FM World 3 October

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 3 OCTOBER 2013

FMWorld www.fm-world.co.uk

CLASSIC MATCH FM tests the boundaries at the Kia Oval

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VOL 10 ISSUE 18 3 OCTOBER 2013

CONTENTS

17 | CoreNet

18 | The Kia Oval

22 | Future of Storage

NEWS

OPINION

FEATURES

6 Reports suggest FM corporate outsourcing could top £10bn in 2014 7 Research suggests employees ‘lose’ 90 minutes a day 8 Project of the Fortnight: Asda’s new training headquarters in old Tetley bottling plant 9 Think Tank: Have openplan offices helped or hindered productivity?

10 Business news: Graeme Davies warns of reputational damage for big FM players 11 BAM nets £3m in new FM contracts, increasing its scope 12 In Focus: Steve Davies on the new ‘14forty’ brand and what it means for FM 17 Report from CoreNet in Amsterdam where ‘people’ were the focus

14 Perspective of a facilities manager: Finbarr Murray on green travel plans 15 Five minutes with Nick Cook of NIA Haywards 46 No Two Days

MONITOR 34 Legal Update: Rebecca Biggin analyses the case of a break clause dispute 35 Technical: How an ‘unintelligent’ boiler can be costly 36 Insight: Market intelligence 37 How To: Top tips for creating a carpet maintenance schedule

26 | Supplier relations

18

Kia Oval: The venerable cricket ground in south London presents unique FM challenges, finds Martin Read, not lease due its iconic dimensions

22

Future of Storage: No longer is storage an afterthought in office design. John Fogarty how new designs are shaping the way we approach work

26

Supplier Relations: Is loyalty dead? A recent inflammatory survey suggested client-supplier relations lack trust. Kevin Stanley reports

32

International Contracts: Global contracts are becoming more common, producing a raft of new challenges for facilities managers

REGULARS 38 41 42 43 44

BIFM news Diary of events People & jobs Products Appointments

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Oc

to Reg be ist r 3 0 t h er b an y d sa ve

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Register today www.rospa.com/awards awards@rospa.com 0121 248 2090 Headline Sponsor

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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 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

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hange is afoot. More fresh paint and bright new colours in the FM service sector, with the Compass Group introducing the new brand name ‘14forty’ for its integrated facilities management offering. You can read all about it in this issue’s In Focus, but essentially Compass is discarding its ISG, ICM and Eurest brands and consolidating its integrated FM offer around the single ‘14forty’ brand.

(We’re told that hard FM requirements for 14forty bundles will come from a single national supplier partner, the name of which may just be a breaking news story as we go to press. If not, check the FM World Daily or go online.)

Interestingly, the new brand is aimed solely at the UK market. Compass Group’s big catering brand Eurest, for example, will remain the name connected with integrated bundles for deals done in European markets. What this says about the maturity of the FM service provision market in the UK is open to question. But it’s interesting if we are moving away from the era in which expensively acquired names (such as Dalkia) were diligently maintained and developed by their new parents, to one in which a range of sparky new brand names from out of left field are concocted in order to introduce more of a ‘point of difference’ between organisations. It’s a significant switch – selling on the back of well-established brands in favour of selling through new names with no historical ties.

What’s not so different is Compass’s focus on its people. A national training academy is getting the go-ahead alongside the 14forty monicker, and managing director Steve Davies believes this will give the new firm staff who can multi-task across soft FM service lines, thus allowing for more career development. Of course, for a service provider this is not a new idea, but the tight linkage between service lines and the training academy in Northampton should firm-up the 14forty offer.

Earlier this year we saw Mitie re-brand its catering operation as Gather & Gather, while in recent months we’ve also seen a division of Seddon rebranded to Novus.

One thing’s for sure – these new identities serve to make businesses stand out from the crowd more than if, for example, Mitie had retained Mitie Catering Services and merely changed the messaging. There’s a simple but effective merit in ‘rebooting’ an organisation’s offer in this way.

Steve Davies told us that 14forty is a uniquely British proposition for the UK market as it currently stands. But I wonder, is the relatively simple process of introducing a new name really enough to shift what procurement professionals think of the service provider market and the strength in depth, or otherwise, of those operating in it? It would surely be extraordinary if something as basic as a name change did turn heads, although such companies would argue that, once a prospect’s attention is captured, they can point to genuine differences in their offer.

That’s doubtless the case. Perhaps, however, the basic power of consumer marketing is as valid for multimillionpound tendering processes as it is for us consumers when, for example, we’re wooed by the latest mobile phone handset.

(Now there’s an idea: getting Google, Microsoft and Apple in to tender for my next ludicrously expensive mobile deal…)

C

“Protection of cherished brands has been jettisoned in favour of fresh new names”

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OUTSOURCING

FM corporate outsourcing to top £10bn next year Reports published in the last two weeks point to potential growth in FM outsourcing across both private and public sectors.

Growth in FM outsourcing is most likely to come from total FM (TFM) and new business process outsourcing opportunities, according to a report by AMA Research. The company’s Facilities Management Outsourcing – Corporate Sector Report – UK 2013-2017 Analysis focuses on the outsourced management and delivery of noncore services within corporate enduse sectors including commercial offices, retail, entertainment and leisure, manufacturing and warehousing, energy and utilities and privatised transport services.

AMA said the corporate market for outsourced bundled services was valued at around £9.5 billion last

year, and forecast it would grow to more than £10 billion next year.

Niche sectors, such as energy management and workplace planning, continue to provide opportunities for FM outsourcing, AMA said. And while FM outsourcing is well-established in the corporate sector, covering a wide range of services, this maturity would mean that value growth is most likely to come from a move towards TFM contracts, new forms of business process outsourcing and any expansion of end-use sectors.”

The report details how the decline in the construction sector, estate consolidation, mergers and business failures, along with the double-dip recession, had hit FM spend.

Meanwhile, despite the value of overall public sector outsourcing in Europe, the Middle East and

Africa (EMEA) falling 23 per cent in the first half of 2013, according to a report by Information Services Group (ISG), the UK accounts for a high proportion of public sector outsourcing in the EMEA region with the annual value of UK Vs. Other EMEA Public Sector ACV* UK

Other EMEA

100% 80%

€0.8

€0.7

€1.0

€1.1

€1.5

€2.9

€5.0

€3.8

60% 40%

€1.0

€0.3

€4.6

€2.0

20% 0%

2008 2009 2010

2011

2012

H1 2013

*Contracts with an average value of more than €4 million from the ISG Contracts Knowledge Base

UK contracts up to five times greater than that of continental Europe.

In the first half of 2013, ¤2 billion out of ¤2.4 billion in contracts was UK-based.

Luke Mansell, director, ISG, commented: “While the use of outsourcing in the public sector isn’t new, the focus has shifted, with government bodies now using a wider range of best-ofbreed providers. The resulting emphasis on service integration and management ensures that the promised benefits are delivered.”

SHUTTERSTOCK

Construction industry in £150 million energy boost The construction industry is set to receive up to £150 million over the next five years to improve building technology and energy efficiency, and reduce construction times.

The Technology Strategy Board (TSB), an innovation agency sponsored by the Department for Business, Innovation and Skills (BIS), has committed to investing £60 million to assist the UK construction industry in designing and developing more energy efficient buildings.

An additional £60 million is expected from industry investment, and £30 million investment from other government

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departments and agencies. TSB funding will be invested via the Low Impact Building Innovation Platform.

The funding is intended to assist all sizes of construction project.

Recipients of TSB investment have ranged from small businesses, such as architecture firm The Facility, developing new energy efficient designs and systems to refit Victorian homes, to multinational companies like Skanska, developing semi-autonomous equipment, such as lift motors and central heating pumps that can tell operators when they need maintenance.

Skanska is also involved in the development of a system of ‘nearsite’ manufacture using modern ‘flying factories’, aiming at a 28 per cent reduction in construction cost per square metre and 30 per cent

shorter programmes.

AIMC4, a partnership of developers including Barratt Developments, Stewart Milne Group and Crest Nicholson, has received over £3 million from TSB created in 2009 to research, develop and pioneer the volume production of the low carbon homes for the future.

The consortium has delivered and sold 17 AIMC4 homes, at five very different locations across the UK – Aberdeen, Edinburgh, Preston, Corby and Epsom. These homes are designed to perform and to meet consumer needs for homes that are low energy, affordable, www.fm-world.co.uk

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NEWS

BRIEFS New TUPE to cut red tape

Unhappy office workers losing 90 minutes a day The average employee wastes 86 minutes a day, according to the results of a survey by furniture manufacturer Steelcase.

That figure increases to 91-98 minutes if the employee does not have a comfortable workspace, cannot get easy access to documents and meeting spaces or feels unable to engage easily with colleagues. A quarter of lost time was caused by office workers being unnecessarily distracted from what they are doing.

Other reasons for wasted time

during a working day include finding colleagues for a meeting (12 per cent of lost time), travel to and from buildings (13 per cent) and physical discomfort (13 per cent).

Oliver Ronald, workplace strategy director at Steelcase Solutions, said: “The analysis of this research helps companies and businesses to make more informed decisions about the environment they create for employees.

“If the basics of natural light, air quality and proper furniture is

coupled with good access to what an employee needs, it is evident that the worker feels more empowered to make effective decisions, communicate better and come up with more creative ideas.

“These factors have an impact on a company’s bottom line. An uninspired workforce can cost thousands of pounds per year.

We are increasingly seeing companies taking these factors into account when considering what to do with work space.”

fm sector

GETTY

New name for Compass’ integrated FM offering FM services provider Compass Group has announced a new name for its intevvgrated facilities management offering.

14forty will self-deliver catering and soft support services including cleaning and security services. It is also set to work with a number of partners to deliver other technical services.

14forty will replace Compass’s single service brands Vision Security Group, Integrated Cleaning Management and the recentlyacquired Eurest brand for new integrated FM business.

Steve Davies, managing director of 14forty said: “Many modern organisations want a simple solution with clear benefits to drive return on investment and 14forty encompasses this. www.fm-world.co.uk

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14forty’s managing director Steve Davies

Changes to TUPE rules will make the transfer of business ownership easier and fairer for firms and workers, the government has said.

Following a consultation into TUPE regulation reform launched in 2011, the Department for Business, Innovation and Skills said the changes would make transfer easier, fairer and more effective.

TUPE rules protect employees when a business changes owner. One of the main changes due in January will mean that businesses can renegotiate terms and conditions of collective agreements one year after the transfer, as long as the overall change is no less favourable.

Property values surge

Property values are continuing to rise, according to the IPD UK Monthly Index.

The analysis, issued by realestate portfolio analysis company Investment Property Databank (IPD), said that investors had seen returns boosted by a 0.4 per cent rise in commercial property values. These have now grown by a cumulative 0.8 per cent over the four straight months since May – a result, claims IPD, of improvements in the wider economy filtering down into real estate performance.

Overall monthly commercial property total returns rose to 0.9% in August, their highest level since March 2011.

M&A activity on the rise

“What our clients desire is quality, simplicity, highly trained people and transparency, coupled with an unparalleled management service within a defined cost model. 14forty is the framework in which this can be delivered.”

See In Focus on page 12 for more on 14forty in an interview with its managing director Steve Davies.

Merger and acquisition (M&A) activity in the facilities management sector has seen an upsurge, with deal volume in the first half of the year more than 50 per cent up on the first half of 2012, according to a report.

Analysis by business advisors Grant Thornton UK, in its quarterly Insights into Facilities Management, suggests that 25 deals were closed during the second quarter of 2013. Although marginally less than in the first quarter, the first half of 2013 was still the most active period for FM M&A activity since 2008.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

DECC launches low carbon heating grants A £6 million fund to help local authorities develop heating and cooling networks has been launched by the government.

The Department of Energy and Climate Change (DECC) is to provide a grant to help councils in England and Wales create energy from off-site sources or other renewable sources.

DECC says that local authorities will be able to bid for funding by demonstrating ambitious and innovative proposals, such as: using waste heat from industry; energy from waste plants; and, combined heat and power biomass systems, similar to those used by many university campuses and new residential developments.

The fund will meet 67 per cent of the cost of developing technical proposals and financial evaluations, with applicants needing to contribute the remaining 33 per cent.

Energy and Climate Change minister Greg Barker said that the grant would help local authorities develop commercially viable low carbon heat networks.

“Increasing the use of low carbon heating in our buildings is helping to reduce our dependency on costly imported oil and gas,” he said.

M&E acquisitions focused on technical services

Asda teams up with ISG Construction and fit-out business ISG has transformed a former Tetley’s beer bottling plant in Leeds into a merchandising centre, training facility and office accommodation for supermarket chain Asda.

The project, which was completed in eight weeks, is located adjacent to Asda’s headquarters in the city. It accommodates replica Asda store configurations to facilitate the trial of new merchandising concepts and ideas.

The additional office space is used to support the head office building. Additional accommodation includes 18 new meeting rooms, including a new boardroom, 200 hot-desks and a new skills academy, incorporating six training rooms. The fit-out also included a 700-seat auditorium, with ISG re-using 500 seats from Asda’s existing auditorium to minimise waste. Also on the site is a state-of-the-art virtual reality suite, which will showcase new store concepts without the need to make any physical changes to the building.

ISG installed 10,000 shelves and 836 square metres (9,000 square feet) of refrigeration cabinets within the site’s dummy storage area, as well as a 743 square metre (8,000 square foot) mezzanine structure.

The scheme is the latest in a number of Asda projects for ISG, including new stores, extensions, acquisition refits, remodels and refurbishments and petrol station additions. Last year ISG was appointed to a two-year framework for acquisition refits and remodels of existing stores.

The increasing trend for shoppers to take advantage of online shopping has meant retailers are expecting to be left with surplus storage space. In May, the Royal Society for the encouragement of Arts, Manufactures and Commerce (RSA) and Asda announced that the two organisations would look to create a model for retail to make space available to local authorities, business and voluntary groups.

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Most service providers considering acquisition as part of their plans for growth are focusing on mechanical and electrical (M&E) businesses that offer ‘high-margin technical services’, according to corporate finance consultancy Catalyst Finance.

The company has identified a trend in acquisition of businesses that offer ‘high margin technical services to enhance existing capabilities’ and ‘leading positions in high growth sectors such as water and energy’. Rated as half as important was a business’s ability to extend the acquiring business’s geographical coverage.

However, Catalyst’s report also suggests that M&E acquisitions will be relatively rare in 2013, a result of continuing weakness in the construction market. The report notes that there have been only 31 acquisitions of UK mid-market mechanical and electrical businesses in the last three years.

Report assesses security procurement options The pros and cons of bundled versus single service security contracts are the focus of a new report by Perpetuity, a research consultancy.

Client organisations preferring bundling to single service provision highlighted perceived cost-savings, reduced bureaucracy, greater efficiencies in delivery and, in some cases, a better security service that ‘facilitates innovation’.

Those preferring single service provision put their preference down to “the importance of security to the organisation and what they saw as ‘poor risk management associated with bundling in putting all (or too many of) one’s eggs in the same basket’.”

Some respondents were concerned that the management of security services could be compromised in a bundled arrangement.

Lindley savours ‘champion’ sustainability status Contract caterer the Lindley Group has been awarded ‘one-star sustainability champion’ status by the Sustainable Restaurant Association (SRA). The rating was awarded after an assessment across 14 areas of the business’s approach to sustainability. The SRA standard is intended to enable caterers to communicate their commitment to sustainability in the areas of sourcing, society and environment.

