skills pest control companies need to deliver a professional service.

The standard – known as EN 16636 – makes recommendations covering the entire pest control management process. Topics include root cause analysis, client and site risk assessment, formal client proposal, delivering the agreed service and formal report and recommendations.

“This is a real opportunity for the pest control industry to align itself with what FM customers want and expect,” said Rob Simpson, managing director of professional pest control register Basis Prompt, who was on the committee that helped draw up the document.

FIA updates fire safety signage guide

Liverpool library’s new chapter Cofely is providing a total FM package to Liverpool Central Library for 25 years as part of its involvement in the recently completed £55 million revamp of the facility.

FM World reported in January 2010 that Liverpool City Council gave the go-ahead for the transformation of the Central Library, a private finance initiative (PFI) project that was a decade in planning.

Design, construction and FM project team Inspire Partnership were chosen for the work that started in the summer of 2010.

Inspire Partnership includes FM company Cofely, building services engineer Buro Happold, architect Austin-Smith:Lord, contractor Shepherd Construction and investors and asset management company Amber Infrastructure.

Much of the library suffered bomb damage in the Second World War and was rebuilt in the 1950s.

Work by Inspire involved restoration of the Grade II-listed parts of the building that date from 1860. The library lies within Liverpool’s UNESCO World Heritage site.

The old 1950-built areas were demolished and a five-story building built in its place The new structure houses reading rooms, general information areas, meeting rooms, a café and an atrium and roof terrace.

More than four million documents, books and other items have been re-housed in the library. Rarities include the four-volume Birds of America by John James Audubon, often described as the greatest natural history book ever produced, and the 1207 Charter signed by King John, which granted Liverpool city status.

Open to the public now is the Oak Room, which dates from 1914.

It was previously viewed only by appointment.

The city’s record office is now in a climate-controlled area with its nearly nine miles of archive space.

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The Fire Industry Association (FIA) has published guidance on fire safety signs and notices aimed to make the regulations more understandable.

The guide is aimed at building managers, facility managers, duty holders and FIA members.

The FIA recommends that fire safety signs should be reviewed periodically to ensure they support the fire safety strategy for the premises.

The guidance is divided into two parts: fire exit and escape route signs, and other fire safety signs and notices.

The guide also covers the design, position and location of fire safety signs and how they should conform to BS EN ISO 7010 and BS 5499 parts 4 and 10.

Report slams prison’s first-year failings An independent report into first year operations of G4S-run prison Oakwood has been critical of the design and readiness of the site to accept its first inmates.

The report by an independent monitoring board said “a number of the issues” identified with the design and layout of the Midlands-based prison were the consequence of “cost-cutting initiatives implemented after the original design specification was agreed”.

Among the issues was design of areas for prisoners and staff within the main site hub that “have no natural light [and] limited air circulation or air conditioning”.

The 25-page report also noted that “access to staff toilets is directly from the central hub area and [is] not conducive to the existing poor air quality within the hub office”.

The review of HMP Oakwood covers the period between opening in April last year and March this year.

RIBA calls for ‘environment design adviser’ The Royal Institute of British Architects (RIBA) has called for the creation of a chief government built environment design adviser role to lead on the agenda for a better built environment.

He or she should be heavily involved with a built environment design policy to be set out by the government.

RIBA also wants to see overall responsibility for architecture policy to be removed from the Department for Culture, Media and Sport.

RIBA president Angela Brady said that, instead, the policy should be overseen by a minister within the Cabinet Office and who has a crossdepartmental role to embed good practice across government.

Brady was speaking at the publication of RIBA’s response to the government’s review of architecture and the built environment, led by architect Sir Terry Farrell.

“The Farrell Review is a great opportunity to chart a new course for the built environment and we’d encourage Sir Terry and the government to think big and be bold in order to secure a better future for all of our communities.” www.fm-world.co.uk

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THINK TANK

WE ASKED 100 FMS…

Not a chance 44%

It will happen 56%

Will private sector organisations share FM services under contracts with suppliers, as the public sector has done?

If the public sector can share services, so can the private sector, according to the majority of respondents to the latest FM World Think Tank poll.

However, only 56 per cent of respondents said the private sector will share FM services. There remains some formidable obstacles to a rapid move in that direction, including concerns over security.

Some respondents also believe the private sector already shares services more than is publicly known. This is more likely the case for smaller companies in multi-tenanted buildings, said a respondent.

As another respondent said, the obvious synergy is between client organisations in the same sector. “But due to issues over

confidentiality and disagreements over who would have final say in contracts, it would be amazing if shared services would be set up.”

Talks to share services could falter over a building’s age and design: “If my office was a listed building and my neighbour’s was a new shed, I would worry about the service compatibility. I would also be concerned if we were rival businesses.”

Careful attention would have to be paid to the fine print in a private sector shared services contract, said another FM. “The contract would have to be watertight and consider such things as companies going out of business or moving,” he said.

“But viability comes down more to economy of scale.”

Catering and cleaning are areas

where this happens to a degree, if the requirements of at least one client is not too big, said a respondent.

“The company with a small need shares costs with a neighbouring company that has need for a large provision, she said. “The same with cleaning where a company needing only a few hours cleaning will subcontract it from their neighbour.”

The obvious areas for expanding this approach are on industrial trading estates where neighbouring companies could share initial contract negotiations for a shared provision.

In fact, shared services in the

private sector do happen and do work, said one respondent who says he been involved in them. What appears to hold back more sharing is “little appetite” for setting up a joint organisation to run the shared contract and oversee suppliers.

One respondent pointed out that shared services in the public sector typically include back-of-house services such as finance, HR and procurement. There hasn’t been a lot of shared FM deals despite some FM firms offering these services.

Join the FM World Think Tank LinkedIn group by visiting www.tinyurl.com/fmwthinktank

SHUTTERSTOCK

MoD readies to sell off its Old War Office The Ministry of Defence is putting up for sale its Old War Office building in Whitehall as surplus to requirements.

Proceeds from the sale will be used to invest in defence priorities, according to an MoD statement.

The Old War Office was built in 1902 for the Imperial General Staff and was central to wartime operations.

The building was a focal point for military planning throughout the major conflicts of the 20th century, housing numerous secretaries of state, including Sir Winston Churchill.

“The building will go on open market sale shortly following the appointment of suitable professional agents and is expected to attract significant interest from developers,” the MoD said in a www.fm-world.co.uk

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Old War Office, Whitehall, London

written statement.

In 2014, MoD staff will move out of the Old War Office and all operations will transfer into MoD’s Main Building in Whitehall.

“This is part of the MoD-led drive to operate a more efficient estate. Bringing MoD teams together into one building will save the taxpayer around £8 million a

year in running costs.”

The sale also contributes to the wider Cabinet Office drive to operate a more efficient government estate, which has already helped departments to raise £1 billion by selling buildings and land no longer needed.

The announcement comes as the Cabinet Office gave final approval for plans to restore Admiralty Arch close to Trafalgar Square and open it up to the public.

Minister for the Cabinet Office Francis Maude confirmed that Westminster City Council granted planning permission to developers Prime Investors Capital (PIC) to renovate the former office space into a five-star hotel, residences and private members’ club.

Plans unveiled by the Cabinet Office last October, are for a

99-year lease between PIC and the government. It will raise an extra £60 million from the sale of Admiralty Arch’s leasehold. There is also an option for PIC to call for a 125-year lease before the lease is granted for an additional £5 million.

Admiralty Arch, built in 1912, originally housed offices and residences for the Sea Lords of the Admiralty and was used by the navy and the MoD until 1994 Maude said historical and architecturally significant buildings like the Arch shouldn’t be sitting empty in the government’s estate wasting £900,000 a year to run.

“Instead we’re raising £60 million for the taxpayer and working closely on every aspect with Prime Investors Capital, Westminster City Council and English Heritage to restore it to its former glory.”

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ANALYSIS

Summertime, and the living is easier GRAEME DAVIES newsdesk@fm-world.co.uk

The summer often creates a lull in corporate news, except for trading statements and updates.

This year’s welcome sunny weather has been matched by a generally sunny ‘results season’ for many of the bigger UK FM players.

The traditional deluge of halfyear results, published through late July and early August, allows an insight into how the major players are shaping up. In most cases, the signs are pretty encouraging.

Results from the likes of Carillion and Mears Group in the UK and Danish giant ISS group all showed

improving profits. Trading statements from players like Mitie continued the theme of growing order books. There was a counterbalance from Interserve, showing a slightly weaker results sheet, as well as disappointing figures from Balfour Beatty – although these were skewed by problems in Balfour’s UK construction business.

In most cases, improved performance was driven primarily by better margins rather than a surge in revenues. After all, markets generally are hardly booming with government contracts still slow to pick up.

This trend for margin improvement is an important factor in assessing the health of the sector in general. It appears in many cases that companies have successfully navigated the tough period from 2008 onwards. They are now emerging as leaner and stronger organisations that are likely to see profits continue to improve as revenues pick up.

There are also suggestions that relationships between clients and providers have reached a solid equilibrium. Clients have realised that they can’t continually squeeze providers and still expect the same level of service.

Indeed, this more ‘mature’ relationship between supplier and client can benefit both sides.

The supplier is able to maintain a reasonable level of service. With many of the costs attached to third party products the two sides can work together to achieve savings on supplies. There is no need to

Contract wins

NEW BUSINESS Catering company Chartwells has secured a £43 million contract with the University of Sussex, near Brighton.

In the 10-year deal, Chartwells will operate the cafés and restaurants on the university campus, delivering catering services to 13,000 students and over 2,000 members of staff.

The catering group has operated the cafe at the university’s Innovation Centre for nine years.

Property manager Broadgate Estates has extended its contract with Incentive Lynx Security for manned guarding at Central Saint Giles, a mixed-use development in London.

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Under the terms of the three-year deal, Incentive Lynx is providing a team of 19 staff, whose duties include patrolling, access control and the monitoring of alarm and CCTV systems.

John Laing Integrated Services has signed an eight-year contract to deliver library services for the London Borough of Croydon. The contract starts on 1 October and covers 13 libraries as well as the borough’s home library service.

The deal is for full management of the libraries’ services including back-office support and front-line delivery.

G4S has signed a £10 million contract

with Tangier Med Port Authority and port developer Tangier Med Special Agency to provide security at the largest secure site in Morocco. Under the three-year contract, G4S will have 300 employees handling specialised security services, including operational and technical security focusing on passenger and freight screening.

Contract caterer Elior has secured a £1.35 million contract with hotel and apartment chain Fraser Suites, based in Edinburgh. In a five-year deal, Elior is providing full service breakfast, lunch and dinner in a seven-day week operation at the client’s Broadsheet Bistro.

Newly-promoted Bradford City FC has awarded a five-year contract to Lindley Venue Catering. Under the £1.4 million deal, the specialist sports catering division of Lindley Group is managing all of the public match-day catering at the 25,136 capacity Coral Windows Stadium.

squeeze the first-tier provider too hard for savings, an action that could adversely affect the services they deliver.

But it is by no means a given that profits will continue to grow as revenues pick up. Healthy margins for the biggest providers may not necessarily be replicated by smaller players and those second and third-tier companies – the subcontractors – supplying services to the big players.

But with the UK economy showing signs of picking up and even the moribund European economies also eliciting signs of life, prospects look to be on the up for the large players. This is especially, and hopefully, true if many government construction projects kick in over the next couple of years, bringing with them associated FM business.

Order books are never guaranteed but they are a good indicator of future prospects. For companies such as Mears, whose order book has risen from £2.7 billion to £3.8 billion, these prospects look increasingly healthy. Elsewhere, Carillion booked £2.9 billion of new orders in the first half of the year and boasted of a confirmed and probable pipeline worth a hefty £18.4 billion.

The overall evidence points to increasing corporate health at the top end of the FM sector. We wait for the mid and small-cap companies to report in the coming weeks to see if this is being replicated throughout the industry.

If the smaller companies show similarly healthy margins, then the forthcoming economic recovery, if it takes root, could bring a period of sustained growth for the sector.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

29/08/2013 14:34

BUSINESS BRIEFS

Balfour Beatty sells its FM business

Andrew McNaughton, chief executive, Balfour Beatty

our evolution as we intensify our focus on infrastructure.”

GDF Suez also issued a statement, saying the acquisition “will give GDF SUEZ, through its primary brand Cofely, a strong position in energy services, technical services & facilities management in the UK”.

Cofely has employs 2,200 people in the UK providing similar services to 13,000 sites in commercial, industrial and public sectors. It is also the UK’s largest provider of district energy, the GDF statement said.

The combined Balfour Beatty Workplace and Cofely business will generate annual revenues of around £800 million.

Earlier this year, Balfour Beatty reported a 70 per cent drop in half-year profit off a revenue dip of 3 per cent.

Revenue slid back to £4.97 billion from just over £5 billion for the same period last year, according to a trading statement for the halfyear ended 28 June 2013.

Profit fell from £150 million in the half-year 2012 to £45 million this year.

Mitie reports a buoyant order book Mitie continues to have a strong balance sheet, according to the group’s interim management statement.

The statement, covering 1 April to 30 June 2013, noted that as of 30 June, the services group had 89 per cent of budgeted revenue for this financial year, up from 87 per cent for the same period last year.

“Our strong balance sheet continues to provide us with capacity for the development of the business and for further value-creating acquisitions should they arise, particularly in niche markets within the healthcare and energy sectors,” said the statement.

Mitie said the integration www.fm-world.co.uk

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of homecare provider Enara is progressing to plan and the business has been rebranded to MiHomecare.

Last October, Mitie paid £110 million for Enara, the fourth-largest provider of home care services in the UK, from August Equity. The private equity company had owned it since 2008 and the business had a turnover of around £93 million.

In the private sector, the sales pipeline remains buoyant.

Contract wins include Mitchells & Butlers, an operator of restaurants and pubs in the UK, to deliver waste management, cleaning and environmental services, for a total value of £38 million over three years.

Mears sees record rise Mears Group saw revenue jump 49 per cent to nearly £458 million for the first half of 2013.

Adjusted profit before tax rose 15 per cent over the same period last year, according to the group’s interim results for the six months to 30 June 2013.

The repairs and maintenance group, which provides support services to the social housing and care sectors, said its order book stands at £3.8 billion (2012: £2.7 billion). The group reported “full visibility of consensus forecast revenue for 2013” and more than 85 per cent for 2014.

Steady progress for Rentokil Rentokil Initial reported steady revenue and profit growth for the half-year to 30 June 2013.

Revenue was almost £1.17 billion, up 3.7 per cent for the same period last year, while profit before tax was £87.6 million, a rise of 1.8 per cent.

Revenue in Initial Facilities declined by 2.9 per cent, “reflecting the loss of a number of low-margin catering contracts and the business’s planned withdrawal from a number of single-service contracts in order to de-risk the portfolio and improve profitability”.

G4S steps out of tender Mitie has acquired UKCRBs

In the public sector, Mitie said it remains focused on the health, justice, local authority and social housing markets.

Mitie has also acquired criminal records checking service UKCRBs. The company will be integrated into Mitie’s existing employee screening offering, PeopleCert.

G4S has withdrawn from the bidding for electronic tagging of prisoners contracts over allegations that it overcharged the government on previously won work. The withdrawal follows allegations made last month by Justice Secretary Chris Grayling that both G4S and Serco had been overcharging, as well as charging for work not carried out on tagging contracts.

ALAN LEWIS/VISMEDIA

Balfour Beatty, the international infrastructure group, has agreed to sell Balfour Beatty Workplace to GDF Suez Energy Services for around £190 million.

Completion is expected in the fourth quarter of 2013, conditional on EU competition clearance, according to a statement from Balfour. The price will be reduced by any net debt transferring with the business and other adjustments. Net cash inflow upon completion is expected to be in excess of £150 million.

