FM World 17 October 2013

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

FMWorld www.fm-world.co.uk

Bringing FM back inhouse: Neil Edmond explains BT’s vision

CALLING THE SHOTS

cover.indd 1

10/10/2013 17:02

FMW.17.10.13.002.indd 2

11/10/2013 11:50

VOL 10 ISSUE 19 17 OCTOBER 2013

CONTENTS

06 | Power shortages

22 | BIFM Awards winners

30 | Disability access

NEWS

OPINION

FEATURES

6 The National Grid has reported spare electricity capacity is at a new low 7 UK firms are fearing security breaches from BYOD strategies 8 Project of the Fortnight: The Park Theatre, Finsbury Park, London 9 Think Tank: How involved is FM in IT management and specification?

10 Business news: Graeme Davies on sustainability’s push into the mainstream 11 New GPS contracting model receives enthusiastic response 12 In Focus: Simon Esner on giving treating large and small clients equally 17 Report from the BIFM Scotland Conference

14 Perspective of a facilities manager: John Bowen on insourcing vs outsourcing 15 Five minutes with Anne Lennox-Martin 50 No Two Days

34 | Risk management

18

Calling the shots: Last year, BT bought out its FM services provider and launched BT Facilities Services Ltd. One year on, BTFS aims to offer its services to other organisations

22

BIFM Awards: All the winners from this year’s awards, held at London’s Grosvenor House Hotel to celebrate the best in facilities management

30

Helping hands: FM has a major part to play in the working lives of disabled employees. Nick Martindale looks at organisations that have made

34

Problems you can’t afford: In part three of his mini-series, Bernard Williams explains the power of justifying facilities investment through risk appraisal

MONITOR 38 How To: Top tips for cloud computing and security 39 Insight: Market intelligence

REGULARS 40 BIFM news 43 Diary of events 44 Products 46 People & jobs 47 Appointments

For exclusive online content including blogs, videos and daily news updates

visit fm-world.co.uk FM World Jobs – the best place to find FM career opportunities online

visit fm-world.co.uk/jobs For daily notice of the latest FM news and fresh FM World content, follow us on Twitter Cover Image: PETER SEARLE

visit twitter.com/fm_world FM WORLD | 17 OCTOBER 2013 | 03

03_Contents.indd 03

15/10/2013 14:12

04 | 17 OCTOBER 2013 | FM WORLD

FMW.17.10.13.004.indd 38

11/10/2013 12:21

Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news desk: Call 020 7880 8544 ⁄ editorial assistant: James Harris ⁄ consultant art director: Mark Parry ⁄ art editor: Daniel Swainsbury ADVERTISING AND MARKETING email: sales@fm-world.co.uk

MARTIN READ EDITOR COMMENT

LEADER

senior display sales executive: Norbert Camenzuli (020 7880 7551) ⁄ display sales executive: Jack Shuard (020 7880 8543) / recruitment sales executive: Leila Serlin (020 7324 2755) PRODUCTION production manager: Jane Easterman senior production executive: Aysha Miah PUBLISHING publishing director: Joanna Marsh Forward features lists and media pack available at www.fm-world.co.uk/about-us

o here we go again – a major international company, ironically perhaps a key player in the IT revolution itself, wants its employees to work from the office more and from the home less. Everything we thought we knew about flexible working is, for the second time this year (Yahoo! hit the headlines for a similar announcement in the summer), up for debate. And while HP’s is not the blanket ban imposed by Yahoo!, the language it’s using is interesting.

“We need to build a stronger culture of engagement and collaboration; the more employees we get into the office the better company we will be,” explained an allstaff briefing note.

This seems to be about applying brakes to a policy rather than forcing a full stop.

But the way in which teams collaborate, and the extent to which that collaboration is conducted face-to-face, is obviously a question of deep-seated debate.

Also, “culture of engagement” is an illuminating phrase. Much is said about flexible working’s great gifts to individual workers – giving them freedom to work around their non-work commitments, concentrating when concentrating is needed and collaborating when that’s the name of the game. But perhaps the issue concerns multiple ideas of what constitutes “collaboration”.

Technology allows us to Skype, chat, message and otherwise audio/video/web conference with others. Reliance on this stuff is increasing on a daily basis. Yet the liberal use of these tools can encourage the absence of something really quite important – actual physical engagement. Teams can be more productive when they’re in the same physical space. Teleconference all you want, there’s nothing quite like everyone being in the same room. (Perhaps this physical engagement needs a buzzword to describe it. “Actual Reality”?)

This, somewhat belatedly, seems to be what HP and others are now scrabbling to come to terms with. It’s far too easy to focus on the financial benefits that derive from moving to a displaced workforce; but prioritising the potential to save money on office space ahead of the most productive mix of office and displaced working could prove to be damaging in the extreme. If the Yahoo! and HP examples tell us one thing, it’s that when organisations that would seem the obvious trailblazers pull back from the brink of a full-blown flexible working revolution, there’s surely something important for us all to consider. “Work is something that you do, not somewhere you go” continues to be a great soundbite, but is it reall 100 per cent accurate?

It’s an extraordinary time. Tools for measuring every conceivable aspect of human interactivity are being commodified at a dizzying rate, while awareness of how that might affect the workplace is on the up.

Still, just for now we’ll have to park the debate and focus on the recent BIFM Awards. What a night, and what a wonderful array of worthy winners. You’ll see our initial report on page 22, but look out for our profile of Deborah Rowland, the new facilities manager of the year, in our next edition. From FM World, our congratulations to all those nominated and victorious. We look forward to presenting as many of your stories as we can in the months ahead.

S

SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/ subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call James Harris on 020 7880 6229.

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄ Martin Bell, independent consultant, Norland Managed Services / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Haywards ⁄ Rob Greenfield, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM tutor and author ⁄ Chris Wood, FM consultant Average net circulation 11,920 (Jul 12 – Jun 13) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

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

BIFM ENQUIRIES

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: 0845 058 1356 Email: admin@bifm.org.uk Web: www.bifm.org.uk

www.fm-world.co.uk

05_Comment.indd 05

“Tools for measuring every aspect of human interactivity are being commodified”

FM WORLD | 17 OCTOBER 2013 | 05

11/10/2013 17:42

FM NEWS SIGN UP FOR FM WORD DAILY AT FM-WORLD.CO.UK

ENERGY

Power shortage risk hits new high Fears over potential power shortages this winter have ramped up after the National Grid said spare electricity capacity was at its lowest in years.

In its annual Winter Outlook Report for 2013/14, National Grid said the margin of spare electricity capacity in the event of a bad winter was 5 per cent. This is almost half of last year’s buffer and the smallest since 2008.

However, the National Grid said that the market still had the capability to meet expected demand. National Grid director of market operations Chris Train said: “While there have been power station closures since last winter, the information suggests that the market can meet demand in cold weather.

“But as the system operator, we’re never complacent and it’s up to us

to be ready to balance the system in real time. We believe we are ready and have the tools we need to play our part.”

Sunil Shah, managing director of CSR specialists Acclaro Advisory, told FM World that the main issues for FMs would be business continuity.

“FMs will have to think about what is business critical and what’s not critical if there was a fall in energy,” he said. “That should already have happened with business continuity plans, but that would be mostly geared towards what happens if power goes out completely. This would be more about what would happen if you had to cut out 10 to 15 per cent of energy use.”

“Most kit that’s running buildings does not have to be on all the

time,” Shah added. “It probably wouldn’t be that difficult to look at maximising energy efficiency and cutting off five to 10 per cent.”

James Woudhuysen, professor of forecasting and innovation at De Montfort University, said the situation highlighted the need to rethink the approach to energy supply more generally.

“The wider issue here is – what are FMs going to do to contribute to more innovative energy?” he said.

“If FMs aim to innovate in their every day job, they should have something to say about how to create a high capacity, cheap and green energy supply. FMs need to step up and rally for a new debate about energy innovation.”

SHUTTERSTOCK

Empty offices push costs to five-year peak Failure to cut down on empty office space has pushed the cost per UK employee to a five-year high, according to new research.

Data collected by real estate analyst IPD suggests that the average annual cost to office occupiers of accommodating a full-time worker rose almost 6 per cent to £4,638 last year, despite corporate drives to try and improve efficiency.

Longer-term occupancy contracts mean that many occupiers have not been able to cut down space in line with reductions in worker numbers during the recession, the research said.

06 | 17 OCTOBER 2013 | FM WORLD

06_News.indd 06

The need for expert skills also means that many firms have not been able to cut maintenance costs effectively as part of recessiondriven efficiency measures, the study concluded.

UK rents, rates and maintenance

costs all rose between 2011 and 2012. One result is that rent makes up less than 50 per cent of total occupancy costs for the first time in eight years.

According to the study, teleworking, cloud technology and hot-desking have contributed to better space efficiency and more stable employee costs over the last five years.

However, now that those efficiency measures have been implemented, continuing cuts to worker numbers is outpacing that of office space downsizing, pushing up the cost of the average full-time employee.

Average space per full-time employee went up for the first time in eight years, by 2.5 per cent.

This reverses a trend that has seen space for office workers shrink 17 per cent since 2005, to 10.2 square metres in 2012.

UK offices are the most spaceefficient in Europe but, according to the IPD Blue Chip Office Index, which measures 382 office buildings around the UK, rents per square metre rose by 1.9 per cent, rates by 6.1 per cent, and maintenance costs by 3.7 per cent last year. This has all contributed to increased costs per employee, despite the use of less space. www.fm-world.co.uk

11/10/2013 16:09

NEWS

BRIEFS Life cycle costing standard

SHUTTERSTOCK

UK firms fear BYOD security breaches Almost all of UK businesses have had, or anticipate, a security breach from implementing Bring Your Own Device strategies, according to new research.

A survey of 100 UK companies with more than 1,000 employees by electronics firm Samsung found that 97 per cent said they had suffered a security breach in the last two years, or anticipated that they would have if they allowed workers to bring their own device.

Only one in five organisations surveyed have updated their BYOD

security policy, while only 8 per cent plan to, the research found.

However, the research also reported an average cost saving of £6 million from implementing BYOD policies, highlighting the dilemma for firms.

Surveyed companies employing BYOD reported a 17 per cent cut in the annual communications bill, with 47 per cent reporting an increase in employee engagement.

Graham Long, vice president, enterprise business team at Samsung, said the research

highlighted benefits of mobile working through BYOD or Choose Your Own Device policies.

But he added: “The potential to lose customer data and other confidential information through mobile devices shows how threatening BYOD could be for firms. It’s crucial that businesses ensure that enterprise mobility strategy has a highly secure infrastructure as its foundation, together with effective and clear user policy guidelines that are implemented consistently.”

SURVEY

FM World launches reader survey

FMWorld CLASSIC MA TCH THE MA GAZINE

ww w.f m-

The FM World biennial readership survey is now open – the fifth time we’ve asked BIFM members and FM World subscribers to tell us what they think about our output, both in print and online.

The survey is an important tool that helps us ensure we provide you with the material you need to do your job and develop as an FM practitioner. It’s an opportunity to help shape our future content and format.

As a thank you for completing the survey, everyone who does so will be entered into a prize draw to win an Apple iPad. All answers will be treated as completely confidential and will only be analysed in aggregate form – we guarantee not to pass the information on to anyone else.

The survey should take no more than 10 minutes to complete. The deadline for completing it is 20 December 2013.

Thanks in advance for your help, it’s much appreciated. To take part, go to: tinyurl.com/FMWorldSurvey2013

FOR THE

wo rld .co

BRITISH

INSTITUTE

OF FACILIT

IES MANAG

EMENT

| 3 OCT OBER 201 3

.uk

FM test at the Kis the boundarie a Oval s

FMWorld DIV THE MA GAZINE

ww w.f m-

01 FMW

Cover.indd

FOR TH

wo rld .co

E BRITIS

H INSTIT

UTE OF

FACILIT

IES MANA GEMEN

T | 5 SEP TEMB

INE INSPIRATION FM’s de One Angsign role at the Co-o el Square, Group’s perative headqu new arters

Cover 2.indd

1

FMWorld THE MAG AZINE FOR

www.fmworl

Survey probes FM agenda The BIFM and the National Energy Foundation (NEF) have launched a survey, examining where energy use is on the FM agenda.

The survey, with help from BIFM’s Sustainability special interest group, aims to shed light on how FMs are tackling the gap between actual and predicted energy performance in buildings.

The NEF’s chief executive Kerry Mashford said that FM professionals were uniquely placed to influence the extent and type of energy consumed when buildings are in use.

The findings will be made available in a report scheduled for next January.

Watts joins 2050 Group

ER 2013

.uk

01 FMW

New guidance on the life cycle costing of maintenance has been published by the British Standards Institute (BSI).

The BS 8544:2013 standard covers buildings, systems, assemblies, components, tasks/ actions, resources and materials, as well as maintenance planning during the in-use phases of a facility’s life cycle.

BS 8544:2013 Guide for life cycle costing of maintenance during the in-use phases of buildings also gives guidance and recommendations on the planning and prioritisation, budget-setting, optimisation, implementation and monitoring of life cycle programmes of maintain and/or renewal works.

THE BRITI

SH INSTI

TUTE OF

FACILITIES

MANAGEM ENT

| 19 SEPT EMB 25/09 ER12:53 /2013 2013

d.co .uk

Head of environment for Workplace Law Peter Watts has been appointed to the 2050 Group. The group comprises professionals who represent a range of disciplines across the built environment.

When it was established in 2010, its aim was to feed into the Innovation and Growth Team review, an initiative led by the Construction Industry Council.

The 2050 Group’s objectives include a vision of collaborative working, enabling construction and professional bodies to work together, and achieving a carbon neutral construction industry by the year 2050.

1

FM WORLD | 17 OCTOBER 2013 | 07

www.fm-world.co.uk 28/08/2013

INSIDE INFORMATION

15:54

How FM H s can pre data falling ven into the t company wrong han ds

01 FMW

07_News.indd 07

Cover.in

dd 1

11/10/2013 17:43 11/09/20

13 12:14

FM NEWS SIGN UP FOR FM WORD DAILY AT FM-WORLD.CO.UK

PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Office sector gaining from economic recovery The commercial property sector is starting to reflect the UK’s more positive economic outlook, according to data from property agents.

The forecast for returns from all property sectors has increased to 6.6 per cent for 2013, up from the previous forecast of 5.8 per cent, according to real estate firm Jones Lang LaSalle.

The firm forecast that the office sector would deliver the strongest returns this year, especially central London at 9 per cent. The next strongest sector will be the industrial sector, followed by the retail sector.

Andrew Burrell, head of EMEA forecasting at Jones Lang LaSalle, said: “Recent numbers from the UK economy have been more positive and this is reflected in our property view for 2013. But we remain cautious about the longer term as there are still significant hurdles for the economy to overcome before we revise our outlook upwards.”

Partnership will secure heat network quality

PARK THEATRE, FINSBURY PARK, LONDON OPENED: May 2013 COST OF BUILD: £2.5 million DESIGN: David Hughes Architects CONSTRUCTION: Forgewood Group Limited BUILD TIMEFRAME: 3 years

Park life Park Theatre, situated in Finsbury Park, north London, is built on the plot of a disused office and incorporates both a 200-seat theatre (Park 200) and a smaller, 90-seat space (Park 90).

Three residential apartments were initially built above the theatre.

The sale of these enabled works to begin, with the remainder raised through private donations.

A dual level café-bar is connected by an atrium, and opens throughout the day and as late as 2am at weekends. The bar will also include a gallery, which will host a number of exhibitions.

Artistic director Jez Bond said: “Our journey to the opening of Park Theatre began in 2009, when we discovered the space by Finsbury Park tube station. This area is one of the most culturally engaged parts of the capital, and yet, until now, was not served by its own professional theatre. Our aim is to bring great theatre to the doorsteps of our local community, and also to attract an audience from across London, with a venue just 15 minutes from the centre of town.”

Contractors used in the new build project include Forgewood Group Limited, Hall Stage Theatre Equipment, Maltbury Staging and Northern Light.

08 | 17 OCTOBER 2013 | FM WORLD

08_News.indd 8

CIBSE is collaborating with the Combined Heat & Power Association for a series of measures to promote the use of district heating.

The partnership will develop a code of practice to help local authorities that are considering how to implement district heating, which uses networks to distribute heat to multiple buildings.

The code will support the spread of the technology by increasing the confidence of developers and investors, the partnership believes.

Phil Jones, chair of the CIBSE CHP & District Heating Group, said that the code could be included in contracting.

“The code will provide a foundation for training and differentiate those with specialist skills, through the accreditation and registration of heat network designers and engineers,” he said.

FMs line up for Women in the City award Finalists for the facilities management category for the Women in the City Woman of Achievement Award 2013 have been revealed. ● Katrina Dowding, managing director, Skanska Facilities Services ● Lucy Jeynes, founding partner and managing director, Larch Consulting ● Rana Nazir, contract manager, Mitie ● Deborah Rowland, head of facilities management strategy and policy, Cabinet Office. (Rowland has just won the Facilities Manager of the Year category at this year’s BIFM Awards – see page 22.)

Women in the City is a membership organisation that promotes female talent. The Woman of Achievement Award recognises senior and partner-level women who, as well as fulfilling a demanding job, are actively supporting the progress of women.

The other award categories include financial services, the built environment, legal services and medical and healthcare. The winner of the FM category will be announced on 24 October. An overall winner will be chosen from among the category winners and announced on 29 November.

SIA confirms licensing timetable The Security Industry Authority (SIA) has confirmed the timetable for the implementation of a new licensing regime for security businesses.

From 6 April 2015, all regulated security businesses will need to hold an SIA business licence. The SIA is responsible for regulating the private security industry in the UK. The proposed implementation dates are: ● 7 April 2014: SIA accepts business licence applications. ● 1 October 2014: The last recommended business licence application date. ● 6 April 2015: Legal requirement to have a business licence.

