FM World 1 November

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 1 NOVEMBER 2013

FMWorld www.fm-world.co.uk

FM of the Year Deborah Rowland on how BIM and GSL promote facilities management

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VOL 10 ISSUE 20 1 NOVEMBER 2013

CONTENTS

06 | Interserve and the BBC

16 | Deborah Rowland

22 | Third spaces

NEWS

OPINION

FEATURES

6 Interserve wins total FM deal at the BBC, valued at £150 million 7 BIFM announces a new ‘strategic intent’ 8 Project of the Fortnight: Healthcare IT business TPP in Horsforth, Leeds 9 Can FM benefit from treating / defining workplace users as ‘guests’?

10 Business news: Graeme Davies discusses consolidation options in the UK FM sector 11 Carillion acquires John Laing’s FM business 12 In Focus: Tony Raikes on adding long-term value in economically challenging times

14 Perspective of a facilities manager: Simon Francis on transforming unloved buildings 15 Five minutes with Oliver Jones 46 No Two Days

MONITOR 35 Technical: Grey water recycling solutions 36 Insight: Market intelligence 38 Comment: Andrew Hulbert on promoting the FM sector to the next generation of workers

30 | Mass notification systems

16

FM of the Year: From British Airways and Barclays to the Government Property Unit in the Cabinet Office, Deborah Rowland is enjoying a varied career

22

Third spaces: The way organisations use third spaces continues to evolve and will have a profound impact on office requirements. Ziona Strelitz reports

26

Private Finance 2: The Private Finance Initiative replacement is a very different proposition: Stephen Holton looks at what the changes mean for FM

30

Mass notification systems: Systems that can inform large groups of people when emergencies occur are being trialled in the UK

REGULARS 38 41 42 42 44

BIFM news Diary of events Behind the job Products Appointments For exclusive online content including blogs, videos and daily news updates

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news 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

ello, reader. How may we assist you today? We’ve a selection of organically produced articles, including a profile of the newly crowned 2013 facilities manager of the year and an assessment of FM’s role in the government’s new PF2 service model. Should sir / madam prefer, we’ll happily draw your attention to an interesting piece on mass notification networks or the article we’re running on the growing impact of the ‘third space’ on FM provision? There’s more, of course, so if you need anything else please just ask.

Hmm, not sure I’ve nailed the overtly customer-focused writing style I was aiming for. And in all seriousness, when you need to consider anyone you interact with as a customer of whatever it is you do, there’s a lot more to it than just language. It’s interesting just how many of the people, projects and organisations shortlisted at this year’s BIFM Awards were praised for their treatment of end-users as individual recipients of the facilities service. It made me wonder just how far we can take this idea of the end-user as customer, or even ‘guest’?

Take Edge Hill University, winners in the BIFM Awards in-house team category.

The university’s FM team’s focus on students as customers has been fundamental to its success. In our post-awards interview, we spoke to the team about how much work they have to do to understand student – sorry, “customer” needs, including the reasons for their customers’ final choice of university and their expectations of university life.

Sure, the university’s reputation and quality of degree courses tops the list of requirements, but here’s an FM team that recognises how they can materially affect the total university package – which, of course, includes the services they provide.

And there’s more. The Edge Hill team spoke about how a student’s “emotional connection” with the university can be formed within minutes of arrival at university open days when they experience the welcoming, attractive and safe environment – something the team knows it can influence. That suggests that FM has a remarkably close connection with the customer – and it makes me wonder if the FM team, as in so many things, can in fact claim a closer relationship with an organisation’s customer than pretty much any other aspect of an organisation bar whatever its core service proposition happens to be.

Then again, if we have such sophisticated awareness of FM’s value within the FM team itself, how can we square that with the tired old narrative of FM’s value not being appreciated at a wider organisational level? I’m beginning to wonder if we talk ourselves into a negative mindset about all of this, when all we really need to be doing is making more noise about the truly exceptional support FM is so clearly giving.

But all that’s for another day. For now, it only remains for me to say that here at FM World we’re currently undertaking our 2013 reader survey. We do this once every two years, so please consider taking part; what you say will help us determine what we provide in the years ahead. There’s a prize for taking part that will be given to one participant chosen at random. Thanks in advance for your time – a link to the survey appears on page seven.