The division generated £482 million in revenue in 2012, with operating profit of £21 million, and has over 9,000 employees. Gross assets as of 31 December 2012 were £197 million.

Andrew McNaughton, chief executive of Balfour Beatty, said the deal is “an important step in

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29/08/2013 14:34

FM BUSINESS IN FOCUS

THE ISSUE: Ensuring the maintenance of healthy margins for service providers is included when evaluating performance

THE INTERVIEWEE: Jeremy Waud, managing director, Incentive FM

A margin for error Half-year results are a good indicator of the likelihood of a company hitting its full-year targets. Yes, at the turning of the year, both revenue and profit are in the crosshairs. To a lesser extent, forward order books and margins are scrutinised.

Admittedly, revenue and profit are often the stuff of headlines in the silly season. But margins often indicate corporate efficiency. Some would argue that margins are, in fact, a better indicator of at least medium-term financial health.

A business might grow its sales by 20 per cent. But to do so, it might also spend more to manufacture its product – or in the case of service delivery, spend more for operating on site. In this case, any profit from increased sales stands a good chance of being eaten up.

Also, in this case, the manufacturer or services supplier will have to boost efficiencies in the factory or get smarter about how it delivers its services on-site.

If a supplier is running on slim margins the business could also be running on borrowed time.

If contracts start making a loss, financial collapse can result, leaving the client holding the bag. If there is a high margin and clients become suspicious of overpaying suppliers for goods

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and services, relations could deteriorate as a result.

Too often, margins are the ‘elephant in the room’ in the supplier-client relationship. At other times, margins are too much in focus; a client wants to cut down a supplier’s margins to save money on the contract.

Timely reminder It’s time for a reminder about what a margin – and in particular a management fee – is all about, says Jeremy Waud, managing director of Incentive FM. The margin is what a supplier runs the business with after running the contract, he says.

If a closed-book fixed-price for delivery of service contract is used, the supplier needn’t disclose his margin. A client pays for the service and is not necessarily privy to the cost of delivering goods and services on site.

Closed-book means a supplier could, if he or she wished, boost their margin by lowering on-site delivery costs and even paying their employees less.

In a ‘management fee’ contract, run as an open book, a supplier discloses, and a client pays for, on-site delivery of goods and services. The supplier’s management fee is just that, says Waud. It’s the cost of running the

service. It’s what buys the brains to drive efficiencies for both client and supplier.

“My concern is that if suppliers are continually brow-beaten into accepting lower margins, what follows hard on the heels is lower service standards,” he says.

“Buyers need to remind themselves of where margin goes. It’s not profit. It pays for a supplier’s overheads, central infrastructure, staff and then profits.”

Reasonable demands Client – as well as supplier – should be very careful with chipping away at management fees, says Waud. But what constitutes a sufficient, essential or fair management fee?

“I would say that both security and FM companies will be able to achieve on average a 10 per cent margin, while cleaning and catering companies will be between 15 and 18 per cent,” he says.

“M&E companies will work on a more classic straight markup of say 10 per cent on anything subcontracted, plus materials in the same manner. They would likely aim for a greater margin on works provided by their direct employees.”

However, it’s “fair and reasonable”, says Waud, to expect margins to be “shaved

a little” if a longer-term contracts are offered. The gain is the ability of both supplier and client to forward plan with more certainty.

Such ‘contract enhancements’ mitigate risk for both parties, says Waud. “Risk and reward” should be a big component of value-for money thinking. A reduction in risk allows the client more certainty that their business goals will be reached. Fixed price contracting – closed book deals – has always been easy game for increasing margin over the life of the contract. Suppliers will say their margins are too low and clients will say their supplier’s margin is too high – and all of this is said with no disclosure.”

Bargaining tools Says Waud: “You hear of some organisations costing a project on the basis of using staff with less than two-years’ service.

They also pay a travel and subsistence allowance – which is free of employer’s national insurance contributions – in lieu of some wages, further boosting their margins.”

Some suppliers will bargain away their margin just to keep the work if the client threatens to go elsewhere, says Waud – but in this case, he warns, both the supplier and client are dealing with a loaded gun.

“If suppliers are continually brow-beaten into accepting lower margins, what follows hard on the heels is lower service standards” www.fm-world.co.uk

29/08/2013 14:34

This stunning model reveals the face of Ann Summers and will be at the RWM Exhibition at the NEC Birmingham, stand 20L38.

But do you know what’s underneath and what the waste management challenges are? We dispose of all sorts for Ann Summers, you can imagine the variety: lacy things, rubber things, even moving parts! Each area provides its own unique challenges to overcome in order to help them become more sustainable.

Come along to a talk by Paul Matton, Property Director at Ann Summers and Harvey Laud, Director at Helistrat which breaks all the boundaries.

12pm on Tuesday 10th September at the Commerce & Industry Theatre.

&

Compliance

www.helistrat.co.uk

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Waste

Cleaning

enquiries@helistrat.co.uk

Pest Control

02392 604 773

23/08/2013 17:04 12:19 16/08/2013

FM OPINION THE DIARY COLUMN SIMON FRANCIS

“I HAVE NOT FELT THE SLIGHTEST LULL OR SLACKENING OF THE PACE – WE SEEM TO HAVE BEEN BUSIER THAN EVER”

Local Authority

NHS Trust

FM Consultant

Simon Francis is senior facilities manager at the University of the Arts London

CHAN G ES AF OOT

imon Francis is busier than ever during S the quiet months at the University of the Arts, London, as he works with his team to implement changes for the coming year It is usually around this time of year that I start to give thought to the fast approaching autumn term and the challenges it will bring my team. The summer is usually an ideal time to draw breath, consider the successes and failures of the past year and start to develop our plans for the new term.

However, this year I have not felt the slightest lull nor any perceptible slackening of the pace. We seem to have been busier than ever this summer, not only undertaking the usual raft of planned maintenance and improvement works across the estate, but running a series of activities and projects aimed

at improving our performance.

One of these activities is the annual testing and review of our disaster response plan. While we have had the plan in place for some years, it was the feared (yet ultimately unrealised) impact of last year’s Olympics on London that raised its profile and caused senior management to buy into the process. This has kept me busy in terms of working with our advisers to develop and run the test scenarios and in improving the support arrangements in place for the plan, such as the development of a further control room, the improvement of IT and

communications arrangements and the strengthening of our first-response incident management arrangements.

We have also been kept busy working with some of our students to design, develop and manufacture a new uniform for our front line staff. This has proved particularly challenging where the design and the budget available, sadly, do not in any way match. We have, however, again been inspired by the quality of our students’ designs, as our fashion students have excelled themselves with some very high quality proposals for the new uniform.

The challenge has been to translate these designs into something durable and affordable, yet retaining the flair and individuality of the students’ designs. We think we’ve been successful, but the real proof will come when the first uniforms

roll off the production line.

As well as these two high-profile pieces of work, we have also been busy with some of the less visible aspects of our operations. After a lengthy procurement process, we have entered into a new contract with a supplier for a universitywide waste service, replacing the fragmented service delivered by multiple local authorities across London.

Early signs are positive, and, with the forthcoming launch of our new sustainability campaigns, which will include the promotion of individual carbon budgets for our students, we expect to be able to further increase the sustainability of our operations.

So while it’s a busy summer all round for my team, there are some real positive changes afoot, changes that should ultimately impact positively on the student experience.

BEST OF THE WEB Views and comments from across the web What is space planning? (BIFM group) Stephen H: The ‘efficiencies’ bit is key: it’s all about the what, why and how, before starting on the where and when.

It’s a skill you pick up on most solid interior design and architectural courses, as was my training, but essentially, form (aesthetics) always follows function.

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works well is always preferable over a space that looks good, but can’t be used.

What’s stopping properties becoming energy efficient? (BIFM group) Julie Gallagher: I think it’s a lack of knowledge and also time that it takes to work out what the ROI could be for the business and landlord.

Tony Haynes: While the

behaviour of the general users of a building can significantly negate the built-in energy saving measures, ageing and failed fenestration hardware, which is difficult to operate, or simply ineffective, can contribute a lot of problems and significant, additional running expenses.

Chris Ward: For a building to become

energy efficient, I believe that we should look at all aspects holistically.

A building with new, efficient plant will not automatically be efficient if the maintenance regime is poor or the controls system is not commissioned correctly.

As customers continue to search for economies in cleaning, are output specifications the only

way forward? (BIFM group) Andrew Porter: I personally would not use anything but an output specification for sourcing general cleaning. Entering into a shared services scheme that incentivises the supplier can also be advantageous. But there is a limit to how much you can save on cleaning as effectively it requires a fixed number of staff plus plant and consumables. www.fm-world.co.uk

29/08/2013 12:19

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BEST OF THE

FMWORLD BLOGS A youthful outlook Andrew Hulbert, associate director, facility services at Bilfinger HSG FM I have always been an advocate of the opportunities that the FM industry can provide for young talent. I also believe that we could do more to create those chances and get more young people involved.

For me, this is the case at every level, from GCSE, to apprenticeships, to degree level students and beyond.

As well as my usual day job, I have been searching for a building services apprentice, recruiting an up-and-coming technical manager, judging the Young Manager of the Year 2013 and trying to find a school careers’ day to exhibit the BIFM Rising FMs special interest group (SIG).

It often occurs to me that there is still a lack of young and talented individuals in our industry. The ones that are here are exceptional and are very valuable to their organisations, yet we can all do more to bring talent into this industry.

Via the Rising FMs, I have been considering new ways in which we can help schoolaged individuals learn about a career in the FM industry. I volunteered to exhibit at various school careers fairs across the south of England and got my first acceptance: an A-level careers evening. Along with several members of the Rising FMs committee, I will be introducing the BIFM, Rising FMs and discuss the opportunities the industry can provide to young people. With the now-established BIFM training levels, I consider this a particularly exciting time.

The challenge now, in a 60-second pitch to passing human traffic, is to explain what the industry is, what we do and the opportunities it can provide. All that in such a short space of time is hard enough, let alone trying to explain it to the parents!

Read the article in full at tinyurl.com/ mgz447y

The tables are turning Ian Higgins, director, Hays FM One thing FM companies don’t often think about is their brand as an employer. But it’s something they can’t afford to ignore as candidate-led recruitment becomes the status quo. Our latest figures show a noticeable increase in permanent vacancies in the facilities management sector in the past three months and an even greater rise in candidates being called in for interview. There’s a shortage of high-quality people with specific skillsets and the best talent is being snapped up quickly.

When a candidate has had a bad experience during the recruitment process, it can take a lot to persuade them to give that employer another chance. People want to work for companies that are consistent in their communications; companies that stick to a timeframe for first and second interviews and don’t leave people hanging.

A lot of our clients say they always try to give feedback, but when you talk to applicants, it doesn’t happen nearly as often as it should. The personal touch definitely helps. Candidates should be left thinking: ‘That seems like a great place to work, I’ll apply again next time a job comes up’.

In this market, it’s also vital that FM companies have a pipeline of talent coming through so they can mobilise quickly when they take on new buildings or add new services. Build up a relationship with recruiters so they know what you’re looking for.

A good employer brand takes time to develop, so employers should start to prepare now in order to attract the best candidates in the future.

Read the article in full at tinyurl.com/kxsf5nd

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FIVE MINUTES WITH NAME: Christopher Kehoe JOB TITLE: Group executive director, Emcor Group, UK

We’re seeing increased levels of governance being required around the FM opportunities we’re bidding for. There’s a far higher value being placed on how the two parties are going to work together. We’re starting to see the seeds of [collaboration standard] BS11000 and SC21 coming through in tender specifications. They’re not always referred to explicitly, but we’re seeing commentary that refers to what those standards offer.

All organisations are focused on cost and how they achieve best value from FM arrangements.

However, the profile of facilities management has risen in the past few years. That could be a symptom of customers taking bolder moves on consolidating their portfolios. As organisations look at costs and efficiency, the level of their spend in FM is getting an increasing level of profile.

We’re seeing more governance and more senior people getting involved in the selection process.

On one deal we’re currently working on, part of the process involved an hour-long interview with two board directors. That desire to have governance, and the capability of client and supplier to work together, is increasing in profile.

We’re seeing growth in the amount of spend on indirect support services including FM. In many respects the service sector has become stronger these past few years. There’ll be some natural shrinkage as organisations cut their property portfolios, but I think we’ll continue to see a focus on outsourcing.

One focus for us is our growing exposure to catering provision. We partner with BaxterStorey, so we now jointly deliver catering to our clients. On one account we’ve spent time dealing with the issue of inconsistency in the size of melon slices; we are being exposed to a whole new level of detail.

FM WORLD | 5 SEPTEMBER 2013 | 15

29/08/2013 12:20

FM FEATURE ZERO HOURS NICK MARTINDALE

ZERO OR HERO? The trend towards ‘zero-hour’ contracts has sparked controversy within the wider UK economy.

Here, Nick Martindale assesses the impact of such contracts on the FM industry

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T

he recent scrutiny of the government, and Vince Cable in particular, over ‘zero-hours’ contracts and just how widespread these are, has put a number of positions traditionally associated with the facilities management industry into the spotlight.

The advantages of such contracts are clear from an employer perspective: enabling organisations to call on a pool of reliable and experienced staff at short notice to cover peaks in demand or seasonal work, but without any obligation to use them.

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“You’d use zero-hours contracts if you genuinely can’t make a forward commitment, for instance, in a company such as a special event business, or if you need cover for sickness or absence,” says Lucy Jeynes, managing director of Larch Consulting. “It’s more affordable because you only pay for what you need.” Such contracts can also work well for individuals, she adds, particularly those who want to fit in shifts around other responsibilities or who have more than one job.

It is a model that is deployed by many FM services organisations to cover roles such as catering, cleaning, security and helpdesk services. This includes SGP, which uses a bank of workers on such contracts to cope with shortterm assignments or periods of high demand, and sees them as preferable to using agency labour.

“We use it for direct delivery of services, specifically in cleaning but we have also used it in catering,” says Adrian Berwick, HR director. “We may have a hospital with 10 cleaners and if we have two or three people on zero-hours contracts we can call them in very quickly to cover people who don’t turn up for a shift.”

Another area is in the company’s helpdesk operations, he adds, particularly around peak times, such as cold snaps. “It’s far more beneficial for you as a business to do that through zerohours contracts and individuals

ILLUSTRATION: PHIL WRIGGLESWORTH

ZERO HOURS

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FM FEATURE ZERO HOURS NICK MARTINDALE

known to you than it is through agencies, where they’re not known to you and have to be trained up,” he says. “In a helpdesk environment it might take someone a month to be trained to take calls; if you have a spike of work for two weeks that’s no good for you. Providing it works for the individual as well and you’re not forcing them into a zero-hours contract, which we would never do, it can work very well for both sides.”

ILLUSTRATION: PHIL WRIGGLESWORTH

Cost management Robert Cunliffe is a consultant within the FM industry and author of the FM Future blog.

He’s also seen zero-hours contracts work well, after inheriting a number of security staff on such arrangements in a previous position. The key to making it work, he says, is to ensure there is enough of a balance with both workload and other staff on contracted-hours contracts, to make sure that in practice those on such contracts get regular work.

“We had 60 members of staff on 42 or 48-hour contracts and then five people on zerohour contracts and they all got work and a monthly amount of money,” he says. “When people left, those five people would just slot into the contracted-hours jobs. They can help the employer because they don’t have to worry about costs over and above what they might be getting in terms of revenue, and it also allows them to take on the extra peaks that may or may not come.”

Not everyone in the industry is convinced, however. Jeremy Waud, managing director of Incentive FM Group, says his business uses them very rarely, usually only when it suits the needs of an individual worker.