To qualify for an SIA business licence, a security business must demonstrate that it is “fit and proper” to supply security industry services.

The SIA will consider any issues relating to identity, criminality, financial probity, integrity and business competency. www.fm-world.co.uk

11/10/2013 16:29

FM NEWS SIGN UP FOR FM WORD DAILY AT FM-WORLD.CO.UK

THINK TANK

WE ASKED 100 FMS…

Specifying role in IT 7%

Involved in maintaining the environment in which the IT operates 73%

IT takes care of specifying and procurement 20%

How involved is FM in the specifying and management of your organisation’s IT? Information technology can be so many things to organisations, from the bringer of operational efficiencies through to the provider of game-changing differentiation.

Yet how galling it can be for IT to be perceived as being a strategic department when facilities management has to deal with all the ramifications of IT’s introduction into the workplace.

So has the way in which we use and deploy IT seen FM become more involved in its procurement?

We asked our Think Tank group just how involved they were in the specifying and management of their organisation’s IT.

“This is a much more complex area than it may first appear,” said one correspondent.

“The move to laptop from desktop and centralised printing has allowed the reduction in desk space required from the days where we had large CPUs, monitors and local printers.”

Another ThinkTank member thought it inevitable that the two departments would interact more in the future, with FM consulted on IT procurement.

“There is a convergence between facilities and IT, which will only increase in the future. The success of any workplace strategy is

dependent on this. I don’t see either side losing out.”

Choices of IT, and significant changes to the IT requirement, have an inevitable effect on facility requirement, said one FM. “The type and specification of IT can influence both the electrical installation and heating and cooling requirements - servers in particular can be very sensitive.”

Indeed, FM’s role in managing server rooms and data centres was mentioned by many who thought the mission-critical nature of such facilities could only help raise the profile of FM as well as IT. As for communication between

the two departments, there’s clearly work to be done here.

“FM should be consulted and IT informed of what costs their solutions would incur or savings they could generate,” said one correspondent. “The resulting specification should be influenced by these aims.”

And one FM signed off with an air of resignation.

“It’s just a shame that the two departments rarely talk to each other!”, he said.

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

SHUTTERSTOCK

Workplace injury and carbon reporting rules change Changes to health and safety and environmental reporting regulations have come into force this month.

The classification of workplace injuries and work-related injuries has been streamlined under changes to the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) 1995.

The Health and Safety Executive (HSE) has replaced the list of ‘major injuries’ to workers with a shorter list of ‘specified injuries’, while the schedule of 47 industrial diseases has been replaced with eight categories.

Fewer types of ‘dangerous occurrence’ require reporting under the changes.

The changes will clarify and simplify reporting requirements, www.fm-world.co.uk

09_News.indd 9

More than three-quarters of workers feel tied to their desks for the majority

while ensuring collection of accurate data.

Under changes to first aid rules, businesses’ training and qualifications no longer need HSE approval.

This means that businesses now have more flexibility in how they manage their provision of first aid in the workplace.

HSE said the changes would put “common sense” back into regulations and remove the burden from firms, while maintaining health and safety standards.

The government said that changes were part of a drive to make the UK more business friendly and cut red tape.

Business minister Michael Fallon said: “For small firms, less time spent filling in forms means more time planning the next project, winning the next contract or looking for the next young recruit.

“Reducing government interference is improving Britain’s international reputation as a lowregulation, pro-business nation, but more must be done. To give our firms the best chance of winning on the global stage, we will press for more cuts in red tape in Europe,

as well as at home.”

All businesses listed on The London Stock Exchange will now also have to report on greenhouse gas emissions in their annual directors’ report.

The Depart for the Environment, Food and Rural Affairs has produced guidance for firms to help them comply with the requirement from the Climate Change Act 2008.

Employment law changes to come into force from the beginning of the month include an increase in minimum wage to £6.31 per hour.

There have also been changes to shareholder voting on director’s pay. The changes came into force on October 1.

Changes to TUPE regulations, originally scheduled for this month, are now likely to come into force in January next year.

FM WORLD | 17 OCTOBER 2013 | 09

15/10/2013 15:57

FM BUSINESS SIGN UP FOR FM WORLD DAILY AT FM-WORLD.CO.UK

ANALYSIS

Sustainability: when is it too much, too soon?

GRAEME DAVIES newsdesk@fm-world.co.uk

Phrases such as sustainability, emissions reduction and corporate social responsibility may have been dismissed by some as ‘greenwash’ over the years, but recent developments prove that such policies are becoming ever more integral to how businesses operate.

Theoretically, the shift of sustainability into the mainstream should throw up considerable opportunities for service providers to win business and grow market share, but the reality has proved a little more thorny, with many companies finding it difficult to

monetise the potential in this shift. But as the weight of regulatory burden on companies continues to grow – both from UK and European Union legislation – the problem for suppliers such as FMs is when to ramp up their expertise in a bid to capitalise.

A prime example of this is Carillion, which recently had to scale back its energy services operation after a slower than expected take up of the Green Deal for individuals and the Energy Companies Obligation for power companies. Both of these perfectly laudable schemes are designed to encourage and enable

households to improve their energy efficiency and even to generate some of their own energy.

But Carillion tooled up to serve this market too rapidly compared to the slow response from homeowners and energy companies and now has to scale back its operations, at a potential cost of up to £40m in this financial year (see page 11).

In the case of the Green Deal, while there has been initial interest in the scheme, 58,000 households had inspections for suitability carried out by the end of July, but only 132 of these signed up for work and only 12 had taken out Green Deal finance. And with the Labour opposition indicating that it may discontinue the Green Deal in favour of a different scheme should it win power in 18 months’ time, demand could remain subdued. This is a prime example of where consumer-facing operations must make a difficult decision. Capacity is required to

Contract wins

NEW BUSINESS Lindley Heritage, part of The Lindley Group, has won a £12.5 million contract with the Sage Gateshead arts venue.

Under the five-year contract, Lindley will provide catering and hospitality services for all public events and private functions at the venue on the south bank of the river Tyne.

Services provider Mitie has secured a £38 million waste management and cleaning contract with pub and restaurant operator Mitchells & Butlers.

The new contract is for a three-year period and builds upon Mitie’s existing relationship with Mitchells & Butlers, where it provided pest control services 10 | 17 OCTOBER 2013 | FM WORLD

10-11 BusinessNews.indd 10

in a previous deal. Mitie will provide recycling and environmental services at 1,600 restaurants and pubs across UK. It will also deliver cleaning at 650 sites.

G4S has won a major contract to provide security to Bank of America Merrill Lynch operations in the UK. The deal will see G4S secure six sites for the bank, which the security firm said is one of its largest commercial contracts in the UK, with a multi-million pound annual value. More than 200 staff from G4S Secure Solutions (UK) will provide reception security, access control, patrolling, administration, CCTV operation and systems, intelligence and

risk management at the sites across the UK and Ireland, including Bank of America Merrill Lynch’s headquarters at King Edward Street, London.

FES FM will provide facilities management services as part of a contract to build and maintain new campuses for the City of Glasgow College. FES FM will provide hard FM and life cycle services over the 25-year contract, which has been awarded to The Glasgow Learning Quarter (GLQ) consortium.

Creative Taste has won a £7 million contract to provide catering services for Greenwich Park in south-east London.

The five-year contract will see Creative Taste, part of caterer Creativevents, operate the Pavilion Café, the White House Bakery – a coffee and bakehouse – and two kiosks in Greenwich Park from November. The Pavilion Café will get an internal makeover including improved lighting and seating.

grab market share, but if take-up fails to meet expectations, maintaining such capacity becomes uneconomical.

Where FMs can make a major difference is in the corporate world, where regulation and legislation is forcing even the most truculent operators to toe the sustainability line.

Sustainability is becoming increasingly important in new buildings, with London landmarks such as the Shard and Heron Tower leading the way, and also in how older buildings are retrofitted and run.

Energy efficiency and reducing emissions are important, mainly for practical reasons rather than moral ones. From the beginning of this month, companies listed on the London Stock Exchange must deliver mandatory carbon reporting alongside their annual financial reports detailing the emissions they make. This creates opportunities in advising on measuring and reporting carbon emissions and reducing them.

And social sustainability legislation calls for more than just energy efficiency, as companies are being asked to take more responsibility for their impact on local environs. In this sphere, too, clients will increasingly look to their FM provider to advise and lead on meeting suitable sustainability standards.

Sustainability is a broad church and there are many areas where FM providers can win business. But they can only do this through being proactive and trying to stay ahead of the competition. Unfortunately in some cases, this raises the risks of getting too far ahead of the game too soon, with costly consequences.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

11/10/2013 16:10

New GPS contracting model received positively Participants at a Government Procurement Service (GPS) supplier conference have expressed enthusiasm for the new Facilities Management Contracting Model (FMCM) being proposed by the GPS for the procurement of FM services.

At its first supplier conference, the GPS “outlined the proposed contracting model and its key features, explained how to bid to participate in the contracting vehicle, and gave an overview of the managed service which will procure FM contracts on behalf of central government departments, from multiple suppliers via the contracting vehicle”.

The new model is set to replace the existing framework (RM708), and is intended to enable customers to access a “wide range of specific services” through

Whitehall is rethinking the way it procures FM services

a choice of separate facilities management lots.

An “FM Marketplace” will set up a pre-approved supplier approach, with the intention of enabling a large number of providers, from SMEs to multi-

BUSINESS BRIEFS

nationals, to participate. It is intended to provide customers with a quick and efficient route to market for low value contracts, typically less than £1 million.

The model will also incorporate options for Total FM, hard FM and a range of soft FM service lots including cleaning, security, waste management and catering.

The FMCM framework follows the announcement in July of the new Crown Commercial Service (CCS), which is set to handle between £10-12 billion of spending on a range of goods and services from FM to energy and IT. The CCS aims to save £1 billion by working with departments and wider public sector organisations.

Carillion to revamp after slow Green Deal Carillion is to restructure part of its energy operation due to a slow Green Deal market.

The company said that the slow development of the government’s Green Deal initiative, combined with the delayed start to the Energy Obligations (ECO) market, had affected its revenue from energy services.

In its interim management statement, Carillion said: “The development of the Green Deal market continues to be slow and ECO may now be subject to further delays. Consequently, we will restructure this area of our business during the remainder of 2013 to ensure that it is aligned to the markets in which it operates.”

The company said it was www.fm-world.co.uk

10-11 BusinessNews.indd 11

still assessing the extent of the restructuring needed, but expected total operating charges of £40 million in 2013.

However, Carillion said that overall it had both a strong order book and pipeline of contract opportunities.

The company said it expected to deliver full year underlying profit and earnings in line with market expectations.

The Green Deal, which helps homes and businesses to make energy saving improvements, was introduced in England, Wales and Scotland earlier this year.

An independent study into whether the government’s energy and carbon policies are having an impact on commercial property

Cofely goes global Cofely has launched a new international FM division for its total facilities management (TFM) operations. The new division will be the single point of contact for Cofely’s existing global, multinational and regional clients.

Cofely is part of utility company GDF Suez, and delivers TFM in more than 30 countries.

Cofely International FM is incorporated in the UK with operational bases throughout EMEA, Asia Pacific, North America and Latin America.

Cofely International FM will be headed by GDF Suez Energy Services’ international FM director Juergen Kulka.

Amey wins £144m gas deal Amey has secured a £144 million contract to replace and maintain Northern Gas Networks’ pipeline.

Under the eight-year contract, Amey will support the northern England gas distributor in replacing some of its gas mains.

It will also maintain over 37,000km of gas pipeline, delivering service and metre connections and emergency repairs, too.

14forty

Carillion is restructuring energy operations

is being carried out by the Green Construction Board and the Green Property Alliance.

The study is set to review energy efficiency policies and initiatives, such as the Carbon Reduction Commitment, Energy Performance Certificates and the Green Deal.

As announced in the last edition, 14forty is the new integrated facilities management (IFM) business from Compass Group UK & Ireland. We wanted to clarify that 14forty will sit alongside Compass’ single service food brands and non-food brands including VSG (security) and ICM (cleaning). In the UK, the B&Ifocused 14forty brand will replace the Eurest Services brand while Eurest will remain a core workplace catering business for Compass Group UK & Ireland.

FM WORLD | 17 OCTOBER 2013 | 11

11/10/2013 16:10

FM BUSINESS IN FOCUS

THE ISSUE: Growing a service provider by focusing on both large and small clients alike

THE INTERVIEWEE: Simon Esner, director, BaxterStorey

The little things in life Is big always better? Can small really be beautiful when it comes to business? Well, much depends. But ignoring the needs of smaller clients is not a winning strategy for service providers, claims BaxterStorey’s director Simon Esner. “There seems to be a worrying trend that the bigger FM contractors get, the more they focus solely on big contract wins and begin to snub smaller companies,” Esner says. “They become blinkered by their own size and think that the only way to sustain their growth is to target ‘high-value’ famous names that get money in the bank and kudos on the street.”

This, Esner believes, is a “naïve and foolish approach” that not only leaves the contractor open to risk, but could also mean they’re missing out on some of the most rewarding client relationships.

“Don’t get me wrong, largescale contracts with industry heavyweights can be fantastic,” Esner says. “They definitely have their role to play in strengthening a company and bolstering its reputation. But they have to be well-planned, and of the right fit. Lose a big client and not only can your bottom line take an unsustainable hit, sometimes so too can your reputation.

12 | 17 OCTOBER 2013 | FM WORLD

12_BusinessFocus.indd 12

“What I always hammer home to my team at BaxterStorey is the need to value smaller contracts. They’re the bedrock of any successful company. For us, they’re what our business is all about. They give you experience, loyalty and often greater flexibility to try new ideas and ways of working. In return, you often get more engagement, support and appreciation.

“There’s the misconception that now we’ve [BaxterStorey] grown we only work with big companies, but that’s not true. We grew our company to what it is today by serving single-site companies and remain committed to working with many of them and others like them today.”

It’s the maintaining of relationships that’s key. Esner says: “We always think about the life value of a new contract, rather than the gap we need to fill this year. You don’t get to 12 years of consistent growth without playing the long game.

“I’m not saying you can’t have this with large-scale clients, because you can and we do, but you have to be sure not to overstretch yourself. No contract is too small or too big, it’s about whether there is added value for the client, the customer and for us.”

Relying too heavily on nationwide or multi-site contracts can ultimately leave a service provider in a precarious position, Esner believes.

“The chances are that decisions about facilities management are far removed from the relationship you have with your client; they can often be linked with other services that are out of your control. For example, we used to work with a wellknown institution that decided to outsource all of its FM to a single supplier. Needless to say, as specialists in catering this put us out of the running for the rest of the contract. The loss naturally had its commercial impact, but perhaps more importantly it meant we had to part ways with some truly fantastic colleagues.

It just wasn’t possible for us to redeploy everyone to new roles, so we were forced to lose their expertise and our significant investment in their training and development. Losing a big contract unexpectedly also gets the rumour mill going, which meant we had to spend time explaining to the outside world that there was nothing untoward behind the news.”

Smaller contracts tend to mean smaller teams and the opportunity

for a tighter relationship, Esner believes, and cites BaxterStorey’s contract with IT company Oracle.

“We started working with them back before we were even called BaxterStorey and just operated in their Bracknell site.

As our relationship and client understanding has developed so too has our contract, to the point where we now operate across all of their European sites and use them as a testbed to implement new trends and techniques. We even launched our Chef Academy with them, an initiative which has trained over 200 chefs to date and greatly benefited our business.”

Esner puts relationship management down as the reason for his business retaining some clients “since the year dot”.

“Ultimately, what I’m saying is that you should not underestimate the power of smaller clients. Yes, it’s great to work with big names – they can provide wonderful opportunities and you can achieve great things together – but remember that smaller contracts have their place too. In fact, those clients might be more open to trying new things and innovating, and have the potential to grow over time – or might simply just be jolly nice people to work with.”

www.fm-world.co.uk

15/10/2013 14:13

FMW.17.10.13.013.indd 2

09/10/2013 09:56

FM OPINION THE DIARY COLUMN JOHN BOWEN

“ORGANISATIONS ARE QUESTIONING THE WISDOM OF PAYING SOMEONE TO MANAGE SOMETHING THEY COULD EASILY TAKE BACK”

University Local Estates Authority

John Bowen is an FM consultant

OU TSOU RCIN G VS I N S O URCI N G

he experts say outsourcing is becoming T more popular, but John Bowen thinks companies are beginning to recognise that improving services is best achieved in-house FM World ran a lead story the other week about outsourcing being on the up. I found the quotes from those behind the survey typically ambiguous, but certainly I would agree that the public sector is a potential source of growth, with the London-based tri-borough scheme being a good example. But I would actually disagree with the overall premise.

Outsourcing is primarily a way of getting someone else to do something better than you can do it

NHS Trust

yourself. In business it is relatively easy to take an organisation from poor to reasonable, but it is much more difficult to get it from reasonable to good or better.

This is a version of the Pareto principle, whereby 80 per cent of the benefit can be achieved with 20 per cent of the effort, but the other 20 per cent of benefit will cost you 80 per cent of the effort. This can be applied to outsourcing where the supplier can make significant early gains, but then there is a

question hanging over how much further they can take things. That isn’t to say that they will not make the extra effort, but the question of what would motivate them to do so is one that clients need to consider.

As a client I always sought to drive through as much efficiency as I could before outsourcing a service. Or, if business pressures gave me no time to do that, I would work closely with the supplier to make the greatest improvement that we could generate and do so on a shared benefit basis.

There is still a lot of scope for outsourcing in the public sector.

As is common, they are trailing the private sector in these trends, but I see the private sector now going the other way, with a great deal more insourcing being undertaken.