Lindley Group and BartlettMitchell were founder members of the association’s contract caterers’ scheme, established last October.

They have since been joined by Levy Restaurants, Restaurant Associates and Artizian Catering Services. www.fm-world.co.uk

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THINK TANK

WE ASKED 100 FMS… Have open-plan offices helped or hindered individuals in their workplace productivity?

The desire to maximise efficiency means organisations are seeking to squeeze more out of its assets than ever before.

Also, if a recent CoreNet Global survey is to be believed, the average amount of space per employee is coming down – now at an average of 150 square feet per worker compared to 225 square feet just three years ago. The CoreNet study found that the organisations of 80 per cent of respondents had moved to an open space floor plan, with fewer assigned individual offices.

It also noted a shift towards more collaborative spaces in general.

We asked our FM Word Think

www.fm-world.co.uk

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Tank group what the move to open plan offices had meant for office productivity in their organisations, and whether this had counterbalanced the reduction in personal working space.

More than nine in ten of the replies we received said that open-plan offices had helped their workforce in some way. However, a solid 40 per cent believed that the increasing space constraints they had begun to feel in recent years were making things more difficult.

One respondent in particular told us that while technology had reduced the physical space required for their workers, there

Haven’t worked/ helped 8%

Yes, but space constraints are now making things more difficult 40%

Openplan offices have worked 52%

was still a minimum requirement for comfortable working that needed consideration. Ergonomically engineered environments may have maximised usage, “but there comes a point when you may still feel like you’re on the 7.26am to Liverpool Street station at 10.30am in the morning. This cannot be good for productivity in the long term.”

“It’s the wrong question,” complained on respondent.

“The question should be, ‘what

workplace arrangements allow people to do their best work’?

Open plan for some people is distracting, leading to tasks taking longer and at being done at a poorer level of quality.

The full report on these results is available online at www.fm-world. co.uk Join the FM World Think Tank LinkedIn group by visiting www.tinyurl.com/fmwthinktank

FM WORLD | 3 OCTOBER 2013 | 09

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ANALYSIS

Tarnished credibility will cost big players GRAEME DAVIES newsdesk@fm-world.co.uk

This column recently covered the worryingly low rate of customer satisfaction and loyalty in the FM sector. Headline events since then appear to have added further to the feeling that there could be a systemic problem among the larger companies in the FM sector.

The recent survey into relationships in the sector pointed the finger at the larger players for being the worst culprits in terms of poor client relationships.

Now, recent concerns raised in the media about the conduct of companies, such as Serco and G4S

is unlikely to alleviate the concern that larger companies may be struggling for strong control of their many spheres of operation.

These companies have become huge operations; as a result, the lines of control from the centre to the outer limbs can sometimes become degraded, leading to problems in contracts.

These issues can be allowed to continue for quite a while before they are identified centrally.

Following on from the Olympics security contract fiasco of last summer, which hammered G4S’s reputation and ultimately cost Nick Buckles his job,

allegations arose earlier this year that Serco and G4S were overcharging the Ministry of Justice under their contracts for tagging and tracking offenders.

This was followed up last month with news that Serco has been discovered to be overcharging the Ministry of Justice again for transporting prisoners to court appearances. Since then, and with the media now increasingly sniffing around the company, rather more nefarious allegations have surfaced regarding the treatment of asylum seekers at detention centres managed and run by Serco, including allegations of improper sexual relations between staff and detainees.

In both the tagging and prisoner transport cases, Serco was able to blame individuals while management has moved to form an internal investigation into the company’s checks and controls over its contracts.

Contract wins

NEW BUSINESS OCS has won a five-year contract with British Airways to provide aviation laundry and headset recycling services.

The deal, which has an option to be extended for a further two years, covers Heathrow and Gatwick and will be serviced at OCS’s laundry facilities in Stevenage and at its Heathrow Consolidation Centre.

Other services provided as part of the joint venture are refuse collection, public toilet cleaning and maintenance, buildings cleaning, grounds maintenance services, vehicle maintenance, footway lighting maintenance, some building and civic engineering work and burials services. Pest control will be included from later in the year.

Norse Commercial has extended its joint venture with Great Yarmouth Borough Council for another ten years.

GYB Services will provide grounds maintenance, recycling and street cleaning under a new £70 million contract to run until March 2023.

Support services group Mountjoy has won a £2.3 million contract to refurbish student accommodation for the University of Portsmouth.

The contract involves painting and decorating, replacing light fittings and carpet tiles, replacing internal doors,

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sanitary fittings, kitchen units and electrical appliances at the university’s Harry Law Hall accommodation block.

Vinci Facilities has landed a five-year contract with medical charity Cancer Research UK. The deal will see Vinci deliver integrated hard FM services to the organisation’s nationwide real estate and residential premises.

The programme includes planned and reactive works, external building fabric repairs and installations.

NG Bailey’s facilities services division has secured a £3.5 million maintenance deal with Network Rail. Under the three-year contract, Network Rail will provide mechanical, electrical and fabric maintenance at St Pancras International station in London. NG Bailey will carry out all planned and reactive maintenance at the station as well as routes owned by HS1 Limited, including Stratford International and Ebbsfleet International.

This is a classic response.

In reality, it’s all that centralised management can do in such a situation. But investors must be beginning to worry that such large companies may have become too unwieldy to be able to exercise proper control over contract delivery. These are some seriously big operations – G4S is a particularly labour intensive business that employs more than 600,000 people across more than 100 territories while Serco employs more than 120,000 people in 30 countries.

There is also likely to be growing concern around the momentum that this adverse publicity is gaining and the reputational risk it carries. It takes years to build up a good reputation in business, and only a few stumbles to leave it in tatters. Serco’s current income of around £200 million a year from the MoJ is less than a tenth of its total turnover, but the reputational risk from any further adverse publicity could cause potentially much more damage if it begins to hamper Serco’s ability to win contracts.

And aside from the risk of losing the faith of civil servants who hand out the contracts, the reputational damage in the view of the British taxpayer threatens to cause more damage. After all, ministers in charge of doling out fat contracts are unlikely to want to face down a barrage of criticism for awarding a contract to a company with a besmirched reputation if they are easier alternatives around. In a game where margins are wafer thin and tenders often have little in the way of differentiators between them, reputation can actually count for a lot.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

26/09/2013 12:20

BUSINESS BRIEFS

BAM announces £3m in new FM contracts BAM Facilities Management has signed a raft of contracts worth a total of £3 million as part of plans to increase the scope of its FM operation.

The dozen deals, all signed in the last six weeks, are for between one and three years.

The two largest deals, which make up about two-thirds of the total contract’s value, include two three-year contracts. One is for hard and soft FM services, except catering, with Aylesbury Vale Academy, and the other with property agent Saviles at its Buckingham Palace Road location.

Other contracts are for various FM services in the education, property, commercial accommodation markets.

BAM’s existing FM contracts for two Olympics projects, Chobham Academy and the

BAM Facilities Management’s managing director Kath Fontana

Olympic Park legacy buildings, have been renewed.

Managing director Kath Fontan commented: “We have an ambitious agenda for growing our FM business. Our pioneering work on building information modelling (BIM) is placing us at the forefront of contractors who understand the

whole lifecycle of a building It means we can help clients understand how they can most efficiently manage a building before we build it for them.”

Commenting on the contract wins, Graham Cash, chief executive of BAM Construct UK, said that the company was “committed to expanding our FM business into new sectors, with new clients, to complement our long-term PFI and PPPrelated franchises. It’s clear that is on track as new clients realise what we can do for them with our integrated expertise in a building’s lifecycle.”

Ms Fontana added: “We are one of few major multi-disciplinary contractors serious about truly integrating FM and delivering it as part of its core business.”

Kier reports profit dip on 2012 figures Kier, the construction group, has released its preliminary results for the year ending June 2013.

Its underlying tax profits were £63.4 million, compared with £70 million for 2012 – a 9 per cent fall.

This figure was announced before a revamp of its construction division.

Reported pre-tax profits stood at £43 million, a 32 per cent fall from the previous period (£63 million). Group revenue was down to £1.98 billion from £2 billion last year.

Its underlying earnings per share (EPS) was 136.2p compared with 156.8p back in 2012.

Commenting on the results, Kier Group chief executive, www.fm-world.co.uk

10-11 BusinessNews.indd 11

Paul Sheffield, said: “I am pleased to report that Kier Group has performed well and delivered profits in line with our expectations. The modest decline in revenue and profit reflects the tough trading conditions the industry has faced during the year, but I am delighted to see that the divisional trading results remain robust. Margins in construction and services were resilient and our property division again made a strong contribution.”

Kier chairman Phil White said: “We have secured a number of significant contract wins across all of our businesses which means that we have begun the 2014 financial year in a good position,

Phil White, Kier non-executive chairman

with all of the construction division’s targeted revenue and 95 per cent of the services division’s targeted revenue currently secured and probable.

“Having completed the acquisition of May Gurney in July, our combined order book now stands at £5.9 billion.”

ISG sees surge in profits Construction and fit-out group ISG reported a surge in profits for the year ended 30 June 2013.

Profit before tax increased from £1.2 million in 2012 to £2.5 million in 2013, a rise of over 100 per cent. Revenue remained unchanged from the previous year’s results at £1.28 billion.

The business’ UK fit-out and engineering services division saw revenues in line with expectations at £267 million, down from £323 million. New-build activity with Morrisons, Asda and Tesco retail businesses led to a rise in operating profit to £5.5 million, up from £5 million in 2012.

Revenues in ISG’s UK construction business declined to £538 million from £554 million in the previous period.

Infrastructure concerns Weaknesses in the UK’s infrastructure development and provision are putting growth and investment at risk, according to a CBI and KPMG report which highlights concerns about energy costs, reliability of transport links, and the costs and delays in the planning system.

The UK rates poorly in comparison with the EU and US in many areas, with 54 per cent regarding the EU more favourably for infrastructure, and 57 per cent preferring the US. Poor transport links and high energy costs were a particular cause for concern. Commenting on the research findings, John Cridland, CBI director-general, said: “Quality infrastructure is vital for boosting exports, unlocking business investment across the UK and supporting our leading firms – an essential element of a meaningful industrial strategy.”

FM WORLD | 3 OCTOBER 2013 | 11

26/09/2013 12:20

FM BUSINESS in focus

The issue: New, bold branding of FM service provider divisions

The interviewee: Steve Davies,

managing director of 14forty, the Compass Group’s newly named integrated FM offering

Making a name Last week, The Compass Group introduced a new brand into the FM service supplier market. But instead of giving one of its single service divisions a new identity – as, for example, Mitie did earlier this year by renaming Mitie Catering Services as ‘Gather & Gather’ – Compass has introduced a new, all-encompassing name to cover its complete integrated FM offering.

Time for a change

14forty (so named because there are 1,440 minutes in every day – and FM is involved in all of them) is the brand that Compass will use for integrated FM bundles from hereon. And the new company will self-deliver all of its soft FM services (currently around 80 per cent of Compass integrated FM service is so delivered). The 14forty brand will replace the names of single service brands Vision Security Group (VSG, security) and Integrated Cleaning Management (ICM, cleaning) in the integrated bundle offer. Other soft service requirements will also be fronted by the 14forty name.

Eurest, the company acquired

by Compass and used until last week to front Compass’s integrated offerings as well as catering, will no longer be used for new deals (although it will still

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operate separately). And although the name was unknown at the time of going to press, 14forty also intends to work with a single national name supplier for the delivery of any hard FM technical services required in the bundle.

“I think what the market had seen was confusion from a Compass point of view,” says Steve Davies, the new division’s managing director. “While we were able to deliver an integrated solution, we delivered it through a series of separate brands. There were simply too many of them.”

It’s more than just the name, of course. 14forty will benefit from a central training academy based in Northampton, at which talented individuals with skills in single service provision will be taught transferable skills in other disciplines to allow them switch from one service line to another (within obvious limits) on a contract.

What will the effect of all this be? According to Davies, it will introduce greater scope for career development within the company and greater flexibility in service delivery. The company will also run with a new centralised management information system called (appropriately enough) Central, and a focus

on providing a single point of contact for the contract. “The one place for information will be a comprehensive state of the art helpdesk solution that’s exclusively ours,” says Davies.

Consolidating the integrated offering under a single brand is the result of eighteen months’ hard work. “At the same time we also asked ourselves the question, ‘what is the UK market doing?’

We’d seen a number of different sectors procuring FM in different ways; single services moving to bundled, then to integrated and TFM. We’ve spent the last twelve to eighteen months reflecting on the UK marketplace in terms of individual market sectors, how clients are procuring services and what models are being put together.”

Compass commissioned a group of consultants, interviewing more than 350 existing and prospective clients “to try and get into the heads of the procurement people who make those decisions,” says Davies.

Continental shift

It’s worth mentioning at this point that the Eurest name will continue to be used on the continent, too. Davies explains that 14forty is “focused solely on the UK business and industry (office, logistics, manufacturing) marketplace”. The requirement for an entirely new integrated FM brand and mode of operation is seen by the group as an entirely British one.

Davies also believes that we’re living through a transition in how FM is purchased, with a new breed

of procurement professionals taking on the task.

And much of this new wave of FM procurement is European in origin. Says Davies: “What I’ve seen in the last 12 to 18 months is organisations that have a European procurement arm influencing what’s going on in the UK. A number of major clients with whom we work in the UK have their procurement of FM organised from Europe.

“It’s very hard at the moment to develop really strong relationships with FM clients with an in-house team, because there’s a line of procurement between us,” says Davies.

“The procurement process is becoming far more professional and some of it is being put outside of the client organisation to be managed by a professional procuring body.”

The effect of all this, says Davies, is that “I might have had a long-standing relationship with a client and delivered great services for them over the last five, six or seven years. I may have developed a good relationship with the client, and the client’s users may really like what I’m doing – but then I’m put under pressure to save on cost. It’s a tough conversation for the client to have with me, so for some, the best way to have that conversation is to put somebody between us; I think we’re seeing professional procurement people coming into that space.”

14forty gives those procurement professionals another name to select from when next they need to consult their list of prospective service partners.

www.fm-world.co.uk

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23/09/2013 11:27

FM OPINION THE DIARY COLUMN FINBARR MURRAY

“THE EXCUSE WE GET FROM STAFF IS THAT THE LOCAL PUBLIC TRANSPORT ISN’T A VIABLE ALTERNATIVE”

FM University Local Consultant Estates Authority

Finbarr Murray is director of estates and facilities at East Kent Hospitals University NHS Foundation Trust

GR EEN TR AVEL P L A N S

ncentives, damned incentives and I statistics. Finbarr Murray finds that the ‘people factor’ can be a problematic barrier when implementing green policies I’ve recently got involved in our trust’s green travel planning. I’ve worked on travel plans at my previous roles and been involved in encouraging more people to think about green travel, both to and from work, and also while on work business.

But how much of green planning is real and how much is actually successful? For example, the trust as a public body is required to have a green travel plan and a planner as part of its workforce. The chap we have is great and has put a lot of effort into making sure that we have published and detailed plans in place to encourage green travel.

The difficulty comes in translating these plans into results.

I know that we have been less than successful in discouraging our staff from traveling by car to work. The excuse that we get from staff is that the local public transport isn’t a viable alternative – it’s not frequent or quick enough, and, given that our workforce is drawn from a wide geographical area, I do have some sympathy with this.

I wonder if the real reason is actually more simple. After all, we are creatures of habits that often prefer the comforts of what we know versus the unknown. Maybe that habit of getting into our cars

each day and driving to work is so strong that alternatives will always struggle to compete.