“Generally we tend to give people standard contracts and even if they were doing holiday cover,

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You’d use zero-hours contracts if you genuinely can’t make a forward commitment, such as staff for an event

provided there was enough of it scheduled in, we’d roster them in accordingly and employ them on a normal contract,” he says.

He admits, though, that his business tends not to be affected by huge disparities in the amount of work it takes on, or by seasonal trends. “Ours tends to be fairly straight-lined and where it varies at the weekend it’s just a case of how you roster people,” he says. “It’s about planning and managing your business properly in line with your clients’ expectations, as opposed to having zero-hours contracts where you don’t know what’s going on and where you just tell

them whether you need them or not. That feels a bit lazy.”

Where such contracts work less well is when staff feel they have no choice but to take the shifts they are offered if they want to be considered for future assignments. “If you’re expected to be available and maybe shifts materialise and maybe they don’t, that’s where it’s a completely one-way obligation,” says Jeynes. “There are a lot of people who don’t have any choice but to take that kind of offer and this is where the concern comes from. In a situation where there are more people than there are jobs it can

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ZERO HOURS

be used in a way that is very disadvantageous to the worker.”

Martyn Sherrington, procurement and supply chain director at SGP, also admits there is potential for unscrupulous employers to abuse the system.

“Say you have 10 individuals on zero-hours contracts. You operate a rotational system so they all get given a fair crack of the whip; those that can’t come in go to the bottom of the queue and then get time to work their way up again. Then everyone is on the same page in terms of expectations,” he says. “But if you say that if they can’t come in you’ll never ring them again, clearly that is not appropriate.

People may be sick or on holiday or already engaged on another zero-hours contract.”

There are potential downsides for employers, too, including this risk of individuals being unable to take on shifts in the same way as employees would.

“You can’t rely on the fact that people are going to be in but the idea is you have a whole bank of people to call on so you don’t have to rely on them,” says Ali Moran, HR specialist at HR Works UK and a member of the BIFM’s people management special interest group committee.

“But if that person is really good and you’d really like to get them in then that’s an issue. Also there’s a risk that they don’t have that loyalty or motivation that you would hopefully expect of an employee.”

Taking this one step further, Waud argues that giving staff greater security can lead to higher levels of retention and

loyalty. “If you look after staff, they tend to look after you. But if you don’t, they don’t tend to be terribly loyal to you,” he says. “In the business we’re in, it’s all about people. In some employment markets there’s 100 per cent availability of all the staff I want. But generally, you have to work a bit harder to get the best people. You need to pay the going rate and give them a contract of employment because otherwise they will drift, which makes the job pretty hard to do.”

FM QUICK FACTS

1m

Estimated number of people on zero-hour contracts in the UK (source: CIPD.co.uk)

Working the system Operating a large number of zerohours contracts can also create headaches around administering the scheme, suggests Cunliffe.

“You need people to manage your roster, to ring up those on zero-hours contracts, and then there’s a payroll admin process to go through at the end of the week or month,” he says. “If you have contracted-hours people you don’t really need to worry about that.”

Employers need also tread carefully around the contracts themselves (see box), says Susan Ball, a director specialising in employment law at Verisona Law. “One issue that often arises with casual workers on zero-hours contracts is whether they are in fact an employee, as that affects their rights and protections,” she says. “Such workers are entitled to far fewer employment rights than employees, so a prudent employer will strive to ensure the contract is drafted, so far as possible, so that the individual does not obtain employment status and will not build up

“There’s the risk that contractors don’t have the loyalty or motivation that you would expect of an employee” www.fm-world.co.uk

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continuity of employment.”

Despite the current furore over the use of zero-hours contracts, the nature of the work in and around facilities management means they are likely to remain a well embedded tool for employers to help manage demand. “We would clearly struggle to run our business if everyone was employed on a zero-hours contract, and we have lots of people on salaried contracts,” says Sherrington.

“But with the changing nature of properties and clients changing requirements, we have to be flexible. We have to deliver a good service to our clients and therefore we need to have different coping mechanisms in place to deal with that.” FM

PERSPECTIVES

WORKERS AND EMPLOYEES he legal definition of a worker – someone used on an ad hoc basis, including on zero-hours contracts – and an employee is very similar, warns Ali Moran, HR specialist at HR Works UK, and a member of the BIFM’s people management special interest group committee.

But case law has established that the absolute minimum component of an employment contract is ‘mutuality of obligation’, she says.

“That is, the employer is legally obliged to offer work and the employee is legally obliged to accept, which creates a fixed number of hours for an employee and the obligation that they will, in fact, turn up to fulfil those hours,” she says.

“In the case of a worker there is no such obligation and, in theory at least, they are able to refuse any work that is offered to them.”

But if a worker is required to accept all the work that is offered, this would bring their status as a worker into question and this could be challenged at tribunal, she warns. In this case, the panel will examine not only the written contract but also how the relationship works in practice on a day-to-day basis.

T

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FM FEATURE ONE ANGEL SQUARE MARTIN READ

The Co-operative Group’s much heralded headquarters at One Angel Square in Manchester benefited from FM’s involvement in its design from inception – a decision that continues to pay dividends, writes Martin Read

PHOTOGRAPHY: LEN GRANT

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ver the past few years, the Co-operative Group has been something of a star performer in FM circles.

Under development since 2008, the group’s FM strategy has won a plethora of awards, while Kate Morris-Bates, now head of facilities management shared services, was highly commended in the Facilities Manager of the Year category and nominated as one of the Rising Stars of FM in 2012.

The Facilities Management Support Services (FMSS) division has contributed to these achievements; its customer satisfaction surveys and supplier management frameworks have changed how all within the group appreciate FM. In fact, the team now operates to a regularly reviewed three-year plan; it’s

treated at board level as a key part of the group’s management of operational risk.

It’s quite a positive story in itself – yet all along, everything was leading up to one key event – relocation of the organisation’s head office to purpose-built premises in Manchester city centre.

Crucial to this story are two key elements: first, the sheer scale of the project – more than 3,000 people from a range of Co-operative Group buildings were steadily prepared for their dramatically new working environment over a three year period; and, second, the facilities team’s pivotal involvement both in researching those workers’ requirements and in the subsequent final design of the structure.

Opened on schedule in

February, One Angel Square forms the first phase of NOMA, a wider development for the Group’s 20-acre complex and land holdings in Manchester’s city centre. When complete, this redevelopment scheme, covering over four million square feet, will be its own new neigbourhood, comprising offices, homes, shops, hotels, restaurants, cafés and a raft of new outdoor squares and spaces.

For now, the building (referred to internally as a ‘support centre’, not ‘headquarters’ to emphasise its service delivery role within the group) stands proud of its surroundings. The three-sided, 15-storey structure has a doubleskin façade and an extraodinary atrium that spans its full height.

In fact, however large the building looks from the outside,

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CO-OP

the sheer scale of the atrium makes the building feel even bigger when you’re inside it.

As well as Kate Morris-Bates I’m introduced to supplier relationship manager Ben Downer, who was tasked with developing the maintenance model used at One Angel Square, Richard Crawshaw, the group’s supplier strategy manager for operational services, facilities risk and compliance manager Andrew Dean and capital projects manager Chris Dunn.

As we tour the building, the team talk like proud parents, tripping over themselves to point out feature after feature. There’s a sense of ownership and pride in the finished building that affirms just how important the FMSS team has been in the story of this building’s development. www.fm-world.co.uk

20-23 Co-op Angel.indd 21

BREAAM me up The atrium is key to enabling the natural heating, cooling and lighting throughout the building.

Louvres at the top of the facade open to allow warmed air trapped between its inner and outer skins to rise up and out of the building.

The building achieved the highest recorded BREEAM score, making it one of the most sustainable large buildings in the world.

Other features contributing to the BREAMM ‘Outstanding’ rating include the recycling of heat generated from IT units to warm the building, the use of Otis Gen2 lifts (that create their own energy when used) and both greywater and rainwater recycling systems.

The building’s combined heat and power (CHP) system is

powered by rapeseed oil grown on The Co-operative’s own farms in Northamptonshire. This excess energy – up to 80 per cent of what is currently produced - will ultimately be supplied out to the wider NOMA development. The group expects that the building’s design will cut in half the amount of energy consumed when compared to consumption across the various buildings at which its corporate teams worked until they transferred across.

The building is naturally aspirated with chilled beams creating a convection cycle. “One thing we’ve had to get used to is reaction time,” says Downer.

“A fan coil unit can easily blow cold air quickly, but with passive chilled beams when you turn a dial, initially nothing happens; temperature change is more

gradual. Our users have had to get used to that.”

The building’s entire ventilation strategy is driven by CO2 levels. Maximum occupancy is 3,500. But even if only 1,000 people are in occupation, the aim is to maintain a 500-parts per million CO2 level in the building. Sensors in every room and around the floor space monitor temperature, humidity and carbon dioxide.

The lighting PIRs pick up on the level of occupation, then hand that information over to the CO2 system which constantly monitors those two levels, introducing new air as occupancy goes up.

Cultural fit With so many people coming from so many different buildings, FM WORLD | 5 SEPTEMBER 2013 | 21

29/08/2013 17:39

PHOTOGRAPHY: AEDAS.COM/TREVOR PALLIN

FM FEATURE ONE ANGEL SQUARE MARTIN READ

and bringing their own particular ways of working, the project has proved to be a classic case of managing cultural change – albeit on a grand scale.

Examples of this change, which continues to be managed by the FM team, are rife. The room-booking system, while principally open-plan (there are 168 rooms in the building) is tightly controlled. No more casual block-booking, and room use is monitored closely to see that the right rooms are booked for the needs of those booking.

Abuse the system, perhaps by booking an eight-person room and only having a two-person meeting, and you may be quietly asked to move.

Says Morris-Bates: “It’s really important that we do this stuff in the nicest possible way. It’s a culturtal change that everyone has to buy into, so at times, we have to be quite strict.”

“To get the full flexibility of the building it must be utilised efficiently,” says Crawshaw.

“People are getting to like it now that they understand it.”

The move to flexible working has been comprehensive. Chairs, computers and VDUs are the same specification across all floors. If left

STATISTICS Architect: 3DReid Project management: Gardiner & Theobald Structural (M&E engineer: Buro Happold) Construction contractor: BAM Square footage of site: 425,000 square feet (39,483 square metres) Number of staff accommodated; 3,500 (working in a flexible manner) People: Desk ratio average 1:0.8 (the building is designed to accommodate 1:0.6) PRINCIPLE SERVICE PROVIDERS AT ANGEL SQUARE: Initial – Maintenance ISS – Cleaning, hospitality and front of house services Sodexo – Catering (Prestige) and helpdesk (Property Services) Swiss Post – Post and digital mail room, archiving and scanning APS – Print, mail and reprographics

unattended for more than an hour, users are logged out of the system and obliged to log back in.

FM’s pivotal design role Ben Downer points to the location of the specially designed rails and cleaning cradle used to clean the internal atrium windows.

“We worked with our cleaning contractors to come up with a plan for how internal atrium cleaning would work.” This, bear in mind, was more than three years ago, prior to construction.

“When the initial design concept for the roof was shown to us, we said ‘that looks spectacular – but how do we clean it?”

Thus, FM was able to head off the kind of post-construction operational issue that can be all too prevalent.

Crawshaw proudly points to the cleaners’ store on the eighth floor. “You wouldn’t believe the conversations we had about my insistence on having a cleaners’ store; we had architects asking ‘well, what would a cleaner need that for?’ That’s the importance of having FM involved in the design of the building. Because they miss out those things that are invisible and that everyone else would just walk past.”

Migration champions were assigned to introduce a paperreduction programme, help shift mindsets and reduce print volumes. In the three years prior to opening, the amount of printed material generated across the corporate estates was reduced by 80 per cent. This, together with reduced paper storage requirement saved the equivalent of two whole floors’ of office space – which, at £20 million per floor, represents a sizeable sum.

Crawshaw admits that even the MFPs that were finally specified were positioned to give people pause for thought before deciding to print. A document store, centrally managed by Swisspost, includes an archiving process that further dampens down the demand for print.

How FM is delivered All FM is delivered through outsourced contractors allowing the internal resource to focus on supplier life-cycle management, client partnership, compliance and standards management, change and project management, corporate portfolio strategy, capital works planning and 22 | 5 SEPTEMBER 2013 | FM WORLD

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www.fm-world.co.uk

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ONE ANGEL SQUARE

project management.

Says Morris-Bates: “We’re engendering a one-team ethos across all of our service partners.

That’s been a major cultural change, but now when we conduct supplier tendering we assess on client fit too.”

Guardian angel?

FM, says the team, is regarded as “the guardian of One Angel Square” in terms of the services provided within it. The FM team is “the gatekeeper of events, the ‘go-to’ point of contact for any building related requests, queries, suggestions for improvement”.

The team’s introduction of building occupancy forums has fostered engagement and changed mindsets. (Says MorrisBates, “We don’t believe we have a monopoly on good ideas.”)

Cleaning, the function that uses the most contract staff, has moved from traditional out-of-hours provision to daytime cleaning, says Crawshaw.

“Because our cleaners are visible, the perception of how clean the building is has improved.”

Vacuuming is done in the early hours and again late in the evening to reduce its impact on workers, but desk, bathroom and kitchen cleaning is conducted in the day.

The building was also designed with separate contractors’ space, allowing each operative their own locker space and a ‘retreat’ from the shop floor. “We wanted to make sure they felt comfortable,” says Crawshaw, “As far as I’m concerned they’re part of my team. When they’ve got a badge on they’re never off duty, so it’s nice to be able for them to have an area of their own.”

Fit-out funtions Each of the main floors is split into three work-style zones, ‘collaborate’, ‘concentrate’ and ‘create’. Fit-out and furnishings reflect these differing www.fm-world.co.uk

20-23 Co-op Angel.indd 23

requirements, with a range of contemporary furnishings from noise-cancelling booths to benches and break-out areas.

These three working areas are the company’s attempt to ensure that no matter whatever a colleague’s preferred work style, there should be something for everyone. The café area on the ground floor, with its airport lounge vibe, has proved a surprisingly popular new ‘drop-in’ location for getting work done. Says Crawshaw: “It’s about making sure you give people the options.”

The fit-out has a local as well as a sustainable theme; high-definition photographic prints highlight the company’s past as well as celebrating other iconic images from Manchester’s past and present.

There remains plenty of work still to do. As usage patterns

FM QUICK FACTS

168

There are 168 rooms in the largely open-plan building

80%

In the three years prior to opening, the amount of printed material generated across the corporate estates was reduced by 80 per cent

Left and far left: As well as being a striking aesthetic feature, the vast internal atrium helps to regulate the building’s temperature by allowing vertical convection of air.

develop, the team will assess how the new restaurant and café catering offering is performing (it, too, was plannedin well before the building’s construction started), while the atrium, which wasn’t initially planned to accommodate events, now does so.

Flexible working remains a work in progress, says MorrisBates. “We’re trying to embed the principle that people have to be flexible, for the overall benefit of everyone in the building.”

According to Dunn: “We’ll be rolling out the design principles in place here across our other buildings where possible, but that will happen in smaller steps.”

For now, One Angel Square stands as testimony to what can truly be achieved, in both productivity and sustainability terms, when FM gets to take the lead role. FM FM WORLD | 5 SEPTEMBER 2013 | 23

29/08/2013 17:40

FM FEATURE ITV MARTIN READ

ITV’s head of facilities Ian Jones is providing a bespoke FM service to accommodate the needs of three differing working cultures.