Those organisations which have long since outsourced are questioning the wisdom of paying someone to manage something that they could easily take back on board, especially when there is a perception that there is little incentive to improve services beyond existing levels. For people who see things that way, bringing things back in-house also improves their control over service levels.

With the economy clearly on the road to recovery there may be some organic growth in existing outsourced FM contracts. But I see the public sector as the key target if the folks behind that survey are to be proved right.

BEST OF THE WEB Views and comments from across the web Is bullying still rampant within the industry, or do companies use it to suit particular needs?

(BIFM group) Ian Walford: I don’t think that bullying is rampant within FM as unhappy staff leads to poor productivity and performance which eventually gets traced back to the person responsible. But unfortunately wherever there’s poor or ineffective management you’ll find a bully somewhere.

Alan Howes: I believe that bullying happens in 14 | 17 OCTOBER 2013 | FM WORLD

14_Opinion.indd 14

most companies, although everyone’s perception will differ depending on the root cause, and one’s own perspective on it. Labour laws in some European countries make dismissal difficult, particularly when faced with an issue as subjective as performance.

Christopher Jackson: One person’s bully may be another’s inspiration.

Many facility managers ignore guidelines for testing onsite power systems. Perhaps they fear the unknown outcome? (FM group)

David Ferguson: This is a multi-faceted issue. Some FMs may not understand the testing needs and requirements. After all, an FM is expected to be an expert in all aspects of engineering and FM. Others are pressured by user groups and even superiors not to test generators for fear that it may disrupt the operations.

Leigh Wright: Perhaps the problem is lack of knowledge. If it is going to blow up or do damage it will be the first time you switch it.

Why are so many ‘improvements’ in FM contracts a waste of time ? (FM group) Mark Randle: I’ve seen far too many improvement projects badly sold to the client as ‘cost avoidance’ rather than preventing compliance risks. Suppliers become obsessed with saving the client hard cash, where in many cases, that’s actually part of the day job.

Gary McDonald: Delivering value-add is part of the day job in any outsourced contract. This includes cost savings and

efficiencies. However, when it comes to rebid, these value-add items have not been correctly captured or recorded and what gets put forward in the bid can often fail to reflect actual outcomes.

Emma Bowman-Smith: We use cumulative reports for all customers which, among other things, report historic, current and planned initiatives and their added value. It is a quarterly reminder to the client that the service is not stagnant and provides a great starting point for rebid. www.fm-world.co.uk

11/10/2013 16:11

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

BEST OF THE

FMWORLD BLOGS Six Sigma and why it’s not widely used in FM Chris Payne, FM Innovation I’m a black belt Six Sigma practitioner. There. I said it. It’s out there, for all to see. I’m not ashamed of it. Judge me, taunt me or recruit me, the choice is yours. Before you do any of these, let me first tell you a little about why I think Six Sigma is invaluable to the facilities management world in which I lovingly dwell.

Six Sigma is all about doing things better. At some point in the early 1980s, some boffins got together (probably over email) and discussed practical procedures for initiating performance improvement. Lacking natural communication skills, these boffins needed to demonstrate why everyone else was performing poorly. They wanted to do it in such a way that the proof was incontestable.

They looked at repeatable systems that captured some really groovy techniques for minimising error. An implementation framework known as DMAIC underpinned the approach, this being an acronym for the principles of Define, Measure, Analyse, Improve and Control. Six Sigma started to be applied more and more to manufacturing where resources, processes and outputs could be well measured. So why don’t we use it more within the FM sector?

Better resource management and a drive towards improving efficiency (aka, costcutting) means that more focus is being applied to resource management, processes and outcomes. Improved technology and granularity of information is driving more performance data into the facilities management environment. With more data comes more ability to interrogate it to find trends that drive outcomes and cost.

This then forms a fertile environment for applying a structured diagnosis through Six Sigma and the DMAIC framework to improve outcomes.

Read the article in full at tinyurl.com/sixsigmafm

An ode to agile working Mark Catchlove, Herman Miller I know you come in early, to get your favourite seat.

It’s not far from the window, but not too near the heat.

You were told with new-found freedom, you’d be flexible and free, But you’d rather do what you’ve always done, and ignore the powers that be.

You were told that agile working, would put you in control.

But the hours that you’re working, have begun to take their toll.

You’ve seen the latest research, about the stress that work creates, But it’s hard to change and slow things down, you can’t let down your mates.

You’ve seen the latest email, about the need to up your game, And that things must get better, they just can’t stay the same.

You were told that agile working, would put you in control.

But the hours that you’re working, have begun to take their toll.

You’re looking for an answer, you don’t know what to do, To take control you’ve got to change, and change begins with you.

So now’s the time to reassess, and think about what matters, It’s time for you to take control, before your life’s in tatters.

I know that agile working, can put you in control, But it’s up to you to change your ways, before it takes its toll.

Read the poem in full at tinyurl.com/lco9qbh

www.fm-world.co.uk

15_Opinion.indd 21

FIVE MINUTES WITH NAME: Anne Lennox-Martin JOB TITLE: Director, Anne Lennox-Martin Ltd

I am a qualified practitioner in neuro-linguistic programming. Originally, I did the studying for personal learning, but I was amazed at how applicable it is to FM. NLP is something that works at the unconscious level as well as the conscious. People are different, and they react to situations in different ways.

Understanding the connection between neurological processes, language and behaviour helps in relationships and communication.

Emotions kick in before logic. Think about it: you may have opened an e-mail, and typed up an angry response. Later on, you might go back and think: “they might have meant something different”.

Office fire wardens are trained to to breathe for ten seconds in a live emergency. This gives you time to remember what you have to do instead of reacting with fear.

Behavioural understanding helps health and safety assessments, customer service and teamwork building. It can also help deal with colleagues, bosses and particularly difficult clients.

NLP is about people, just as FM is about people.

The use of positive language in signage and the way people are addressed has been notable in the last 15 years. When Ken Livingstone was Mayor of London, he used the phrase ‘making London better’. Instead of apologising for all the pot holes, the focus is on the positive outcome of what is changing. Most projects have turned to this way of thinking - you’ll notice it when you go out in the future.

NLP has received some bad press as it has been seen as television entertainment with the likes of Paul McKenna. But there are so many useful aspects to it - you can tell it’s something I’m passionate about.

FM WORLD | 17 OCTOBER 2013 | 15

11/10/2013 17:44

Accelerate your FM prospects To speed up your FM prospects ACT FAST and join the BIFM today.

If you want to get on in facilities management, get into the BIFM. As Britain’s leading association for our profession, we’re here to advance your cause. Use our extensive network of training and expert advice to progress your career.

Gain invaluable knowledge and contacts at our industry leading events and specialist networks.

Increase your standing through our recognised professional qualifications and accreditations.

Profit from the latest professional and industry news – online and in print.

Take your opportunity to shape your industry’s future by getting involved in everything from regional committees and local events to national strategy planning. And make it your first priority.

T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk

BIFM accelerate NEW 186x123.indd 1

2/8/10 12:13:00

&ƌĞĞ W ^ĞŵŝŶĂƌ ĨŽƌ ƚŚĞ &D /ŶĚƵƐƚƌLJ

ŽŶƚĞŵƉŽƌĂƌLJ ŶĞƌŐLJ ĸĐŝĞŶĐLJ ĂŶĚ ^ŽŌ >ĂŶĚŝŶŐƐ ĨŽƌ ,ĂƌĚ ^ĞƌǀŝĐĞƐ ϯϬƚŚ KĐƚŽďĞƌ͕ /ŶƐƟƚƵƚĞ ŽĨ ŝƌĞĐƚŽƌƐ >ŽŶĚŽŶ͕ ϭϬĂŵ Ͳ ϭϮ͗ϯϬƉŵ

dŚŝƐ ƐĞŵŝŶĂƌ ůŽŽŬƐ Ăƚ ƚŚĞ ŬĞLJ ĞůĞŵĞŶƚƐ ŽĨ Ă ^ŽŌ >ĂŶĚŝŶŐƐ ĂƉƉƌŽĂĐŚ ĂŶĚ ŚŽǁ ĐŽŶƚĞŵƉŽƌĂƌLJ ŵĂŝŶƚĞŶĂŶĐĞ ƚĞĐŚŶŝƋƵĞƐ ĂƌĞ ŝŵƉƌŽǀŝŶŐ ƚŚĞ ƉƌŽĐĞƐƐ ĂŶĚ ĞŶŚĂŶĐŝŶŐ ŽƉĞƌĂƟŽŶĂů ĞĸĐŝĞŶĐLJ ĨŽƌ ĞdžŝƐƟŶŐ ďƵŝůĚŝŶŐ ƐƚŽĐŬ͘ &Žƌ ŵŽƌĞ ŝŶĨŽƌŵĂƟŽŶ͕ ĞŵĂŝů ĞǀĞŶƚƐΛĐĂǀĂƌĂ͘ŶĞƚ Book through ŚƩƉƐ͗ͬ​ͬƐŽŌůĂŶĚŝŶŐƐĐŽŶĨĞƌĞŶĐĞ͘ĞǀĞŶƚďƌŝƚĞ͘ĐŽ͘ƵŬͬ

^ƵƉƉŽƌƚĞĚ ďLJ

Point Control System Integrators

ΛĐĂǀĂƌĂůƚĚ ηƐŽŌůĂŶĚŝŶŐƐŝŽĚ

WƌŽǀŝĚĞĚ ďLJ

CavaraTra n ng ǁǁǁ͘ĐĂǀĂƌĂƚƌĂŝŶŝŶŐ͘ŶĞƚ ϬϮϬ ϳϯϳϱ ϳϭϰϱ

16 | 17 OCTOBER 2013 | FM WORLD

FMW.17.10.13.016.indd 38

11/10/2013 12:36

FM EVENT BIFM SCOTLAND CONFERENCE

A CALL TO ARMS At the BIFM Scotland Conference, speakers tackled a variety of issues – and delegates were set a powerful challenge for 2014

P

resided over by outgoing BIFM Scotland Region chair Joan Melville and introduced by national BIFM deputy chair Liz Kentish, the 2013 BIFM Scotland conference, themed “All About FM”, gave delegates much to ponder this year. Indeed, FM as a “department of enablement” was a theme throughout a busy day.

After an introductory session on the potential for social media from PR consultancy Zoodikers’ Katie King, Campbell Murdoch of FM and building services firm EIC spoke about putting the internal customer at the heart of FM. “As a sector, we’ve got to focus on leading-edge delivery,” said Murdoch. “Let’s do more to look at smart buildings and making them work for the customer.”

Thomas Jelley, corporate citizenship (CSR) manager at Sodexo UK & Ireland, put forward the grand vision of FM having “a key role to play in workers’ quality of life”, which he described as “the new frontier of worker performance”.

Quality of life is a largely unexplored factor in individual and collective performance. ”The challenge is in how to reconcile individual and organisational needs,” said Jelley.

“In FM, we have an amazing opportunity to contribute to these objectives.”

In a discussion about the value

www.fm-world.co.uk

17_ScottishConference.indd 17

of negotiating skills, consultant Lucy Jeynes presented a watertight plan to use when either buying or selling. Key insights included making sure to consider the consequences of both winning and losing in any negotiation (for you and the person you’re negotating with), not to assume that negotiations are always a battle (“nice guys don’t always come out last”), and to consider the value of compromise – how can each party come away feeling positive about the result?

Magenta Associates’ Cathy Hayward themed her talk around words – specifically, how easy it can be to make an impression on internal customers, good or otherwise, through the choice of words on signs.

It can be too easy to use negative language on signs (“do not do this”, “do not do that”), when in fact, outside of usage determined by law for certain signs, “there’s scope to be far more creative and engaging with the words you use”.

Examples of poorly worded signage raised much laughter (“toilet out of order, please use floor below”), as did flowery language, such as autumn described as “leaf fall season”.

In one example of a small change having a big impact, Hayward explained how an FM, with little response to signs

asking drivers not to exceed 10mph, put up one with a less obvious 9-and-a-half mph limit.

Immediately, drivers took notice.

Safety first Garry Stimpson, principal inspector for the Health and Safety Executive (HSE) in Edinburgh, spoke eloquently of the many misconceptions surrounding health and safety, and of how the HSE prioritised its work. Debunking many of the “health and safety gone mad” stories that so routinely make the papers, Stimpson was keen to emphasise that, in fact, common sense usually prevails.

“There is no law banning Christmas decorations,” he confirmed, “nor are kettles banned in hotel rooms.”

All too easily, said Stimpson, H&S can be invoked when the real issue is something completely different. And Stimpson also questioned firms who go out of their way to say that their “top priority” is health and safety. (“Actually, isn’t making whatever you produce your priority? Because the best health and safety happens when there’s no activity at all and you shut the facility down.”)

It was consultant and FM World diarist John Bowen who set the highest bar. “We’ve had this discussion about FM having a presence in the boardroom for a long, long time. But are we there yet, or anywhere near it?”

In fact, said Bowen, in the public sector, at least, this fight was already won through job titles such as “director, streetworks/street scene” and “director regeneration/

transformation”. The same was also true in quasi-public sector organisations such as housing associations and NHS trusts, where the incumbents in director-level jobs are practitioners responsible for fabric maintenance, landscape and indeed all FM tasks.

But, said Bowen, the FM sector was effectively represented “by proxy”. These director-level representatives of FM were often architects, surveyors, engineers – “not FMs as we are”.

For FM to enjoy its deserved place at board level in the private sector and beyond, it needed a strategy to meet the ultimate objective of having influence on the executive board.

“Why not take this away from today,” asked Bowen in a spirited call to action. “Let’s prepare over the next three months to start 2014 on a new footing. What elements of the business strategy can FM help deliver? And who at the top table is tasked with those actions? Let’s find them – and talk to them! Sometimes just talking is all it needs. Let’s tell them how we in FM will help them achieve their objectives.”

Citing corporate social responsibility as an obvious “open goal” to focus on, Bowen was confident that a unified campaign to promote FM in this way, timed to commence at the start of the calendar year, could have a tremendous effect.

“If enough of us do it we can light a fire under this industry.

Let’s make 2014 the year our contribution counts,” he concluded – a rousing end to an entertaining day’s discussion and debate.

FM WORLD | 17 OCTOBER 2013 | 17

11/10/2013 16:11

FM FEATURE

BTFS LTD

SARA BEAN

Last year, BT bought out its FM services provider Monteray and, in September 2012, launched BT Facilities Services Ltd. One year on, BTFS is not only thriving, but aims to offer facilities services to other organisations

PHOTOGRPAHY: PETE SEARLE

T

he BT Group estate managed by BT Facilities Services (BTFS) is vast, complex and, with the recent addition of Ireland to its portfolio, expanding.

The estate now encompasses around 7,500 buildings, with the bulk (around 5,500) of telephone exchanges throughout the country utilised as welfare areas for BT engineers, or – stripped of their telecommunications wiring – housing offices and call centres.

Being a telecommunications company, BT properties include cavernous call centres such as those located in Gosforth and Warrington, the iconic BT Tower in London and the Goonhilly UK satellite ground station in the south-west. BT’s portfolio also encompasses its Global Research and Development headquarters at Adastral Park near Ipswich, where BTFS also manages some buildings sublet to other high tech companies. In addition, BTFS provides facilities services (apart from broadcast engineering) to iCITY, the home of the new BT Sport channels at London’s Queen Elizabeth Olympic Park.

As Neil Edmond, operations director for BTFS, describes it: “We’ve had conversations with a few organisations that have acknowledged we are the only truly national FM provider in the

18 | 17 OCTOBER 2013 | FM WORLD

18-21 BT_1.indd 18

UK, and the only truly integrated one in that we do everything.”

Going solo BT’s decision to end its 12-year relationship with Monteray, which had previously run BT’s enormous UK-wide estate, caused something of a stir last year, with many surprised that such a large organisation would elect to bring all its facilities in-house.

But Edmond, who joined BTFS as operations director in February of this year, following previous stints at Johnson Controls, HSBC and Mace Macro, sees it another way.

“Do you think it’s that unusual when you compare us to the other large outsource companies – the ISS’s and the Sodexos?” he asks. “These guys have pretty large self-delivery teams.”

He continues: “BT’s core business is provision of fixed-line services, broadband, mobile, TV products and services as well as networked IT services, in the UK and globally, and to be good at what they do they need efficient facilities services that are safe, clean, well maintained, compliant and most importantly available!

For them to get that they need a facilities/workplace solution.

We’re in a workplace that’s got 7,000-plus buildings around the UK, scattered from the Isles of Scilly to the Orkneys, so there

CALLING www.fm-world.co.uk

11/10/2013 16:19

THE SHOTS www.fm-world.co.uk

18-21 BT_1.indd 19

FM WORLD | 17 OCTOBER 2013 | 19

11/10/2013 16:19

FM FEATURE

BTFS LTD

SARA BEAN

The BT Centre in London is the telecomms giant’s global headquarters

is clearly the scale and ability to bundle that together and run it as an in-house offer.”

He adds that with the previous contractual arrangement: “BT had got to a point where service standards and satisfaction was beginning to be questioned.

BT felt that a credible way to grow back in that space was to reinvest the management fee into the business. It had the scale, it had the people and it could employ the means to upskill the leadership.”

Prioritising people BTFS splits its UK (and now Ireland) management structure into three different regions: the south-west, the south-east and northern England, Scotland and Ireland (NESI). These are led by regional service directors and managed by territory technical and facilities managers. Aside 20 | 17 OCTOBER 2013 | FM WORLD

18-21 BT_1.indd 20

from some specialist technical services, which vary according to demand and region, the majority of services are self-delivered – apart from catering, which is outsourced to Eurest.