There are two areas that I’ve been getting involved with. First, we’ve been reviewing that hugely emotive subject at work: car parking. We haven’t really a problem when staff get to work because of the communication tools in place and also because 95 per cent of the 5,500 permits issued are based on one site.

We do have a problem with staff travelling to and from work, and I have reviewed our needs over the last 12 months. Part of this has been to tackle the public transport issue head on, by working with the operators to provide services where we need them, benefiting staff, but more crucially, our patients. This will cost us money but with the support of the local authorities and central green funding we can at least get seven new routes in place.

The other area I’ve been looking at is the green travel clauses required as part of a planning condition. I was at a recent planning committee where even the committee members struggled to reach consensus on the success and measurability of green planning conditions.

So the frustration for us FMs kicks in when, in trying to deliver complex capital schemes, we can’t get clarity on green travel requirements. This makes the job difficult, causing delays and anger towards what is a good scheme.

I think we should take a leaf out of BREEAM standards and adopt that clarity in relation to green travel. Making a success of green travel requires tough measures. Incentives should be given when organisations put in additional efforts to not only write the plans but actually measure the success of them.

BEST OF THE WEB Views and comments from across the web Does anyone have a corporate policy for bringing dogs into the workplace? (BIFM group) Bryan Brierley: It happened at my previous employment. The dog had to be registered on a central register with the health and safety officer.

It had to have insurance, including liability. A sign was placed on the door where it would be to warn people on entering.

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Alan Howes: I do not know of any company that allows staff to bring dogs to work. I see a few benefits, such as owners being able to be more flexible with work. But increased productivity? I’ll believe it when I see it.

Juliette Bates: Make sure to include something in your fire evacuation plan about what to do with the dogs, in case the owner has left the dog

asleep under the desk.

Can a building promote creativity? (BIFM group) William Chadwick: Pixar created one big building with a central atrium, all to maximise the number of random encounters.

Does this extend to open plan offices or do people still like to insulate themselves with home-made screens and barriers like files, boxes

and photographs? Isn’t allowing skilled people to meet face to face still crucial for creative growth, innovation and humanity?

Martin Markland: The pace of technological change has placed far greater emphasis on creativity and innovation in the workplace, as we all know. What is interesting though, is that the design of office buildings seems

to be lagging further and further behind. The function of an office building a hundred years ago was primarily to process information.

Peter Smith: I did a big research project earlier this year looking at how offices are evolving – first conclusion we found was that they’re getting smaller as companies move to more agile working. www.fm-world.co.uk

26/09/2013 12:20

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

BEST OF THE

FMWORLD BLOGS The lore of diminishing returns Neil Usher, Workessence First they came for my direct reports. They said hierarchy was finished, we were now flat, networked, meshed. When I protested they said I was an anachronism. I wore a T-shirt that said, “Anachrony in the UK”. They put a note on my file.

Then they came for my office. They said it wasn’t compatible with the new flat structure and the hyper-connected world. They took down the walls, and turfed me into my team. They said I was on the pitch. I got some noise-cancelling headphones and didn’t look up.

Next they came for my cupboards. They gave me linear metre, whatever that meant in the language of gym bags. They put my files in a paper zoo, and I put the rest in a wheelie bin. There was no ceremony.

Then they came for my pedestal. They turned out the things that glued my day together. Stapler, post-it pad, blunt pencils, business cards for people I was never going to call back that made me feel needed.

Next they came for my return. They said I just piled crap on it, and it used valuable square feet. I didn’t know what a squad foot looked like. So I packed up my crap, and put it in my cupboard – oh, no, I didn’t.

Then they came for my desk. We were told to share and no-one understood. How could we share desks? It was like sharing pants. You just don’t. We wandered, like the first human emerging from the Olduvai Gorge. We longed for the old certainties, and were lost.

Now I just have my locker. The last thing in the office I own. A tiny square of next-to-useless space, apologetically placed in the corridor. We unpack in the morning, and pack at night, getting in each other’s way, jamming in all we can carry until it pleads for forgiveness.

There is even ridiculous talk now that we don’t need the office at all. A coffeestained consultant was seen with management, and was overheard talking about square feet. They called in the finance director, who smiled a lot.

When they have taken everything else – will they come for me?

Read the article in full at tinyurl.com/o2zfr9p

FM delivery – transition or transformation?

Curtis Bragg, Aramark Unforgiving. That is how many would describe the change in business over the past decade. This has been fuelled partly by the ever-expanding global marketplace.

Organisations set goals and expect goals to be met; that’s not new. What’s new, however, is how, as more goals are set, the practices being deployed to achieve them remain the same, at least in the service industry. Insourced, outsourced or out-tasked, the methods and practices remain relatively unchanged.

The basic challenges within the FM community have not really changed over the years, other than that there are more of them. True, in some cases, the complexity of the issues has increased. FM is still about asset preservation, enabling service delivery in support of a business mission, and rigorous efforts to balance costs and outcomes. So in that sense, a client company asking a provider for a transition plan when considering a change in provider or expanding the scope of an incumbent provider is to be expected.

So what is required in FM service delivery? Is it transition or transformation?

The time has never been better to transform. It’s a challenge every FM should take on.

Read the article in full at tinyurl.com/mo6ghdm

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Nick Cook JOB TITLE: Managing partner, NAI Haywards

My passion has always been in seeing that facilities management professionals are not afraid of corporate real estate or operations generally. Of course, the best senior FMs have already made that journey, but perhaps for the more junior ones they still need to move beyond simply managing basic services and a bit of space.

We’ve been increasing the amount of strategic work we do for clients. In doing that work I began noticing how property directors had many differing levels of understanding of the strategic value of their position within their organisations. Amazing, given that collectively these people manage an inordinate amount of money tied up in their organisation’s building portfolio.

We realised that property directors didn’t really have a collective voice. So we got twenty of them together and asked whether they thought they could have more of a voice if they were to combine their power and influence. We got a resounding ‘yes’, and the Property Directors’ Forum was born.

They wanted events at which they could network without being sold to, solidly businessfocused and relevant at a high level. Surprisingly, they weren’t that interested in research.

We’re now seeking other property directors who fit the profile to give these guys a voice.

The typical member would represent an organisation with an EMEA function that operates in its own right. We’re looking at organisations that might well be responsible for £1 billion a year in sales with headcounts ranging from 4,000-10,000, and those.

Facilities directors are welcome.

The next meeting of the Property Directors’ Forum takes place on Friday, 8 November at the Chemistry Centre in London. Those interested should, in the first instance, contact gail.wickes@naihaywards.co.uk FM WORLD | 3 OCTOBER 2013 | 15

26/09/2013 15:02

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16 | 3 OCTOBER 2013 | FM WORLD

FMW.03.10.13.016.indd 38

23/09/2013 14:11

FM EVENT CORENET 2013

DUTCH COURAGE With the economy set to take a turn for the better, Anna King finds CoreNet’s focus on people over cost to be refreshing and timely

F

or many, Amsterdam is the home of the innovative work style. Fitting then, that this year’s CoreNet Global EMEA summit was held in the celebrated city of canals. The broad theme for this year was the people affected by real estate decisions – a connection that most FM professionals will be familiar with and would applaud.

Delegates travel from across the world to attend CoreNet and this year attendees came from Europe, the Americas, the Middle East, Africa, Oceania and Asia.

Professionally, the delegates are a mix of corporate real estate executives and portfolio managers, consultants and economic developers.

CoreNet excels in that it is a truly international forum.

A wide range of different types of presentations, from interactive session to short bite-sized seminars, maintained the pace of the conference.

However, the focus for 2013 was on “the challenges currently faced by enterprises”, including the role of strategic corporate real estate as we anticipate an economic upturn, and corporate real estate’s role in human capital, since work is increasingly viewed as a social experience.

Some would argue that the focus on people in building design is – to say the least – a www.fm-world.co.uk

17 Corenet.indd 17

little overdue. But in many ways, it’s understandable that experts who are from an investment background, dealing in numbers and balance sheets, have taken their time to grasp the most hard-to-measure elements of a workplace: the impact it can have on people and on productivity.

Jack Buckley, EMEA business development manager of corporate occupier and investor services at Cushman & Wakefield LLP, is a relative newcomer

to the world of FM and real estate. He highlights another key factor in the shift from cost to property: age. “I have only known work to be about people.

Without a doubt, inspiring workplaces, enabled by the best technology, will equate to greater effectiveness, and I think this is accepted as the norm among my peers.” Buckley continues, “These results are not as blatant as savings on a spreadsheet but they are very real when you take the long-term view – at worst it’s a measured risk.”

Phil Hutchinson, joint managing director of BDG architecture + design, highlights other key factors. “During the last 15 years we have been though two recessions. Technology has been a massive enabler and sustainability has shot up the agenda. The technology in the building infrastructure is the next big shift that will impact how we all work.”

Despite being rivalled by Google and Saracens RFC, the main FM-focused presentation delivered by Kath Fontana, was very well attended. As managing director of BAM FM and member of RICS FM Professional Group Board, Fontana was in a strong position to discuss the historical challenges faced by FMs. She

outlined the struggle among FMs to be viewed as a strategic player, as well as the increasingly blurred lines between corporate real estate and construction.

Steve Henigan, a partner at property and construction consultants, Robinson Low Francis, delivered a session on whether real estate was a cost centre or a profit enhancer, citing convincing evidence that a well-designed and inspiring working environment can have tremendous impact on performance.

“Despite most organisation’s marketing machines telling us they are all about people the reality is most real estate departments are still be driven by cost cutting initiatives, a short-sighted and often damaging approach. Human Capital typically accounts for more than 4.5 times that of property. It is easy to see that a small increase in productivity and hence profitability can have a much bigger effect on the bottom line than a simple cost cut.”

Hennigan was also clear that this is not a new subject but the current economic climate, the shift in employee empowerment and the rising war for talent organisations means that they are now forced to put people at the centre of the model and take note of this paradigm shift.

The rest programme spanned a number of insightful topics, including the repatriation of manufacturing in Europe and the promise of Africa as an emerging opportunity.

Building tours were also on offer for Dutch electronics giant Phillips and TomTom, well-known for its satnav systems.

The latter, which has been based in the stunning DRK Building in Amsterdam from 2009, has build a space for around 400 employees that focuses on creativity and fun.

FM WORLD | 3 OCTOBER 2013 | 17

26/09/2013 16:29

FM FEATURE KIA OVAL MARTIN READ

L

GETTY

ast time FM World caught up with James Wagg, he’d only been at his post for three months. Wagg is the facilities manager who runs OCS’s contract with the Kia Oval in central south London.

On World FM Day 2012, held on 28 June, we spoke to Wagg as he dealt with the effects of a compressed international cricket schedule that was forced on the venue by the London Olympics, then just a month away.

Since then, Wagg and the OCS team have dealt with all the different forms of cricket as the sport has to offer, together with weddings, corporate

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CO-OP

events and a host of specialist maintenance activities.

OCS has been the stadium’s facilities partner for the past six years, delivering stewarding, cleaning, catering, security and maintenance. The current contract is coming towards the end of the second of nine years. Cricket enthusiasts may also recognise the OCS name as sponsor of the ground’s largest stand, which opened in 2005.

OCS has south London roots, and fittingly the company boasts a long relationship with Surrey County Cricket Club (CCC).

But the Kia Oval is far from a typical stadium. For a start,

it has an extraordinary history.

Home to Surrey County Cricket Club since 1845, it hosted the first FA Cup final in 1872 and the first international football match in 1870. (England’s Victorian generation were just as unconvincing as their contemporaries, posting an uninspiring 1-1 draw against Scotland.) Today, the ground plays host to cricket of all possible varieties.

There’s the One Day International World Cup, the T20 World Cup, the County Championship, not to mention the test match

this year against Australia.

The land on which the Oval sits has been leased from the Duchy of Cornwall since 1845.

Today, busy London roads cling tightly to all sides of the ground yet its distinctive oval shape is easily identifiable on any map.

These restrictions on available space mean that even some routine cleaning activities need some strict project management in terms of movements in and out of the ground.

It’s a daily challenge to project manage who is on site. This includes sub-contractors such as Sky, which OCS often assists by removing seating areas or

Space constraints and a demanding stewarding schedule make life interesting for James Wagg and the OCS contract team at London’s famous Kia Oval cricket ground. Martin Read reports

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FM FEATURE KIA OVAL MARTIN READ

equipment that may affect maintaining broadcaster’s camera positions.

In his eighteen months in the role, Wagg has introduced a more scheduled way of working, replacing the just-in-time approach prevalent before the appointment of OCS. “You’ve got to build strong relationships with your sub-contractors to get the flexibility you need on a site like this,” he says. “We’ve got a lot of contractors who will help with any last-minute requirements, and that’s thanks to strong relationships because they understand how important it is.”

Wagg explains how specific arrangements ensure the agreement stays flexible.

“We’ve built in a lot of service agreements for match days so that, for example. This means we have a faster response times from sub-contractors, should the lifts break down.”

AKIN FALOPE/ MORLEY VON STERNBERG

Setting boundaries It’s also important to be closely tied in to the client’s operational activity and the Kia Oval operates a ‘one-team’ approach to contractor management. “I work in the same office as the client’s operational team and report in to the operations director,” says Wagg. “He uses me just as he does any other member of staff. I am involved in the meetings with all the directors and managers of Surrey CCC on a weekly basis. I have direct contact with the chief executive for any jobs he may require.”

Wagg explains that the psychological aspects of this way of working involve keeping the boundaries in mind. “All I have to remember is that I’m a service provider, and make sure I keep that clear in my mind, and my staff’s. I actually control the budget for the client on the maintenance side and conduct the budget reviews. I put in

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This year the contractor built a separate office into the bottom of the OCS stand for stewarding staff

FM SERVICE PROVISION CLEANING, STEWARDING, SECURITY, M&E: OCS CATERING: Levy Restaurants CONSTRUCTION (ENTRANCE PAVILION): Bennett

budget requests for the year and am given full control. It’s a strong relationship and it works.”

Wagg has had quite an influence on budgeting. “When I arrived here I was amazed at how many different budgets there were,” he explains. “For example, if the ticket office wanted something fixing the money would come from a separate ticket office budget. So I said, give me a budget line for ticket office and I’ll look after it.

They can just tell me what needs to be fixed and I’ll worry about it from there. If we need cherry pickers, why don’t I put in a line for cherry picker hire?”

Wagg manages his four service streams under four departmental heads. “I have individual maintenance, housekeeping, staffing and security managers.

We meet monthly to set up a schedule of what needs to be done and discuss their ideas about what they’d like to do.”

All four have stepped up into their roles from supervisory positions. Maintenance issues are many and varied, ranging from broken lifts, blocked up pipes and electrics tripping out (catering

vans can sometimes overload the available electrical capacity).

And this year’s ICC Champions Trophy events put pressure on electrical capacity. According to Wagg: “We’ve probably put in about £30,000 worth of electrical installations this year alone.

The International Cricket Council (ICC) required the venue to have LED advertising perimeter boards, so we had to provide power for them too. They take a lot of power to start up. And the ICC also required us to provide backup generators for the floodlit games. So I had to get four

The new façade, as completed

by Bennett architects (top); the ‘living wall’ on the external shell of stadium (above); the corporate entertainment terrace (below)

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26/09/2013 16:30

KIA OVAL

“We’ve built in service agreements for match-days wherein we have faster contractor response times”

generators, one of which had to be craned in at the front of the pavilion. Due to the weight of the generator, I had to get trackway put in place to take the crane lorry and we had to crane the generator into the corner.”