Martin Read reports

CHANGING

CHANNEL

PHOTOGRAPHY: NEIL TURNER

T 24 | 5 SEPTEMBER 2013 | FM WORLD

24-28 ITV.sr.indd 24

he ITV of today is both broadcaster of television programmes and maker of them. A product of a series of mergers over the past twenty years, the current company is the product of the coming together of independent television companies Carlton and Granada in 2004.

The company makes approximately 60 per cent of the programmes it shows on its channels, but it is also an independent programme maker in its own right, responsible for programmes such as University Challenge for the BBC and Come

Dine With Me for Channel 4.

It has three main production centres across the country, situated in London, Leeds (modernised and refurbished recently) and Salford’s Media City (where its former central Manchester offices and studios were recently relocated). A further ten news production sites are situated in major cities around the country, connected to which are a number of news-gathering sites in other towns and cities within those regions.

ITV’s central London headquarters and studios, recently renamed ITV Towers, is to be found on London’s South Bank, close to www.fm-world.co.uk

29/08/2013 16:58

ITV

“We are working within a very fluid building and the days are never dull for our team” – Ian Jones

www.fm-world.co.uk

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FM WORLD | 5 SEPTEMBER 2013 | 25

29/08/2013 16:59

PHOTOGRAPHY: NEIL TURNER

FM FEATURE ITV MARTIN READ

the Royal National Theatre and Waterloo station. While these are ITV’s main production studios, the BBC and Channel 4 are among other major broadcasters to make use of the studios’ ideal central London location.

The variety of daytime and light entertainment shows recorded here is wide indeed, from Daybreak (ITV’s main live breakfast news and magazine show) to British television’s two principal entertainment interview shows, The Graham Norton Show and the Jonathan Ross Show.

The freehold of the 2.5 acre site, built in the early 1970s for London Weekend Television and comprising a 22-storey tower and studio complex, was acquired for £56 million earlier this year.

All told, ITV’s total property portfolio comprises around 40 buildings. Facilities management is delivered through a mixture

26 | 5 SEPTEMBER 2013 | FM WORLD

24-28 ITV.sr.indd 26

of in-house staff and outsourced service providers, managed by an ITV FM team led by director of facilities Ian Jones. The FM team looks after around one million square feet of space, including studios, and up to 5,000 staff and freelancers on an average day. Supporting a core team of nine facilities managers are 30 other in-house staff providing services and a further 150 service providers’ staff working alongside the team. These are provided by five companies, most of whom wear the ITV livery.

As part of his internal team, Jones has an IT specialist and two full-time procurement people assigned to Workplace Services. (“I know exactly how to use them,” says Jones. “They are part of my team and not adversaries.”)

He also has an internal head of facilities south and head of workplace services north.

Jones himself has been at ITV now for three busy years. With experience at Bywaters, HSBC and Reuters, he brough with him expertise at all levels of the FM function, from security officer to project manager.

Conflicting cultures Jones is keen to highlight the different ‘cultures’ he has to serve.

“There’s the corporate culture that you would find in any head office; the ‘creative’ culture, which is one of thought and contemplation; and the production culture, which is much more a case of ‘we want it now and want it cheaply’. Each brings its own challenges and conflicts and thus a set of fairly unique challenges for the FM team.

“In addition, not only do we have the three cultures mentioned above but we have public audiences almost every day that come and see programmes

being made.”

This, explains Jones, is complicated further by the fact that ITV hires out its studio and post-production facilities to thirdparty production companies, which, he says, “move in wholesale while they make their programme, and then may themselves decide that they want audiences.

“We are always working within a very fluid building and the days are never dull for our team. On an average day, we have about 2,000 people in the Southbank building, but that can flex up to 2,500 people when the studios are operating – so that gives our teams a challenge.”

GMTV started live daytime television broadcasting from the building in 1984. Today’s ITV produces around 10 hours of live television a day, seven days a week with Workplace Services backing it all up. The daily This Morning www.fm-world.co.uk

29/08/2013 16:59

ITV

“One of our guests brought with them 60 people in 15 vehicles and wanted an oxyacetylene kit so that they could make some ‘alterations’ to the props”

FM QUICK FACTS

2,000

The average number of people on site every day in the ITV Tower and studios on the South Bank

Top: the London studios are home to a huge variety of programme making.

Right: studio floors are scrubbed and repainted at the end of each day. www.fm-world.co.uk

24-28 ITV.sr.indd 27

show means Workplace Services chefs being on site from 4.00am to provide a 5.00am breakfast service.

Some of the guests involved bring with them some fairly unique challenges for the facilities team.

Jones is perhaps naturally reticent to name names – although happy to record some of their demands.

“We have to cater for some amazingly exotic foods eaten by celebrities, some of whom bring huge entourages, all of which have to be accommodated,” says Jones.

“One of our more interesting guests brought with them 60 people in 15 vehicles and wanted an oxyacetylene kit so that they could make some ‘alterations’ to some props.”

ITV manages by objective and the FM team have objectives that are all aligned to the companies objectives (of which there are four). “The objective that we work under is ‘Get Fit’,” says Jones.

“This objective is all about making the company’s systems, processes and procedures, IT and services fit for purpose. The two specific objectives that my group have that cascade from this objective are ‘give colleagues a place they are proud to work in’ and ‘make it easy to work here’.

Jones puts his subsequent success in meeting these objectives down to, in the main, his reporting line. Using Leesman Index figures, Jones has established that he is one of only eight per cent of FMs that report to an HR director, in his case the group HR director who sits on the main ITV board.

“This is what attracted me to this job,” says Jones. “I have always maintained that FM is about people and not assets, the built environment, contract management, and so on – it is simply people. FM is seen as a commodity in far too many companies, but it can be a powerful engagement tool. I’ve always known this, but thankfully

with this job I didn’t need to persuade anyone – the HR director had worked it out for himself.”

When Jones first joined ITV in 2010, the FM group was fairly anonymous and known as a very 1970s-sounding ‘site services’.

According to Jones: “No-one in the business really knew what we did and we used to provide just the basic services. I spent all my time in the business, meeting all of the directors, managers and their staff

to get an understanding of how the company really worked and their frustrations and concerns.

Nothing beats being out on the ground and watching how things actually happen.”

Services solution Armed with this information, Jones changed the name of the division to ‘Workplace Services’ and embarked on a programme of “mopping up all areas of the company with services that weren’t working properly, irrespective of who ‘owned’ them”.

Jones is on record as having strong views about the way FM

services are typically procured and subsequently delivered (see FM World, 4th July). In particular, he’s “not a big fan” of TFM, and anyway “it wouldn’t be the right model for ITV. What we have is specialist providers in their own disciplines providing services in our buildings across the country.”

ITV Workplace Services now provides a range of services not normally associated with FM, as well as a host of new services that were previously administered by individuals but are now also looked after by the Workplace Services team. This realignment of responsibilities has taken 10,000 purchase orders out of the system.

In terms of projects, says Jones, “we do what many FM groups do in that we have a projects team responsible for everything from whole floor refurbishment down to simple moves and changes. We have just moved 500 staff out of our Granada offices into a new office in Salford’s Media City alongside the BBC and we’re involved in the relocation of several of our regional news rooms across the country.”

In London, the studios present a variety of maintenance problems, not least a need for the floors to be scrubbed and re-paint the floors black every single day.

(The scuff-lines from moving

FM WORLD | 5 SEPTEMBER 2013 | 27

29/08/2013 16:59

FM FEATURE ITV MARTIN READ

making programmes. Production One of Jones’ service changes teams like to be together, says was to introduce centralised Jones, and they also have to be in stationery cupboards and a the building to use the different ‘to-desk’ stationery courier facilities associated with making service. A team member armed TV, including the craft edit and with an iPad visits whomever puts finishing suites, grading and in a stationery request, providing dubbing facilities, galleries and a surprisingly powerful tool for studios. TV production is, says dampening the enthusiasm of Jones, “pretty fixed in nature!” staff putting in any over-the-stop Nevertheless, around 80 per stationery claims. “In once case cent of ITV employees now have someone was determined to order the tools needed to a batch of pink folders, allow more flexible so my man with his working and the FM iPad was able to stand FM team is installing next to her and point QUICK FACTS the kind of office out the cost difference environment that against standard aids collaboration, black folders. He soon evaluating how far it changed her mind. I might push flexible saved his salary in the The number of working at ITV. first six months – and staff that have According to Jones, the people think the moved out of “recent desk surveys to-desk service is ITV’s Granada show that we are no brilliant! I’ve saved offices into a different to many money just by using new office in Salford’s Media companies who find some very good City alongside that the shared people.” the BBC services groups and the Television sales teams are only production is using 60 per cent of invariably interesting their desks. But in our production and the FM team gets plenty of teams, you might find a floor variety in their day jobs. “For almost empty for several hours instance,” says Jones, “we look and then everyone suddenly turns after both the Coronation Street up when the programme comes off and Emmerdale production teams air (This Morning, for instance). in our studios in the North, And when we are making helping to maintain the famous programmes like Ant and Dec’s Coronation Street set and the Saturday Night Takeaway, 90 per village of Emmerdale. Recently, cent of the desks are being used in we helped to organise a stunt, the run up to the programme broadcast live on ITV, which saw before almost everyone disappears Ant and Dec climbing a horizontal to the studio. So it’s not a typical scaffolding tower, 250 feet above company when it comes to the the ground on the South Bank. flexible style of working, as When Jones is asked about the understood in many companies. oddest thing he and his team have The Workplace Services team had to do, the answer is near at operates a logistics hub on the hand: “Hang a 31-metre B-cup tower’s ground floor, dealing pink bra from our building to with tonnes of letters, including publicise breast cancer awareness”. the 5,000 a month from people This giant-sized item of lingerie seeking to take part in the was in fact confirmed as the extraordinarily successful largest bra in the world, by the Come Dine With Me, which Guinness Book of Records.

ITV produces.

Just another day in TV, then. FM

500

heavy equipment about can affect lighting and the water-based paint used takes about an hour to dry.)

As an example of maintenance in the studios, LEDs are also being trialled in place of betterestablished tungsten lights, as well as a combination of the two.

The regular changes of scenery and set-up require Jones’ London team to maintain good relations with the many local residents who live just outside of the studio gates.

PHOTOGRAPHY: NEIL TURNER

Flexible futures ITV does not have an official smart or flexible working policy, but staff are just ‘doing it for themselves’.

Only in the past 18 months has the facilities department and company had the tools to allow colleagues to become more mobile. However, the very nature of the work means that many staff need to be in the office to collaborate when they are

28 | 5 SEPTEMBER 2013 | FM WORLD

24-28 ITV.sr.indd 28

Above: On an average day, ITV’s FM team manages around a million square feet of space including studios and up to 5,000 staff and freelancers.

www.fm-world.co.uk

29/08/2013 17:00

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28/08/2013 09:50

FM FEATURE BIFM AT 20 David arminas

BIFM: TWENTY YEARS ON September 2013 sees the BIFM celebrating quite a milestone – its 20th anniversary.

It’s been a long and fruitful journey, as explained by some of those involved

T

he facilities management professionals of 2013 are expected to contribute not just to office layout but to the design of the entire building. No more playing around with dollhouse miniatures on a tabletop, as was the case in the 1970s, today’s hooked-in FM is mixing it with architects, construction project managers and building services engineers using three-dimensional building information modelling (BIM).

Today’s senior facilities manager – a title now right up there with other professions – can be responsible for hundreds of millions of pounds worth of corporate and public estate, both in the UK and globally.

Facilities management as a profession has come a long way thanks to the British Institute of Facilities Management (BIFM) which celebrates its 20th birthday this month.

Since its inception the BIFM has worked tirelessly on behalf of its individual and corporate members. It developed and now awards professional qualifications and speaks to governments, advisory bodies, research groups and other institutes with an authoritative voice for the FM profession.

Past and present leaders in the sector agree that facilities management has come a long way since 1 September, 1993, when the Institute of Facilities Management (IFM) merged

The FM World you’re holding was launched in 2004 – but the institute published a ‘Facilities Management World’ magazine eight years earlier (above)

with the Association of Facilities Management (AFM).

Indeed, the origins ofthe profession go back further, to the 1980s and even 1970s, before the role of facilities manager was created, says Graham Briscoe, current chairman of the BIFM’s audit committee.

There weren’t any people with the title ‘facilities manager’ back then, says Briscoe – just people

BIFM highlights

1993

2001

2005

n

n

n

1994

2004

n

n

BIFM formed from a merger between AFM and IFM.

The first newsletter from the merged BIFM is published. n The first conference for the newly merged BIFM takes place in London.

1996

‘Facilities Management World’, a quarterly journal, is first published.

n

30 | 5 September 2013 | FM WORLD

BIFM award for Environmental Impact is introduced.

Members’ Council introduced, along with Audit and Governance Committees. n FM World magazine is launched in a partnership between the BIFM and publishers Redactive.

A BIFM award for lifetime achievement is handed out for the first time. n A ‘Young FMs’ informal networking group is set up. n BIFM joins Global FM alliance with FMA Australia and IFMA.

2006

First BIFM Award specifically recognising sustainability is introduced.

n

Qualifications success

www.fm-world.co.uk

BIFM AT 20

BIFM regional groups have grown significantly.

This year saw the launch of the Ireland Region southern branch (right) and the Channel Islands branch

looking after reception, post, telephone systems (computers were still far off) and office services. Office administrators didn’t even have catering under their wing; that was considered a welfare issue, and so part of the personnel department.

Briscoe, who was on the council of the Insitute of Administrative Management (IAM), IFM and AFM, says the BIFM’s biggest achievement is in

BIFM conferences have developed over time (right), leading to today’s ThinkFM branding New BIFM fellows celebrate at the 2011 Members’ Day (left)

helping to raise the profession to board level.

The IFM and AFM merger was the start of the office administrator looking to get recognised for their worth, says Briscoe. Run the building asset more efficiently, sweat the asset and you support the organisation’s business case.

Bringing the two groups together was challenging, notwithstanding settling on a new name, says Marilyn Standley, the first BIFM chairman after its formation in 1993. (The word ‘British’ was added to the merged organisation’s name to show AFM members that they weren’t being subsumed into a greater IFM.) Back then, says Standley, combined membership was a more intimate 1,000 – but

The institute’s first chair, Marilyn Standley, with the last chair of the AFM Geoff Gidley (far right)

The impact of FM on an organisation and its workplace is recognised through a new award. n FM World daily launched. n BIFM partners with Workplace Law as a specialist advisor to the institute. n BIFM membership passes 10,000. n

2007

BIFM moves headquarters from Saffron Walden to Bishop’s Stortford.

n

www.fm-world.co.uk

Employer Steering group set up, comprising HR directors, training and development manager and senior FMs, to shape and structure content of new qualifications. n Rising FMs SIG launched n Application to Qualifications and Curriculum Authority (QCA) to become an awarding body is submitted. n Annual Sustainability Survey in FM launched. n

2008

2009

n

n

‘Innovation in systems and services’ added as new BIFM Awards category. n BIFM becomes awarding body. n British Association of Removers (BAR) and BIFM announce strategic partnership. n Agreement renewed for Global FM alliance with FMA Australia and the IFMA.

BIFM recognises innovation in customer service as a new BIFM Awards category. n The importance of FM to the success of major change projects is recognised in a new BIFM award. n BIFM publishes its first Good Practice Guides. n BIFM Conference, Keble College, Oxford: Sustainability in Action theme. n BIFM and Electrical Contractors’

FM WORLD | 5 September 2013 | 31

FM FEATURE BIFM AT 20 David arminas

Communicating with members has developed from a newsletter through to FM World magazine, email, social media and today, even a YouTube channel

the two organisations were very different. The AFM had a networking format with many corporate members while the IFM was set up as an individual professional institute. There were healthy tensions over each organisation’s agendas, but these tensions were put aside because FM was just getting on the map.