“Other than catering, we’re open-minded to tack on anything,” says Edmond. “If we’ve got the volume of work and we’ve got the ability to train our people and there’s a continuity of work, then there’s every chance we’d be keen to take it on.”

Given the self-delivery model, there is a lot of staff to be managed – 1,700 people and rising, including housekeepers, engineers, FMs, technical supervisors and support staff. With the majority of staff not desk-based, rather than singularly relying on emails and the internet, BTFS’ communications strategy revolves

around road shows, toolbox talks, team meetings, listening groups, encouraging managers and leaders to travel around the business and meet with staff and, recently, the establishment of an employee forum.

Edmond says that as soon as BTFS was set up, the number one priority was its people, from their remuneration to their training and development programme.

“We found some really good hires from the retail business sector (Edmond’s background is in oil and gas retail), and there is definitely a different way of thinking, with people trained and developed in the way of customer service. That mindset is what we’ve brought into BTFS and what we’re trying to grow.”

He argues that although the whole concept of creating BTFS was to treat BT as a customer, being part of BT puts the

facilities team in a much stronger position because business and service delivery is enhanced by their having better access to, and therefore a deeper understanding of, the wider corporate business’ strategic objectives.

He explains: “We have essentially an open door into BT as a business. We don’t have to adopt different values but [rather] the same ones as BT, and they’re great values. One of the hardest things to say to a customer is no, but when you’re part of the organisation it feels a more credible thing for you to say at times. You can take a much firmer line, and you can invite yourself into the problem the business feels it has and say, ‘I’m here to help, I want to make a difference, I’m committed to making a difference; but I want to be part of all the fact-finding and try to understand why we www.fm-world.co.uk

11/10/2013 16:20

“Other than catering, we’re open-minded about anything. If we’ve got the volume of work, then there’s every chance we’d be keen to take it on ” that,” Edmond adds. “But it’s a continual challenge and we’re still very much in our early stages.”

Good communications remain key. BTFS recently TUPEd people in from Aramark in Ireland; a move deemed a positive one from the perspective of those who were moved across. “This success is because we invested a huge amount of time with those people to tell them what life in BTFS was going to be like,” Edmond tells us.

He adds: “The good thing about BTFS is that when we talk about efficiency it’s not about negative connotations, such as reducing head count. In fact for me it means more heads, because if I can be more efficient and bring more services in-house, I can grow my head count and will do that to the point where I can offer these services outside BT as well.”

even have the problem in the first place.’ My experience of outsourcing is that sometimes the contract gets in the way of that.”

Whether it is self-delivered or outsourced, measuring satisfaction rates is an important part of the facilities contract.

BTFS uses a single CAFM solution that allows it to track where its staff are scheduled to spend their time, whether on planned or reactive work.

Because the vast majority of the work is self-delivered, FMs are tasked with ensuring the quality of the work meets agreed standards. A quality assurance team is also used to conduct escorted and non-escorted audits into workplaces every month to check on progress.

Another measuring stick is the property helpdesk, which, says Edmond, “is one of those numbers everyone knows”, so, www.fm-world.co.uk

18-21 BT_1.indd 21

whether it’s for service requests or service defects, customers use one number and in that way quality control is kept in check.

BTFS conducted a survey a couple of months ago with the top 1,000 leaders in the BT business to ask for their views on BTFS and whether they’d seen a difference. Edmond admits there had been some unrealistic expectations among customers (for instance, following the buyout it was believed some of the services that had been reduced at exchanges by Monteray at BT’s request would be reinstated), but the survey revealed high recognition rates now that facilities personnel are clearly branded with the BTFS logo.

“Our encouragement to our employees is that we’re being more interactive with the customer and over time people have started to notice

External services Perhaps, given the nature of BT’s core business, it shouldn’t be such a surprise that its fledgling facilities business is planning to offer its services to external clients. BT already has strong existing relationships with both the public and private sector.

For example, BT Health is a large provider of services to councils and the NHS, while BT’s agile working solution is sold from within its Global Services group, so the public sector and large corporate portfolios would certainly suit BTFS’ skill set.

“I’d equally say most people in an FM organisation wouldn’t turn down an opportunity that might come their way, because the whole procurement exercise will test whether there is a genuine match between the needs of the client and the service provider,” Edmond says. “For now, though, we’re concentrating on growing our market awareness.”

He adds: “As it’s our own

team delivering the service, FM becomes the biggest advertisement for service growth into non-BT clients. FM is so much more than doing someone else’s work for them.

If you seriously think running a cleaning service is only that then let’s talk, because it’s so much more. Every now and then there are some real nuggets – workspace or energy management. Those are the really exciting things, the value-adds.

That is where our relationship with BT is starting to grow because of the innovative aspects of some of the BT services.”

For now, however, the task is very much about growing and developing the people within BTFS, while identifying talent that can be brought into the business as it grows. As for that old chestnut, insource versus outsource facilities, Neil believes it’s all about situational leadership and being emotionally connected to your customer and their needs, current and future.

Does he believe there is a right or wrong answer? “Ultimately no, it is completely up to each organisation to do what is right for them. Having worked on both sides of the fence I can honestly say that I have seen both good and bad behaviours and practices that argue for both delivery models. It is what we are doing today for BT as a customer, for the BTFS business, and its employees as a whole that matters most.”

“My job is to create that sense of purpose and passion in everything we do,” says Edmond, “to create and shape a place where people are proud to work”.

Ultimately he says it is up to each organisation to do what is right for them.

“Are BA wrong to outsource?

And are BT right to insource?”

Edmond asks. “The answer is that we’re both right.” FM FM WORLD | 17 OCTOBER 2013 | 21

11/10/2013 16:20

FM FEATURE BIFM AWARDS

BIFMAWARDS2013 On 14 October, the industry celebrated the very best in facilities management at the Grosvenor House Hotel in London

I

f it’s October, it must be the BIFM Awards. And in 2013, as has now been the case for several years, they didn’t disappoint.

In Gyles Brandreth we had an inspired choice of compere, one who’d clearly done his homework on the sector. And in Deborah Rowland, we had a facilities manager of the year doing work that has already changed the way Government perceives FM. Throughout the evening, we heard about a range of entries so broad in scope that anyone new to the sector could only have left the

event with a positive perspective on what good FM means.

Certainly, Gyles Brandreth did (see quote).

With the number of entries now into three figures and a shortlist of fifty people, organisations and projects, the difficulty and challenge of winning an award has become even bigger. Oliver Jones, outgoing chair of judges, said that such tight margins meant that “winning, of course, is an exceptional achievement, which is what we always set out to achieve”.

“It’s been great to see the transformation take place and to really play a part in making that happen,” said Jones, who now steps down from his judge’s role.

Treating tenants as “guests”, creating “emotional connections” and increasingly sophisticated IT were among themes to emerge.

You can read about all of the winners over the next eight pages (bar one – Frank Duffy, recipient of the BIFM Board Award, who will feature next issue). A profile of the new facilities manager of the year will appear in our 1 November edition. FM

QUOTES

“TODAY I TRAVELLED THROUGH AN AIRPORT, VISITED A RAILWAY STATION, WENT TO A HOSPITAL AND CAME HERE. I TOOK IT FOR GRANTED THAT ALL THOSE FACILITIES WOULD BE WORKING WELL, AND THEY WERE. ON BEHALF OF EVERYBODY IN THE UK WHO DOESN’T KNOW WHAT FM IS, WAS, OR EVER WILL BE, CAN I SAY TO YOU – WHO I THINK BELONG TO A CINDERELLA PROFESSION, ESSENTIAL BUT UNKNOWN – ON BEHALF OF ALL OF US, AT LONG LAST, THANK YOU VERY MUCH INDEED FOR WHAT YOU DO.” GYLES BRANDRETH 22 | 17 OCTOBER 2013 | FM WORLD

22-23 BIFM 2013 awards.indd 18

www.fm-world.co.uk

15/10/2013 17:18

PHOTOGRAPHY: SAM KESTEVEN

Below: Class of 2013. BIFM Awards winners pose for the traditional group photograph

“The increasing credibility associated with winning any category has led to another bumper year of entries with 125 entries received across 12 awards. This means that becoming a winner is a truly worthy achievement, providing a clear demonstration of independently evaluated differentiation in a highly competitive market.”

“The development and professionalisation of facilities management is about building up a knowledge base that will get better and sharper based on data and based on feedback that will define the future of our planet. FM is really fundamentally important to society and I’m very proud to have been part of its development in this country.”

OLIVER JONES

FRANK DUFFY

www.fm-world.co.uk

22-23 BIFM 2013 awards.indd 19

FM WORLD | 17 OCTOBER 2013 | 23

15/10/2013 17:18

FM FEATURE BIFM AWARDS 2013

FM OF THE YEAR Sponsored by

Winner: Deborah Rowland, Cabinet Office

PHOTOGRAPHY: SIMPLY PHOTOGRAPHY/SAM KESTEVEN

Highly commended: David Scott, Sodexo Deborah Rowland is no ordinary FM. After all, how many in the profession can say they directly influence government policy decisions and have developed a revolutionary operating model with a UK-wide impact?

Thanks to Rowland, it may not be long before we see similar success stories across the industry. For if ever there was a case for the value of FM, our 2013 FM of the year is it.

Rowland was tasked with delivering efficiency savings across central government on facilities management, a highspend category (to the tune of £3.2bn a year) in an organisation urgently working to reduce its budget deficit.

“Government has made clear the bulk of reduction will be achieved through [cuts] in spending,” Rowland said.

“FM [can achieve] significant running cost efficiencies across the public sector estate. Never before has FM had so much focus in central government.”

Rowland has not only provided the vision needed to review how FM is being delivered across the public sector, and indeed revolutionise the way in which it procures, manages and delivers its FM services nationally, but has also exerted the influence required to drive government departments to act as one customer and accept the benefits of central buying, standardisation and

co-ordination. No easy task.

The size and complexity of the estate, the number of stakeholders, the governance framework and the public scrutiny that accompanies spending of public funds also gives some idea of the scope of Rowland’s role.

She has also focused on aligning construction with operation and asset management, leading a work stream within a government strategy to reduce the cost of construction projects by 15-20 per cent before the end of the current Parliament in 2015. From this, the Government Soft Landings concept arose, championing better outcomes for built assets during the design and construction stages and ensuring that value is achieved in the operational lifecycle of an asset.

Under her direction, the Government Property Unit’s FM team within the Cabinet Office is taking important steps towards ensuring buildings are designed, built and operated to match the real needs of their users. The project encourages responsibility for creating more productive and sustainable facilities.

Rowland has even set up an FM

industry group to consider the relationship between FM and building information modelling in more detail.

It should come as no surprise that Rowland has excelled in her role, considering her CV. She has specialised in balancing cost and quality and producing tangible benefits for organisations as varied as KPMG, University of London, Sainsbury’s and The Pearl Qatar – an artificial island located offshore of the capital, Doha, and spanning nearly four million square metres.

Rowland’s fearless approach to getting the job done is evident in her comments about the latter project: “I worked… with property professionals who had not worked with women before and had to employ many qualities to overcome this barrier.”

Rowland is now pioneering FM education and research, working with the Facility and Environment Management Board at University College London to join up university-based FM researchers and FM people in government departments.

“I joined the civil service because I wanted to make a difference,” says Rowland – and she has certainly done that.

What other conclusion could the BIFM judges have come to other than pronouncing Rowland an “outstanding winner”?

As is customary, we’ll have a more detailed profile of the new facilities manager of the year in our next edition.

Deborah Rowland on awards night

24 | 17 OCTOBER 2013 | FM WORLD

24-29 BIFM awards 2013.indd 24

15/10/2013 16:53

Representatives of the GSH Group receiving their award

FM EXCELLENCE IN A MAJOR PROJECT Sponsored by

Winner: COMET Advisory, with the Tri-Borough FM Project Team Highly commended: BAE Systems, Bowland Centre When three London councils were faced with a spending review indicating an overall 14 per cent reduction in government funding, the decision to work together achieved the tricky dual outcome of reducing costs and improving standards.

COMET Advisory played a strategic role in helping the three councils – The Royal Borough of Kensington and Chelsea, Westminster City Council and London Borough of Hammersmith and Fulham – collaborate to streamline FM services and deliver savings.

But this major project not only nailed its key objectives of reducing costs and overheads, improving compliance and flexibility of service and driving greater consistency, but it also provided professional development for all tri-borough teams and stakeholder parties.

COMET led a competitive

dialogue (CD) during the procurement process to help the project team develop a solution with contractors.

A total CD process cost of £2m produced £90-100m of savings, greatly in excess of the £20m target. But the project didn’t only succeed in powerful ROI stats. A centralised, consistent delivery model, learning and development programmes to upskill the service delivery team, and keeping staff engaged, informed and motivated throughout the change process all resulted in FM excellence.

The participation of all parties throughout the process proved key to what is a shining example of authorities tackling government reforms positively – creating new partnerships and using them as a vehicle for innovation, improvement and indeed transformation.

Much of this can be attributed to the dynamic CD environment driven by COMET. The BIFM judges noted in particular how the project presented a technically complex challenge in bringing on board multiple stakeholders in three large local authorities.

They added that they were “extremely impressed with the approach to consensus” and that “the political governance structures in each of the organisations had ... fully bought in to the ultimate FM solution”.

EXCELLENCE IN PRODUCT DEVELOPMENT Winner: GSH Group EMAP (Energy Monitoring Application) Highly commended: Excel IT – DeskQUERY

COMET Advisory team members go up to receive the award

www.fm-world.co.uk

24-29 BIFM awards 2013.indd 25

Described as a “pioneering project” by the BIFM judges, GSH Group created a one-of-a-kind product in EMAP, which saves both time and energy.

A unique integration platform that links energy and mechanical and electrical management systems, it removes unnecessary engineer call-outs and site visits to reduce miles travelled and emissions, as well as cutting down general energy consumption.

Live streaming of energy data and historical trending means users can pinpoint priority alarms and resolve unpredicted usage. Alerts and job details are sent out via SMS and email, and fixes can even be carried out remotely.

“Many organisations state that they deliver energy-led maintenance solutions, but GSH has developed a system that actually delivers on the promise,” the BIFM judges commented. “It has a great future and we genuinely believe this is a market-leading solution.”

The system also maximises the performance of assets aligned with reduced energy consumption, which allows them to reach the highest level of efficiency.

Both the product and GSH Group prove that it pays to be proactive. GSH has operated in energy management for over a decade but, far from resting on its laurels, with EMAP it has taken the initiative to innovate and stay ahead of the game.

Meanwhile, GSH client National Australia Bank saved 244 tonnes of CO2 in the first quarter of 2013 by having its sites proactively managed and analysed daily by EMAP, and has extended its contract until 2020.

FM WORLD | 17 OCTOBER 2013 | 25

15/10/2013 16:45

FM FEATURE BIFM AWARDS 2013

David Howorth and Tom Robinson (fourth and fifth from left) in celebratory mode

IMPACT ON ORGANISATION AND WORKPLACE Sponsored by

Winner: Britvic at Breakspear Park Runner up: Google EMEA HQ Dublin Relocating head office from Chelmsford to Hemel Hempstead could have been a logistical nightmare for Britvic. Instead, the soft drink giant used it as an opportunity for change in the business and transformed the way employees work.

The organisation was especially keen to drive collaborative working, a practice that faced several obstacles in the business as it operated before the move. The new premises dedicate over a quarter of the space to social, informal and collaborative areas, designed to make it easier to network and to develop clearer communication. Now, information can be shared quickly and employees are able to initiate catch-ups on an ad-hoc basis.

The BIFM judges were impressed with the way Britvic’s FM team played a significant part in delivering the change, working closely with the HR and executive teams to deliver not just a physical shift, but an environment that inspired collaboration and growth.

And the success of their efforts is clear: expected staff attendance figures at the new office were 200 daily, plus 25 visitors. Actual figures so far are 355 staff attending daily, plus 94 visitors.

An additional ‘win’ is that bringing more visitors on site for conferences, events and brand launches, rather than holding such events at external venues around the country as Britvic had done previously, made a budget saving of £300,000.

26 | 17 OCTOBER 2013 | FM WORLD

24-29 BIFM awards 2013.indd 26

LEARNING AND CAREER DEVELOPMENT Sponsored by

Winner: Mitie Client Services Runner up: Initial Facilities

The Breakspear Park project has changed Britvic’s appreciation of the FM function

The winner of this award isn’t merely a learning and development programme. It’s a deeply embedded strategy that engages at every single level in the company.

As a provider of front-ofhouse services around the UK, Mitie Client Services emphasises that it does not deal in a product. Rather, it provides people, and it is the behaviours of those people that are paramount to growing the business.

The belief that attitudinal training has the biggest effect on the bottom line has led Mitie to establish an all-encompassing culture of learning, evident in the 33 courses available to staff and the employment of three fulltime trainers in a company of 700 people.

But perhaps the greatest indicator of the strategy’s success is that Mitie has generated revenue from

delivering its courses to clients, the service provider so far garnering £335,579 from training up its own customers.

Mitie’s courses cover everything from immersing staff in what makes five-star service to personal energy management and resilience.

A pervading culture of learning from each other is also encouraged through various schemes, such as the regular delivery of cards to employees with ‘challenges’ such as going for a coffee with an unknown colleague, or visiting a different site and ‘stealing’ an idea.

Creating exceptional service through thoroughly engaged staff has resulted in a turnover rate of 7.3 per cent against an industry average of 25 per cent. In addition, an engagement survey showed that 85 per cent of respondents agreed the training had long-lasting effects on performance.

Presenting the case for its learning and development strategy to FM World, Mitie added: “More than three quarters of our managers were appointed to their role [internally], being promoted and progressed from within.

We consider it a failure if we recruit from external sources.”