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

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

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

BIFM ENQUIRIES

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“The FM team can claim a closer relationship with the customer than any other aspect of an organisation”

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CONTRACT WIN

Interserve wins £150m BBC total FM deal Interserve has won a five-year FM contract with the BBC, worth more than £150 million.

The support service and construction company told FM World that using new technology to maximise space utilisation and training and development would be key priorities.

The deal includes management and delivery of services at over 150 facilities across the UK, among them Broadcasting House in London, MediaCityUK in Salford and Pacific Quay in Glasgow. The portfolio covers a floorspace of 590,000 square metres.

Interserve will provide 26 services, from critical broadcast engineering to implementing a new, flexible workplace support model. Around 1,100 employees will transfer to Interserve from existing

providers. Interserve also said it would “deploy new technologies” to help the Corporation make informed decisions on its estate.

Speaking to FM World, Interserve’s strategic development director Leigh Carter said that the company would be using MiCad’s CAFM software to help track and understand space utilisation across the BBC estate.

“What’s absolutely key to the BBC is that it demonstrates value for money to the licence payer,” Carter said. “Because we’ll be looking to roll out our workplace support assistance model, we’ll be using that software to track how space is used in order to drive up utilisation.”

Carter added that Interserve would focus on the people issues involved with the changes the company would be implementing.

“We put a lot of emphasis on training and developing staff,” Carter said. “We have an in-house business change management process called ‘Change Master’, facilitated through Cranfield University, that focuses on the human side of change dynamics, from strategic engagement and leadership planning through to outcome setting

and incentivisation.”

Carter added that the move towards providing the MediaCity “embedded resource” model throughout the estate will take place over the first 12 to 18 months of the contract.

The new FM contract also includes an option to extend for up to four more years.

SHUTTERSTOCK

Workplaces must become ‘more informal’ Workplaces will shift towards having more collaborative and informal areas as a new generation of employees makes an impact, according to a new report.

Sodexo’s study How Britain Works: Key Trends in a Workplace Environment has been compiled from interviews with experts across industry sectors including FM, as well as FM organisation panel discussions and site visits.

The report identifies three key factors affecting the workplace: social trends, people trends and space trends.

Among its findings are that 73 per cent of Generation Y

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employees favour collaborating in informal breakout spaces as opposed to formal meeting rooms.

According to the study, 94 per cent of ideas are generated outside of individual space.

Microsoft estimates the

percentage of work output and deliverables dependent on group input rose from 25 per cent in 2000 to 70 per cent in 2010, the report adds.

Among those quoted in the report is Marie Puybaraud, director global workplace innovation at Johnson Controls.

“At present, 70 per cent of office space is ‘individual’, with 30 per cent ‘collaborative’. By 2020, this will have reversed,” she said.

Organisations that offer welldesigned, shared workspaces and practices that encourage employees to communicate

more will attract and retain talent, the report concludes.

Other key findings are that 75 per cent of workers claim flexible working is important or very important to them and 14 per cent would change job if flexible working was taken away.

More than half of employees (54 per cent) want to be measured on output rather than the hours they work, the report added.

Around £135 million is lost every year as a result of poorly designed offices, with badly designed open plan offices reducing happiness levels by 32 per cent and productivity by 15 per cent. www.fm-world.co.uk

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BIFM CEO Gareth Tancred: seeking to give the BIFM a global reach

NEWS

BRIEFS SAM KESTEVEN

New MD at Compass Group

BIFM announces new ‘strategic intent’ BIFM chairman Ismena Clout has announced new mission, vision and value statements for the institute.

The announcement, made at the BIFM Awards, sees the BIFM’s purpose defined as being: “the professional body responsible for promoting excellence in facilities management for the benefit of practitioners, the economy and society.”

The BIFM’s vision is to be “the internationally recognised, authoritative voice of facilities management and the development partner of choice for professionals and their organisations.”

And finally, the institute now defines the values that guide its decisions and behaviours as: “passionate, proud, professional, progressive”.