Like maintenance, cleaning is affected by the lack of space on-site and the presence right across the road of residential properties. “We have to take into account the locals here,” says Wagg. “The noise from the road means that we can work all the way through the night on one side, but on the other we can’t.

So we start cleaning on the quiet side and work our way around.”

New facilities, such as the furiously lime-green corporate entertainment area at the top of the OCS stand can also be testing for cleaning personnel.

especially Sundays when no Tube trains are running until 7.00am and we need to get people here by 6.30am.”

Stewards need to have attained the NVQ2 in Spectator Safety to work at the Kia Oval. “We’ll only employ people with that qualification. And for door supervision, our people must have the SIA license in conjunction with the NVQ.” Fortunately, there’s a core of supervisors and managerial staff that return each year for the cricket season, and Wagg has been keen to retain as many operatives as possible. Of the 700 people who worked for OCS on the contract in 2012, 400 were reemployed in 2013. Wagg has introduced a staff newsletter detailing upcoming events, so for example when the company knew that matches in the International Cricket Council (ICC)’s Champions Trophy were to be hosted, they were able to advertise those jobs in advance.

OCS has also sought to attract stewards from its London football club contacts. “They need to know their cricket etiquette,” says Wagg. “And that means ensuring spectators don’t move around between overs. Also, you can get lost very easily in this ground, though you might not think it. Our stewards need

to ensure that people don’t get into certain areas.”

Since 2012 a new £2.2 million members pavilion extension with grand façade been built. Designed by architects working for the Duchy of Cornwall estate, the building, and the public realm situated in front of it, presents the Oval in a dramatic way to passersby and visitors approaching the venue from the Oval tube station.

Designed with classic Doric columns and terraces, it provides space for a new member’s entrance and concierge lobby that is also Surrey CCC’s ticket office and front-of-house on nonmatch days. New gates double as turnstiles on match days, allowing for faster access.

The Prince of Wales himself has visited the venue a few times.

(The Prince’s Trust has a base on site offering studying facilities to local students in conjunction with Lambeth College.)

Future investment The club invested £4.5 million last year in projects, £2 million on the new façade as well as a new PA system while the capacity of the OCS stand is being increased by another 1,000 seats. More toilets are to be installed and 1,000 seats added to the OCS stand.

One recent addition is a

Match management Stewarding is a key requirement of the contract, with OCS obliged to provide staff to a widely varying schedule.

“We like to use people from the local area,” says Wagg.

“It makes it easier for people to get here on match days, www.fm-world.co.uk

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James Wagg is the FM working OCS’s contract with the KIA Oval

separate office for stewards, a wooden structure built underneath one of the main stands (pictured) so that staff can store all of their valuables and change uniforms.

“The club is investing in the facilities and is conscious that it wants to make The Oval the home to watch international cricket,” says Wagg who, having worked through many changes to the planning of works and running of the contract, still has lots that he wants to achieve.

“I’ll be happy when the model is right,” he says. “We’ve a CAFM system that needs tweaking to allow the client to pull up all the details of what’s in this ground – when it was installed, how much it cost, how much it has depreciated; I want to get all of that information into one place.”

The Kia Oval is the only cricket ground that OCS currently manages, but Wagg hopes that will change. And Wagg would develop a template for managing The Oval that could be transferable to other similar venues.

“Yes, I’d like to create a model.

Things should be set up so if anything did happen to me then someone can always pick it straight up. If an environmental health officer walked in today, the files could be readily found on my computer and manually.

It’s not rocket science, it’s about making sure it’s simple and easy to follow. That’s what I would like to create here.

“I think there’s a few things we need to change around but we’re definitely going in the right direction. It’s a fantastic place.

The people here... it’s amazing just how hard they work. And that’s not just us but the client’s people as well. A lot of people have been here for a long time, and that’s always a good sign.

Everyone’s got that same pride and passion.” FM FM WORLD | 3 OCTOBER 2013 | 21

26/09/2013 16:30

FM FEATURE STORAGE JOHN FOGARTY

OUTSIDE THE BOX

Improvements in storage are increasing the quality of our workplaces – from incorporating plants to integrating waste bins and electronic equipment. It’s all part of the ongoing battle between commercial efficiency and personal well-being

VIEW

I

ntroducing plants into the workplace has become a wellworn approach to reducing employee stress and improving productivity. In fact, it’s more common than ever to find natural features livening-up the office.

But gone are the straggly spider plants and tobacco-stained yuccas redolent of the 1960s and 70s.

Indoor landscaping has come on in leaps and bounds and is today a far more professional undertaking.

External specialists will maintain office plants while quietly replacing those showing signs of failing, with the aim of keeping up the required levels of verdancy.

However, one thing that hasn’t changed is the use of plant pots. And despite their aesthetic appeal, many of these are still causing obstructions in offices.

Along with rubbish bins, plants do much to clutter offices and provide trip hazards.

Today, however, workplace

22 | 3 OCTOBER 2013 | FM WORLD

22-24 Storage.indd 22

storage is at hand to help address the problem.

And it’s not just for plants.

Instead of being used to simply to hold files and personal effects, storage is increasingly called on to support a wide variety of essential roles within the workplace, from recycling strategies to soft seating.

By integrating these functions into storage units, clutter – the enemy of productivity – can be reduced, maintaining ‘clean lines’ within the office landscape.

Steel storage manufacturer Bisley has worked on a number of high-profile projects that address the problem of integrated planting into a wider storage solution. Its storage-top steel planter boxes, for example, have waterproof plastic liners to reduce the risk of water or compost dripping onto the floor or leaking into the storage below.

Natrually, these planters can be colour-matched to integrate with the storage furniture. www.fm-world.co.uk

26/09/2013 15:03

LEN GRANT

At One Angel Square, the Co-Operative Group’s new Manchester headquarters, such cabinets (Bisley’s LateralFile) were used throughout to provide essential storage with a sleek and minimal design. Three-drawer high cabinets were topped by integrated planters, providing greenery throughout the workspace while taking-up no additional floorspace for plant pots.

Beyond potted plants, storage can support a wide variety of functions. The use of counterheight storage – usually placed at the end of runs of desks – as the location for shared resources, such as printers and scanners. The sense of neatness is further enhanced by feeding power and data cables through gaps between adjacent cabinets, the holes closed-off by removable covers which can be colour-matched to the furniture.

More recently, recycling units have been incorporated in a similar way, with separate bins for different types of recyclable material – such as glass, metal and plastic – accessed through slots or flaps. Bins inside the cabinets are removable, ensuring that the whole system is easily maintained and serviced. At a stroke, the visual clutter of ugly litter bins and unsightly recycling boxes became a thing of the past.

Technological advances have also prompted changes in storage design and the integration of different functions. For example, huge growth in the use of smartphones, laptops and tablets has prompted the incorporation of USB charging points within personal lockers. This avoids having a jumble of cables and adapters on a desk or at floor level.

Furthermore, wipe-clean boards can be fixed to the back of cabinets for ad hoc presentations and lowlevel units can even be topped with upholstered cushions to create www.fm-world.co.uk

22-24 Storage.indd 23

DANIEL HOPKINSON

Super storage

Storage at the Co-operative Group’s new building One Angel Square (top, above); the office of risk management firm Algorithmics (left)

informal seating.

Banks of storage – either lowheight cabinets or tall cupboards – can also be harnessed to subdivide open-plan workspaces without the need for additional screens.

What’s more, they are easy to move should the space need to be reconfigured at any point, perhaps to accommodate changing staff numbers or different teams.

Bisley’s Glide II sliding door cupboards can also be fitted with perforated and foam-filled doors, which provide valuable acoustic dampening within often-noisy office environments.

“At a stroke, the visual clutter of ugly litter bins and unsightly recycling boxes became a thing of the past”

Sense of belongings The nature of what has been stored, and where, has changed radically over recent years. Indeed, there is a growing need to store personal effects – everything from motorcycle helmets to makeup. This can often conflict with the shift away from pedestals FM WORLD | 3 OCTOBER 2013 | 23

26/09/2013 15:03

FM FEATURE STORAGE JOHN FOGARTY

“It is essential to have a clearly defined storage strategy that is carefully policed. It is also vital to provide appropriate storage” underneath desks to the more efficient banks of lockers and filing cabinets.

Mindful of the psychological impacts this shift can create – such as a sense of loss of status and feeling of impermanence – some employers have worked with designers and manufacturers to try and make remote personal storage more enticing. For example, at the BBC’s new premises at Salford Quays, banks of lockers feature photo holders on each door for customisation. These multicoloured doors also give the locker zones a vibrant personality.

In some workspaces that have embraced these new ways of working, storage is often put on wheels so that it can follow the employee around as they ‘touch down’ at different locations. Some units are designed to wrap around bench-style desks, providing under-counter file storage, space for personal belongings and a lid that can be raised as a mini-screen to help demarcate space.

ALAMY

Security issues However, the introduction of mobile storage and remote lockers has raised issues of security and access. After all, a worker’s possessions may no longer be in their line-of-sight, instead hidden far away at the opposite end of the office.

So the solution here is portable locking mechanisms, to be used in offices where lockers are not individually assigned to employees but used on a firstcome-first-served flexible basis.

This means that the employee effectively ‘owns’ the lock and can use it on any free locker of their choosing.

Digital combination locks have also made significant

24 | 3 OCTOBER 2013 | FM WORLD

22-24 Storage.indd 24

inroads, thanks to the ease with which actuation codes can be reprogrammed. Smart locks even know who, when and where they were used, adding to the sense of security.

Yet even with these developments in storage solutions, clutter can remain a problem.

While the use of paper within offices has reduced, the amount of clutter hasn’t diminished – it’s just become a different type of clutter. For several years, storage manufacturers have tried to force the elimination of clutter by providing sloping or domed tops to cupboards and drawer units.

This simply means that it is impossible to leave things on top of them.

However, it will take more than domed tops. It is essential for organisstions to adopt a clearly defined storage strategy on clutter that is carefully policed. It is also important to provide appropriate storage. There’s no point providing banks of filing cabinets if people need to store mobile phones and a gym kit, or want a secure place to charge their tablet.

All in all, there’s a growing demand to make storage perform numerous tasks beyond the simple act of storing things.

Bisley’s Be range is a response to all of this. It’s been developed to integrate power and data management while answering the problem of where to position storage. While it might be more spatially efficient to locate banks of personal lockers and filing cabinets away from desks, both operational efficiency and staff morale might be boosted by keeping files and personal effects close to hand.

Storage solutions such as this provide flexibility, with bench

desking interspersed by ‘flyunder’ and ‘fly-over ‘storage. This can take the form of simple openfronted shelves or cupboards with space-saving sliding doors. It also provides localised meeting and training areas, as well as partiallyenclosed private touchdown workspaces.

Of course, all of this represents just the latest salvo in the ongoing war between cold numerical efficiency and the actual

experience of working in the modern office environment.

In the past, the pendulum has swung from one extreme to the other, but these days, with these highly flexible furniture developments, it seems to be occupying a more sensible, middle ground. FM John Fogarty is special projects directors at office furniture company Bisley

Innovating new storage solutions at Moxon Architects (top), Jerico Health Centre, New Radcliffe House (above) www.fm-world.co.uk

26/09/2013 15:03

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23/09/2013 14:21

FM FEATURE CLIENT / SUPPLIER RELATIONS KEVIN STANLEY

FRIENDOR FOE? So then – is loyalty between clients and providers dead, as recently claimed?

Kevin Stanley analyses how organisations are working to bridge the gap in trust

ILLUSTRATION: DAVOR PAVELIC

C

lients’ loyalty to their FM service provider is in the news again – because apparently, there isn’t much of it. A recent, much-discussed survey puts FM at the bottom of the pack when it comes to playing the loyalty card. So why is FM so different to other relationships between organisations and suppliers? Is it really all down to corporate prioritising of FM compared to other services?

“Needs and requirements change over time,” says Martyn

26 | 3 OCTOBER 2013 | FM WORLD

26-31 Supplier Relations.indd 26

Sherrington, procurement and supply chain director, of SGP Property & FM. “The service required can be more or less sophisticated, dependent upon the direction in which the business is going.

There might be different models within the industry generating a reason for change.”

Sherrington explains that “a client’s requirements might change from a self-delivery service to a bundled service.

Our clients’ requirements have changed over the ten years we’ve been working together, but we’ve recognised this.”

He feels that engaging in honest and open communication has been important in maintaining the long-term relationship.

“The onus is on us to understand their requirements and to put together a package of services that meets their needs.

This way, they won’t have a reason to change,” he says.

It’s not necessarily only FM where costs are being driven down, however.

According to Sherrington, “procurement is most likely reporting to a finance director and is increasingly being tasked with leading the FM process.”

As to why, he cites the pressure to reduce costs, add value and maintain service levels.

“These pressures are very real but somewhat conflicting,” he confirms.

This is clearly not always the best option. While procurement is able to run a process and evaluate options and, in terms of costs, know what is best for business, the department often lacks the holistic approach of facilities management. An FM professional is often better placed to develop a solution that would work for the business as a whole; an FM solution needs to satisfy everyone’s needs.

“If procurement makes a decision in isolation it can be a recipe for disaster. They might think that going out to re-tender in order to make cost savings was the best solution,”

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26/09/2013 16:27

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FM WORLD | 3 OCTOBER 2013 | 27

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SUPPLIER RELATIONS

agrees Sherrington. “However, finding and understanding the right FM provider then working together to develop a longterm strategy can be the best answer.” Frequently changing FM suppliers makes it harder to develop a stable relationship.

When clients are cutting costs, FM is not regarded as core, like marketing or finance.

But people who understand the role of FM know that it’s integral to the brand and corporate identity. “Where FM is sadly seen as a commodity, it’s not discussed at senior level,” says Lucy Jeynes, managing director, of Larch Consulting.

“In these cases it’s a common complaint from FM providers that they don’t get enough time to make relationships work properly – this makes it difficult to become a ‘trusted advisor’”.

However, it’s difficult for an FM provider to be a ‘trusted advisor’, says Jeynes. “Providers necessarily have a commercial interest in the advice they give.

However, that doesn’t mean that they can’t be a valued partner.”

Jeynes has found that 85 per cent of her contracts are not renewed for a second term. The reason for not retaining a contract is rarely about catastrophic failures but a cultural mismatch or a series of small failures over time. Take, for instance, a performance level of 95 per cent – it may sound impressive, but it still leaves one person in 20 dissatisfied.

26-31 Supplier Relations.indd 28

“Providers have a commercial interest in the advice they give. However, that doesn’t mean that they can’t be a valued partner”

“FM providers need to assign the best person to the client, who can align to the needs of the client and the culture. This can be as simple as adhering to an expected dress code,” says Jeynes.

Pricing is not the most meaningful determinant of an FM contract. Differences between suppliers in terms of price are minimal, due to material and labour rates.

The differentiator is what service you get beyond the basics. “When a provider approaches a contract there can be a lot of unknowns; sometimes, an underbid is not deliberate if the full scope, complexity and expectation of the contract was not articulated clearly. Clients should understand the pricing band in which the bids should fall. Using an emulation model can help,” says Jeynes.

Building the trust Clients should spend more time with an FM provider before contracting them in order to ensure a good cultural fit. It should be about aligning values, not simply price and method. Once they’ve won the contract, FM providers must provide the level of service expected, hit agreed targets and behave with integrity.