“Members really wanted a single body to talk with one voice to government and other groups,” says Standley, now a consultant with FacioDirect and interim director of operations at the British Museum.

Standley welcomes celebrating the achievements of the BIFM and supports the continuing global reach of the BIFM. She also believes that it will be increasingly important for the institute to do or sponsor more of its own research.

The biggest achievement of the institute, says Standley, has been to pull together people in disparate jobs but with common tasks and give them a collective identity and purpose to tackle major asset management issues.

The growth of the BIFM on this basis, says Standley, has been very impressive.

It’s a task that has been no mean feat to pull off over the two decades, says Ian Broadbent,

who joined the BIFM soon after its inception and was chairman from 2010 to 2012. ”Over the years the BIFM has had its ups and downs, but we’re still here,” says Broadbent who is a regional director with UPP, a provider of on-campus managed accommodation.

Broadbent agrees with the institute’s focus on improving its delivery of on-line services, something he sees as essential considering how much business is now done online.

Broadbent also supports the institute’s moves to ensure people in facilities roles have qualifications to become full members of the institute.

(The BIFM’s certified level of membership proved successful after its implementation during 2010, seeing a 57 per cent increase in certified members in 2012.)

The BIFM’s initiatives in this area have been outstanding, agrees Geoff Gidley, who was the last chairman of the AFM and negotiated the merger with the IFM. (Gidley subsequently chaired the BIFM’s professional development committee.)

“Gaining recognition to enable it to become a nationally and internationally recognised FM skills standards-setting body has been the most important

BIFM Timeline Associations sign a formal Partners in Excellence agreement to work together promoting FM standards sharing best practice ideas and information services. n A BIFM-backed Diploma in Construction and Built Environment for 14 to 19 year-olds is introduced.

2010

BIFM celebrates its first upgraded Certified Member. n BIFM signs Partner in Excellence

NEIL TURNER

n

32 | 5 September 2013 | FM WORLD

Agreement with the Chartered Institution of Building Services Engineers (CIBSE). n BIFM launches new qualifications.

2011

In-house FM teams recognised with their own prize at the BIFM Awards. n BIFM teams up with C2 Careers to pilot new careers guidance services for the institute’s members. n SkillSet, an interactive e-learning n

portal available to all FMs to develop their business skills, is launched. n Changes to membership grades are announced: Affiliate grade is introduced as the entry-level grade. n Strategy is set out to invest in a new online platform encompassing the BIFM website, services for e-learning, and customer relations management.

2012 n

Relationship with Barbour set up

n BIFM joint submission wins annual Global FM Awards for Excellence, awarded in Austin, Texas. n BIFM, together with the consortium led by Asset Skills, launches higher level FM apprenticeships at levels 4 and 5. n BIFM and the apprenticeships consortium creates a television programme called Careers in FM. n BIFM adds further e-learning modules based on the recently introduced SkillSet portal.

www.fm-world.co.uk

BIFM AT 20

achievement of the BIFM,” says Gidley.

“The profession itself has come a long way, but FMs more than ever need to identify with the income-and profit-generating resources of organisations, says Gidley.

The tactic for FM is no longer about saving money that has to be spent, he says. It’s about helping the company earn money.

“Telling the board ‘we can save money’ is not as good as saying to them ‘we can help you earn it’,“ says Gidley.

Looking back to 1993, the world of work and FM has changed dramatically and continues to do so, says BIFM chairman Ismena Clout.

“Facilities management is not only now a profession but an entire industry,” she says.

“From hardly any outsourcing in the early 1990’s, we now have Mitie, Carillion, Serco and other large providers. The result is that FM is much more well-defined and there are huge opportunities for career progression.”

The development of BIFM’s qualifications from level 2 to 7 means there is ‘something for everyone’.

Over the years since the institute’s formation, says Clout, the UK has become home to the

The BIFM’s 1,000th learner registers onto qualifications. n Record number of entries for the BIFM awards, up 50 per cent year on year across the 11 categories. n BIFM sets up its CPD (Continuing Professional Development) scheme to deliver professional advice to members. n Level 7 qualifications launched, which are pathways to Masters and MBAs in FM. n The first FM Leaders Forum n

www.fm-world.co.uk

FROM IAM TO BIFM

most developed and sophisticated outsourced FM market in the world, “and there is an obligation on us to share this best practice in other parts of the globe”. This is especially true, she says, in the aspiring FM markets of the Middle East and Gulf States as well as South-East Asia.

What has set this country apart is the way that facilities management here combines hard and soft FM practices, making the profession operate on a higher level. It’s not just about making the building perform better, but supporting an organisation’s business case.

To this end, Clout sees that technologies including BIM will draw FMs deeper into the inner workings of their organisations.

The contribution to the corporate bottom line will be increasingly important in the next 20 years.

FOUNDING OF AN INSTITUTE 1968 – An Institute of Administrative Management council meeting approves the setting up of an Office Design and Office Services division, complementing the IAM’s other six divisions: communications management, computers, education and training, management information, organisation and methods, and, finally staff management and supervision.

1986 – IAM creates the Institute of Facilities Management (IFM) with an elected council to approve an examination scheme and professional membership grades.

1986 – Association of Facilities Management (AFM) is set up as a networking group of corporate FMs in London and the South East. It is led by Derek Butcher of the BBC. 1993 – AFM and IFM merge to form BIFM; the word

’British’ is added to ensure a totally new identity in what both memberships felt was a merger of equals.

BIFM logo – 1994 to 2013

“The biggest achievement has been to pull together people in disparate jobs but with common tasks and give them a collective identity and purpose” roundtable events are held.

Level 2 qualifications in Facilities Services launched.

n

2013

Signs agreement with the Department for Work and Pensions to support growth in the FM sector. n BIFM Channel Islands group holds its first meeting. n BIFM endorses the use of NEC3 term service contracts as good FM practice. n

Along with other built environment associations, BIFM forms the BIM4FM group, a forum for developing FM’s response to building information modelling and the Government’s Soft Landing programme for building handovers. n BIFM’s southern Ireland group, the first regional branch outside the UK, opens in Dublin. n Level 3 qualifications in FM launched – BIFM now offers full n

suite qualifications from levels 2 to 7. n Individual membership surpasses 13,500. n Corporate membership surpasses 550. n 2,000th learner registered onto BIFM qualifcations.

FM WORLD | 5 September 2013 | 33

FM MONITOR PHILIP RICHARDSON

Philip Richardson is an employment associate solicitor at Stephensons Solicitors LLP

LEGAL UPDATE REF ER EN CE R EQ UEST S

hen employees leave a company, requests for references are common.

Philip Richardson details the facts behind common misapprehensions for employers.

W

There are three possible causes of action available to them under the general common law – defamation, malicious falsehood and negligence.

Action by employees It is a common misconception that employers must provide a reference for an existing or former employee. In fact, other than where a reference is needed by a regulatory body or there is a prior written agreement to provide a reference, there is no obligation on an employer to give a reference to an employee.

It is rare, however, for an employer to refuse to provide a reference. This is partly because it is good practice to do so and partly because of the adverse consequences a refusal would have on the employee concerned. The response to a general request for a reference may contain nothing more than factual information about matters such as job description, length of service and reason for leaving.

Sometimes, though, prospective employers ask more specific questions about matters such as competence and character. It is established that employers owe a duty to former employees to take reasonable care over the preparation of references. Although a reference given by one employer to another about an employee has qualified privilege, which protects employers from liability for untrue statements provided they ‘honestly believed’ in the truth of what they said, there are some limits to what they can say.

34 | 5 SEPTEMBER 2013 | FM WORLD

34_Legal References JR.sr.indd 34

An employer must not give any information about convictions that are spent under the Rehabilitation of Offenders Act 1974 (Rehabilitation of Offenders (NI) Order 1978 in Northern Ireland), unless the job in question is exempted; maliciously make false statements; or negligently make a wrong statement.

References Referees should consider carefully giving favourable references to employees who have been dismissed on the grounds that their work was unsatisfactory.

Although they may have no wish to ruin the former employee’s future career just because the working relationship broke down, this could backfire if the employee then challenges the reason for dismissal in an action for unfair dismissal.

In Castledine v Rothwell Engineering Ltd (1973) a tribunal held that an employee had been unfairly dismissed after his employers failed to show a proper reason for dismissal. The employer argued that the reason for dismissal was the employee’s lack of ability, but the tribunal found this irreconcilable with the very favourable references they gave him on leaving.

Employee loss Employers are often not aware of the action an employee can take if they have suffered a loss as a result of an inaccurate reference.

Where an inaccurate reference attacks the employee’s reputation, defamation is the most obvious cause of action.

One element of a defamatory statement is its falsehood.

If the maker of the statement wants to allege that the statement is true, then he or she has the burden of proving it is so. In the context of job references, the referee will have the protection of the defence of qualified privilege. Malicious falsehood protects a person from loss of business reputation. The employee has the burden of proving that the statement was made ‘maliciously’ that is defined as ‘calculated to cause damage.’

However, both malicious falsehood and defamation may prove inadequate due to the difficult task of establishing malice and the fact that an employee is looking for a remedy that will compensate him. The best course of action is to sue his former employer for negligence.

Negligence An employer could be liable in negligence for providing an inaccurate reference as the employer has a duty of care not to make negligent misstatements.

The case of Spring v Guardian Assurance plc & ors (1994) confirmed that an employer who gives a reference about a former employee is under a duty to take reasonable care in the preparation of that reference and would be liable to the employee

if the reference was inaccurate and the employee suffered loss as a result. The duty requires employers to take reasonable care and skill to ensure the accuracy of any facts that are communicated to the recipient of the reference from which he or she may form an adverse opinion of the employee concerned.

New employer claim One further point to consider is the case of an employer who recruits someone on the basis of a good reference that then turns out to be inaccurate and they suffer loss as a result.

The employer may have to go through the expense of recruiting again, or could suffer loss through the incompetence or dishonesty of the employee.

While it might be possible to pursue deceit for fraudulent misstatement, where a referee has been careless, the new employer will have a potential action against the referee for negligent misstatement. The reference content may also come to light if an employee asks their new or prospective employer for a copy of the reference because there is no exemption from the need to disclose data. (Under the Data Protection Act 1998, an employee is not entitled to see a reference given by their old employer.)

At the end of the day, employers must exercise care when preparing references.

Employers should just ensure that all the facts on which the reference is based are accurate and that the overall impression of the employee is not misleading. FM www.fm-world.co.uk

29/08/2013 17:58

The electrical inspection and testing specialists Quantec provide the “best value” service for Àxed wire electrical test and inspections, PAT testing, load recording and thermographic services throughout the UK and the Channel Islands.

Our competitive rates do not compromise either the quality or the high levels of customer service for which we are well recognised.

You may already use our services for which we thank you, but if not please contact us for immediate attention.

Email: qcltd@quantectest.co.uk Phone: (01634) 865750 Fax: (01634) 861195

www.quantectest.co.uk Quantec May13.indd 1

28/05/2013 10:57

R

TE

IS

EG

R AY

D

TO

‘The Workplace of the Future’ VIP Seminar With NJW Limited at The Royal Bank of Scotland Headquarters, London Wednesday 2nd October 2013 NJW Limited are inviting Senior Property and Facilities Management Professionals for their Annual Special Interest Group to discover and debate ‘The Workplace of the Future’ Reserve your place at this exclusive seminar Email events@njwfm.com or call +44 (0) 1635 282090

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FM WORLD | 5 SEPTEMBER 2013 | 35

FMW.05.09.13.035.indd 35

28/08/2013 17:07

FM MONITOR PETER CLEMENTS

HOW TO…

Peter Clements, founder and director, Templepan

BACK TO BASICS WI T H S ECUR I T Y

s mobile technology becomes A increasingly sophisticated, so too does the means by which malicious parties can intercept valuable corporate data, explains Peter Clements The range of security inspections that need to be made is now broader than ever. Indeed, new threats generated from mobile technology are opening up almost every day. It’s therefore vital, when carrying out security measures at your facilities, to take a holistic approach.

Traditional security threats are still a concern, but digital espionage is becoming much more sophisticated and target sites more easily accessible than ever before.

Potential cybercrime – defined as the use of any computer network to commit a crime – should be high on an FM’s agenda.

The cyber-criminal can gain access to mobile phones, which are software-controlled; hackers can gain access and take control of the phone, can then read SMS messages – and even turn the phone into a listening device.

1⁄

Are your premises secure?

Even when meetings are held off site, they can still come under the remit of the FM if they are considered part of the overall risk strategy for a business. And holding meetings off site can be a bigger risk than meetings held on a company’s premises.

Hotels, for example, are unsecure, since they are public places. Almost anyone can have access to a meeting room in a 36 | 5 SEPTEMBER 2013 | FM WORLD

36_How To Espionage.indd 36

hotel, right up until the time of the private meeting, meaning someone can easily place a small listening device in the room.

2⁄

Conference calls

This is another, often-neglected area, even after a full sweep has been carefully carried out. Linking up several offices via a landline can offer an opportunity for eavesdropping. The signal can easily be intercepted up to half a mile away with a scanner costing just £100.

The same goes for the microphones used in meetings; their radio transmissions can be picked up in the same way.

3

⁄Know your people

This might sound obvious, but regular checks of your subcontracted staff are vital. Subcontracted cleaning and temporary staff have access to areas of the building that allow them to collect data and plant bugs. Leaving a mobile phone on a surface may seem a relatively innocent mistake, but modern phones are amongst the most efficient types of listening device available. Conversations can be immediately digitised and encrypted, making the signals exceedingly difficult to intercept.

4⁄

Know your colleagues

Make sure you have regular meetings with key members of staff. You should also be aware of any upcoming changes, moves and even possible mergers. Ensure you stay abreast of the business’ activities within the news and the wider sector.

It may also be useful to know if any staff are disgruntled for any reason. When they fear being laid off, or hold other grudges, normally law-abiding employees review their options and may seek an opportunity to make a profit from their position, or out of spite, while they have the chance. Prepare to be vigilant and make regular sweeps.

5⁄

BYOD – bring your own device

A majority of companies today have staff using their own tablets, iPads and mobile phones for both work and personal purposes within the workplace.

Concerns about the IT security issues raised by these devices is well documented, but the potential of mobile phone software to cause issues is not so high profile. It should be.

Not only can phones be used as listening devices by installing a GSM chip, which is easily obtainable and legal, but the Bluetooth radio on most smartphones can operate totally

independently of the network. If the phone is switched off, there can still be a radio link between the source and other IT mobile devices. If you see a phone lying around, make sure you find out who is responsible for it.

6⁄

Company integrity

In the world of open-plan offices and openspace meeting environments, staff need to know when to be discreet. You may think that this falls under the HR remit, or simply basic common sense, but this rule is often forgotten.

There is little point in securing a physical meeting place if the attendees discuss business loudly in public afterwards. There have been cases where, after a closed session is held, information about it is leaked either through a networking event after the meeting or after being overheard in changing rooms or toilets.

Also, the use of a Blackberry or laptop outside of work still accounts for a large percentage of corporate leaks. Staff may feel they are using their time efficiently when working on laptos between offices, but data accessed or downloaded by logging on to email or the work network in a hotel lobby, airport, train station or any other public space can be easily intercepted.

Ultimately, a healthy awareness of the capabilities of modern technology is critical. FM

“Mobile phones can be used as listening devices by installing a GSM chip, which is easily obtainable and legal. Bluetooth can operate entirely off of the network” www.fm-world.co.uk

29/08/2013 17:03

FM MONITOR SIMON HUNTER

TECHNICAL

Simon Hunter, product manager of louvres at Construction Specialties

LOU VRE W IN D OW SYST EM S

t a time where demand for environmental efficiency is everincreasing, Simon Hunter outlines how important louvres can be in meeting environmental legislation requirements

A

It is estimated that 45 per cent of the UK’s carbon dioxide emissions come from buildings, principally from space heating and cooling, water heating and lighting.