The BIFM judges referred to this winning entry as showing “ a market-leading focus on attitude and inspiring behaviour over traditional skills training”. www.fm-world.co.uk

15/10/2013 16:53

Students are seen as customers at Edge Hill University

IN-HOUSE CLIENT TEAM OF THE YEAR Sponsored by

Winner: Edge Hill University Runner up: Land Registry By electing to treat students as customers and adopting a commercial market approach to customer service, Edge Hill University’s in-house FM team not only saw the institution leap an impressive nine places on the higher education rankings table within a year – from 95th place to 84th – but also made a number

of cost savings.

The team told FM World it was “essential [to] recognise our students as customers with high expectations from their university experience and, more to the point, the £9000 per annum they will ultimately pay for their tuition”.

Taking the initiative to map the ‘student journey’ through the university life cycle, the team identified how FM services impact every stage of that journey – and how to ensure that impact is positive.

This was integral to Edge Hill’s success, as facilities and services are of course an enormous part of a university’s product offer.

One example of impacting the life cycle is that on Welcome Sunday each September – when

students first move into their halls of residence – the FM team provides a golf buggy and trailer shuttle service to help students whose accommodation is not close to parking.

As well as being helpful, generating appreciative feedback from students and families, the “fun factor” of this scheme creates what the team call a “buzz” to the proceedings, making it a memorable and enjoyable experience, too.

Competitive costs were also achieved through improving FM services. Among these reforms were LED lighting replacement and lighting control schemes across campus, which produced significant annual energy savings of £66,000.

In addition, a campaign to

reduce energy waste over Christmas 2012 resulted in a 5.3 per cent reduction in usage compared to 2011.

For the team at Edge Hill, their efforts have proved that “FM succeeds through customer care”. And in a sector where government funding can be lost if student recruitment targets are not hit or students drop out of courses, satisfying the customer is all-important.

Commenting on the win, the BIFM judges said: “The Edge Hill team are fully engaged in delivering excellent customer service, understanding their customers and looking for ways to deliver great service in an area that has to redefine its place in what is now a very competitive industry.”

PROFOUND INDUSTRY IMPACT (NEW AWARD FOR 2013) Sponsored by

Winner: Anne Lennox-Martin Anne Lennox-Martin was declared the outright winner by BIFM judges, who were impressed by the lasting legacy she has built in creating training tailored to achieving better customer service.

Customer service will always be at the crux of facilities management, which is why Lennox-Martin’s mission to enhance customer-facing skills is deemed to have had a profound impact on the industry.

Advocating NLP and emotional intelligence (EI) techniques to inspire the next generation of facilities professionals, LennoxMartin trained upwards of 1,300 people on BIFM Training’s Understanding FM Foundation Course Customer Focus module, www.fm-world.co.uk

24-29 BIFM awards 2013.indd 27

and more still through bespoke, in-house courses and with other training organisations.

Her focus on NLP and EI has seen participants report a longterm increase in motivation, plus improvement in delivery of customer service and the way teams interact.

The NLP and EI elements of her training for Scottish Parliament, for example, were said to have significantly boosted motivation and, according to head of FM service delivery Brian Mitchell, “made us think deeply about our behaviour and how we interact with each other”.

The University of Arts London also said the training had provided a “significant and lasting impact on the facilities management team”, adding that it had transformed a negative, inwardlooking and reactive service into a proactive, responsive and customer-focused one.

Via a packed schedule of public speaking, sharing slides with fellow trainers so they can spread the message, and engaging the younger FM community through LinkedIn and Twitter, LennoxMartin is looking to ensure the longevity of her impact.

Her tireless devotion to the profession includes publishing her core messages about addressing

peoples’ unconscious through their values and belief systems in the 2010 BIFM Good Practice Guide to Customer Care, which she collaborated on with Ivan Newman.

Lennox-Martin’s profound impact on the industry is selfevident and ongoing, as she serves on the WIFM mentoring scheme to inspire a new generation of FMs. FM WORLD | 17 OCTOBER 2013 | 27

15/10/2013 16:46

FM FEATURE BIFM AWARDS 2013

Constant appraisal of new initiatives is key to Enjoy Work’s success

EXCELLENCE IN CUSTOMER SERVICE Sponsored by

Winner: Chiswick Park – Enjoy Work Highly commended: Mace Macro – Emirates Chiswick Park’s onsite facilities management team, Enjoy Work, has created a sustainable workplace encouraging greater productivity from workers at the west London business park.

Based around the simple philosophy that people who enjoy work deliver better work,

the team has created a range of events and services to produce a strong sense of community among the park’s 45 tenants or, as they call them, “Guests”.

Team building, wellbeing and creative thinking events, along with onsite services such as dry cleaning, car and bike maintenance, grocery delivery and evening classes and training, have created a fully embedded sense of community.

Services are free of charge, as they are funded by the service charge, which itself has been cut 15 per cent over the last two years thanks to cost savings such as producing compost onsite and replacing paper towels with hand-dryers.

Enjoy Work also contributes to the corporate responsibility programme of tenants by negotiating discounts with

Complex technology underpins Gritit’s service model

SERVICE PROVIDER OF THE YEAR Sponsored by

Winner: Gritit When Gritit launched in 2004, it was the UK’s first nationwide gritting and snow clearance specialist. Since then, the company 28 | 17 OCTOBER 2013 | FM WORLD

24-29 BIFM awards 2013.indd 28

has created new technology with the potential to revolutionise winter risk management for FMs across the country.

Gritit’s flagship development is its NIMBUS technology. By monitoring weather conditions and live tracking vehicles and teams, it ensures customer demand is met, and generates an audit trail to prove that firms have carried out the necessary steps to protect staff and businesses from the negative

local retailers and supporting local good causes, among other measures.

Occupancy levels of 99.5 per cent demonstrate the effectiveness of the approach, with 95 per cent of the park’s occupants agreeing that it enhanced their productivity.

Enjoy Work ensures that its philosophy is engrained through its own team via rigorous recruitment policies and comprehensive ongoing training.

A mixture of a small number of directly employed staff and dedicated full-time staff from outsourced partners have signed up to the Enjoy Work charter, which includes commitments to customer service innovation, health and safety, environmental initiatives and investing in training.

The company has featured in the top 50 UK companies in the Great Place to Work survey for six consecutive years.

Ten major companies have relocated to Chiswick Park in the past 18 months and there has been a 45 per cent increase in Guest numbers since 2010.

Several tenants have increased their floor space or relocated to larger premises or expanded their operations at the park in the last 18 months.

Judges said that Enjoy Work reinforced the link between a great working environment and business success. The constant development of new initiatives was “over and above the norm” and it was described as “a really fresh and focused example of how to plan, implement and maintain a customer excellence programme”.

impacts of winter weather.

As well as allowing businesses to continue running in the winter’s worst conditions, the technology means that FMs have evidence to back up claims that they have met their duty of care.

This is particularly useful to FMs in terms of winter-related injuries. For example, a legal claim was made against a Gritit customer in November 2011. The proof provided by NIMBUS resulted in the claim being dismissed.

When it comes to customer service, Gritit has shown it understands the importance of nurturing relationships just as much as the need to deliver tangible business benefits.

The company told FM World that, in the beginning, it recruited people from a product and technology background. But “we realised we need people with a service background who understand building relationships with the client at heart.”

One example of this approach in practice is that each client’s sites are serviced by the same Gritit teams every time. This helps clients build relationships with the “familiar faces” of the Gritit teams that work on their premises.

Also, Gritit uses fixed-price contracts after conducting research that showed clients were prepared to pay up front for certainty of service and costs. Now, 50 per cent of customers have moved from pay-as-you-go to fixed price.

And the advantages of being proactive about customer service are clear. Just consider that Gritit reports a customer satisfaction rate of 99 per cent and a customer retention rate of 93 per cent.

In evaluating the service, BIFM Awards judges said of Gritit that the company had “demonstrated a professionalisation of the winter risk management sector… together with developing technology advances that can benefit the wider FM sector”. www.fm-world.co.uk

15/10/2013 16:53

INNOVATION IN THE USE OF TECHNOLOGIES AND SYSTEMS Sponsored by

Winner: iSite HUB Highly commended: Middlesex Univeristy The general idea of the HUB workplace management system for Nationwide was to create a “single view” of property, facilities, asset and project data in one place.

Nationwide’s brief was the integration of 12 existing internal systems as well as systems of outsource partners, that would

reduce risk, cut costs and pay for itself within 18 months.

The result was a fully integrated system that uses business performance metrics to overlay and aggregate internal and external operational performance, delivering easy-to-understand indicators to the client operators.

The HUB also provides a data repository of property, project, asset, facility, risk and compliance information in a single place that is fully owned

by Nationwide.

It is updated by the supply chain through trusted direct data sources, but still allows for changes in suppliers with no loss of information.

The system has continued to grow and expand with Nationwide’s outsourcing strategy, with new suppliers required to integrate with the HUB. Other services, including ATM management, risk management and security management, have been assimilated into the HUB. Nationwide was able to dissolve nine pre-existing internal systems, freeing up staff to be deployed

iSite’s Martin Ward celebrates a busy first year for the HUB portal

SUSTAINABILITY AND ENVIRONMENTAL IMPACT AWARD Winner: Peel Media Group and Cofely at MediaCityUK Highly commended: Edinburgh Napier University Environmental Management System MediaCityUK demonstrates the great lengths the Peel Media Group and Cofely have gone to in order to minimise the high

environmental impact typically associated with facilities serving creative and digital industries.

MediaCityUK provides a 36-acre environment with sustainability at its heart.

Peel Media Facilities covers most of the estate’s tenants and, together with technical FM provider Cofely, provides services including life cycle management, operating and maintaining a combined heating and power centre,

Routine stakeholder engagement helps in reducing emissions across the estate

24-29 BIFM awards 2013.indd 29

elsewhere, and allowing the HUB to deliver a return on investment within the first 12 months.

It has delivered a 17 per cent saving on property operation costs and several thousands of pounds in licensing savings. Nationwide is now working more closely with substantially fewer suppliers.

The HUB was singled out by the judges as being far and above other similar “integration” services, creating management information that was a powerful tool for the facilities manager.

The judges said: “It is unlikely that any single system will evolve to encompass every requirement of the FM, and that separate CAFM, property, project, finance and procurement systems will continue.

Therefore a technology such as iSite has a wide application across the FM sector both for clients and service providers.”

Sponsored by

and monitoring and managing carbon reduction.

The tri-generation CHP plan has cut carbon emissions by 29 per cent compared to traditional energy services. An energy management programme tailored to the specialised requirements of tenants and buildings across the complex delivered energy savings of more than 11 per cent, despite increased occupancy.

MediaCityUK offers commercial, residential, retail and leisure and other infrastructure to support the expectations of a new digital community. Services have been fine-tuned to align energy use with daily variations in building use.

Monthly meetings with all stakeholders make them aware of energy-saving objectives and

gain feedback, backed up by behavioural training.

A drive for identification and costing of potential efficiency improvements has resulted in new initiatives, including thermal imaging to identify excess heat loss, reducing fan speeds and using light senors in the car park to cut lighting costs.

New lower energy consumption benchmarks create a cyclical process which “locks in” savings.

The judges said: “Sustainability and environmental management have been designed in from the very start of this project and right across the facility’s spectrum of activity, from power and utilities generation and distribution through to day-to-day maintenance and operational management.”

FM WORLD | 17 OCTOBER 2013 | 29

15/10/2013 16:47

FM FEATURE DISABILITY NICK MARTINDALE

VIEW/ALAMY/ARCAID/ISTOCK

L

ast year’s Paralympic Games saw the country unite behind disabled athletes, cheering them on in their quest for gold medals and sporting glory. Yet for many people with disabilities the challenges are more basic: being able to get by on a day-to-day basis in both life and work while also coping with physical or mental issues.

In a workplace setting, at least, there is much that can be done to accommodate those with disabilities, and a large degree of responsibility for this rests with facilities managers, both in terms of inputting into the design of workspaces and managing their daily operation.

Brendan Roach is senior disability consultant at the Business Disability Forum, an organisation which helps companies make adjustments to accommodate those with disabilities. He says there has been much improvement in how organisations approach this over the past decade, partly as a result of new legislation such as the Disability Discrimination Act and Part M of the Building Regulations. “When larger businesses commission new builds, they often factor this in at the design stage now,” he says. “Ten years ago we had more queries saying, ‘We’ve just moved into a new building and we need to change it.’” Provisions that tend to be designed in now include electric doors, ramps and ensuring other doors are wide enough to accommodate wheelchairs, he adds.

In recent years professional services company KPMG has fitted out new offices in London and Birmingham, and is currently developing premises in both Manchester and Leeds, placing a strong emphasis on ensuring they are accessible for all. “As we go through our portfolio of

30 | 17 OCTOBER 2013 | FM WORLD

30-33 Disability.indd 26

HELPING HANDS offices we have highlighted and identified several areas that needed improvement, whether it’s things like parking provisions or accessibility areas into the building,” Rob Moss, project manager, tells us.

This has also extended to installing flexible hearing loops in reception areas and portable ones in meeting rooms, he says, as well as power-assisted doors and a lower-down section of the reception desk to ensure those in wheelchairs can speak to a receptionist at the same level. Crucially, too, the business

Facilities managers have a vital part to play when it comes to the day-to-day working lives of disabled employees. Nick Martindale meets the companies that are putting FM at the centre of their diversity strategies

www.fm-world.co.uk

11/10/2013 16:11

Reception desks with a lower level (below left) and clear signage (above) are useful design features

Many facilities are wheelchairfriendly thanks to the use of ramps (above)

www.fm-world.co.uk

30-33 Disability.indd 27

has appointed a number of “workability facilitators” – drawn from its facilities team – to assist visitors with disabilities coming into the office and help them find their way around.

Yet while the most obvious areas of improvement, certainly from a facilities perspective, may centre on catering for those with physical disabilities, the majority of conditions are less obvious.

For those with poor visibility, for example, ensuring there are sufficient signs around the building – and that these contrast with the background they are on – is important, says Lauren Deane, senior project designer at Area Sq. For the same reason, some thought needs to go into the décor that is used.

“Particularly behind the reception desk, you would want to avoid any highly reflective surfaces,” Deane says. “We also make sure we’ve got contrasting finishes between the floor and the wall, so someone with a visual impairment can clearly read the space when they come in.” For those with hearing difficulties, acoustic panels on walls and ceilings can help, she

adds, as can softer floor finishes to cut down on reverberations.

The growing trend towards open plan spaces and hotdesking can also cause issues for those with conditions such as Asperger syndrome or autism, says Roach.

“People [with such conditions] like to have a well-organised space and familiar things on their desk, or there might be those with a visual impairment [who need] to know exactly where they are and where everything is,” he says. “We’re finding that managers are having to allocate desks, and that’s changing a policy which says there are no desks for specific individuals.”

Those with conditions such as dyslexia may also be more productive in quieter areas, he adds, and this could also need to be factored into any new design or alterations.

Alongside making physical improvements to the workplace, FM functions and managers need to ensure there is a culture which allows employees affected by disabilities to work more flexibly.“Someone with multiple sclerosis may get tired in the middle of the day and need FM WORLD | 17 OCTOBER 2013 | 31

11/10/2013 16:28

FM FEATURE DISABILITY NICK MARTINDALE

to take a break, and then be able to jump back into work,” says Monica Parker, head of workplace consultancy at Morgan Lovell. She suggests designing rest areas into office plans or allowing people to work from home on days when they know they will struggle. But there also needs to be a culture where people feel able to talk about their conditions, she says, adding that this is a particular problem with mental health issues, and especially for men.

FM teams also need to be on hand to cope with any conditions that may develop over time or as new employees or clients come on board, and this can often involve working closely with other functions. One example is that, as part of a push in all aspects of diversity in 2010, Lloyds Banking Group implemented a system that brought together IT, FM and property to act as a single port of call for all the needs of an individual requiring help, taking the onus away from line managers.

“Requests can range from very simple things such as wrist rests through to desks and chairs or fixtures and fittings,” says Graeme Whippy, who heads up the group disability programme. “FM could be involved in thinking about [things such as] how we can make adjustments to the lighting, balancing health and safety with the needs of other colleagues.”

At the other end of the spectrum, this could include major structural alterations such as the installation of ramps, handrails or power doors, he adds.

With the workplace of the future likely to include a significant number of older workers, it’s even more imperative that organisations look to accommodate their needs, particularly as many conditions will be degenerative and may not be immediately obvious to either those affected or their 32 | 17 OCTOBER 2013 | FM WORLD

30-33 Disability.indd 28

The growing trend towards open-plan spaces and hotdesking can cause issues for those with

Asperger syndrome or autism

employer. “We would recommend that employers treat people as individuals and take a caseby-case approach to managing their needs,” says Roach. “But instances of disability increase with age, so the older you are, the more likely you are to have [or develop] some sort of impairment which might have an impact on you at work.”

It’s a sentiment with which Whippy agrees; he expects to see more people suffering from hearing and visibility problems in the future, as well as decreasing mobility.

The BDF’s disability standard is one way for organisations to measure – and demonstrate – how they fare in terms of providing for those with www.fm-world.co.uk

11/10/2013 16:12

DISABILITY

disabilities; a process through which both Lloyds Banking Group and KPMG have been.

The standard covers 10 areas throughout an organisation’s remit, but the facilities section makes a number of particular recommendations, including ensuring there is an operational lead responsible for the accessibility of premises.

“We’ve found that disability is often owned by somebody in HR or diversity and you have this situation where they’re responsible for skilling up on all kinds of specialist areas,” says Roach. “But we’ve found that in the organisations where disability and accessibility is better embedded they have ownership across the business, so the premises team take responsibility for that particular function.” Other aspects include ensuring that all premises are designed to accommodate a broad spectrum of disabled people, and having a system for making sure accessibility – and any associated equipment – still works a few months down the line.