This should lead to mutual trust and the opportunity to expand their services,” says Jeynes.

Standards exist for FM procurement already and SLAs and benchmarking are often used. Yet clients and providers still break relationships on a routine basis. Are the standards not respected? “Too many people take a standard document and change it beyond all recognition, which defeats the object.

Ambiguity is introduced and this can be the root of disputes later, when the parties find that they haven’t been talking about the same thing from the start,” says John Bowen, head of practice – logistics and FM, at DPSS Consultants.

Instead of drafting standard documents it could be more useful for client and FM provider to work more closely together.

In this way FM providers could mould themselves into the role of ‘trusted advisor’.

“Trust has to be earned and there also has to be a willingness to trust others,” says Bowen.

“One problem with the way in which the tender process is applied (especially under Public Procurement Regulations) is that the ‘arm’s length’ approach precludes the potential for

26/09/2013 17:25

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26/09/2013 09:45

SUPPLIER RELATIONS

developing a relationship.

Instead of people trying to work effectively together it comes down to cost or a perception of performance.”

So how can companies manage relationships with their FM service providers more effectively on a collaborative, human level, to ensure a good job is done and remove any antagonistic feeling between client and FM service provider? Bowen: “FM is a people industry – nothing happens unless one or more humans does something.

“But you rarely see any points being awarded for that element when the procurement exercise is under way. This is partly because it’s harder to make it objective. But it’s the single most critical factor in actually delivering the contract. People within organisations will change over a three-to-five year contract, but it helps to try to factor in the people element because that’s where both the relationship and the delivery will come from,” says Bowen.

for over a decade now, “so it’s mind-boggling that this is still an issue. It’s one area where I think clients genuinely benefit from external consultancy support to prevent them getting into unsustainable contracts with no cost transparency.”

Paying a fair rate for a good job makes sense and FM providers should be careful not to push down price to a point that the market cannot sustain.

“A lot of underbidding gets through because the client doesn’t recognise it,” says Bowen. “If you want to make any contract work you need to be sure about what you want and be able to assess

whether or not the prices you consider are right for that level of specification. There is always a chance that a major player with deep pockets will try to kill the competition through under-the-margin bids, but clients don’t have to accept them. There may be a short-term gain from doing so, but it does not make strategic sense,” says Bowen.

In order to bring some clarity, can agreed behaviours form part of a future informal code of conduct that would help to improve loyalty? “I’m not in favour of trying to create a onesize-fits-all solution to what is really a human and commercial

Below the belt The issue of ‘underbidding’ for work is also a challenge. Greater transparency between service supplier and client could possibly address the problem. If the client realised that the FM provider was underbidding, wouldn’t they simply walk away from that particular tender? “Clients will not necessarily walk away from a low-priced tender,” says Dave Wilson, director, Effective Facilities. He explains that over the last five years some clients have been happy to take shortterm savings. Transparency is key, but many companies have been running open-book accounting www.fm-world.co.uk

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HOW TO BUILD TRUST

THE TOP-FIVE KEY BEHAVIOURS FOR CLIENT/SUPPLIER LOYALTY IN FM A large part of engendering loyalty is developing mutual trust. The key behaviours for building trust between client and supplier are: 1. Communicating openly and honestly 2. Culturally aligning your businesses and collaborating to meet mutual goals 3. Acting professionally and with integrity 4. Valuing FM as a service and taking time to develop a genuine relationship 5. Agreeing a fair price for a service and hitting targets

problems,” says Wilson. “The bottom line is this: it costs both buyers and vendors considerable amounts of money to procure/ bid for work. That cost has to be recouped by the vendors, and saved by the buyers. Neither side benefits from repeated, regular changes of vendor.”

Wilson believes tendering is the biggest cause of tension between buyers and vendors. “The process is runs contrary to anything that engenders loyalty. If there is an existing supplier who has done a good job, asking them to re-tender is treating them as if they had never done the job. They are being put back in a lottery.”

Below the belt There are of course times when re-tendering is appropriate, for example, when a current contract ends or when there is a fundamental change to the business or a merger takes place.

However, if a client is re-tendering frequently then, perhaps the process is being used negatively. Says Wilson: “Most FM suppliers are competent and issues could be dealt with managerially. But for some clients it’s easier and less painful to go back to the tendering process.

The appointment of any new FM provider will likely see a dip in performance from the incumbent and a period of learning from the incoming supplier.”

Wilson observes that the tendering process is also expensive and time-consuming. “Wouldn’t it be better to identify and fix the original problem? If there’s no goodwill or mutuality of interest, there won’t be trust. People need to build closer relationships rather than tendering on price alone.” FM FM WORLD | 3 OCTOBER 2013 | 31

26/09/2013 17:30

FM FEATURE TONY ANGEL GLOBAL FM CONTRACTS

WORLD CLASS C

ALAMY

Globalisation is having a profound effect.

Here, Tony Angel sets out a template for organisations thinking about procuring their FM requirement across multiple territories

32 | 3 OCTOBER 2013 | FM WORLD

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ross-border FM tenders are on the increase. Last year, Barclays announced that it had awarded ISS a global FM deal to deliver integrated FM to sites in the UK, Europe, the Americas, Asia-Pacific and the Middle East.

Then earlier this year HSBC chose Jones Lang LaSalle as its sole global outsourcing provider of integrated FM services. The contract is for 11,000 sites across the world, covering 58 million square foot of real estate.

And this trend is set to continue. Research from Interserve and Sheffield Hallam University revealed that 59 per cent of facilities professionals believe there will be more global deals in five years’ time, and 53 per cent believe there will be more European deals.

While these tendering exercises are complex, there

is a perception that they are difficult to achieve. But with careful planning and consideration, the chances of success can be greatly improved.

Communication Effective communication is the most underestimated component of tender management, particularly with regard to projects that span a multitude FM QUICK FACTS

59% 53%

of FMs think global deals will become more common

of FMs believe there will be more European deals

of borders. It’s vitally important to establish an effective communications plan at the outset, and to ensure that both central and local requirements are addressed.

There are three primary areas that need to be considered: 1. Governance

In any client organisation, there will be a specific process for decision-making that will usually entail seeking periodic sign-off from a panel/board of senior managers. Identifying that group, and ensuring there are clear lines of communication, both individually and collectively, will save a lot of headaches as the project progresses.

Agreement as to the number and type of decision gateways and other process requirements also impacts on the programme, so this needs to be clearly www.fm-world.co.uk

26/09/2013 12:21

established from the outset.

2. Local management

When working across international borders, there can be cultural or operational issues that cause concern to local management teams. If unaddressed, these can have an adverse impact on the level of co-operation and buy-in that is achieved. By appointing a specific point of contact in each country, essentially, an ‘in-country’ project representative, the organisation demonstrates respect and concern for people’s views and perceived requirements. It also makes certain parts of the process (for example, data collection and site visits) more manageable.

3. Socialisation

Any large-scale project inevitably impacts stakeholders and managers who are not directly involved in the process. While governance issues may have been addressed, it’s also important to understand the nature and extent of the wider stakeholder group and to ensure that they’re aware of the nature, scale and objectives of the exercise. This applies not just at the outset, but also as key milestones are achieved and well before any new solution is implemented.

Programme & logistics Allowing enough time for the integrity of the tender process to be maintained is fundamentally important. While it’s always possible to “squeeze” certain process activities, lack of time will put pressure on both client and bidder teams and can result in errors being made, requirements being misinterpreted and excessive risk being costed into the bids.

Key elements to consider are: 1. Data collection

This can be the most painful part www.fm-world.co.uk

32-33_Global FM relationships 2.indd 23

“With a multigeography tender, each data set has to be replicated in every country” of any tender process, and the quality, extent and accessibility of data is overestimated in almost every project. With a multi-geography tender, each data set has to be replicated in every country; and, while this is a difficult and time-consuming process, it’s also inevitable.

Understanding when and for what purpose data is required means that some of the work can be deferred and carried out when the tender is underway.

There will be requirements for the business case, the tender pack, pricing analysis and mobilisation, and some of that data is needed in its final form many months down the line.

It also pays to be pragmatic about what’s actually available – the classic 80/20 rule can often be applied.

2. Portfolio scale and location

This has a fundamental impact on the time that needs to be allocated for familiarisation, site visits and pricing, and effectively means that the timing for the development of bid submissions needs to be longer than for a single-geography tender process. A couple of months is typically enough to allow solutions to be properly developed, and to give bidders an opportunity to remove as

much risk as possible from their pricing methodology.

blinkered approach to supply chain strategy.

3. Recognition of geographies

General approach

While a portfolio might span a number of countries, it’s often the case that the bulk of space, expenditure and key/critical locations exist within a far smaller geography. Recognising this is important, because it can lead to a far more manageable approach in terms of site visits, pricing and mobilisation. It also allows for critical areas of risk to be addressed in a more effective way, and this tends to provide a level of comfort to senior stakeholders that can preclude unnecessary obstacles arising with regard to sign-off and approvals.

Aside from the key issues above, there are a number of more general points that can make the process of cross-border tendering more manageable and more likely to deliver the required results.

Supplier selection Many clients have a predetermined idea about the type of FM delivery model they favour. But when asked, they can rarely explain their dogmatic stance. It’s far more important to think about deliverables and outputs than the delivery model, because if service requirements are properly specified, one can focus on best value without worrying about issues that won’t actually impact the objectives being achieved.

It follows that – at the initial RFI stage – one can include suppliers from both the FM and property sectors, suppliers with a perceived specialism in either hard or soft services, and suppliers who tend to favour both self-delivery and a thirdparty supply chain. The benefit of this is that, when bids are received, there should be a variety of solutions and models that each present a different option and a different approach to value engineering. Very often, the solution that seems to offer the best fit is not the one that might have been predetermined at the outset through a more

1. Planning

While the focus will be on the tender process itself, ensure that you allow enough time to properly address the initial business case and the activity required to support and develop it. This includes the data collection element, might incorporate the RFI, and certainly requires early and effective communication/socialisation.

2. Engagement

Don’t be afraid to engage fully with the various bidding organisations; there’s no better way to understand an organisation’s culture, approach and values than to get to know its people. This can be in the form of bidder briefings, site visits, Q&A sessions etc.

3. Resources

Large-scale tenders are always resource-hungry, and crossborder projects even more so.

Client-side resources can rarely afford to devote as much time as necessary to the development and management of the process so it’s usually the case that external specialism is required in a consultative/advisory role.

Whomever is engaged in this capacity should demonstrate not only a bulletproof process but also the knowledge and experience necessary in order to manage the issues and obstacles that will always arise. FM Tony Angel is managing director of facilities management consultancy Edifice

FM WORLD | 3 OCTOBER 2013 | 33

26/09/2013 12:21

FM MONITOR REBECCA BIGGIN

Rebecca Biggin is an associate in Berwin Leighton Paisner’s real estate disputes group

LEGAL UPDATE B R EAK CL AU SES

hen serving a break notice, it is vital to comply to requirements set out in the lease agreements. Rebecca Biggin relates a case in which ambiguity was nearly costly

to give the landlord the means to defeat an application by the tenant for a renewal lease. And, in any event, the requirement was part of the process of exercising the break option and should be construed strictly.

Break clauses are regularly a cause of dispute between landlords and tenants. It often happens that tenants who exercise break options – to free themselves from costly and lengthy rental responsibilities – are faced with landlords who seek to resist or frustrate break attempts, so as to preserve rental income in a difficult market.

Despite the wealth of cases on the subject, which on the whole have favoured landlords, tenants continue to get into difficulty when serving break notices. However, we may be seeing a shift in the attitude of the courts.

In the recent Marks & Spencer case, a tenant was found entitled to a rent refund following the break date, even though the lease did not expressly provide for such. After this case, the tenant in Siemens Hearing Instruments Limited v Friends Life Limited was able to convince the High Court its break notice was valid, even though it failed to comply with a specific requirement of the break clause in the lease.

A two-step approach

W

Key facts ● In 1999 the landlord let the commercial premises to the tenant on a 25-year lease.

The lease was protected by the Landlord and Tenant Act 1954 (the 1954 Act). ● The lease contained a break option that allowed the tenant to

34 | 3 OCTOBER 2013 | FM WORLD

34_Legal Update.indd 34

determine the lease on 23 August 2013 by giving notice that “must be expressed to be given under section 24(2) of the 1954 Act”. ● The tenant served a break notice but failed to include any reference to Section 24(2) of the 1954 Act. ● The High Court was asked to consider whether the break notice was valid even though it was not, as the lease required, expressed to be given under Section 24(2) of the 1954 Act.

The arguments Both the landlord and tenant agreed that the requirement in the break clause, which stipulated the tenant had to express that the break notice was given pursuant to Section 24(2) of the 1954 Act, was there to avoid the risk that the tenant could determine the tenancy on the break date and while requesting a new tenancy under the 1954 Act. This was a perceived risk at the time the lease was granted in 1997, but resolved by a later court ruling.

The tenant argued that the notice was valid despite the absence of the required wording because the wording was meaningless; there was no such thing as notice under Section 24(2). Therefore, the failure to state the meaningless words should not automatically render the break notice invalid.

The landlord argued that the break notice was clearly invalid.

The required wording was not meaningless; its purpose was

The Court considered two questions: 1) Did the break notice comply with the requirement in the break clause? ● The omission of the words from the break notice was not the kind of mistake which could be corrected in accordance with the House of Lords decision in Mannai Investments (ie a simple slip or omission which, on the face of the notice, a reasonable person would be aware was a mistake) ● There is no doubt about the meaning of the words “must be expressed to be given under Section 24(2)”. Even if they are meaningless, in the sense that there is no such thing as notice under Section 24(2), that is what the break clause requires ● The requirement cannot simply be disregarded, as the tenant claimed. There was no difficulty for the tenant in complying with the requirement.

The court therefore found that the break notice was not compliant with the requirements of the break clause.

2) Does non-compliance automatically render the break notice invalid? ● The court considered that certain requirements are mandatory, such as the requirement for the break notice to be served in accordance with the notice provisions in the

lease and the fulfilment of break conditions (ie payment of rent or delivering vacant possession), but other requirements are not mandatory, and this includes the words used in the break notice ● It also found that if a lease does not provided for the consequences of non-compliance with specific requirements in a break clause, it is reasonable to assume that this is deliberate. It is natural to conclude that the draftsman intended that the break notice should, at least in some circumstances, but not necessarily all, survive noncompliance.

The court therefore ruled that the break notice was valid despite its non-compliance with the strict requirements of the break clause in the lease.

A note of caution…

There was no suggestion by the court that the tenant in this case had deliberately omitted the specific wording required by the break clause. The break notice was simply poorly drafted and was saved by judicial interpretation, which is never satisfying for landlords or tenants who are looking for certainty when dealing with break notices.

The case has raised a few eyebrows in the legal community and tenants should therefore treat it with extreme caution.

Tenants seeking an early release from their tenancy by exercising a break should not leave it to chance. They should comply with all break clause requirements.

If in doubt, seek legal advice before serving the break notice to avoid becoming embroiled in lengthy and expensive litigation in an attempt to save defective break notices. FM www.fm-world.co.uk

26/09/2013 12:21

FM MONITOR PAUL BURLEY

TECHNICAL

Paul Burley, divisional managing director for ENER-G

IN TELLIG EN T B O I L ER S

oilers come in different shapes and sizes. What’s increasingly important, though, is how ‘intelligent’ they are. Paul Burley explains

B

Heating and hot water accounts for more than a third of UK business energy consumption.