In an effort to demonstrate corporate social responsibility towards the environment, building owners are increasingly seeking to improve the environmental credentials of both new and existing building stock.

A good way of improving energy performance is to ensure that a building’s louvre system is as efficient as possible.

Louvres are window shutters with horizontal slats, which are angled to admit light and air, but to keep out rain, direct sunshine and noise.

Improving its efficiency means specifying the most appropriate louvres for a new building or replacing ageing louvres with new, high performing systems.

This is because, as well as allowing natural ventilation to a building, an efficient louvre system can improve air flow while protecting these openings against rain ingress. As a result, less power is needed to move the volumes of air required and, in the case of HVAC systems, improved energy efficiency can sometimes mean a smaller and less powerful system is required for space heating and cooling.

Louvre design is continually www.fm-world.co.uk

37_Technical Louvres.sr.indd 37

developing in response to demand for better water protection and, as a result, the latest systems are a long way from the simple screening louvres of the past.

Multi-use Screening louvres are still suitable for locations where water penetration will not cause significant problems (such as screening of rooftop plant or in a multi-storey car park). They typically have simple blade shapes, which allow good air flow, but give limited defence against rain. Standard drainable blades, on the other hand, give good air flow and some rain defence, but do not perform as well with winddriven rain. They are used when occasional ingress is not a major concern and where some drainage of cascading water is required.

Storm-resistant or performance louvres typically provide moderate -to-good air flow with excellent defence against wind-driven rain.

They are used when high levels of ventilation and maximum protection from the rain is needed, for instance when sensitive equipment such as HVAC plant is behind the louvre.

The type of louvre system chosen will depend on the balance being struck between air flow and water ingress. All louvres restrict the passage of air. This resistance is called a ‘pressure drop’. Too high a pressure drop and not enough air will be allowed through, which

can cause a rapid temperature rise inside a building, in turn causing problems with generators and HVAC equipment.

Specification Louvre specification (see box) needs to consider a number of factors, including site location, prevailing weather conditions (in particular wind direction) and the location and exposure of the louvres (which will dictate air flow rate and the amount of potential wind-driven rain).

These factors should then be balanced with the required air flow, the maximum acceptable pressure drop, the degree and depth of acceptable water penetration and finally, the building’s exterior design.

As louvres are an integral part of the building envelope, aesthetics are important, but it is essential performance is not compromised. Louvres come in a wide range of designs, colours and finishes to suit most buildings. They can be hidden behind features or perforated panels (which can also act as bird and insect screens), but this can

obviously increase resistance to air flow. Additionally, most performance louvres can be shaped (for example to create curves) but this can impact on drainage capabilities.

A well-designed louvre will reduce the pressure drop, allowing a larger volume of air through and thus cutting the amount of fan power needed to deliver the required air flow. Conversely, poor specification can lead to rainwater ingress, not enough ventilation, wasted energy and poor performance, not only of the equipment being ventilated, but of the entire building.

Louvres are an excellent way of helping facilities managers meet ever-more demanding environmental legislation and client requirements for sustainable buildings, playing an important role in improving energy efficiency, lowering power consumption and reducing carbon emissions. However, to help improve a building’s energy performance and get the best possible results from a louvre system, it is crucial that it is correctly specified. FM

LOUVRE SPECIFICATION Traditionally, louvres are specified based on free area (typically 50%), calculated by measuring the clear distance between the blades and multiplying it by the width of the louvre panel (or height, if the blades are arranged vertically).

Free area is dictated by the size of the louvre, with industry commonly using a 1m by 1m louvre when quoting free area. However louvres are never precisely this size. Free area is also affected by other factors, such as additional structural support, or if bird screens or insect meshes are fitted.

There is a need to move away from specifying louvres purely on free area. A number of factors need to be considered, including site location, prevailing weather conditions (in particular wind direction) and the location and exposure of the louvres (which will dictate airflow rate and the amount of potential wind-driven rain).

FM WORLD | 5 SEPTEMBER 2013 | 37

29/08/2013 12:20

A s ne pr co umm w s e ov nc isi er arie ries on nin s o of g t of f si fa he dis ng cil s se leiti tru rt pa es c at g m tur ion e an e s ag an em d en t

FM MONITOR KEVIN MCGILL

HIGHER LEARNING n the first of our ‘dissertations digested’ features, Kevin McGill argues that there is a self-reinforcing relationship between tenant satisfaction measures and tenant retention, and that service encounters are the most critical factors influencing customer/tenant satisfaction

I

TITLE

‘Tenant Satisfaction And The Service Encounter: A case study Of facility management provision and improvement for The City Of London Investment Properties’

Introduction This report applies service management theory to facilities management to explain how the improvement of the service encounter experience for commercial tenants might influence tenant retention by driving overall tenant satisfaction upwards. It also suggests that internal benchmarking can act as an effective performance management system, and help landlords improve tenant satisfaction across an entire

AUTHOR This submission was written

by Kevin McGill, as part of a Degree of Master of Science Built Environment: Facility and Environment Management.

He now holds the post of deputy FM at The City of London.

SELECTED REFERENCES ● Alexander, K. (1996), Facilities

management: Theory and Practice, E & FN Spoon: London. ● Anderson, E. & Fornell, C. (1994)

“A customer satisfaction research prospectus”, Service Quality: New directions in theory and practice, Sage Publications: London. ● Barras, D. (2006) “It’s the devil’s

own job”, Estates Gazette, 16 September, p.161.

38 | 5 SEPTEMBER 2013 | FM WORLD

38_dissertation.indd 38

investment property portfolio.

A literature review showed that empirical research in the field of service management suggests there is a strong relationship between customer satisfaction and organisational prosperity.

Also, in the commercial property industry, tenant satisfaction is increasingly used as an indicator for long-term success.

The literature review also explored the internal benchmarking process, and how it might be used by organisations to embed continuous improvement processes and procedures. For property management organisations, it could be used to help satisfy tenant needs on a continual basis.

The City of London 2008 tenant survey data is used to conduct an internal benchmarking case study to test the hypothesis that FM services involving service encounters have a strong relationship with overall tenant satisfaction.

Background A definite trend witnessed across both manufacturing and service industries since the 1960s is the growing importance attributed to customer satisfaction. Indeed, many contemporary organisations now identify high customer satisfaction as a key predictor for longer term financial success.

This marks a substantial departure from the traditionally held view that fiscal prosperity is the sole indicator of success in business.

The Royal Institute of Chartered Surveyors (RICS) is a professional institution which

is pre-eminently positioned to reflect the developments of the commercial property industry, and the relevance of tenant satisfaction is something that RICS is taking an increasing interest in as a predictor for tenant retention and attraction of new tenants.

RESULTS

The positive testing of the hypothesis appears to suggest that facilities management services do have a significant influence upon overall tenant satisfaction.

The analysis also suggests that internal benchmarking is an effective performance management tool for introducing continuous improvement processes for the City of London investment property portfolio.

The sample was confined to 15 commercial properties larger than 1,000 square metres and with a low level of retail space, based in central London. In future, the approach should be extended to other regions and tenant types and repeated over time to obtain longitudinal results, and should further explore the relationship between tenant satisfaction and tenant retention by examining the relationship between tenant satisfaction and lease renewal rates.

The empirical results may help facility managers retain tenants and secure other revenue streams by improving overall tenant satisfaction. It also suggests that internal benchmarking is an effective performance management system that can be deployed to conduct gap analysis and therefore

METHODOLOGY

The City of London 2008 survey tenant survey data provided the data sample.

This approach uses a correlation coefficient to determine the strength of the relationship, while a discursive analysis is used to review the findings of the qualitative data consisting of comments made by individual tenants.

identify the specific weaknesses of poor performing buildings, and effect an improvement by implementing the working practices used by the benchmark champions.

The report contributes to the current debate of why tenant satisfaction is important to landlords by exploring its critical relationship with tenant retention in the current economic climate.

The findings of this report indicate that although the City of London’s benchmarking adventure might just be beginning, the final destination of continuous improvement is already well within its sights. Moreover, it appears that the process of internal benchmarking makes for a very effective road map in helping the City of London chart its journey. FM CONCLUSIONS

The positive testing of the hypothesis appears to suggest that facilities management services do have a significant influence upon overall tenant satisfaction.

●

The analysis also suggests that internal benchmarking is an effective performance management tool for introducing continuous improvement processes for the City of London investment property portfolio.

●

www.fm-world.co.uk

29/08/2013 17:41

FM MONITOR MARKET INTELLIGENCE

INSIGHT

The figures on this page have been compiled from several sources and are intended as a guide to trends. FM World declines any responsibility for the use of this information.

EMPLOYMENT

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

Hourly rate from 1 Oct 2012

Aged 21 and above

£6.19

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

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

£2.65

www.fm-world.co.uk

39_Insight.sr.indd 37

30,000 28,000 26,000 24,000

ALL WORK NSA ALL WORK SA

CONSTRUCTION EQUIPMENT RENTAL

CONTRACT CLEANING

UK CONSTRUCTION EQUIPMENT RENTAL

UK MARKET AND CONTRACT FORECASTS

3900

2013

2011

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

2012

22,000 2010

Consumer Price Index (CPI): The Consumer Prices Index (CPI) annual inflation grew by 2.8% in July 2013, down from 2.9% in June. The largest contributions to the fall in the rate came from air fares, plus price movements in the recreation and culture sectors.

A rise in petrol and diesel prices partially offset the fall. These numbers continue the trend of broadly steady inflation seen since spring 2012. Source: (www.ons.gov.uk)

32,000

2009

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

£ MILLION 34,000

5900

3700

5700

3500

3500

3300

5300

£m MSP

Bank of England base rate: 0.5% as of 1 August 2013.

The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

£m MSP

Source: HM Treasury (hmrc.gov.uk)

CONSTRUCTION OUTPUT TIME SERIES, CHAINED VOLUME MEASURES, NONSEASONALLY ADJUSTED (NSA) AND SEASONALLY ADJUSTED (SA)

2008

Construction output in Q2 2013 fell by 0.5%, compared with the same period a year ago. Compared with Q1 2013, however, the measure of output was estimated to be 1.4% higher.

There was an estimated 12.3% decrease year-onyear in new work in the pubic sector, with an 8.2% fall in private commercial new work. Large growth was seen in the housing sector; increased growths of 9.8% and 8.2% were seen in public and private new housing respectively.

Construction output showed a fall of 0.7% in June 2013, compared with May 2013. The Office of National Statistics estimated a 2.4% decrease in all repair and maintenance.

It is estimated that 13 out of the past 18 months have shown negative month-on-month growth.

The volume of construction output in Q2 2013 was estimated to be £27.2 billion, 16.1% below its preeconomic downturn peak of £32.4 billion in Q1 2008.

2007

VAT rates: Standard rate – 20% (from 4 January 2011) Reduced rate – 5% Zero rate – this is not the same as exempt or outside the scope of VAT

2006

OUTPUT IN THE CONSTRUCTION INDUSTRY

2005

ECONOMY

3100 2900 2700

5100 4900 4700

2500

4500 2009 2010 2011 2012 2013 2014 2015 2016 2017

2008 2009 2010

2011

2012

2013 FCST

2014 FCST

The UK construction equipment rental market is estimated to be worth approximately £3.6 billion in 2012. Market decline 2007 to 2009 was significant, due to the impact of the economic and construction downturn. Growth in 2012 was achieved in part due to opportunities available from the Olympics Games.

Key factors underpinning long-term market growth include energy efficiency legislation as well as significant utility and infrastructure projects, such as Crossrail. Housebuilding is also forecast to provide opportunities as the sector grows to 2017. Regional growth opportunities, such as road construction and coastal defence work, are likely to also be a factor.

Despite continued budget cuts across private and public sectors, the contract cleaning market has performed reasonably well compared to the wider FM and construction industries and is currently worth around £5.3 billion.

However, the industry continues to be affected by performances in the public sector, where cuts, efficiency savings and estate rationalisation measures have begun to impact on operational costs. In other sectors, clients continue to scale back cleaning budgets and increased competition within the industry is forcing companies to negotiate contracts with tight margins.

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

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

FM WORLD | 5 SEPTEMBER 2013 | 39

29/08/2013 11:32

BIFM NEWS BIFM.ORG.UK

The Grosvenor House Hotel in London is expected to be packed to the rafters with FMs once again on 14 October, 2013.

BIFM AWARDS

Book now There are now just over five weeks until the BIFM Awards, with headline sponsor Macro, takes place on 14 October 2013 at the Grosvenor House Hotel, London.

Winners will be announced in the following categories: ● Excellence in Customer Service ● Excellence in Product Development ● Facilities Manager of the Year ● FM Excellence in a Major Project ● FM Service Provider of the Year ● Impact on Organisation and Workplace ● In-House Client Team of the Year ● Innovation in the Use of Technology and Systems ● Judges Special Award ● Learning and Career Development ● Overall Industry Impact ● Profound Impact on the Industry over the past Five Years ● Sustainability and Environmental Impact Details of the shortlist for each category is available on the BIFM website. If you are planning on attending alongside 1,300 facilities management professionals to see the winners crowned, you can secure your place now. ● Individual tickets - £230+vat ● Tables of 10 - £2,300+vat ● Tables of 12 - £2,760+vat Tickets include a champagne reception with networking opportunities, a four course dinner, the awards – with celebrity host, charity casino and a live band. i To secure your place(s) request a booking form through awards@bifm. org.uk or call +44 (0)1279 712 640.

Alternatively, download a form at www.bifm.org.uk/awards2013.

40 | 5 SEPTEMBER 2013 | FM WORLD

40-42_BIFMNews.sr.indd 36

CONFERENCE

Ireland region You can now confirm your place for the 17th annual BIFM Ireland region conference on 15 November at the Belfast Waterfront.

If you want to learn how to negotiate effectively and intelligently, take control of your outsourced contracts or hear about the latest industry innovations and how building information modelling can help you and your workplace, this is the conference to attend.

The programme is as follows: 08:30 Exhibition opening, registration and coffee 10:00 Chairman’s opening remarks, Stephen Welch, BIFM Ireland Region 10:05 Gareth Tancred, CEO, BIFM 10:20 Rob Manning, BSc (Hons) CEng FCIBSE, Government Soft Landings implementation lead on the BIM Core Team: ‘Building Information Modelling – Better information for management’ 11:00 Coffee 11:20 Bob Bannister, lead consultant, iManage

Performance: ‘Take control of your outsourced contracts - how to take control of managing outsourced service providers.’

12:00 Steve Gladwin, director, Nodus Solutions: ‘Driving future innovation in FM: Responding to key megatrends and uncovering opportunities in a collaborative way to gain competitive advantage’ 12:45 Award presentation 13:00 Lunch 14:10 Lucy Jeynes, founding partner and managing director, Larch Consulting: ‘The art of intelligent negotiation – getting a yes’ 14:50 Cathy Hayward, managing director, Magenta Associates: ‘How effectively does the FM sector use social media as a communications tool?’

15:30 Prize draw 15:40 Close 15:45 AGM (members only) ● BIFM Members: £120 + VAT (£144) or ¤180 ● Non BIFM Members: £175 + VAT (£210) or ¤260

i For further details, or to book, visit www.bifm.org.uk/ic21013. Thanks to sponsors ARAMARK and H&J Martin Facilities Management.

SCOTLAND CONFERENCE

All about FM!

On 10 October, Murrayfield Stadium in Edinburgh will host the annual Scotland Region Conference – All about FM! The conference and exhibition has moved to Murrayfield in order to allow for expansion.