Those organisations that are able to successfully demonstrate an ability to accommodate those with disabilities not only stand to gain from happier and more productive employees, but also from being able to access talent that may otherwise have not considered working for that business, and that applies to FM teams as much as any other function (see box, right).

“It’s very difficult to put pounds and pence against this sort of thing but the indicators are that this is having a positive impact in performance and reduction in sick leave, and on the attraction and retention side,” says Whippy. “From a practical perspective it means we have a very efficient process for getting adjustments in place, ideally on day one of working.” FM www.fm-world.co.uk

30-33 Disability.indd 29

DRIVING DIVERSITY

GSK’S SEARCH FOR TALENT Forhad Miah now works in Sodexo’s housekeeping team on the GSK site

ver the past year FM services business Sodexo has taken part in an initiative run by its client GlaxoSmithKline (GSK) to provide year-long work experience placements to young people with disabilities. Known as Project Search, the scheme saw 12 people aged between 17 and 24, with a range of disabilities including Down’s syndrome and autism, working for Sodexo at GSK’s headquarters in Brentford.

“We had people working on reception and in catering, retail and meeting room and mail room management,” says Megan Horsburgh, head of diversity and inclusion at Sodexo UK and Ireland.

During their placement, the students undertook three job rotations and studied for a City & Guilds qualification. “They were also given job-coaching which really helps them adapt to the working environment in areas such as timekeeping and behaviour,” says Horsburgh.

The intention was to equip these individuals with both work and life experience that will stand them in good stead in the future. Many now have jobs outside either company, but two have also been offered permanent roles with Sodexo on the GSK site as a result. “We hired one student who will work in the housekeeping side and another on the conference room side and that’s because they had skills within those areas,” says Horsburgh.

A broader benefit has been the impact on the wider team. “It really helps to bring the team together and engage people,” she says. “It’s easy to look at the barriers when you see people with disabilities but this scheme has helped us to look beyond that.”

The intention now is to make the scheme an annual process. Setting that course, the second intake of 12 students started in September.

O

FM WORLD | 17 OCTOBER 2013 | 33

11/10/2013 16:12

FM FEATURE RISK APPRAISAL BERNARD WILLIAMS

PROBLEMS YOU CAN’T AFFORD In part three of his ‘how to’ mini-series, Bernard Williams explains the power of justifying facilities investment through risk appraisal

ISTOCK

T

34 | 17 OCTOBER 2013 | FM WORLD

34-37 Risk management.indd 34

he financial case explained for Real Madrid’s investment in Gareth Bale (see FM World, 19 September) was predicated primarily on the hard benefits that might be ascribed to his presence on and off the field. Most of these benefits cannot be attributed directly to Bale’s talents, but the indirect associations are not difficult to make or for many fans to go along with.

Away from the ultra-wealthy world of football, however, it is probably fair to say that although organisations with cash surpluses are generous with their facilities provision – often to a fault, wasting good money on unnecessary levels of quality – 90 per cent of organisations do not come into this category. There is usually too

little money chasing too many cost centres and it is in the latter circumstances that the issue of ‘affordability’ comes under the microscope. Here, we look at how to use risk avoidance as a case for the affordability of investing in facilities performance.

But what is ‘affordability’?

Affordability The ability to afford to buy something relates to having access to funds rather than the willingness to invest.

There are circumstances where people or organisations literally cannot put their hands on more money, however much they might need it; in a business context an organisation can only afford the facilities it has the money to pay for. However, if the money isn’t there because it has gone on something else, www.fm-world.co.uk

11/10/2013 16:14

Eliminate waste: FMs must convince organisations to invest in facilities in order to stop throwing away funds www.fm-world.co.uk

34-37 Risk management.indd 35

FM WORLD | 17 OCTOBER 2013 | 35

11/10/2013 16:14

Edge tested lanyard range Fall protection

10-13-005

Increased work safety

® New! Miller Kernmantel lanyard range The Miller fall protection portfolio of products is extended with a new range of kernmantel lanyards combining fall arrest edge tested (EN355) and restraint (EN354,

A wide range of products

EN358) solutions. This optimised range of Miller® kernmantel lanyards is highly abrasion resistant and has a coordinated new design.

Find us at: A+A Düsseldorf from November 5th to 8th Hall 4 - Stand D57/F46

• • • •

Ultra-resistant Edge tested products Complete range New design

Contact us: Tel: +44 (0) 1256 693 200 info-uk.hsp@honeywell.com

Lead them to safety - Build an enduring culture of safety where employees make safe choices on their own: http://honeywellsafety.com

Honeywell.HPH.indd 1

04/10/2013 11:33

Follow the best FM career path Take the fast track with the BIFM today.

Whatever in facilities facilitiesmanagement, management, Whatever your your position position in joining can send sendyour yourcareer careerininthe theright right joining the the BIFM BIFM can direction. targeted training trainingand andrecognised recognised direction. Our Our extensive extensive targeted professional qualifications cationscan cangive giveyou youaaclear clearpath path professional qualifi through As well wellas as through to to the the top top of of your your profession. profession. As qualifi our dedicated dedicated BIFM BIFMTraining Trainingdivision divisionoffers offers qualifications, cations, our over short training trainingcourses. courses. over 40 40different different interactive interactive short You Guides and andupdates updateson onkey key You also also get get Good Good Practice Practice Guides FM our fortnightly fortnightlyFM FMWorld Worldmagazine. magazine.

FM issues issues in in our BIFM AwardingBody Bodyand andsets setsthe thenational national BIFM is is aa recognised recognised Awarding standards competencies. As As aa member, member, you youalso also standards for for FM FM competencies. get the BIFM’s BIFM’sextensive extensive getthe thechance chance to to learn learn through through the local, internationalnetwork networkofofexpertise expertiseand and local, regional regional and and international events. in the the footsteps footstepsof ofour our12,000 13,500 events. So So why why not not follow follow in plus members and and join jointoday? today? plus existing existing members

BIFM career path NEW 186x123.indd 1 36 | 17 OCTOBER 2013 | FM WORLD

FMW.17.10.13.036.indd 38

T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk

2/8/10 12:14:16

11/10/2013 12:24

FM FEATURE RISK APPRAISAL BERNARD WILLIAMS

the question is: did anyone make a formal business case for the distribution of expenditure in that organisation? Too often one suspects facilities budgets are based on a residual calculation – ie, what is left over after everyone else has dipped into the funds available.

What should really happen is that funding for every cost centre is tested against the organisation’s “criterion rate of return” – the minimum return they must be sure of making if the investment is to be sanctioned. In practice the investment rate often varies depending on the purpose of investment and the risks attached; in times of cash flow difficulties firms will often seek a far greater return on projects or services involving capital upfront than they will seek where payment can be deferred or provided by others (for example, new build owner-occupation as opposed to rental).

Any proposal which does not achieve the criterion ROI is not affordable, regardless of the actual availability of funds: those surplus funds will be reserved for offerings which do meet the required ROI. Your job is to demonstrate that the provision of the right level of facilities are affordable (so long as the ROI has been set at a level which controls expenditure of available funds).

Calculating the ROI The stark reality is that it’s never going to be easy to wean money away from core business requirements on the basis that it would be used more beneficially on facilities. It is surprising how often core business inadvertently indulges itself in redundant performance (capability which adds nothing to the process, but at a cost).

There are undoubtedly times when the business would be better advised to increase the performance of its facilities at the expense of direct investment in core business performance – such as where the core business would be more efficient thanks to better facilities than it would with, say, higher quality supervision.

It behoves a well-managed business to test all applications for business funding against the criterion ROI, regardless of whether the cost centres are core or non-core.

The issue again is one of directly and indirectly attributable benefits – and facilities are always going to fall into the latter category. This is why using risk evaluation to justify investment in facilities is well worth considering.

Risk evaluation The areas of risk exposure are exactly the same as those addressed by quality management and were given

ROI CALCULATION – HIGHER MAINTENANCE REGIME Cost of containment: Maintenance of hot water (above zero-base) £10,000 Potential loss avoided Sensitivity 1 £12,000pa

Annual return on investment

£12,000pa – 10,000

% = 20%

10,000 Sensitivity 2

£20,000pa

£20,000pa – 10,000 % = 100% 10,000

www.fm-world.co.uk

34-37 Risk management.indd 37

in detail in the first article in this series (FM World, 4 July). To recap: Image – internally and externally ● Physical property ● Intellectual property ● Persons ● Ergonomics ● Statutory obligations ● Contract obligations ● Asset protection ●

It is a fact that facilities contain risks to core business that are “soft” rather than “hard”. If the air conditioning is at the wrong temperature or contaminated, people may become inefficient, or absent through sickness – all of which will cost the employer money, but not in a way that is immediately obvious.

When preparing a business case based on risk avoidance, the facilities manager should look at the concept of “zerobase” provision to reinforce the argument. Zero-base can be anywhere you want to strike it, but it should be at a point below which everyone agrees the risks run would be unacceptable, even without doing any calculations to prove it. For example, setting the maintenance at “correctiveonly” – waiting until it breaks down before touching it – would probably be a no-no in most modern organisations. But by setting it there and discussing it as a strategy, you bring out all the risks an organisation will face through having an inefficient, under-maintained system.

You need to have to hand the extra costs of the higher facilities provision and an estimate of the potential losses avoided – which will of course start to diminish as the quality of service kicks in. The potential losses and their probability can be assessed in workshop with relevant decision makers; any hard facts in support will be welcome, but these are

unlikely to be available. HR could possibly shed some light, but in the end anecdotal evidence may have to suffice.

The return on the higher investment will need to be adequate, even at the lowest common denominator in terms of predicted levels of loss.

Sensitivity testing will produce the ROI of the lowest common denominator in terms of probable losses and their cost. If the ROI is adequate at the lowest level of probability (it usually is owing to the relative small costs of facilities compared to the cost of people), there is no need to get into probability analysis; the latter is apt to cloud and devalue the issue and consume busy peoples’ time.

The table (below left) is intended as a simple example of the sort of calculation needed.

You should note how the extra cost has to be recovered in the year before any return can be shown on the extra investment.

In this example just one employee or visitor scalded by hot water would justify the level of risk avoidance predicted and the containment strategy recommended.

Conclusions In a perfect world business managers would treat facilities as just another core business cost centre. But we don’t live in a perfect world and, until we do, FMs have to fight their corners as best they can.

The risk avoidance approach is a powerful one: applying the results to ROI is quite easy and it’s surprising how often the results demonstrate an overwhelming case for the improvements to be ‘afforded’.

A facilities policy built around such business cases and signed off by the board really ought to be the aim of every FM worth his or her salt. FM FM WORLD | 17 OCTOBER 2013 | 37

11/10/2013 16:14

FM MONITOR JOCHEM BINST

HOW TO

Jochem Binst, Director corporate communications and public affairs, Vasco Data Security

CLOU D COMPU T I N G A N D S ECUR I T Y

ecurity should be priority number one when you are choosing a cloud provider. Jochem Binst, director corporate communications and public affairs at Vasco Data Security, explains why

S

The shift towards a cloudcomputing-based model is not only gathering pace, but has implications for many business functions that sit outside of IT and technical support, including facilities, human resources and procurement. All should be consulted when choosing a cloud service provider because all will be dependent on it.

For those organisations that have yet to make the transition to cloud computing, their primary concern should be that a potential cloud provider can protect their company data from unauthorised internal and external access.

When managed properly, cloud computing brings many operational benefits; when managed poorly, it can result in confidential data falling into the wrong hands, resulting in a scenario that causes irreparable – and often immeasurable – damage to both customer trust and a brand’s reputation.

Here are seven security steps to follow to ensure you keep your company’s and its clients’ data as it should be – confidential.

“You can’t know where your data is, you can’t prove that it’s being protected and you can’t know who’s accessing it.” With that in mind, it’s necessary to investigate their information security policy and procedures against proven standards, such as ISO 27001. You should also check whether they are SAS No 70 Audit certified, a well-respected standard, comprising a service auditor’s examination. It’s widely recognised because it demonstrates that a service organisation has been through an in-depth audit of their control objectives and control activities. This often includes controls over information technology and related processes.

1⁄

Even today, there are many stories of companies – or their cloud providers – that have failed to encrypt data, compromising sensitive customer information. It is important to understand whether the cloud provider encrypts data, or whether they expect you to. A cloud

Maintain your standards

When researching cloud providers, it’s worth heeding the words of Robert Richardson, director of the Computer Security Institute. When talking about the distinct lack of security visibility with cloud providers, he said: 38 | 17 OCTOBER 2013 | FM WORLD

38_HowTo.indd 38

2⁄

Check and check again

Many risks and security breaches are internal.

Therefore, when speaking to a cloud service provider, ask about its process for vetting staff to ensure that they conform to industry-specific suitability checks.

3⁄

Encryption integrity

provider committed to security will assure you of their data security controls and be able to demonstrate that it conducts regular, independent audits and penetration tests. For complete transparency they should be willing to share the results with you. Ideally, they should also allow you to conduct your own audits and tests.

4⁄

Talk twofactor authenication

If the cloud provider is responsible for authentication, does it give you the option to use two-factor authentication?

Static passwords are notoriously easy to crack and are a weak line of defence. Therefore, a cloud provider should offer two-factor authentication with a one-time password. This provides users with maximum security (because the password is only valid for 30 seconds) and maximum convenience. You can either use a token such as a VASCO Digipass or access the data securely via www.mydigipass.com.

5⁄

Planning for the future

Many softwarebased services, applications and – to an extent – hardware devices need to be scalable. With technology evolving rapidly and becoming evermore prevalent, the cloud is increasingly driving the digital revolution. With that in mind, any cloud service you opt for must be able to provide you with a future-proofed solution.

Recently, with the rise of trends such as BYOD or IP Surveillance, we have seen network storage and network security come under great pressure to accommodate

new, additional devices.

Technological trends are difficult to predict; ensure your network storage and security have the capacity to cope.

6⁄

Get internal buy-in

Once you have selected a cloud provider, how you access corporate data may change.

Therefore, a change management process should be considered to ensure the human element of risk is mitigated as far as possible. A combination of policy, training and best practice is required to make sure staff buy into the new processes for accessing data, and adhere to them. Here, again, twofactor authentication can play a role in keeping the data secure; it’s an old adage that things that are simple to maintain, get maintained.

With security, solutions that are easy to use, get used. Digipass tokens are simple to use, portable and reliable, with a battery life span of approximately seven years. This means they will be a well-received element of your overall cloud security and help to make security attractive among employees.

7⁄

Have an exit strategy

Even if you have conducted thorough research into your cloud provider, after a while you may think they’re not honouring their Service Level Agreement or the promised benefits are not being delivered.

Therefore, it is imperative to check that the terms and conditions of the contract enable you to switch easily to another provider – and that your old cloud provider proves to you that they have deleted or erased all your data. FM www.fm-world.co.uk

11/10/2013 16:14

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.

ECONOMY

FLOORCOVERINGS MARKET

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 FLOORCOVERINGS PRODUCT MIX 2012 PERCENTAGE BY VALUE

Source: HM Treasury (hmrc.gov.uk)

UNREALISTIC TARGETS

VINYL 15% OTHERS 2-3%

WOOD 16%

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

NOT ENOUGH SUPPORT FROM MANAGERS JOB INSECURITY REDUCTION IN BUDGETS BAD WORKPLACE ATMOSPHERE NOT ENOUGH SUPPORT FROM COLLEAGUES THREAT OF REDUNDANCY

CARPETS 57% Source: AMA Research

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

EMPLOYMENT

VERY/QUITE STRESSFUL FRUSTRATION WITH POOR MANAGEMENT EXCESSIVE WORKLOAD

CERAMIC & NATURAL STONE TILES 9%

Bank of England base rate: 0.5% as of 10 October 2013.

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

Consumer Price Index (CPI): The Consumer Price 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)

STRESS IN THE WORKPLACE

(www.amaresearch.co.uk)

The contract market for wood floorcoverings, which accounts for around 44% of the end-use application mix and has been less volatile than the domestic sector, recovered in 2012, and was estimated to be worth around £124 million.

Imports dominate the UK wood floorcoverings market, with the value of imports reaching a sevenyear peak in 2010, before falling again 2011-12. China remains the key source country, accounting for over half (53%) of imports, in value terms, in 2012.

FRICTION WITH OTHER STAFF TOO MUCH OVERTIME BULLYING 0

10

20

30

Nearly 2,000 respondents were asked: “In your current job, how stressful, if at all, are the following?”

A third reported they felt very or quite stressed about their frustration with poor management. Around a quarter reported feeling stressed from excessive workloads, unrealistic targets or lack of job security.

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

UK EMPLOYMENT TRENDS THE EMPLOYMENT RATES FOR MEN AND WOMEN HAVE CHANGED OVER TIME

1971

1971

92%

EMPLOYED

53% EMPLOYED

2011

2011

67% EMPLOYED

Category of worker

Hourly rate from 1 Oct 2013

Aged 21 and above

£6.31

76% EMPLOYED

Aged 18 to 20 inclusive

£5.03

SOME CHANGES THAT MAY HAVE IMPACTED ON THE RATE FOR WOMEN: 1971 1975 1979 1983 1987 1991 1995

Aged under 18 (but above compulsory school age)

£3.68

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

£2.65

The employment rates between men and women are converging.

In 1971, the employment rate for men stood at 92 per cent, while the rate for women was just 53 per cent.