Boiler control is, therefore, one of the quickest and easiest ways an organisation can reduce energy bills and make savings to comply with environmental targets on carbon reduction.

Most boilers lack native ‘intelligence’, but older boilers are particularly unintelligent – commonly adding 30 per cent and more to energy bills, because of poor control.

The most common cause of wasted energy and inefficiency in older boilers is the unnecessary re-heating of water.

The unintelligent boiler fires up when there is still sufficient heat within the system. When this happens the boiler re-heats water that is already sufficiently heated and the excess heat is wasted up the boiler flue. This is commonly called dry-cycling.

The boiler setting is fixed and usually set to cater for the coldest external temperatures and maximum boiler load. By implementing a control strategy, a boiler doesn’t need a time clock to tell it when to run – it is demand-driven.

It is a basic principle of thermodynamics that if the return temperature is low, the boiler heat exchanger will operate more efficiently. Good boiler control will monitor flow and return and vary the www.fm-world.co.uk

35_Technical Boilers.indd 35

threshold settings and firing cycle, in order to regulate the heating demand. The return temperature is used to determine when to reduce the boiler setting and when to extend the firing cycle, without affecting comfort levels. This means the module controlling the boiler plant works out when the boiler should fire to satisfy the load. In this way, the boiler plant will only run when it needs to, thus saving energy and unnecessary wear of the plant.

Good optimised control will prevent the boiler from firing up until the return temperature has dropped to a pre-calculated temperature. When there is capacity in the heating system, these temperatures can be reduced. Additional savings can also be made by taking into account other elements, such as weather compensation and optimum stop/start.

In installations where there is a continual heating demand, such as hotels and care homes, boiler flow temperatures can be reduced at times of the day when the demand is lower.

Heat control It is the level of control strategy applied to boilers, which adds the intelligence. Older boilers will only have a boiler (thermo)stat and high limit stat, which is insufficient to prevent dry-cycling. Therefore, it’s essential as a control strategy that these boilers are direct

switching via remote thermostatic and occupancy (zone) control.

On modern boilers, intelligence may be added internally as part of the boiler electronics, or remotely, as part of an energy management system (EMS), or both. However, internal boiler intelligence – even on modern boilers – is limited.

Without remote thermostatic related occupancy control, dry cycling will occur within the limit of the boiler settings.

This level of control strategy is rarely applied, and we see many instances, particularly on smaller energy intensive sites, such as rest homes and small hotels, where proprietors are reluctant to invest in bringing boilers under direct switching control. Here, boiler optimisation may prove to be an attractive proposition.

As such, the self-learning intelligence of these units will dramatically reduce the act of boiler dry cycling.

The ultimate control is, of course, the installation of a direct switching EMS, giving the proprietor total control and management over consumption.

Ideally, installation of modern boilers in conjunction with an EMS is the ideal, but the cost involved can generally be prohibitive.

Good control of older boilers via an EMS and/or a boiler optimiser will provide a cost-effective fuel saving that could then contribute to investment in new boilers.

The new control system should be compatible with both old and new boilers.

It is important to monitor boiler

performance. Modern energy management systems should be capable of both monitoring and reporting, enabling the client to maintain performance, target further possible savings and access data from a PC for compliance and reporting purposes.

Efficiency factors The efficiency of both boilers and controls is reliant on: ● Who installs the system ● Who commissions the system ● Who services the system ● How the system is maintained ● How the system is managed.

These are critical criteria that can make the difference between a large reduction in fuel consumption, a mediocre reduction, or none at all.

In general, the trigger for installation of new boilers is the failure or possible failure, of the existing systems. Some projects are undertaken following an energy audit of premises, but all too often the recommended actions are ignored.

This, however, is short sighted since the savings from properly optimised boilers are very impressive – often achieving payback in 12 to 24 months. In addition, a number of energy controls companies will finance such projects under energy performance contracts, whereby payment is taken from the savings over an agreed contract period.

As such, the client can make a healthy profit, without any capital outlay. FM

“Good control of older boilers via an EMS and/or a boiler optimiser will provide a cost-effective fuel saving” FM WORLD | 3 OCTOBER 2013 | 35

26/09/2013 12:22

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.

OFFICE LIGHTING

ECONOMY

PREFABRICATED PLANT ROOMS

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

UK MARKET FOR PREFABRICATED PLANT ROOMS 2010-2014 BY VALUE (£BN)

Bank of England base rate: 0.5% as of 5 September 2013.

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

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

Consumer Price Index (CPI): The Consumer Prices Index (CPI) annual inflation grew by 2.7% in August 2013, down from 2.8% in July. The largest contribution to the fall in the rate came from the transport sector. This was partially offset by an upward contribution from household equipment and maintenance. These numbers continue the trend of broadly steady inflation seen since spring 2012. Source: (www.ons.gov.uk) EMPLOYMENT

Value (£m)

Source: HM Treasury (hmrc.gov.uk)

45

ON AVERAGE, LIGHTING IS LEFT ON IN THE WORKPLACE FOR UP TO

40

12 HOURS A DAY

35 2010

2011

2012

2013 Est

2014 Fcst

The prefabricated plant room market is a growing sector within M&E installations. The systems offer a reduction of health and safety risks through fewer trades on site and cost savings through reduced installation times. In 2013, the market is estimated to be worth £46 million. Growth has slowed due to a decline in construction output, although the sector is continuing to outperform the M&E market as a whole.

Leisure and retail markets are expected to continue to produce opportunities for prefabricated plant rooms over the next few years, with budget hotels expected to exhibit good growth.

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

21%

OF A BUILDING’S TOTAL ENERGY CONSUMPTION

On average, lighting is left on in the workplace for up to 12 hours a day, according to a survey by lighting management systems provider Ex-Or. Nearly 85 per cent of commercial offices and warehouses waste cash on unnecessary lighting, while 17 per cent of respondents said that office lighting can be left on needlessly for up to 24 hours a day.

Almost half of respondents indicate that up to five unoccupied rooms at their workplace are left lit for significant portions of the day.

According to the Department of Energy and Climate Change, lighting counts for 21 per cent of a building’s energy consumption. Source: Ex-Or (www.ex-or.com)

NEET YOUNG PEOPLE PEOPLE AGED 16-24, NOT IN EDUCATION, EMPLOYMENT OR TRAINING AS A PERCENTAGE OF ALL PEOPLE AGED 16 TO 24, SEASONALLY ADJUSTED % 18

16

14

Category of worker

Hourly rate from 1 Oct 2013

Aged 21 and above

£6.31

APR-JUN 2008

Aged 18 to 20 inclusive

£5.03

THERE WERE

Aged under 18 (but above compulsory school age)

£3.68

1.09M

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

£2.65

36_Insight.indd 37

SAID THAT OFFICE LIGHTING CAN BE LEFT ON UNNECESSARILY FOR UP TO 24 HOURS A DAY

ON AVERAGE, LIGHTING REPRESENTS

National Minimum Wage NOTE: The following rates came into effect on 1 October 2013:

36 | 3 OCTOBER 2013 | FM WORLD

17%

50

APR-JUN 2009

APR-JUN 2010

YOUNG PEOPLE (AGED FROM 16 TO 24) IN THE UK WHO WERE NOT IN EDUCATION, EMPLOYMENT OR TRAINING (NEET) IN THE SECOND QUARTER OF 2013. THIS FIGURE IS UNCHANGED FROM Q1 2013, BUT DOWN 104,000 FROM A YEAR EARLIER (Q2 2012).

APR-JUN APR-JUN APR-JUN 2011 2012 2013

THE NUMBER FOR Q2 2013 ACCOUNTS FOR

15.1%

OF ALL PEOPLE AGED FROM 16 TO 24

OVER HALF

OF YOUNG PEOPLE WHO WERE NEET WERE LOOKING FOR WORK AND THEREFORE CLASSIFIED AS UNEMPLOYED. THE REMAINDER WERE EITHER NOT LOOKING FOR WORK OR NOT AVAILABLE FOR WORK, AND CLASSIFIED AS ECONOMICALLY INACTIVE.

www.fm-world.co.uk

26/09/2013 15:07

FM MONITOR TOM CAMPTON

HOW TO

Tom Campton, Floorcare consultant and director at Beaver Floorcare

CARPET MAIN TENA N CE P L A N N I N G

planned management programme can prolong the lifespan of a carpet.

Tom Campton explains how to protect the customer’s investment in this valuable asset

A

In the case of plant or equipment, such as a lift or air conditioning unit, facilities managers readily acknowledge the need for a proficient maintenance plan.

This prevents equipment from breaking down or deteriorating in condition. However, a carpet is not always considered in the same bracket, despite it being a valuable asset that would benefit from a scheduled management programme.

Too often, the responsibility of carpet maintenance is given to a generalist cleaner who rarely has the level of specialist expertise required to protect the carpet’s fibres and optimise its appearance.

But what is the alternative?

Chance to add value FM companies can go the extra mile by developing a planned, sustainable and cost-effective management programme for their clients’ carpets. This will enable commercial, environmental and operational benefits to be achieved as a result. This added value will play a crucial role in retaining customers, at a time when such customers are continuing to scrutinise the quality of service they receive from suppliers.

1⁄

Criteria to consider

It is important to remember that no two scenarios are ever the same, so a ‘onesize-fits-all’ approach will be of limited value. Instead, FM’s need www.fm-world.co.uk

37_HowTo.indd 37

to consider several criteria, such as, the type of carpet, wear and tear of the carpet to date, the nature of activity within the premises, footfall volume, the external environment, level of appearance required and budgetary constraints.

2⁄

Understand the floorplan

Use the expertise of an external specialist where required. A tailored plan can be prepared to suit the customer’s individual needs. This exercise should begin with a carpet audit, where high-traffic areas are marked on a floorplan.

The dimensions of the carpeted area should be assessed, as well as the number of employees and visitors within the building.

The likely footfall per square metre calculated accordingly.

Also, the floorplan should highlight zones that are likely to require more frequent attention, perhaps because they are located in the main entrance and exit path of a building, for instance.

This floorplan could be created using CAD or Adobe Photoshop, depending on the client’s preferred format.

3⁄

Schedule advised activity

The floorplan should be accompanied by a proposed schedule of cleaning and maintenance activity, which can again be drawn up with the help

of experienced carpet care or floorcare specialists. Prepared in either written or tabulated form, this element of the plan should include recommendations of what needs to be carried out on a daily, weekly, monthly, quarterly or annual basis, by whom, and using what cleaning methods, equipment and chemicals.

The key thing is to devise an approach that will ensure the optimum cleanliness and longevity of the carpet, within any relevant budget constraints.

4⁄

Remember different roles

A reputable cleaning contractor should have the necessary expertise to care for the carpet on a day-to-day basis.

However, their role is to ensure an overarching level of hygiene and cleanliness within the building, so they cannot be expected to remain abreast of carpet care innovations that are always being introduced to the market.

Routine cleaning is therefore most effective when combined with the skills and knowledge of specialist cleaners and carpet care experts, called in on an interim basis to carry out the more complex maintenance works.

5⁄

Timing is crucial

The plan should take into account the most convenient times for the cleaning and maintenance to be carried out in order to ensure minimal business disruption. In a school, for example, the more intensive deep-cleans would be better scheduled out of term time.

6⁄

Determine the likely ROI

Companies understandably want to control expenditure. But it is important to realise that some investment is required to ensure savings in the long term.

Often, organisations misguidedly try to save money by adopting a “crisis cleaning” approach, waiting until carpets have become very soiled before acting or appointing inadequately trained and illequipped cleaners. Both strategies are, however, a false economy – it could cost considerably more if the cleaning needs to be repeated or worse still, if the carpet becomes damaged and requires repair or replacement.

The planned management programme should show the proposed costs, in addition to an indication of the anticipated return on investment.

A 3,000 square metre (32,300 square feet) office building could, for example, contain £180,000 of carpet. A planned management regime, as opposed to a sporadic, reactive approach, will help create a more manageable cleaning and maintenance budget. It could significantly reduce a company’s outlay in this area by as much as 65 per cent.

7⁄

Maintain pro-activity

Very few elements of business activity remain static in the modern commercial and industrial environment. Any planned programme should remain flexible to reflect this. FMs should periodically test and review the planned management programme to ensure the solution remains the best-fit for the customer and carpet concerned. FM FM WORLD | 3 OCTOBER 2013 | 37

26/09/2013 15:07

BIFM NEWS BIFM.ORG.UK

QUALIFICATIONS

South-east Asia The Universiti Teknologi Malaysia’s (UTM) Faculty of Geoinformation and Real Estate has become the BIFM’s first Recognised Centre in Malaysia, making this the first centre in South East Asia. UTM will be delivering the full suite of BIFM qualifications in facilities management (FM) from Level 2, through to Level 7.

Professor, Dr Abdul Hakim bin Mohammed and Professor, Dr Khairul Anuar bin Abdullah from UTM recently visited the BIFM’s head office where they presented and submitted their application.

Linda Hausmanis, head of awarding organisation at BIFM commented, “BIFM are delighted to be working with UTM who share our drive and passion to professionalise this dynamic industry. BIFM will be providing the same level of support and guidance, not just to the centre, but also to local employers and learners.”

By becoming a BIFM Recognised Centre, UTM demonstrates its dedication to supporting learners through the provision of leading internationally recognised qualifications in facilities management. The Faculty of Geoinformation and Real Estate will soon start delivery of the Level 2 qualifications, which are suitable for entry-level FM professionals all the way to Level 7, which is designed as a strategic pathway towards a Masters degree or MBA. BIFM is committed to setting and maintaining professional standards throughout the FM industry, ensuring they are fit for purpose, recognising the needs of employers and building clear development and progression 38 | 3 OCTOBER 2013 | FM WORLD

38-40_BIFMNews.indd 38

Cofely chief executive Colin Hale (centre), is joined by members of his team during their sponsorship of the BIFM South West September quarterly training day

routes for all individuals. BIFM Recognised Centres have the opportunity to develop skills, knowledge and competence at whatever level or at whatever stage of an individual’s career, set against internationally recognised and established standards. i Learn more about BIFM Qualifications at www.bifm.org.uk/ qualifications, call +44 (0)1279 712 651 or email qualifications@bifm. org.uk.

SOUTH WEST REGION

Training Day Richard Greaves, BIFM South West region committee member, reports from a regional training day, and explains how ‘compliance’ was the focus of attention.

“There was a full house for our training day held in Bristol on Thursday 12 September, sponsored by Cofely GDF Suez.

We were treated to some great sessions, all with a focus on compliance. Over 80 members listened to four different sessions before taking part in the afternoon workshop. The day included an update from Gareth Tancred

on why the merger with other professional bodies did not proceed, the region’s AGM, and the usual end-of-day raffle and prize draw.

Beth Goodyear (owner of FMHS Consulting and regional committee member) gave an update on health and safety legislation, both recent and proposed. As usual, Beth delivered this in a focused, no-nonsense way that grabbed everyone’s attention from the start. Beth was followed by Charles Burt, managing director of Olive Consulting.

Charles delivered a comprehensive talk on carbon reduction and carbon emissions.

He covered everything from why we should be concerned about the issue, who should report what and when, through to how the larger companies are changing their approach to sustainability.

It was a most interesting and stimulating session, which dovetailed nicely with the following session by Colin Shekleton of Evolution Water Services.