Speakers this year include: ● John Bowen ● Beth Goodyear ● Cathy Hayward ● Katie King Delegate rates are: ● £50+VAT for BIFM members ● £60+VAT for non-members ● £20 for unemployed members ● £20 for students i For further details contact Michael Kenny on mkenny@fesfm. co.uk or 07920 136 784. http:// allaboutfm2013.eventbrite.co.uk

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

29/08/2013 11:32

Please send your news items to communications@bifm.org.uk or call +44 (0)1279 712 620

SOUTH WEST

Victoria O’Farrell is deputy chair, Women in FM

GUEST COMMENT

Golf qualifier 24 golfers from the south west region recently competed in the Dale Building Maintenancesponsored BIFM golf qualifier at the Orchardleigh Golf Club, Frome.

Orchardleigh’s Parkland Course offers 18 spectacular holes routed through mature trees with water coming into play on seven. This is the sixth year the BIFM south west region has hosted its golf day at Orchardleigh and so with great support from the Club House team the day was well organised and enjoyed by all.

A morning Texas Scramble competition provided the players with a warm up, followed by the main individual Stableford and corporate team competitions in the afternoon.

The individual competition was won by Paul Barber with a stableford score of 36 points.

The individual winners were Paul Frost, Kevin Kearns, Nick Fox and Gareth Andrews. The Corporate Team winners were GACL comprising Vince Parker, Colin Foote, Colin Andrews and Gareth Andrews. The morning Texas Scramble was won by Norland Managed Services represented by Ian Townsend, Rebecca Corbin, Pete Belmore and Kevin Kearns.

Dale Building Maintenance Limited kindly provided sponsorship for the day as well as funding the BIFM members team that will represent the region at the BIFM Finals Day at Bowood in September.

Other generous sponsors were Norland Managed Services, Provelio, The Facilities Show, CR Electrical and Veale Wasbrough Vizards. www.fm-world.co.uk

40-42_BIFMNews.sr.indd 37

WHY DID I JOIN THE BIFM?

n 2008, I joined the BIFM to better understand the role of facilities management and the end users of buildings in which we work. Five years later, I am still learning the role of a facilities manager as each and every new person I meet gives me a different aspect to the role. So it’s not just about understanding an FM’s role, but also the DNA of the organisation they work for.

The best way to truly get to know the world of FM is to not just join BIFM and read the industry press, follow the tweets, LinkedIn groupsand so on, but to actually go to the events and network. I have found the world of BIFM to be one of the most open memberships I have. FMs want to share with you what they know and how they do i, because they are also looking for partners to work with. The better you understand them, the better the partnership will be.

If you have never attended a BIFM event, it can be a daunting experience: a room of peers; “maybe no-one will talk to me”; “how do I know what other people do?”

Don’t think about it, just do it. Book an event – there are plenty to be found on the BIFM website. Each event will have a lead contact name, and if you don’t want to be daunted, you can always break the ice by dropping them an email and explaining that this will be your first event, you don’t know many other people in the industry and would like to network more. This way the committee can ensure they look out for you and introduce you to new people.

When you arrive, you will more than likely find other ‘first-timers’, but what you will definitely find are other like-minded individuals that are all there to learn and network, to learn what works well, what doesn’t, understand issues and ways to solve them, find new ways of working. You may think you have nothing to contribute, but when you start talking to other people, you’ll soon find you have loads to give, each day is a learning experience in FM and the more we share with our other FM colleagues the more we enjoy our daily roles.

Being a BIFM member is like having 13,500 other colleagues - except we all have a different email address. We truly are a friendly group of like-minded individuals who want to promote the FM profession as a career of choice, not just for school or college leavers, but for those who are thinking of making a career move.

Valued members of staff are key company assets and they need a workspace to do that in; without FM that workspace can’t function.

FM is a pivotal role in any organisation. If you are in a small company and an FM team of one – you have 13,500 other team members in the BIFM.

I

“THE BEST WAY TO TRULY GET TO KNOW THE WORLD OF FM IS TO ACTUALLY GO TO THE EVENTS AND NETWORK”

i You can view all BIFM events at www. bifm.org.uk/events. If you are interested in volunteering for BIFM, or joining the Institute, contact the Membership Team on +44 (0)1279 712 650 / membership@ bifm.org.uk

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BIFM NEWS BIFM.ORG.UK

MEMBERSHIP

Corporate members The BIFM welcomed the following corporate members in July: ● COREcruitment – consultant, provider of advice & guidance ● EFP Gritting – product supplier ● Estate and Facilities Directorate – end user, in-house FM team ● Exel Computer Systems – product supplier ● 3D Facilities Support – facilities management, suppliers ● CommScope – product supplier ● Everbridge – product supplier ● FM180 – consultant, provider of advice & guidance ● Graysons Restaurants – FM service suppliers, contractors ● Herman Miller – product supplier ● JTL Training People –- consultant, provider of advice & guidance ● Just Hospitality – FM service suppliers, contractors ● Total Construction SW – FM service suppliers, contractors ● Trend Control Systems – product supplier ● Vivark - FM service suppliers, contractors i Learn more about Corporate membership at www.bifm.org.uk/ corporatemembership, email corporatemembership@bifm.org.uk or call +44 (0) 1279 712675

KNOWLEDGE

New GPGs BIFM recently launched two new Good Practice Guides (GPGs): Benchmarking Effective benchmarking is essential to strategic FM practice by offering facilities managers a way to assess and demonstrate the added value they bring to their organisation’s performance and productivity.

This can help gain recognition and understanding of the strategic role of FM. Users of the guide can expect to learn how to carry out 42 | 5 SEPTEMBER 2013 | FM WORLD

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benchmarking and to understand the benefits to be derived from its use as part of a structured process of continuous improvement.

Space Planning and Management

Space is a long-term strategic asset for business and facilities managers’ understanding of its management is essential in supporting an organisation’s objectives. The guide provides practical guidance on the tools and techniques which can be deployed. It clearly illustrates what is involved in managing and changing space, enabling users to set overarching space management strategies for an organisation. i Further Good Practice Guides are set to be released shortly. Members can download all GPGs at www.bifm. org.uk/GPGs

4-8 NOVEMBER

Workplace Week This year’s Workplace Week, in aid of Children In Need and supported by BIFM, runs from 4-8 of November.

More than 10 organisations will be opening their doors to host visits showcasing workplace innovation in action. The visits include the BBC’s New Broadcasting House in central London and Media City at Salford Quays; KPMG at Canary Wharf; and Fruit Towers, home of Innocent Drinks and Network Rail in Milton Keynes.

PricewaterhouseCoopers will host the Workplace Week Convention on 5 November with the theme ‘Driving productivity through the connected workforce’.

A dynamic roster of speakers will explore the concept of the connected organisation, looking at its implications for leadership, infrastructure and professional productivity.

For more information, visit www. workplaceweek.com or follow @ workplaceweek #workplaceweek.

BIFM TRAINING BIFM TRAINING LAUNCHES NEW COURSES

ast month, FM World reported a noticeable increase in permanent vacancies in the FM sector and an even greater rise in candidate interviews. But there’s a shortage of high-quality people with specific skillsets and the best talent is being snapped up quickly.

So what can you do to boost your skillset and get ahead of the game?

BIFM Training now offers the widest range of FM courses globally – its new autumn 2013 brochure is now available* and features new CPD training programmes in areas that FMs should be embracing:

L

Building Information Modelling (BIM) and Soft Landings – 19 November 2013, Central London Building Information Modelling has been heralded as a ‘game changer’ and adopting this new technology and way of working allows for greater collaboration across the life cycle of a built asset and will help you to improve efficiencies in FM service and reduce lifetime running costs. As the use of BIM becomes more mainstream not just in new builds but refurb projects too, FMs will increasingly be relied upon to contribute to understand and manage BIM technology so we’ve designed this course to give those attending a firstmover advantage.

Legionella Awareness, Responsibilities and Compliance (City & Guilds Accredited) – 5 December 2013, Central London The recent hot weather seems to have thrown awareness of this important health and safety issue back into the spotlight, but its important to remember Legionella is an all-year-round concern. This course provides you with key information in order to ensure that water systems for which you are responsible for are being managed and maintained effectively and in accordance with relevant statutes and guidance.

BS11000 Collaborative Business Relationships11 December 2013, Central London Significant opportunites exist for clients and suppliers to revolutionise the traditional appoach to contracting.

This course will help you to transform your client and supplier relationships for mutual benefit. Create effective collaborative relationships and use BS11000 as the basis of encouraging innovation.

To request your copy of the new BIFM Training brochure please call 020 7404 4440, email info@bifm-training. co.uk or download from www.bifm-training.com – also look out for the recently introduced ‘Making the Change to Agile Working’ and ‘A-Z of FM Compliance and Standards’ programmes.

www.fm-world.co.uk

29/08/2013 11:32

FM DIARY

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

INDUSTRY EVENTS

Venue: PriceWaterhouseCoopers, London, SW1 Contact: www.workplaceweek. com/workplace-convention

19 September | BIFM national golf finals 2013 The event returns to the venue of the first national finals in 2001, following a series of regional qualifying events. Sponsored

by HSS Hire and supported by Incentive FM and Interface.

Venue: Bowood Golf Hotel & Spa, Chippenham, Wiltshire SN11 9PQ Contact: Don Searle at don@c22. co.uk or call 020 7220 8900 14 October | BIFM Awards 2013 The BIFM Awards is the most influential networking event within the UK’s FM calendar and gives national recognition to the leaders in our profession. The BIFM Awards are designed to celebrate the increasingly strategic profile of FM by highlighting the key role it plays in the success of organisations. The ceremony brings together the leaders of our sector with the winners and to celebrate excellence in FM. Venue: Grosvenor House Hotel, London Contact: communications@bifm. org.uk or call 0845 058 1356 4-8 November | Workplace week A showcase of workplace and workforce innovation.

Venues: London, Salford and more Contact: www.workplaceweek.com 5 November | Workplace week convention The convention will explore the concept of the connected organisation its implications for leadership, infrastructure and professional productivity.

19-20 November | Worktech This two-day conference examines the workplace environment: technology that will change work; engineering serendipity; innovation in the workplace; what people want from technology; real-time real-estate; and ‘digital nomads’.

Venue: The British Museum, Great Russell Street, London WC1B 3DG Contact: registrations@unwired. eu.com or visit www.unwired. eu.com/worktech13/london INTERNATIONAL EVENTS 2-4 October | IFMA World Workplace conference & expo The largest annual conference for FMs includes exhibitors, discussions and networking.

Keynote speeches from author Barbara Corcoran and Philadelphia Mayor Michael Nutter.

Venue: Pennsylvania Convention Centre, Philadelphia, US Contact: www.worldworkplace.org SPECIAL INTEREST GROUPS 17 September | International – can FM create a consistent model?

Talk from Tony Angel and Helen Playle on the challenges and pitfalls of pan-European FM provision.

Venue: Mace’s London HQ Contact: Claire Sellick at clairesellick@btinternet.com or visit www.tinyurl.com/nqqqrau

18 September | Workplace – Flexible workspaces: creating an ecosystem of talent From 8am, the morning event will showcase the BBC’s MediaCity complex, including the original design concepts and flexible workspace environments.

Venue: Alan Turing Imaginarium, Dock House, Salford Quays, Salford Contact: Mark Whittaker at mark.a.whittaker@integral.co.uk or visit www.bifmmediacity. eventbrite.co.uk 25 September | Business continuity – incident management A panel discussion with incident management and technology platform professionals, discussing the significant impact of social media on incident management.

Venue: Haworth Showroom, Clerkenwell, London Contact: Steve Dance at steve1dance@btinternet.com

be registered online. Sponsored

by Aramark and H&J Martin FM. Venue: Belfast Waterfront Contact: Laura McMahon at l.mcmahon@hjmartin.co.uk or visit www.bifm.org.uk/IC2013 LONDON REGION 26 September | Project management From 5.45pm. Presentation from Phil Ratcliffe, managing director of Procore, followed by a team activity, highlighting how essential thorough planning, managing and implementing a project is to ensuring a successful outcome.

Venue: BBC New Broadcasting House, Portland Place, London, Contact: Cathy Hayward at cathy. hayward@magentaassociates. co.uk or visit www. bifmlondonprojectmanagement. eventbrite.co.uk SCOTLAND REGION

9 October | Catering – Luke Johnson at the National Archives Luke Johnson is a leading British businessman, best known for his involvement with Pizza Express, Channel 4 and, most recently, Harbour and Jones. The serial entrepreneur will be opening up about the secrets of his success.

Venue: The National Archives, Kew, Richmond, Surrey TW9 4DU Contact: Clive Hilton at clive@ inlocum.co.uk IRELAND REGION 15 November | Ireland conference Talks on negotiating effectively and intelligently, taking control of outsourced contracts. Interest can

10 October | All about FM! Conference and exhibition, with speakers to be announced.

Venue: Murrayfield Stadium, Edinburgh, EH12 5PJ Contact: Michael Kenny at mkenny@fesfm.co.uk or visit allaboutfm2013.eventbrite.co.uk SOUTH WEST REGION 12 September | Essential FM compliance The region’s quarterly training day of presentations and networking.

Venue: Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol Contact: www.bifmswseptqtd2013es2.eventbrite.com

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FM WORLD | 5 www.fm-world.co.uk SEPTEMBER 2013 | 43

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FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB NAME: Rob Grassom JOB TITLE: UK facilities manager ORGANISATION: Royal HaskoningDHV JOB DESCRIPTION: Responsible for all the property and facilities management in all UK offices

ROB GRASSOM

TOPIC TRENDS stunning views of the Abbey, Houses of Parliament and the London Eye. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?

Audits!

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

What attracted you to the job?

If I wasn’t in facilities management, I’d probably be…

…a teacher.

9 ROB GRASSOM

Introducing/ working with new forms of IT

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

the next five years?

I started off my FM career in the Army when I was based in Germany and seconded to the ‘property management’ organisation, where I learned about the M&E elements, housing and German contractors.

It was there that I learned to accept the maxim that ‘if it was not done today it would be done tomorrow...’ Of all places! What I love about the industry is meeting different people, understanding different cultures and the complexity of tasks.

6 AVERAGE

4 6

The opportunity to lead and develop the FM for There has been significantly more emphasis put onto Royal Haskoning in the UK, plus the chance to work sustainability and the environmental challenges than internationally. It surprised me that a company before. Although there has always been a drive to cut of this size did not have a costs and improve the service professional FM department delivery, I see more demands in-house at the time. on where we buy our services, WHICH MYTH ABOUT FM

how much we use and waste WOULD YOU MOST LIKE TO My top perk at work is… produced. Not being natural PUT AN END TO? ...travel and meeting people. ‘tree huggers’, it is something “I hear and see comments about FM When not travelling throughout we have to learn and appreciate. not being respected, but it is up to the UK, I also visit Holland individuals to change the way they How do you expect facilities every quarter and also support are perceived.” management to change in our main office in India.

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

Working with procurement

Nothing really, the industry is constantly evolving and getting more professional.

What do you do?

I’m responsible for finding, leasing, fit-out and project management of new offices to the full range of facilities services, through to the eventual dilapidations and handing the property back.

OUR INTERVIEWEE RATES THE IMPORTANCE OF CURRENT FM TOPICS OUT OF 10. THE ‘AVERAGE’ SCORE (IN GREEN) IS TAKEN FROM OUR OTHER 2013 INTERVIEWEES.

Apart from increased demands on sustainability, I also expect to see greater use of ‘integrated workplace management systems’ as pressures on cost and how we use our space will become more challenging.

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

Enjoy the challenge and don’t take criticism personally, especially as a service provider.