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

1999

2003

2007

2011

1975 SEX DISCRIMINATION ACT

www.fm-world.co.uk

39_Insight.indd 37

Promoted equality of opportunity between men and women

1970 EQUAL PAY ACT

Prohibited any less favourable treatment between men and women in terms of pay

EMPLOYMENT PROTECTION ACT

2008 LONE PARENT INCOME SUPPORT CHANGES

Made it illegal to sack a woman due to pregnancy and introduced statutory maternity provision

Conditions of eligibility for lone parent income support were changed

2010 INCREASE IN STATE PENSION AGE FOR WOMEN

Increased the number of women working past 60

FM WORLD | 17 OCTOBER 2013 | 39

11/10/2013 16:15

BIFM NEWS BIFM.ORG.UK

QUALIFICATIONS

Recognised Centres In 2010, BIFM launched its Qualifications in Facilities Management, which has been going from strength to strength ever since. Under the close guidance of Linda Hausmanis, head of awarding organisation, BIFM offers a range of qualifications through more than 20 recognised centres, nationally and internationally.

The qualifications span Levels 2-7 and are therefore suitable for everyone from new recruits through to director level. The institute is the only professional FM body to offer Ofqualregulated qualifications that have a clearly defined career development pathway for all in the FM industry.

The qualifications are available in three sizes to suit the time and needs of the respective learners.

They have been developed by FM professionals and employers so that they cover relevant knowledge and skills. Each centre offers learners a variety of ways to learn, from day classes through to distance learning delivery.

Learners are offered a flexible approach to assessments, focused on their working environments.

Demand for the qualifications continues to grow – learner registrations are up 60 per cent from 2012. Organisations that become BIFM Recognised Centres have the opportunity to work against internationally recognised and established professional standards frameworks to develop skills, knowledge and competence, thus ensuring the workforce of tomorrow is equipped and confident to deal with the challenges of what tomorrow brings.

In March of this year, 40 | 17 OCTOBER 2013 | FM WORLD

40-42_BIFMNews.indd 38

Fruit Towers, headquarters of Innocent Drinks, will be open to visitors as part of Workplace Week

Interserve became the first FM services employer to become a BIFM Recognised Centre – to deliver the BIFM qualifications through their own in-house programmes. Their framework allows for learners to study a wide range of topics and caters for learners with varying degrees of experiences. As Helen Jeffery, national skills manager at Interserve describes, the benefits have been significant.

“Being a BIFM Recognised Centre has brought Interserve a number of positive benefits,” she says.

“It has allowed us to offer qualifications to a wider number of our employees due to the more flexible nature of the delivery model. In addition, by mapping our own internal workshops to the BIFM standards it enables our employees to undergo a highquality training experience with the added benefit of gaining a nationally and internationally recognised qualification.”

BIFM’s head of awarding organisation Linda Hausmanis adds: “We’re delighted that Interserve can see the potential of what our professional and vocationally related qualifications in FM could offer employees. It’s not surprising when you consider that Interserve won the prestigious BIFM award in Learning and Career Development in 2012.

The application to become a Recognised Centre builds on that award and Interserve’s commitment to help its employees be the best they can.” i Further details on becoming a BIFM Recognised Centre are available at www.bifm.org.uk/ qualifications or by contacting the qualifications team on +44(0)1279 712 651 or emailing qualifications@bifm.org.uk. For more information on Interserve, please visit www.interserve.com

SUPPORT

Workplace Week There’s no substitute for seeing workplace innovation up close and personal. This year’s Workplace Week (4-8 November) gives you the chance to do just that. A dozen organisations are opening the doors on their most interesting and inspiring workplaces as part of Workplace Week and in support of the BBC Children in Need appeal. Visitors will get a 90-minute tour and the chance to see and hear at firsthand how these forward-thinking organisations have responded to trends in work, technology and management.

Destinations include the BBC’s New Broadcasting House in central London and Media City at Salford Quays; Mintel’s London HQ; KPMG at Canary Wharf and PwC near Tower Bridge; Fruit Towers, home of Innocent Drinks; RBS and Lloyds of London in the

City and the offices of Network Rail in Milton Keynes. More visits are being added to the programme as time goes on.

Workplace Week is organised

by Advanced Workplace Associates and supported by BIFM, CoreNet Global and BCS. All proceeds will go to the Children in Need charity. Last year’s event raised £10,000 – the target for this year is £15,000. i To sign up for a workplace visit, or to secure a place at the Workplace Convention, visit www. workplaceweek.com or follow @ workplaceweek13 #workplaceweek on Twitter.

IRELAND

Conference The theme of the 17th annual BIFM Ireland region conference and exhibition is “Facilities Management, Facilitating for the Future”, which takes place on 15 November, again at the Belfast Waterfront.

Jim Fitzpatrick, the former BBC Northern Ireland economics

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

11/10/2013 16:16

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

BIFM COMMENT and business editor, will be the master of ceremonies.

The programme includes stimulating and informative talks from leading FM professionals covering an eclectic mix of topics such as: ● Driving future innovation in FM: responding to key megatrends and uncovering opportunities in a collaborative way to gain competitive advantage. Steve Gladwin, director, Nodus Solutions Limited will be exploring innovation from an FM context and asking how global trends will drive FM innovation and progress in the years to come. ● The Art of Intelligent Negotiation – Getting a ‘Yes’.

Lucy Jeynes, founding partner and managing director of Larch Consulting, on the ‘10 steps’ of a successful negotiation, and five tips that will prove useful in all sorts of situations. ● How effectively does the FM sector use social media as a communications tool?

Cathy Hayward, managing director, Magenta Associates asks how organisations in the FM sector use social media.

Also, the FM social media ‘top 10’, and top social media tips. ● Take control of your outsourced contracts – how to take control of managing outsourced service providers.

Bob Bannister, lead consultant, iManage Performance discusses a new approach to developing, improving and building the right relationships with FM providers, to gain improved engagement of service providers. ● Building Information Modelling – Better Information for Management. Rob Manning, Government Soft Landings Implementation Lead on the BIM core team, on the approach being adopted on new construction projects to bridge the information www.fm-world.co.uk

40-42_BIFMNews.indd 39

Sarah Hunnable is head of membership and business development at BIFM

L I ST E N I N G TO M E M B E R S

o ensure the BIFM is at the forefront in delivering on member expectations, we have been busy analysing results from our annual in-depth membership survey. Thank you to everyone who recently took the time to complete the survey. It is a great barometer for use as a check and balance of how we are performing, and helps us plan for the future. Here is what you told us.

Over 70 per cent of respondents use BIFM membership and qualifications as a key selection criteria when recruiting new FM staff, and approximately half of all respondents advise their staff to join BIFM. This shows the real value of BIFM membership. Furthermore, the vast majority of you are happy to recommend BIFM to a colleague, while 91 per cent of you feel that BIFM membership provided good or excellent value for money.

As reflected last year, “access to industry knowledge” was the primary reason for so many of you joining BIFM. We have been strongly focused on knowledge this year – releasing four new Good Practice Guides and a series of FM Leaders Forums. You told us unanimously about the value of the Good Practice Guides, which attracted the highest level of satisfaction with 38 per cent of you rating them 5/5. There are more Guides and Forums planned before the close of the year, ensuring you are equipped with the tools and support that you need in your career.

Professional recognition and post-nominals are also a key facet of membership. This year 925 members have upgraded their membership – with 78 per cent upgrading to Member grade or above (212 became Certified members). We encourage all members to ensure that they are at the right grade of membership to reflect their experience and expertise.

As we turn to professional development, over one in 10 members are planning to undertake a BIFM Qualification in Facilities Management in the future. A significant 80 per cent of members are undertaking Continuing Professional Development, with the majority undertaking in excess of 36 hours or more of CPD each year.

The networking opportunities from BIFM are vast, offered through our many regions and Special Interest Groups. We found that 55 per cent of our members attend group events across the UK, and you tell us of good satisfaction levels with these events.

We asked you what you want and expect from a professional body. The top three functions you expect from BIFM are: ● Provide the latest FM industry knowledge and academic thinking. ● Represent the professional interests of members, providing services, information and networking opportunities. ● Provide FM training and education.

It is clear that as a professional body we are delivering. But we can only deliver by listening, and we can only listen if you tell us. Thank you to everyone who took the time to complete the survey, and to all our members for your ongoing support.

T

“OVER 10 PER CENT OF MEMBERS ARE PLANNING TO UNDERTAKE A BIFM QUALIFICATION IN FM”

i If you have any additional feedback you can contact the BIFM membership team at membership@bifm.org.uk or by calling +44 (0)1279 712 650.

FM WORLD | 17 OCTOBER 2013 | 41

11/10/2013 16:16

BIFM NEWS BIFM.ORG.UK

gap between construction and operation, and to focus design and construction teams on required outcomes as well as required output return.

Delegate fees are £120.00 +VAT for BIFM members, with non-members paying £175.00 +VAT. i Confirm your place at www.bifm. org.uk/IC2013, or contact Laura McMahon at l.mcmahon@hjmartin. co.uk or +44 (0)28 9023 2622 for further details.

GOLF FINALS

Results The 13th National BIFM Golf Finals recently returned to Bowood, Wiltshire, scene of the first two finals all those years ago. For once, the weather decided to rail against the competitors and the competition, for the most part, was played in wet, windy and trying conditions. Despite this, the course was in superb fettle and much appreciated by all of the competitors.

In the sponsors section, the honours went to Incentive FM, ably led by Bill Pollard, with Mark Brinkworth’s HSS Hire combo in second.

The corporate section was won by the team from ChangeStone, representing the London region, with the Norland team from the Home Counties pushing them all the way.

The members section involved a humdinger of a battle between Scotland, the north and the south-west regions and only two points separated the three teams at the end. South-west finally had to settle for third place by a single point but the north were even unluckier, beaten into second on countback by a very polished Scotland team.

Congratulations to Scotland, who’ll be jetting off for a golfing weekend early in the New Year, 42 | 17 OCTOBER 2013 | FM WORLD

40-42_BIFMNews.indd 40

and to Incentive FM who lifted the coveted Overall Winners trophy for their efforts.

Thanks to Nigel Peters and HSS Hire for their continued and magnificent support over the years and to other sponsors: Incentive FM, Interface, Grosvenor FM (GFM), Norland Managed Services and to Catch 22 for their organisation.

EVENT REVIEW

International SIG The BIFM International special interest group (SIG) recently held an event entitled ‘Being European: Can FM create a joined-up model?’ According to speaker Tony Angel, owner and managing director of FM consultancy Edifice, “the popular view of pan-European FM outsourcing projects is that they are too difficult.

It’s thought there are too many cultural, legislative and financial differences, no FM service provider covers all of Europe, it’s impossible to achieve without having all the data, it’s perceived to be too expensive to get signed off; therefore, it’s impossible to do all in one hit.”

But Angel, who has many years’ experience in delivering cross-border FM outsourcing programmes, demonstrated in the seminar that with the correct planning, systems and principles, such projects can not only be successful but achieve major efficiencies and cost savings for the client organisation.

Also a special thanks to Mace Macro for hosting the international SIG seminar and sponsoring the refreshments. i See all BIFM groups at www.bifm. org.uk/groups and all events at www. bifm.org.uk/events

BIFM TRAINING EAVESDROP ON THE EXPERIENCE… Name: Helen Makin Organisation: Cummins Turbo Technologies Job Title: Site facilities technician

How did you get into FM? I was working in another department and had expressed an interest in developing my career. My manager suggested that I could help out in the facilities department as my good organisational skills would benefit the team.

I thought it would be a great development opportunity.

Cummins gives people the opportunity to move around the business and although I had no experience, the company identified that I had a lot of transferable skills that would be useful in an FM role. Though the placement was temporary I loved it so much I decided to stay and have never regretted my decision.

Which BIFM Training courses have you attended?

Understanding FM; The Professional FM 1; Management Development; Building Surveying & Maintenance; Managing Building Services; Project Management; The Tender Process; Contract Management; Negotiating to Win; Managing FM Performance; Selecting & Controlling Contractors on Site; IOSH and NEBOSH. Some of these have been attended for CPD purposes while others were part of a wider qualification.

How helpful have the courses been in supporting your role at work?

They have furnished me with the knowledge required to progress within my role. All have been well-presented and engaging and more in-depth than others I’ve attended through other organisations. The material provided is a useful tool to take away and utilise in my job role. I regularly use my course workbooks for reference purposes and for passing on to other FM colleagues. The tutors are very knowledgeable in their subject areas and are always available after the course, should I have any queries.

I can highly recommend BIFM Training courses to anyone either already working in FM or looking for a career in FM. It is a recognised and respected organisation within an ever-expanding industry and I look forward to attending many more training courses and educating myself with their help.

For further information on BIFM Training courses or to discuss your learning requirements please call 020 7404 4440, email info@bifm-training.co.uk or visit www.bifm-training.com

www.fm-world.co.uk

11/10/2013 16:29

,

FM DIARY INDUSTRY EVENTS 4-8 November | Workplace week convention A showcase of workplace and workforce innovation.

Organisations including Mintel, BBC Media City and New Broadcasting House, RBS, KPMG, Network Rail, PwC and Innocent Drinks will be hosting 90-minute site visits.

Venues: London, Salford and more Contact: www.workplaceweek.com 5 November | Workplace week – Driving productivity through the connected workforce The convention will explore the concept of the connected organisation, its implications for leadership, infrastructure and professional productivity. What can COOs, Human Resources, Real Estate, Facilities and IT leaders do right now to make sure their organisations make the transition to the connected organisation?

Venue: PriceWaterhouseCoopers, 7 More London Riverside, London, SE1 2RT 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 Russell Street, London WC1B 3DG Contact: Email registrations@ unwired.eu.com or visit www. unwired.eu.com/worktech13/ london 11 February | Workplace futures 2014 – Making innovation work What can we learn from the leaders in innovation – those who have made it work to deliver lower costs, greater efficiency, improved employee wellbeing, reduced impact on the environment, or benefits measured in other valueadding ways? Find out by joining this unique opportunity to discuss, listen, share and learn. Features case studies from Sodexo and triborough TFM. There are discounts available for i-FM licence holders and also for multiple bookings.

Venue: The Crystal, One Siemens Brothers Way, Royal Victoria Docks, London, E16 1GB 40 | 4 JULY www.fm-world.co.uk 2013 | FM WORLD

43_Diary.indd 40

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

Contact: Email info@i-fm.net, call David Emanuel on 0208 850 9520 or visit www.workplace-futures. co.uk/ 4-6 March | Ecobuild 2014 – Championing a greener built environment This global sustainable construction event connects professionals to help them network, learn and discover new products and find innovative solutions. Ecobuild hosts the most comprehensive showcase of sustainable construction products in the world and represents the entire spectrum of sustainable construction products for new build, refurbishment, residential, commercial and industrial projects.

In 2014, there are three core areas to the event: sustainable design and construction; connecting future cities; and energy.

Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London, E16 1XL Contact: Visit www.ecobuild.co.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/ 28 November | Procurement – Supply chain management: who manages who?

BIFM south region and Trade Interchange line up to present a case study on how a global FM supplier embraced cloud technology to take control of its growing supply chain.

Venue: CAA Aviation House, Gatwick Airport South, West Sussex, RH6 0YR Contact: Dave Barratt at dave@ barrettassociates.co.uk or call 07961 684579

SPECIAL INTEREST GROUPS

IRELAND 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

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

6 November | Catering and hospitality – Future foods and student training roadshow From 5.30pm. Guest panel on future foods and trends with executive chef William Horswill from The Burger & Lobster group, John Feeney from Griffiths Food Technology and Gary Hunter, director of education at Westminster College.

Venue: Westminster Kingsway College, 76 Vincent Square, London, SW1P 2PD Contact: Visit www. tinyurl.com/ pne4v5z 12 November | Women in FM – Annual conference Full details to be published.

Venue: ITV Studios, Southbank, London, SE1 9LT Contact: Email wifm@bifm.org.uk

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 7 November | Workplace Week – Tour of the new ASOS office 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 SOUTH 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 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

23 October | Pall Europe’s UK headquarters site visit Pall is a materials science and engineering company, providing filtration and purification products to the healthcare, biotechnology, pharmaceutical and industrial manufacturing markets.

Venue: Unit 5, Harbour Gate Business Park, Southampton Road, Portsmouth, PO6 4BQ Contact: Ian Fielder and ian.r.fielder@gmail.com 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 | 17 www.fm-world.co.uk OCTOBER 2013 | 43

11/10/2013 16:16

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

FM NEWS

FM innovations ▼ Avire ‘revolutionises’ lift alarm systems Leading provider of lift safety and communication systems Avire has developed new wiring looms for its Memcom emergency alarm system, to make integrating Memcom into installed lifts a quick and simple process.

The looms, which are pre-wired into the Memcom terminal block, allow the lift’s existing pictograms and alarm push buttons to be used and provide labelled wires to connect to these components.

The latest version of Memcom features a new interface in which programming relies on a tick-box system and drop-down menus rather than code-based prefixes and suffixes. This makes Memcom the first emergency telephone on the market that can be programmed without codes or a programming tool. W: www.memco-global.com

▲ Daikin UK puts weight behind ACR Show

▲ New health and safety training school

Daikin UK has confirmed its support for the Air Conditioning and Refrigeration Show 2014, with an exhibition presence and title sponsorship of the event.

The show, the only national exhibition dedicated to the UK air conditioning and refrigeration industry, will now be known as The ACR Show 2014 sponsored by Daikin UK. It takes place at the NEC on 11-13 February.

Daikin UK experts will also host a series of cutting edge seminars, on each of the three days, covering a wide range of key technical and commercial topics, enabling visitors to get up to speed with important industry developments.

Peter Verkempynck, managing director of Daikin UK, said: “The ACR Show 2014 provides an excellent national stage for industry representatives to meet under one roof and, ultimately, to learn from each other.” W: www.acrshow.co.uk

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

▼ £50m to help companies save energy EMSc (UK) Ltd, manufacturer of the UK’s marketleading voltage optimisation solution, Powerstar, has £50m funding available for administration to public and private sector companies wishing to invest in implementing specific energy-saving technologies.