We all test for Legionella and

Colin explained why. Using some great case studies regarding the consequences of things going wrong, and the potential culpability that FM’s face, Colin brought the regulations to life. He also gave some examples of where there had been an overreaction by organisations when Legionella had been found but was not a serious risk. Management is the key!

Our main sponsor, Cofely GDF Suez, was represented by Edward Spall. Using real data from real businesses, Edward illustrated how regular and frequent monitoring of energy consumption can lead to real savings for organisations in both the public and private sectors.

Sometimes, relatively small projects can lead to huge savings.

After lunch, Beth was on form again. Leading a workshop on managing contractors, but focusing on health and safety aspects, she was supported by other members of the committee. Eight groups all worked on the same topics. The key message coming through was that communication and clear allocation of responsibility are essential for

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

26/09/2013 12:22

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

effective management of both suppliers and clients!

A huge thank you to Cofely GDF Suez for sponsoring the day, to the other speakers for their interesting talks, to the members who came and contributed so much to the success of the day, and to the Bristol Hilton for their continued support. We raised £102 for the chairman’s charity and several lucky members had prizes of wine, champagne, meals at the Hilton and a free day of energy efficiency consulting.

Our next training day is on Friday 15 November at the Bristol Hilton Hotel. The theme for the day will be ‘Hard FM’. i For more information contact Dan Knight at dan.knight@ norlandmanagedservices.co.uk or visit the South West events page to book your place

BIFM AWARDS

Last chance The BIFM Awards, with headline sponsor Macro, are fast approaching, taking place on 14 October at The Grosvenor House Hotel, London. There are just a handful of tickets and tables remaining, but it is not too late to book your place and join 1,300 FM professionals at this highlight of the FM calendar.

The evening gets underway with a champagne reception with key social and networking opportunities. A four-course gala dinner provides ample opportunity for celebration before the award ceremony commences. Our winners will be announced, across 13 award categories including, Facilities Manager of the Year and Impact on Organisation and Workplace.

After the ceremony, guests can attend a charity casino, dance to a live band, or simply continue networking.

The evening will be hosted www.fm-world.co.uk

38-40_BIFMNews.indd 39

Gareth Tancred is chief executive at BIFM

BIFM COMMENT F O RWA R D T H I N K I N G

t is two years since I was initially appointed interim chief executive of the BIFM, before being confirmed as chief executive in February 2012.

We’ve all been witness to so much positive change during those 24 months.

The anecdotal feedback I get from members on a daily basis reminds me of how much we have achieved and how much we bring to the profession, something I am very proud of.

However, this column is not about the past, it is about the future. It is about our commitment to our members – it is about sharing our strategy and vision.

In 2012, the BIFM Medium Term Strategy (MTS) Board Working Group and the board defined a new set of objectives that focused in on the core offering of the BIFM to guide the route the institute would take in 2013-2015. This included the need to develop a new mission, vision and values to reflect this reinvigorated focus on the future, and international development to support our existing international membership base and develop the global facilities management community.

As a professional body, our remit and responsibility is far-reaching and we take this position seriously. We are here to represent and develop FM professionals as a whole, members and non-members, and those with FM responsibilities who may not call themselves FMs. We do this to enhance the capability, understanding and impact they can achieve for the organisations they work for. This also applies to the industries they work within and provides benefits to the economy and society. In order to fulfil this remit, we will strive to build our organisation beyond our past status as membership body and learning provider, to become the authoritative voice for the profession as a whole. We will work with relevant partners and our network of individuals and organisations to focus on developing relevant, independent and credible insight, policy and media comment.

We will take into account the different perspectives these wider audiences require.

If we are to make a real impact, we must not simply talk to ourselves. Instead, we must prove the value that our profession can make in increased productivity, performance, reduced risk and behavioural change in a more socially aware, collaborative and connected world.

To assist the institute in our new goals, I am pleased to welcome James Sutton as our new interim commercial director. James brings a wealth of institute experience to BIFM, following 10 years at the Chartered Institute of Marketing in such positions as director of corporate services, director of strategic development and most recently acting chief executive.

We will keep you informed of further developments and look forward to taking the next steps on this journey together.

I

“WE WILL STRIVE TO BUILD OUR ORGANISATION BEYOND OUR PAST STATUS AS MEMBERSHIP BODY AND LEARNING PROVIDER”

FM WORLD | 3 OCTOBER 2013 | 39

26/09/2013 12:22

BIFM NEWS BIFM.ORG.UK

BIFM TRAINING LEGIONNAIRES’ DISEASE – IT’S NOT GOING AWAY!

by Gyles Brandreth, a writer, broadcaster, former MP and Government Whip. Brandreth is one of Britain’s most sought-after award ceremony hosts and afterdinner speakers. Also speaking will be Chloe Smith, minister for political and constitutional reform. i To confirm your place(s) request a booking form from awards@bifm. org.uk, call +44 (0)1279 712 640 or visit www.bifm.org.uk/awards2013

20TH ANNIVERSARY

Rising FMs event Rising FMs recently celebrated BIFMs 20th Anniversary in style.

The event held at Cushman and Wakefield’s London HQ welcomed over 60 members and potential members to hear about the history of BIFM, what the future holds for the institute, personal journeys and valuable networking opportunities.

The event was opened by Claire Akin, Chair of Rising FMs “FM has come a long way in recent years and it’s great to see that FMs are now at board level and involved in strategic business decision making rather than back when we were merely the people who changed the toilet rolls and light bulbs.”

Gareth Tancred, CEO of BIFM spoke about the history of BIFM, how it had evolved over the past 20 years including key milestones for each year and the future goals.

Gareth’s key message was the “class of 1993”, the new generation of FMs and leaders and how they will play a big part in the future of the industry.

Marilyn Standley, BIFMs first chairman, gave an inspirational insight into the four chapters of her personal journey highlighting the point that like many she fell 40 | 3 OCTOBER 2013 | FM WORLD

38-40_BIFMNews.indd 40

into FM and has never looked back.

Andrew Hulbert captured the room with his personal journey which has already seen him complete an MSc and become heavily involved in making the industry a career of choice through a range of volunteering activities.

The event finished with 7 students from Xenon Training and FM Tutor being awarded their BIFM diplomas.

A celebration wouldn’t be complete without a BIFM cake and a few final words from Samantha Bowman the former Rising FMs chair.

WOMEN IN FM

Summer social August saw the return of the Women in FM Treasure Hunt, and this year’s focus was on the Southbank of London.

Ten teams set off on the hunt from Mitie’s Cotton Centre offices. The route took them through Hays Galleria and along The Embankment to Tower Bridge. They then doubled back through Potters Field Gardens and along Tooley Street.

Each team had 20 questions to answer and 20 images to identify, while finding three items to bring back.

The Winners were ‘Team Bacchus’, receiving £100 of John Lewis vouchers, while the boobie prize was given to ‘The Unrealiables’, who were awarded a wooden spoon!

Thanks to sponsors Aberley Ltd, Talent FM and BIFM Training, and to caterer Gather and Gather. i Learn more about all BIFM events at www.bifm.org.uk/events

he problems associated with legionella bacteria within our buildings’ water systems are certainly not going away. Rarely does a month go by where there are no industry reports on a potential outbreak, people being infected, or problems occurring with water systems when they become contaminated with legionella.

The HSE is making sure Legionnaires’ disease does not leave our minds. Recent prosecutions include those at Basildon Hospital, which was fined a fivefigure sum for breaching the Health and Safety at Work etc. Act, and a private care home in Wallasey, which was fined £40,000 for failing to comply with an Improvement Notice to “assess the risk from legionella bacteria”. In the latter case, there were no cases of legionella infection and the fine was levied solely for putting residents and employees at risk, with the HSE suggesting that “a clear and inexcusable failure to properly assess and control the risk”. Just last month, campaigners were led to demand a public enquiry after four cases of potentially deadly Legionnaires’ disease were confirmed in South London.

The articles that crop up in the media highlight that there is still a lack of knowledge and understanding of legionella. There is a requirement for those responsible for managing and maintaining water services to be “competent” – a multi-faceted skill, which combines, experience, knowledge, attitude and training.

Training itself is an on-going task, with regular refresher training usually a requirement. The approved code of practice and guidance document L8 is currently going through various consultation exercises.

Its replacement is due at the end of the year. As a result, it will be important to ensure that we’re all kept up to date – none of us wants to be next under the microscope of the HSE. Legionella management and control should remain a high priority for those involved in managing and maintaining water services. It is especially important in the water hygiene and FM industries to be suitably prepared and competent. Having a proactive and compliant control regime in place is paramount, and knowing how to deal with these issues before they crop up is essential. Having suitable and sufficient training is key; it ensures we are allocating our resources effectively, helping us to sleep more easily at night in the knowledge that we are doing what is necessary to protect the public, our organisations and ourselves.

T

BIFM Training is running a new one-day course on 5 December 2013 in central London called ‘Legionella Awareness, Responsibilities and Compliance’, accredited

by City & Guilds – call 020 7404 4440, email info@bifmtraining.co.uk or visit www.bifm-training.com

www.fm-world.co.uk

26/09/2013 12:23

,

FM DIARY INDUSTRY EVENTS 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

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

Russell Street, London WC1B 3DG Contact: Email 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.s Venue: Pennsylvania Convention Centre, Philadelphia, US Contact: www.worldworkplace.org SPECIAL INTEREST GROUPS

16 October | Daylight in buildings Presentation from John Mardaljevic, professor of building daylight modelling at the School of Civil & Building Engineering, Loughborough University, outlinging developments in day lighting and to describe a proposal to advance EU standards.

Venues: University of the West of England, Bristol.

Contact: Visit www.tinyurl.com/ daylightinbuildings 4-8 November | Workplace week A showcase of workplace and workforce innovation.

Organisations including Mintel, BBC Media City and New Broadcasting House, RBS, KMPG, Network Rail, PwC and Innocent Drinks are to host 90 minute site visits.

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.

Venue: PriceWaterhouseCoopers, London, SW1 Contact: www.workplaceweek. com/workplace-convention 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 40 | 4 JULY www.fm-world.co.uk 2013 | FM WORLD

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8 October | Women in FM – Making art work in the workplace Alex Heath and Joanna Digby from International Art Consultants explore the latest research on workplace art commissioned in partnership with The British Council for Offices. From 6pm.

Catering provided by bartlett mitchell.

Venue: Hines, 280 High Holborn, London, WC1V 7EE Contact: Visit www. wifmartevent8oct13.eventbrite.co.uk

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

The event is sponsored by The Genuine Dining Company.

Venue: The National Archives, Kew, Richmond, Surrey TW9 4DU Contact: Clive Hilton at clive@ inlocum.co.uk

Full details to be published.

Venue: ITV Studios, Southbank, London, SE1 9LT Contact: Email wifm@bifm.org.uk 13 November | Risk and Business Continuity – Regional resilience Providing insight and advice for all levels of business continuity experience, together with the opportunity to meet with suppliers.

Venue: DSM Peterborough, The Old Hangar, PE8 6NE Contact: Steve Dance at steve1dance@btinternet.com or visit www.eastregionresilience. eventbrite.co.uk/ IRELAND REGION 15 November | Ireland conference Talks on negotiating effectively and intelligently, taking control of outsourced contracts. Interest can 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

From 6pm. Sponsored by Cameron Black. The event will include a presentation from ASOS’s head of FM Maria Centracchio, contractors Cameron Black and designers MoreySmith about the organisation’s recent fit-out, together with a tour of the new premises that includes a catwalk and photography studios.

Venue: ASOS plc, Greater London House, Hampstead Road London NW1 7FB Contact: Visit www.tinyurl.com/ workplaceweekasos The BIFM London region holds its monthly CPD events on the first Tuesday of every month.

Contact: www.bifm.org.uk/bifm/ groups/regions/london/events NORTH REGION 22 October | AGM BIFM North Region annual general meeting and careers day.

Venue: Cooperative headquarters, 1 Angel Square, Manchester Contact: Steve Roots or Justin Lawson at bifmnorth@gmail.com

MIDLANDS REGION SCOTLAND REGION 30 October | Lotus F1 Team visit Site visit of the home of the Lotus F1 Team. Hosted by Martin Cummings, facilities manager for Lotus F1 Team, who, following a site tour, will share the challenges that come with managing the site.

Venue: Lotus F1, Whiteways Technical Centre, Enstone, Oxfordshire, OX7 4EE Contact: Visit www. bifmlotusf1team.eventbrite.co.uk LONDON REGION

24 October | Sustainability - AGM Following a short annual general meeting, the group will learn about the venue, considered to be the UK’s greenest public building., due to its energy saving design and the level of sustainable materials used in its construction.

Venue: Brent Civic Centre, Engineers Way, Wembley, HA9 0FJ Contact: Simon Grinter at simon.grinter@london.gov.uk or visit www. tinyurl.com/ sustainabilityagm

28 October | The future of maintenance engineering, the impact of BIM, and what it means to you From 6pm, sponsored by Bilfinger HSG and Sodexo. The speaker David Frise, head of sustainability B&ES, chair of BIM Group, specialist engineering contractors group will be exploring the impact of technology on future service delivery within hard services with a specific focus on the sustainability agenda and BIM. Venue: Smith and Williamson, 25 Moorgate, London EC2R 6AY Contact: Visit www.tinyurl.com/ maintenanceandbim

12 November | Women in FM annual conference

7 November | Workplace Week: Tour of the new ASOS office

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 REGION 3 October | Supply chain management: who manages who?

A case study on how a global FM supplier embraced cloud technology to take control of their growing supply chain.

BIFM South Region and Trade Interchange host.

Venue: CAA Aviation House, Gatwick Airport South, West Sussexx RH6 0YR Contact: Dave Barrett at dlbarrett@ dsi.pipex.com or call 07861 684579 SOUTH WEST REGION 15 November | Hard services Detailed programme and speakers to be confirmed.

Venue: Hilton, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: dan.knight@ norlandmanagedservices.co.uk or visit tinyurl.com/oqsfehs FM WORLD | 3 www.fm-world.co.uk OCTOBER 2013 | 41

26/09/2013 12:23

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

TOM WESTALL TOPIC TRENDS

NAME: Tom Westall JOB TITLE: Facilities manager ORGANISATION: MOO.com JOB DESCRIPTION: Responsible for soft and hard FM and ensuring FM requirements are planned up to 24 months in advance

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

To put FM at board level so we can input into the business strategy.

Any interesting tales to tell?

I have many that are inappropriate, and probably not suitable to print! I would like to one day write a book of silly things staff do and say. I don’t think it will sell many copies but us FMs might like it.

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

What attracted you to the job?

MOO.com! The success of the company and their determination to succeed in a start-up environment, as well as the responsibilities and excitement the role offers. I manage all property-related financial details, including forecasting and budgeting.

My top perk at work is…

A real-life policeman. But it’s far more likely I’d be failing as a chef.

I failed miserably at being a chef, and decided I needed to find something else just as hectic. FM seemed to fit the bill here.

What’s been your career high point to date?

Finishing the Full Monty Basement project on time and within budget! I had to transform a dark, flooded basement into 4,000 square feet of shiny canteen, office and warehouse space in six weeks.

Challenging, but very rewarding.

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

Crawling under dusty desks trying to figure out why phones and PCs aren’t working… only to be greeted with colleagues’ legs and smelly gym bags.

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10 TOM WESTALL

Introducing/ working with new forms of IT

I think the one myth I’d like to dispel is that we are all caretakers, and love having old cables left on our desks.

“Oh, so you work for Moo. Do you manage animals then?”