Working on energy-efficiency initiatives

7 8

Adapting to flexible working

5 6

Maintaining service levels while cutting costs

7 9 Do your friends understand what FM is?

What’s been your biggest career challenge?

The relocation of our London office from one end of the Westminster Abbey grounds to two buildings at the side of the Abbey Gardens. We have relocated 62 staff over to a building of around 446 square metres (4,800 square feet), which has been a challenge.

Thankfully, phase two will be completed at the end of September, when we can move into the adjacent building that has 334 square metres (3,600 square feet). This gives the company an opportunity to grow substantially in London. Both buildings have 44 | 5 SEPTEMBER 2013 | FM WORLD

44_PeopleAndJobs.sr.indd 42

Yes, generally they do, but I have been doing it for some time.

What’s been your career high point to date?

Acting as the senior consultant and project manager in India, when we were relocating from an old office that used to suffer power cuts and mosquito invasions to a modern site with A/C and a reliable power supply. In dealing with both Indian architects and contractors, we managed to achieve a modern European office with an Indian flavour.

Adapting FM to changing corporate circumstances

9 10

www.fm-world.co.uk

29/08/2013 11:34

r u yo ow k o ts n o B ke tic The must-attend event 14 OCTOBER, GROSVENOR HOUSE HOTEL, LONDON

Who will be recognised for their facilities management excellence and innovation.

Join over 1,300 facilities management professionals and see the winners crowned at the networking event of the Facilities Management calendar.

HEADLINE SPONSOR

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Email awards@bifm.org.uk or call +44 (0)1279 712 640 WWW.BIFM.ORG.UK/AWARDS2013 @BIFMAWARDS

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We’re here to help you progress $UH \RX VWLOO DW WKH ULJKW %,)0 PHPEHUVKLS JUDGH WR UHĆƒHFW \RXU LQFUHDVLQJ DFKLHYHPHQWV LQ WKH )0 LQGXVWU\ Ĺ? RU LV LW time to progress?

7R XSJUDGH WR WKH QH[W OHYHO RU WR ƂQG RXW PRUH please visit: ZZZ ELIP RUJ XN FOLPE or contact the Membership Team on: 0845 058 1358 or email membership@bifm.org.uk FM WORLD | 5 SEPTEMBER 2013 | 45

FMW.05.09.13.045.indd 45

28/08/2013 17:08

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 NEWS

FM innovations ▼ Toshiba AC shortlisted for five awards Toshiba Air Conditioning, a division of Toshiba Carrier UK, has been shortlisted for five awards in the Cooling Industry Awards 2013.

The accolades include a shortlisting in the Air Conditioning Product of the Year category for the company’s recently launched SHRM-i three-pipe heat recovery air conditioning system. It is believed to be the most efficient VRF system in the market at part-load conditions. Toshiba’s refrigerant leak prevention and management systems have also been shortlisted in the same category. The technology, which attracts ‘BREEAM’ points, is being adopted by a growing list of national end users, keen to eliminate the possibility of refrigerant leaks from their buildings.

T: 0870 843 0333 W: www.toshiba-aircon.co.uk

▲ Jangro raises £100,000 for Macmillan

▲ Fireco’s Freedor: safe and convenient

Jangro, the largest UK network of independent janitorial supply companies, which has 41 outlets, is on the road to raising £100,000 pledged to Macmillan Cancer Support.

The fundraising campaign started with a sponsored walk involving 27 head office staff and friends, each covering five miles around the Rivington and West Pennine Moors in Lancashire.

This raised £1,252. Kyle Macintyre, son of Jackie Macintyre, director of Jangro Perthshire member, Co-An UK, simultaneously ran the Edinburgh Half Marathon and donated the £503 he raised to the Jangro Macmillan fund. The youngest walker was five-year-old Rhys Green, who completed the walk in the same time as the adults.

T: 0845 458 5223 E: enquiries@jangrohq.net W: www.jangro.net

Safety and convenience often don’t sit well together.

We all know we need to keep fire doors closed to hinder the spread of fire, but for reasons of ease and convenience, they are often propped open.

Fireco has the perfect solution. A wire-free device, Freedor, holds fire doors open at any angle but automatically closes the door when the alarm sounds.

Simple, neat and unobtrusive, Freedor is easy to install in new buildings and retrofit. With a battery life of between 12-18 months, it also comes in a number of finishes including chrome, brass and stainless steel, allowing it to fit into your decor.

Fireco’s Freedor swings open freely and then can be left in any position, but will close automatically, preventing the spread of fire and smoke.

T: 0845 241 7575 W: www.firecoltd.com

▼ New air curtains from Dimplex Dimplex has launched a new range of recessed high power commercial air curtains which are quicker to install, easier to maintain and packed with energy saving features for end users.

The new, improved, DAB recessed range, which covers 1m, 1.5m and 2m widths in electrically heated, water heated or ambient and cold store models, offers high output airstreams for entrances up to 4m high.

For the first time, this range of high power models offers dedicated recessed units rather than standard units with additional recess kits. This means less need for additional construction and a faster installation for contractors.

A hinged grille has also been included in place of removable sections, further increasing the speed of installation and ease of maintenance.

T: 0844 879 3587 E: marketing@dimplex.co.uk W: www.dimplex.co.uk/commercial

▲ Jangro – bigger, brighter and better

▲ SteriHandle launched by PHS Washrooms

Jangro, the largest UK network of independent janitorial supply companies, which has 41 outlets, has launched the biggest, brightest and probably best website in its sector. www.jangro.net is packed with useful information to help users select products and check the health and safety data sheets before purchasing.

Visitors can locate their nearest Jangro member, see 40,000 products in the Jangro catalogue, and read the Jangro Training Solutions programme. It enables national accounts to buy online for regional deliveries. Training DVDs and a short, informative Jangro DVD are included.

The new-style sites enable customers to place orders direct to members.

T: 0845 458 5223 E: enquiries@jangrohq.net W: www.jangro.net

An innovative hygienic door handle, which is proven to kill 99.99 per cent of germs, has been launched by PHS Washrooms to help combat a rise in spreadable infections and viruses.

SteriHandle is coated with the antibacterial technology of SteriTouch, which harnesses the natural sterilising properties of silver. Available in both push and pull options, SteriHandle is permanently fixed to the door and incorporates a replaceable component, serviced every six months.

In independent trials, SteriHandle achieved an impressive 99.99 per cent reduction of MRSA and E.coli within 10 minutes, reducing the number of organisms typically found on a door handle from over 140,000 to less than 10 in the same time period.

T: 029 2080 9090 W: www.phs.co.uk/washrooms

46 | 5 SEPTEMBER 2013 | FM WORLD

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Selected forthcoming features in FM World:

19/06/2013 12:37

3rd October issue: Cleaning innovations 17th October issue: Data security 31st October issue: Benchmarking

We have something of interest for all advertisers.

For a full 2013 features list visit:

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

or contact : norbert.camenzuli@redactive.co.uk | 020 7880 7551

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.

Future Features HPH SEPT.indd 1

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28/08/2013 15:50 FM WORLD | 5 SEPTEMBER 2013 | 47

29/08/2013 11:58

Appointments

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

JOBS PLAN YOUR NEXT MOVE

on the move New features available through your smartphone See the latest job listings View all the jobs from the website Search or browse to find the right opportunities Create and update your live email job alerts View jobs directly from your email alerts Save and apply for jobs Save jobs to your profile Email jobs to yourself or friends Apply for the right jobs first using your saved CV Keep track of all your jobseeking activity

Go to www.fm-world.co.uk/jobs 48 | 5 SEPTEMBER 2013 | FM WORLD

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29/08/2013 12:12

Campus Services and Facilities

Assistant Director - Estates and Facilities Location: Highfield Campus Salary: £45,941 to £ 57,743 Full Time Permanent Closing Date: 28 September 2013 Reference: 288213TD The University of Southampton is looking to recruit an Assistant Director in Estates and Facilities to manage Campus Services and Facilities. This will include developing and driving business change as part of the commitment to improving standards and quality.

You will have an appropriate degree or qualification with substantial operational experience in delivering facilities services in a large and diverse organisation. As an Assistant Director in Estates and Facilities you will be a key member of the department’s Senior Management Team. You will be self-motivated and able to demonstrate strong leadership and managerial skills.

For an informal discussion about this role, please contact Kevin Monaghan, Director of Estates and Facilities, tel: 023 8059 7724.

The closing date for this post is 28 September 2013.

Interviews to be held on 15 October 2013. Please apply online through www.jobs.soton.ac.uk or alternatively telephone 023 8059 2421 for an application form. Please quote reference number 288213TD on all correspondence.

We have a diverse estate of over 400,000m², around 23,000 students and 5000 staff. The provision of facilities services is essential to the At the University of Southampton we day-to-day operation of the University maintaining a quality service promote equality and value diversity. not only for the benefit of staff and students but also as part of our presentation to visitors and stakeholders. The University is operating in an increasingly competitive environment with standards appropriate to its ambition.

www.jobs.soton.ac.uk

Global Cleaning Standards Director UK with travel, £competitive Health and Safety Adviser Ref: HR43 Starting Salary from £31,331 - £36,298 per annum, with further progression opportunities to £39,649 This is an exciting new role which forms part of the Health, Safety and Wellbeing Team who provide proactive advice and guidance across the University to ensure the highest standards of health and safety.

You will be able to provide professional and practical advice and guidance across a diverse range of schools and departments. Your specialist area of responsibility will be within Estates and Facilities Management, including asbestos, construction projects, maintenance activities and contractor management throughout the University.

You will have proven relevant experience in occupational health and safety within facilities management and construction. You will possess the NEBOSH Diploma or equivalent and be fully conversant with the Asbestos Regulations 2012 and the Construction (Design and Management) Regulations 2007 and have the practical experience in the implementation of these duties. You will possess excellent interpersonal skills, a flexible and pragmatic approach with a proven ability to manage compliance related issues.

This is an excellent opportunity to work as part of an organisation committed to engaging staff and making a difference.

For an informal discussion please contact Emma Bodiam, Head of Health, Safety & Wellbeing on 01202 961212 or email ebodiam@bournemouth.ac.uk Closing date: (midnight) Wednesday 25 September 2013.

Johnson Controls Global WorkPlace Solutions (GWS) is a leading global provider of integrated facilities and corporate real estate management. We are seeking an individual to be globally responsible for all Cleaning and associated services standards that apply to the GWS facilities management operations. The role will provide subject matter expertise and implement global standardisation and consistency across all the cleaning service lines including, but not limited to, waste, pest control and grounds maintenance. This role will be globally responsible for applying those standards into the most cost effective and innovative solutions for new customer bids and business development support.

The successful candidate will be regarded as a subject matter expert in cleaning and associated services and will have had proven experience in developing relationships with cleaning suppliers and industry leaders. High levels of cultural awareness with experience operating at a regional level outside the UK & Ireland is preferred.

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 103246.

Interview date: Wednesday 9 October 2013. www.bournemouth.ac.uk/jobs

jobs.fm-world.co.uk

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FM WORLD | 5 SEPTEMBER 2013 | 49

29/08/2013 13:47

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

PEST FOOT FORWARD? We often hear from caterers and nutritionists about the importance of a ‘wide-ranging food offering’. But this probably isn’t what they had in mind.

Last month, Rentokil Initial opened a pop-up restaurant in London to celebrate 85 years in the pest control business. The (oh yes) ‘pestaurant’ served sweet chilli pigeon burgers, edible insects and chocolate dipped bugs and salt & vinegar crickets. Anyone squeamish was warned to avoid the scene as customers tucked in to portions of barbecued grasshoppers, honeyed caterpillars and grasshopper medallions.

Perhaps surprisingly, Rentokil experts were on hand to advise diners on the best way to deal with pests, although we wonder how effective such a pep talk would be if you're trying to pick a maggot from between your teeth.

TOWERING ACHIEVEMENTS Richard Rogers is known as one of the most influential architects in the world. Born in Florence, he is noted for his modernist and functionalist designs, perhaps best known for his work on the Lloyd’s building and Millennium Dome in London, and the Pompidou Centre in Paris.

In an exhibition situated at the Royal Academy of Arts in Burlington Gardens, London, visitors are able to view previously unseen archive material and drawings, exploring the influences on Rogers’ career.

In an interview, available to watch at the RA website, Rogers explains his view that "architecture is

more than art. It is rooted in social thought – it is socially driven.”

Jeremy Melvin, curator, said that the exhibition will "introduce people that don’t necessarily know much about architecture, but want to know about it".

The final room in the exhibition is a space designed to encourage discussion of issues in architecture today.

There's plenty of interesting material on humancentred building design, and buildings that create spontaneous interaction, and the function of public buildings and spaces. Tickets are available at the Royal Academy of Arts website: www.royalacademy.org.uk

SAME AS IT EVER WAS? It's 1993 and the recently elected John Major is about to go to war with his cabinet. Email and the internet have just been invented (well, popularised at least) and Brit Pop is starting to dominate something that used to be called 'The Charts'.

Times are pretty different now, right? Well, not necessarily. As part of the BIFM's twentieth anniversary celebrations we've been fortunate enough to peruse some of the magazine and newsletter archive from the years just after the institute's launch. It makes for an often powerful sense of deja vu.

Frank Duffy can be found wondering about architects "second guessing the eventual organisational use for a building", and then there's this quote – "there is a symbiotic relationship between the commercial

development of facilities management and the developing market for intelligent buildings, and it is based on the mutual need for good data."

Another piece lays down guidelines for the use of benchmarking. Fast forward to 2013 and this is still a topic debated at length. This, and the previous quotes, could have been made yesterday, never mind eighteen years ago.

Of course, much has changed, and for the better, too. But it's intriguing to see so many familiar FM topics spanning the decades. Perhaps less familiar are some of the fashions of the day; the big spectacles and even bigger hair of the 90s may be out of fashion.

But with the recurring themes mentioned, perhaps the past still holds lessons for the present and the future.

IN THE NEXT ISSUE OUT 19 SEPTEMBER

FEATURE – OPEN-PLAN OFFICES AND THEIR EFFECTS ON CONCENTRATION /// MANAGING COUNTER-SURVEILLANCE INITIATIVES /// LESSONS FROM THE TRI-BOROUGH FM DEAL /// ON LOCATION – FILM SET FM /// REMOTE MONITORING – CCTV vs. WIDS /// MERSEY CARE FIT-OUT /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

50 | 5 SEPTEMBER 2013 | FM WORLD

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29/08/2013 17:04

HOT DATES Think about your how you can boost your own skillset and get ahead of the game BIFM Training now offer the widest range of FM courses globally and we’ve just launched a number of new programmes in areas that FMs should be embracing including Building Information Modelling (BIM) and Collaborative Contracting using the BS11000 standard – call 0207 404 4440 for your copy of the the new autumn 2013 brochure or email info@bifm-training.co.uk

OCTOBER COURSES 1-2 2-3 3 7-11

8-9 8-9 10 15-17 16 16-17 16-17 21 22-24

Managing Relocation, Fit Out and Move Disaster Recovery & Business Continuity IOSH Managing Safely Refresher Management Development - ILM Level 3 Award in Leadership and Management Building Services - The Next Step Project Management Personal Effectiveness Skills Understanding FM [Foundation] Customer Focused FM Effective Space Planning Managing in an FM Outsourced Environment NEBOSH National General Certificate in Occupational Health & Safety The Professional FM 1 [Intermediate] - Edinburgh

+44 (0)20 7404 4440 info@bifm-training.co.uk | www.bifm-training.com facebook.com/bifmtraining

twitter.com/bifmtraining

linkedin.com/company/bifm-training

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23/08/2013 12:26

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23/08/2013 12:18