The £50m is for technologies that can deliver a return on investment within a five-year period, as identified in reports prepared by the NHS Sustainable Development Unit and St George’s University.

The funds are only available for the top three technologies – Voltage Optimisation, LED lighting and Variable Speed Drives (VSDs) – as they have been proven to provide the highest energy savings across a range of different-sized sites.

Applications for the funding can only be made through EMSc (UK) Ltd until 31 December 2013.

W: www.powerstar.co.uk

▲ Jangro moves for Macmillan

SteriHandle launched by PHS Washrooms

Jangro, the UK’s largest network of independent janitorial supply companies with 41 member companies across the UK, has seen those companies working together for Macmillan Cancer Support.

The fundraising started with a head office staff sponsored walk around the Pennine Moors in Lancashire which raised £1,252.

Mark Cullumbine of Ace Janitorial in Sheffield organised a poker tournament that took place six metres underwater, raising £6,000.

Hygiene Cleaning Supplies Morecambe raised £1,250 with a sponsored swim.

Kyle Macintyre ran the Edinburgh Half Marathon, raising £500 for Co-An UK Ltd Jangro’s Perthshire member.

T: 0845 458 5223 E: enquiries@jangrohq.net W: www.jangro.net or www.justgiving.com/jangro

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

44 | 17 OCTOBER 2013 | FM WORLD

44_Products.indd 44

www.fm-world.co.uk

11/10/2013 16:17

at

A

place to study

MSc in Facilities Management Join us at our new purpose-built facility in the heart of historic Greenwich and advance your career.

(Attending and distance learning options available)

This RICS accredited programme has been developed in response to the growing demand for facilities management professionals from within the property and construction industries.

Its flexible approach will enable you to tailor your studies to your own particular needs. It can be studied on a full-time, part-time or distance learning basis. Places are available for January or September 2014 entry.

In September 2014 the School of Architecture, Design & Construction will move to our brand new Stockwell Street building. Easily accessible from Canary Wharf and the city, students will enjoy a modern and flexible environment complete with cutting-edge technology.

For more information: msc.be@greenwich.ac.uk t HSF BD VL BED

Be wise when you advertise

FM WORLD is the only ofƂcially audited title in the market..

FMWorld THE MAGA

ZINE FOR

www.fmworl d.co.

We can prove your advert will reach a qualiÂżed targeted audience.

Our ABC CertiÂżcate provides accurate, independently veriÂżed circulation Âżgures, giving you conÂżdence in your advertising investment.

THE BRITI

SH INSTITUTE

OF FACILITIES

MANAGEM ENT

| 15 AUGU ST

2013

uk

THE INSIDE STORY

“My biggest challenge is keeping the workplace working.

But I can rely on HSSers to help me get the job done.�

What policy could me changes an for in prisons FM

If you want to reach 11,920* facilities professionals contact: t: norbert.camenzuli@redactive.co.uk co.uk or call 020 7880 7551 01 FMW Cover.ind d 1

07/08/2013 10:56

*Circulation Âżgure relates to period from Jul ‘12 to Jun ‘13

Ă? CIRCULATION UP 3.5% YEAR ON YEAR Ă?

For more information visit www.abc.org.uk or email info@abc.org.uk

www.fm-world.co.uk

$W +66 ZH NQRZ WKDW \RX¡YH JRW HQRXJK WR GR ZLWKRXW KDYLQJ WR ZRUU\ DERXW HTXLSPHQW :KHWKHU \RX¡UH EXLOGLQJ PDLQWDLQLQJ RU RSHUDWLQJ ZH FDQ PDNH VXUH \RX¡UH EHWWHU HTXLSSHG WR JHW WKH MRE GRQH VR WKDW \RX VSHQG OHVV WLPH PDQDJLQJ HTXLSPHQW DQG PRUH WLPH RQ \RXU FXVWRPHUV FRQÀGHQW LQ WKH NQRZOHGJH WKDW ZH¡YH JRW \RX FRYHUHG

/ 08457 28 28 28 Safety / Value / Availability / Support

FM WORLD | 17 OCTOBER 2013 | 45

FMW.17.10.13.045.indd 35

11/10/2013 12:33

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB NAME: John Softley JOB TITLE: Estate manager ORGANISATION: Landmarc Support Services, working for the DIO JOB DESCRIPTION: Hard and soft FM for the eastern region of the UK-wide military training estate

What attracted you to the job?

JOHN SOFTLEY TOPIC TRENDS is, is not knowing what’s going to come through the door next. You have to be able to think on your feet and react immediately.

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

I’d pass on all of my admin duties so that I could spend more time out and about around the estate, meeting colleagues and the client to see first-hand how services delivered well impact positively.

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

It would be to ensure that as a team, everyone The varied requirements. It’s so interesting working has an understanding of other people’s roles; on the training estate, as well as on the important multi-skilling so that staff can comprehend the general maintenance of the built estate to provide requirements of all trades and their particular training troops and the civilian support workforce demands. I believe that the appreciation of others’ a safe environment to work and train in. Where else roles, responsibilities and the pressures they would you get the chance to be part of building an bring with them would make for a more joined up Afghan village for our troops to train at? The village approach to the working environment. is one of a kind and consists of two Middle Eastern village complexes – one rural Any stand-out moments? and one urban – complete with Following a particularly three forward operating bases, WHAT’S MOST FULFILLING? successful project to enhance a bridge, road infrastructure and the training facilities within six lanes of counter-improvised “Ensuring projects such the training area, I was explosive devices. as turning old dilapidated offered the chance to view the council houses into training My top perk at work is… project from the air. This was Meeting the people that a fantastic experience, being facilities runs smoothly” live and work on the land. able to see a military training Landmarc looks after 220,000 facility at such close quarters, hectares, in some of the most and having the opportunity rural parts of Britain, so there’s always something to envisage how the facilities worked together to different to see, be it built estate or otherwise. provide the troops with the training they need.

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

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

I moved from being a carpenter with supervisor responsibilities to the civil service as a clerk of works. I then progressed to a consulting role for the RAF providing quality awareness, health and safety, project planning and long-term maintenance requirement advice. From there it was a straightforward move to managing facility maintenance works for the MoD training estate.

A football coach – definitely!

What’s been your career high point to date?

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

Being made estate manager with the responsibility of managing a multi-skilled workforce that deliver both hard and soft FM across the whole eastern region has to be a high point.

Your biggest career challenge so far?

The biggest challenge, which makes the job what it 46 | 17 OCTOBER 2013 | FM WORLD

46_PeopleAndJobs.indd 42

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

That FM is just a ‘nice to have’. Successful FM and maintenance of the built estate will provide a safe and sound building, working to its best ability for the occupants, in a cost-effective manner.

The integration of computers into the FM role has made a vast difference. Transforming paper-driven, pre-planned maintenance regimes and having to rely on checking schedules for inspections to using an online system to track planned, reactive and remedial works easily and effectively.

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

Working with procurement

6

8

AVERAGE

JOHN SOFTLEY

Introducing/ working with new forms of IT

5

7

Working on energy-efficiency initiatives

7 5

Adapting to flexible working

6 8

Maintaining service levels while cutting costs

7 10

Adapting FM to changing corporate circumstances

8

6

www.fm-world.co.uk

11/10/2013 16:17

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.fm-world.co.uk

FM New appoints171013.indd 047

Appointments

FM WORLD | 17 OCTOBER 2013 | 47

14/10/2013 10:15

Deputy Director of Estates and Campus Services LEWISHAM AND GREENWICH NHS TRUST

Operational Contracts Manager £39,239 - £47,088 pa, plus high cost area supplement We are looking to recruit an Operational Contracts Manager to provide comprehensive support to the Head of Contracts & Performance in all aspects of the delivery of contract monitoring and the day to day management of 19.5 WTE staff covering Reprographics, Contract monitoring, Transport services and Reception staff.

Nr Potters Bar, Hertfordshire/Camden, London c. £51K - £58,7K pa inclusive The Royal Veterinary College invites applications for the position of Deputy Director of Estates and Campus Services, a role which offers a diverse and exciting challenge to an experienced Estates professional.

The College is the largest and only independent veterinary school in the UK. It operates on two sites, one in Camden, Central London, the other a 575 acre site in rural Hertfordshire and you will ensure the continued development and delivery of high quality Campus Services across the College.

You will have an appropriate professional qualification and a proven and sustained track record of success in delivering facilities management services of a similar size and nature. You will also have excellent communication skills and the ability to lead and motivate your team.

For an informal discussion about the post please email Alasdair Esson, Director of Estates by email: aesson@rvc.ac.uk For further information and to apply online please visit our website: www.rvc.ac.uk quoting the reference number EST/0145/13.

Closing date: 3rd November 2013.

Interview date: 20th November 2013.

You will have a detailed understanding of Soft Facilities Management services, National Cleaning standards, Waste Regulations and “Better Hospital Food” and will also demonstrate a thorough understanding of contractual and commercial aspects of contracts, in particular Estates & Facilities Services.

We are looking for someone with the ability to build effective relationships with contractors and internal operational staff and have experience of leading a successful team and project management. You will also be articulate, outgoing and be comfortable chairing contract review meetings.

You will work closely with the Head of Contracts & Performance to formulate, implement and review systems and mechanisms to manage Estates & Facilities Contracts, including PFI, Hard & Soft FM services and Non Emergency Patient Transport services. This will include applying Key Performance Indicators & contractual payment mechanisms.

You will also understand the competing needs of private sector objectives and the operation of Trust activity.

This post will be based at the Lewisham Hospital or Queen Elizabeth Hospital sites as required.

Please apply via NHS Jobs www.jobs.nhs.uk searching reference number 197-JT2744.

Closing date: 31 October 2013.

Committed to Equal Opportunities and flexible working.

Smoking on site is strictly prohibited.

48 | 17 OCTOBER 2013 | FM WORLD

FM New appoints171013.indd 048

We promote equality of opportunity and diversity within the workplace and welcome applications from all sections of the community.

JOBS PLAN YOUR NEXT MOVE

on the move See latest job listings Create job alerts by email Save and email jobs from mobile Apply for jobs by saving your CV to your profile Keep track of your activity

Go to www.fm-world.co.uk/jobs jobs.fm-world.co.uk

14/10/2013 10:26

Don’t leave it until 2014 to secure your next role General Manager London • £60,000 - £65,000 We are seeking an experienced Building Manager with excellent customer focus and client interaction skills to lead the management of a prestigious 250,000 sq ft site in Central London. You must have exposure to managing a similar sized multi-tenanted development on the landlord’s or managing agent’s behalf and will need to excel in relationship building with high-end tenants. You will ideally have a background in hospitality combined with a strong technical understanding of hard services in the built environment.

Ref: RC238991

Cleaning Account Manager South East • Circa £30,000 + vehicle Our client is looking to recruit a proven Cleaning Account Manager to oversee 5 sites across the South East. You will have 5 direct reports (Site Managers) who run teams of cleaners both small (7-8 people) and large (25 people) in total. You must be an excellent people manager with strong communication skills who is able to lead successfully. This newly created role requires someone who is hands-on in their approach and strong operationally. In addition, you will be responsible for rolling out new initiatives and giving direction to the overall workforce.

Ref: CROJ239241

Offices globally www.cobaltrecruitment.com Please apply for any of the above roles by emailing apply@cobaltrecruitment.com or call 020 7478 2500 to speak with Claudio Rojas or Ryan Coombs quoting the relevant reference number.

jobs.fm-world.co.uk

FM New appoints171013.indd 049

The power of people

FM WORLD | 17 OCTOBER 2013 | 49

14/10/2013 10:26

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

STEP TO IT

Here's one of those potentially “simple but clever” initiatives – labelling stairs with the number of calories that can be burned if you climb them.

The StepJockey scheme is backed by the Department of Health through the Small Business Research Initiative. Its aim is to tackle obesity and strengthen the hearts of office workers.

Any set of stairs in the world can be mapped and rated for calorie burn through the StepJockey website (www.stepjockey.com).

Signs bearing the information can then be printed and displayed.

Individuals can also “tap” the sign with an NFC-enabled smartphone to download an app that allows them to track calorie burn and progress, set goals and compete with work colleagues.

Trials suggest this signage can increase stair climbing by up to 29 per cent. A steep increase indeed.

HERE WE GO HO HO Merry Christmas! Yes, really. Move over Guy Fawkes, you're getting in the way of the Big One. The clocks have yet to go back and we're already being informed, courtesy of interior landscapers Ambius, of the Christmas design trends that FMs should look out for this year.

And, well, it's mixed news really. Natural “deskorations” – by which Ambius means the art of decorating your desk – will be big this year.

Deskorations can be formed of plants and foliage placed around an employee’s workstation to add festive spirit and individuality. This sounds rather good, but also really... well, messy. Ambius makes the sound case that this kind of personalisation feeds into employee wellbeing and we take the point, but the potential for something the FM will need to deal with afterwards is considerable. At least the idea of “bespoke decorative baubles mixed with foliage or colourful ribbon” (see serving suggestion, top right) sounds like less trouble.

Also, apparently “scenting adds another dimension

to the creation of a Christmas ambience.” We can see FMs up and down the land wondering about the effects of that one.

As for choice of office tree, should you go natural or artificial? Ambius says that it expects more people to go with a real tree, not least because they “create a pleasant fresh ‘Christmas’ fragrance in the office”.

So there you have it – merry Christmas one and all.

Now, what should we be doing about Easter?

SIMPLY THE BEST? Auckland Art Gallery Toi o Tamaki in New Zealand (pictured), designed by Francis-Jones Morehen Thorp and Archimedia, recently won the overall World Building of the Year award at the 2013 World Architecture Festival.

The gallery formed part of a public project that included restoration of a number of heritage buildings in Auckland.

Judges said that the project "transcended category types", constrasting new and old, manmade and natural, and "the relationship between art and science".

The World Architecture Festival is billed as the largest annual festival and live awards programme for the global architecture community, and will return for its seventh year at Marina Bay Sands in Singapore on 1 October 2014. However, among all of the information we were sent about the new winner, not a word was

mentioned of the building's operational effectiveness or facilities management friendliness. A pity that such details were not made public, and even more so if these particulars do not actually form part of the judges' criteria.

IN THE NEXT ISSUE OUT 1 NOVEMBER

PROFILE – THE BIFM'S FACILITIES MANAGER OF THE YEAR 2013 /// FEATURE: MASS NOTIFICATION SYSTEMS /// FEATURE: THIRD SPACES AND ORGANISATIONAL COHESION /// PF2 – WHAT NEW PAYMENT AND SPECIFICATION DOCUMENTS MEAN FOR FM /// GREY WATER RECYCLING /// BIFM AWARDS ROUND-UP /// ALL THE LATEST NEWS AND BUSINESS

50 | 17 OCTOBER 2013 | FM WORLD

50_No2Days.indd 62

www.fm-world.co.uk

11/10/2013 16:18

HOT DATES Think about your how you can boost your own skillset and get ahead of the game BIFM Training now offer the widest range of FM courses globally and we’ve just launched a number of new programmes in areas we believe that FMs should be embracing including Building Information Modelling (BIM) on 19 Nov 2013 and BS11000 Collaborative Business Relationships on 11 Dec 2013 – call 0207 404 4440 for your copy of the new autumn 2013 brochure or email info@bifm-training.co.uk

NOVEMBER COURSES 18

19-21 19 19 20 20-21 26-28 27 26-27 28

Exploring Innovation in FM (BIFM Executive Programme) FM Business School [Advanced] A-Z of FM Compliance and Standards Building Information Modelling (BIM) & Soft Landings Making the Change to Agile Working Health & Safety Regulations, Responsibilities & Risk Assessment The Professional FM 1 [Intermediate] FM Governance and Risk (BIFM Executive Programme) Fire Safety Law & Risk Assessment IOSH Safety for Senior Executives

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

twitter.com/bifmtraining

linkedin.com/company/bifm-training

*HW DKHDG E\ DGGLQJ YDOXH WR \RXU EXVLQHVV WKURXJK %,)0 TXDOLILFDWLRQV LQ}IDFLOLWLHV PDQDJHPHQW 'HYHORS \RXU ZRUNIRUFH WR DGYDQFH \RXU EXVLQHVV SHUIRUPDQFH ! &XVWRPLVH WKH TXDOLILFDWLRQV WR PHHW \RXU EXVLQHVV QHHGV ! 8VH UHDO OLIH ZRUN SURMHFWV DV DVVHVVPHQWV ! 5HFRJQLVH DQG PD[LPLVH WKH YDOXH RI \RXU VWDII

ZZZ ELIP RUJ XN DGGYDOXH

BIFM Get Ahead Business.indd 1

FMW.17.10.13.051.indd 2

7 ( TXDOLILFDWLRQV#ELIP RUJ XN ZZZ ELIP RUJ XN

17/5/11 17:08:21

11/10/2013 12:36

Complete Asset Protection

Mark, label and track all types of valuable assets within your organisation Marking Permanent visible marking for ICT and AV equipment Instant identification of property Recommended by the Police and Insurance companies as a proven theft deterrent UK Police preferred product*

For more information visit

Labelling

Tracking

Uniquely numbered labels Highly durable and suitable for many types of surface Use as part of an asset tracking system A range of tamper evident, void and barcode tracking labels to choose from

Ideal for managing the asset tracking needs of the organisation Robust barcode scanners and hand-held computers to update asset data remotely Easy to use software interface, install and scan Conforms to the government’s control of asset guidelines

or contact

www.selectamark.co.uk +44 (0)1689 860757 Selectamark is a registered trademark of:

* Selectamark visible marking is a Secured by Design accredited product

FMW.17.10.13.052.indd Selectamark CROPS.indd2 2

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

11/10/2013 11:52 31/7/12 16:25:37