“No, no I do not”

What’s been your biggest career challenge to date?

6 AVERAGE

5 10

DO YOUR FRIENDS UNDERSTAND WHAT FM IS?

I have to say, becoming a facilities manager before I turned 30 is a high point, and then finishing my Level 4 Diploma in FM.

Working with procurement

Which FM myth would you most like to put an end to?

Free breakfast, Friday lunches and beer… oh and lots of fruit… ping pong table, PlayStation, pool table, fussball table. I could continue, but I think I’ll stop there.

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

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

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

Facilities management as a profession is now far more respected. Personally, I think we have the economic downturn to thank for this.

It seems to have given us a chance to tighten up services and suppliers, and also show the wider business how influential we can be.

Working on energy-efficiency initiatives

7 10

Adapting to flexible working

5 10

And how will the profession change in the next five years?

I hope the level of respect continues to rise.

Hopefully it will become far more strategic, focusing on business growth.

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

Maintaining service levels while cutting costs

7 5

The best thing you can do starting out is to take advantage of all in-house and external training!

You have a very large bow and it’s going to need many strings.

Do your friends understand what facilities management is?

Absolutely not. I have tried so many times to explain it but they lose interest. “Oh, so you work for Moo. Do you manage animals then?” ”No, no I do not”.

Adapting FM to changing corporate circumstances

8

6

www.fm-world.co.uk

26/09/2013 16:28

FM NEWS

Call Norbert Camenzuli on 020 7880 8543 or email jack.shuard@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

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

▲ New health and safety training school

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

If you find health and safety training too expensive, there is good news ahead.

SOS Training has been formed to help the cleaning, FM and service industries with health and safety training. SOS’s principal consultant, Lorraine Larman has 20 years’ experience across many service sectors, including catering, cleaning, NHS, transport, pest control and agriculture Larman, a chartered member of IOSH and a qualified tutor and assessor, has all the relevant skills-sets to reassure candidates and help them achieve their chosen qualification.

SOS Training offers a wide range of courses, including NEBOSH and IOSH, plus a selection of first aid, H&S, and manual handling courses.

T: 01277 268879 E: info@schoolofsafetytraining.co.uk W: www.schoolofsafetytraining.co.uk

▼ Legionnaires’ disease – concealed risks The new TC Wall Port from TM Electronics is the ideal way to monitor concealed temperature points, including boxed-in TMVs, hidden pipework and covered water tanks.

Housed in a small white box measuring just 52 x 52 mm, this convenient temperature sensor monitoring point is used for spot checks on any test point with difficult or impaired access. Temperatures are taken by simply ‘plugging’ a thermometer into the port – much easier than dismantling boxing under sinks or using ladders to work at height.

The device is primarily designed for use with fine wire probes that are attached to the temperature test point and left in-situ. These wires are then run to the TC Wall Port, which is screwed to the wall.

T: +44 (0)1903 700 651 E: sales@tmelectronics.co.uk W: www.tmelectronics.co.uk

▲ 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

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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 44 | 3 OCTOBER 2013 | FM WORLD

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26/09/2013 15:27

Woodhouse grove School HMC Day and Boarding 720 Boys and Girls 11-18 (200 in Sixth Form)

the

natural choice

SITE SERVICES MANAGER In a newly created position, the Site Services Manager’s principal role is to support the Operations Director by managing key areas of operational support staff. In addition to acting as the school’s Health & Safety Manager, the successful candidate will have a range of responsibilities from procurement and cleaning to security and accommodation. She/he will also oversee the Senior Maintenance Engineer, Senior Groundsman, Senior Caretaker and Cleaners on premises and operational H & S.

in FM recruitment

The ideal candidate will have proven management and Health & Safety experience preferably gained, although not essential, within the education sector and will ideally hold, or be working towards, a NEBOSH Diploma or equivalent. A relevant trade qualification (building/electrical/gas safety/ plumbing) would be an advantage. You should be a good communicator with a confident and approachable manner who is organised and works well under pressure. You will have strong interpersonal and administrative skills which include a good working knowledge of Microsoft Office, in particular Excel and Word. You must possess a welcoming yet professional manner, be flexible, capable of working independently and demonstrate a high level of confidentiality at all times.

Salary negotiable according to qualifications and experience.

For further details and an application form, please contact Mrs C Davis, Personnel Administrator.

The closing date for applications is Monday 14th October 2013.

Woodhouse Grove School is committed to safeguarding and promoting the welfare of children and applicants must be willing to undergo child protection screening including checks with previous employers and DBS.

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

Woodhouse Grove School, Apperley Bridge, West Yorkshire BD10 0NR Telephone: 0113 250 2477 Fax: 0113 250 5290 email: davis.c@woodhousegrove.co.uk

www.edenbrown.com

www.woodhousegrove.co.uk

The Royal Household

Want to be involved in one of the UK’s largest FM & workplace change programmes?

Woodhouse GroveQPV.indd 1

Owing to a recent reorganisation, we are looking for high calibre and ambitious senior property professionals to assume and further develop four newly created posts.

The Team Responsible for maintaining world famous buildings and estates with unique histories, the Royal Household Property Section has an exciting future. As part of our senior management team, you will help to lead the next phase of our change programme and play a vital role in the future direction of the property team.

26/09/2013 15:22

Moves & Relocations Manager - £55-60k + bene¿ts Customer Relationship Manager - £55-60k + bene¿ts Programming & Planning Supervisor - £45k + bene¿ts

Priding itself on the achievement of exceptional standards and as a centre of excellence for the upkeep of historic buildings, the Property Section looks after property services at sites ranging from Royal Palaces to gardens and stables, residential houses, offices, garages and workshops.

Based in West Midlands

The Roles

brands and a long heritage, the company has ambitious plans for growth.

Jaguar Land Rover has an exciting future. Demand is soaring and with iconic

Although principally based at one location, all roles involve some cross-site responsibility.

In response, the UK property portfolio is to undergo signi¿cant change and

Head of Projects - based at Buckingham Palace Head of Property Operations - based at Buckingham Palace Head of Property Operations - based at Windsor Castle Head of Health, Safety and Environment - based at Buckingham Palace The People

the challenge for the Group Property department is to create an appropriate supply of modern workplaces. The FM & Workplace Team is looking to recruit the above 3 roles to bring improved control, forward planning and reporting to the project management of physical workplace changes.

In addition to specific technical experience, you will need to demonstrate a range of key competencies in order to be successful in any of the roles.

As a proven leader with extensive experience managing multi disciplinary teams; you will have a track record of driving performance and developing capability.

Drawing on exceptional relationship-building, communication and interpersonal skills you will be influential, adept at managing stakeholder relationships and will drive a collaborative working culture. With a genuine passion for a customer-driven approach to property services, pragmatism and resilience you will be comfortable operating strategically and in the detail of day-to-day operations

A key focus for this Team is to re-align functions across selected UK sites to improve business adjacencies, whilst in parallel, leading the roll out of new workplace styles. Critical to the success of this initiative, is not only to ef¿ciently and effectively manage thousands of physical moves but also to understand individual business function requirements, and to guide internal customers through the process.

The Rewards All roles offer the opportunity to develop your career and enjoy the rewards of working in an exciting organisation with unique challenges. You can look forward to a comprehensive rewards package that includes a 15% employer contribution pension scheme.

You can ¿nd out more and apply at: http://jobs.fm-world.co.uk/

To apply : http://jobs.fm-world.co.uk/job/11041/senior-property-management-roles/

FM WORLD | 3 OCTOBER 2013 | 45

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12/09/2013 15:09

26/09/2013 16:34

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

POWER TO THE PEOPLE Last month, 18,000 people lined the bank of the Thames in south-west London. But there was no Jubilee boat pageant, nor was there a late summer marathon taking place.

No, people flocked to take a final look inside one of the most wellknown sites in London.

The iconic Battersea Power Station is about to undergo an £8 billion redevelopment, which will see the site turned into homes, offices and retail space. And this time, it sounds like it's for real.

The Grade II-listed building opened its doors to the public for a final time as part of a city-wide exhibition of heritage and architecture.

Open House Worldwide was founded in 1992 in London to promote public awareness and appreciation of the capital’s building design and architecture.

It has since expanded – twenty cities worldwide now hold an Open House weekend, including New York, Helsinki, Barcelona, Rome and Jerusalem.

Buildings not normally open to the public open their doors for free. Twenty buildings were open during the first Open House London. Fast-forward 21 years and over 700 venues took part in the weekend, including 10 Downing Street, Lancaster House and Channel Four Television.

OH, BEEHIVE! Most environmentally-friendly initiatives usually involve sources of renewable energy, or planting a tree, or using coffee cups made from old shoes.

One facilities company, however, has decided to take one step closer to nature.

Vinci Facilities is in the process of installing beehives to client sites.

The Welsh Assembly Government, one of Vinci’s clients, launched an Action Plan for Pollinators scheme earlier this year. The firm is working with the Welsh Assembly and local beekeeping associations in Llandudno and Aberystwyth, and has already created two apiaries containing several beehives.

Members of the Vinci Facilities team volunteered to attend a Beekeeping course run by the Welsh Beekeepers Association.

The honey bee population has significantly dropped over recent years. The government is currently undergoing a comprehensive review of why the population is declining and what is being done to help them. Loss of habitat, more intensive agriculture and

the use of pesticides have resulted in fewer wildflowers in the landscape, meaning that bees are struggling to survive.

According to the Bumblebee Conservation Trust, the pollination of commercial crops such as tomatoes, peas, apples and strawberries means that insects are estimated to contribute over £400 million per annum to the UK economy and €14.2 billion per annum to the EU economy.

OPEN INVITATION To see huge crowds queuing for hours just for a final chance to see inside Battersea Power Station is, to us, evidence of three things: first, that the general public's enthusiasm for all aspects of the built environment is if anything underserved by such events; secondly, that we at _FM World_ have probably written too much about London issues in recent 'No 2 Days' columns (sorry, we'll be rectifying that); and thirdly, that there has to be something reassuring for FMs about such vast levels of public enthusiasm for working buildings.

Because if we as the general public are that interested in seeing a former working building that's been derelict for so many years, we're surely harbouring a residual interest in our own contemporary workplaces. People have a natural fascination with the built environment in all of the ways it affects them; and as we know, FMs have one of the most important professional roles in providing the one in which they spend most of their time – the workplace.

IN THE NEXT ISSUE OUT 17 OCTOBER

PA

FEATURE: BT'S NEIL EDMOND ON THE COMPANY'S DECISION TO BRING FM BACK IN HOUSE /// FEATURE: DISABILITY ACCESS – THE FM DIMENSION /// RISK MANAGEMENT AND THE FACILITIES MANAGER, PART THREE /// FM IN RETAIL ENVIRONMENTS /// LEGAL UPDATE /// GREY WATER RECYCLING /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

46 | 3 OCTOBER 2013 | FM WORLD

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26/09/2013 18:09

Advertisement feature

UK Gutter Maintenance Paul and Kathy Blair, husband and wife and co-owners of UK Gutter Maintenance Ltd were delighted when the opportunity presented itself in the Spring of 2008 to form their own specialist gutter cleaning company and have never looked back since. Despite the economic doom and gloom theirs is a true success story.

Between them the couple have over forty years experience working within specialised service industries, over ten of which have been dedicated to gutter cleaning activities.

Both Paul and Kathy have a passionate belief in what their company stands for and a refreshingly uncomplicated common sense approach to managing their business. Their work ethic is based on teamwork and by placing a greater reliance and responsibility on those who work with them they have succeeded in achieving a consistently high and personal level of service that they believe is unrivalled in the industry.

Kathy Blair Managing Director says “in an industry where the end product invariably cannot be seen it is of paramount importance that clients have confidence in the company they choose to employ. We instil that confidence and trust by focusing on all aspects of our performance. With our teams’ combined and varied knowledge we have a unique understanding and empathy with what our clients expect from us and are committed to meeting those expectations by ensuring that all jobs are done properly and to the complete satisfaction of our customers”.

Placing utmost importance on Health and Safety the couple chose to appoint a Health and Safety Manager, Mr Martin Young whose sole responsibility is to ensure that all works are undertaken in a safe manner. Martin has had a long and varied career, primarily within the engineering sector and five years ago took the decision to obtain a NEBOSH qualification and focus on Health and Safety. Martin’s particular expertise lies in working at height and he has proven to be an invaluable asset to the company.

after digital photographs of all works are always provided together with reports upon on any major defects found or areas of concern.

for our national clients and work for several national help desks on a call-out basis.. This is proving to be an invaluable service and as far as we are aware UK Gutter Maintenance Ltd is the only company in the UK offering this type of service on such a major scale.

Due to the nature of these types of works, in most cases leaks are experienced inside the building and temporary repairs are required to prevent a further ingress of water. Inevitably we find that these leaks are not necessarily a gutter maintenance problem but could also be caused by defective areas on the roofs.

In some instances the gutter and roof defects we encounter need a permanent long term solution. This has resulted in our gutter cleaning service and skills extending to incorporate the treatment of leaking joints and badly corroded gutters as well as undertaking full roofing and skylight repairs, including the treatment of cut edge corrosion.

Consequently over the years our experience and expertise has evolved which now enables us to offer a complete gutter and roof maintenance service. This gives the Company the distinct commercial advantage of being able to offer a truly complete package.

A flexible and complete service

All teams are supplied with liveried 16.5 m boom vans as a standard piece of access equipment and are fully equipped with specialist safety equipment, particularly for undertaking works on fragile roofs or where skylights are present.

Additional equipment is resourced to suit each individual task and the appropriate team members are deployed to deliver a bespoke service to clients’ individual requirements.

Kathy Blair states “The structure and flexibility of UK Gutter Maintenance means that we are able to work throughout the country in just about any location, at relatively short notice.

We also offer an emergency call-out service

Communication is seen as key to the company’s ongoing success and clients are kept fully informed of progress before, during and upon completion of works. Before and

Wherever possible, should there be any minor defects found these are carried out before leaving the site.

Paul Blair states that “our clients acknowledge that this procedure is very effective and the provision of photographs is the only way that they can actually see that the work has been carried out. Unfortunately in our industry there are too many people that do not do the work they have been brought in to do. There have been many occasions when we have surveyed a job only to find that the company last employed to do the gutter clean or repair work had not done it properly, if at all”.

UK Gutter Maintenance Ltd has a reputation for honesty and trustworthiness and an ever growing and loyal client list with household names such as Interserve FM, FES FM, Facilities Services Group, ATS Euromaster, Carpetright, Topps Tiles, C Brewers & sons and The Open University to name but a few.

Kathy says “we are in the enviable position of clients actually wanting UK Gutter Maintenance Ltd to work for them. We have never been busier and for Paul and I owning our own company and being in control of our own destiny is the best thing that could have happened to us. Our business has been built on client relationships and our motivation and success lies in the fact that we personally know the majority of people we work for and for whom we deliver a high level of service which represents value for money, professionally, efficiently and safely”.

Services – Overview

• •

Major planned preventative maintenance (PPM) gutter cleaning contracts Fast reliable call-outs for national help desks

• •

Gutter maintenance and repair works Gutter waterproofing treatments (up to 15 year guarantee)

• • •

Siphonic system repairs and installations Roof and sky light repairs/replacements Re-testing of safety wire systems

For further information please contact us on Tel: 01748 835454 or visit our web-site:

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Selectamark Security Systems plc, 1 Locks Court, 429 Crofton Road, Locksbottom, Kent, BR6 8NL. UK. DA0106/1

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