In a statement supporting the new mission, vision and values statements, the institute pointed to the work it is doing in developing communities of best practice and providing an authoritative voice for the profession – this on top of the work it is doing in developing professional educational standards and career progression pathways.

Chief executive Gareth Tancred told FM World that the institute’s new direction included seeking a ‘global reach’. Already working with other international partner organisations, Tancred intends for the BIFM “to be seen internationally as being the authoritative voice on FM”. This will include the development of specific regional member

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BIFM deputy chair Liz Kentish will step down in 2014

communities overseas.

Underpinning the institute’s strategic direction is a new content management system which will drive a new BIFM web site, the launch of which is imminent. The site will accommodate the needs of both UK and overseas member communities.

In other BIFM news, Liz Kentish has announced her intention to stand down as BIFM deputy chair when she reaches the end of her term. She will not be putting herself forward as BIFM chair.

It marks a time of big change at BIFM, as chairman Ismena Clout’s tenure also draws to a close in July 2014. Both the new chair and deputy chair will be voted for shortly by members of the board, and the results will be announced after each election process.

Kentish will be leaving her

position with the BIFM next summer to focus on her business, Liz Kentish Coaching.

Kentish said: “It is not an easy announcement to make because I have thoroughly enjoyed working with BIFM – both as deputy chair and as chair of (BIFM Special Interest Group) Women In FM. But I feel it is important that someone else has the same chance I have had to take BIFM and our profession forward.”

However, Kentish added that while she will be leaving the post of deputy chair in July, she will not be “stepping away from BIFM”.

“I will be fully involved up to the summer and I intend to remain an active BIFM member and supporting voice from outside of the boardroom,” she added.

Both Clout’s and Kentish’s tenures have been eventful. Two new BIFM branches – in the Channel Islands and Ireland have been set up since they took on the roles of deputy chair and chair respectively.

BIFM qualifications have also been an important area of focus, with the higher level apprenticeship and the Level 2 diploma coming into force under their leadership.

Kentish has also played a critical role in the Medium Term Strategy (MTS) Group – helping to shape the route the Institute will take through to 2015.

Compass Group UK & Ireland has appointed Dennis Hogan as its new managing director.

Hogan will replace incumbent Ian Sarson, who is moving to a new role as director of Healthcare and Senior Living for Compass Group in Europe & Japan, on 1 January 2014.

Hogan joins the UK & Ireland business from Compass Group North America, where he was chief executive, Canteen Vending Machines. He has worked with Compass since 1996, previously as acting chief financial officer and senior manager of strategic planning.

CIPS calls for licensing The procurement and supply chain profession need to be formally licensed to “protect the public and our professionals” and prevent disasters such as slavery in supply chains.

According to a policy statement, published by CIPS, the licence should be backed by government legislation and all employers should self-regulate by implementing the licensing scheme, such as already exists in the accountancy profession.

The statement also calls for “a clear focus on personal accountability in procurement and supply management”, for “modern day procurement and supply to be carried out by professionally qualified personnel” and for “procurement and supply professionals to be able to demonstrate a predetermined level of competence and understanding”.

ISS signs up to Covenant FM service provider ISS is claiming to be the first FM service provider to sign the Ministry of Defence (MoD) Corporate Covenant.

The company signed the covenant at the recent DSEI exhibition at London’s ExCel exhibition centre. By signing, the company pledges to “support the British Armed Forces, ensuring that no member of the armed forces community will face disadvantage in the provision of services provided by ISS.” FM WORLD | 1 NOVEMBER 2013 | 07

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Office workers ‘spend a week in the washroom’

TPP (THE PHOENIX PARTNERSHIP), HORSFORTH, LEEDS OPENING: Spring 2015 DESIGN: Bowman Riley Architects CONSTRUCTION: ISG BUILD TIMEFRAME: 3 years

Made in Yorkshire Building has started on the new head office for TPP, the healthcare IT business responsible for delivering the NHS vision of “one patient, one record”.

TPP’s new HQ in Horsforth, Leeds will accommodate 600 staff within 85,000 square feet. The company has grown from 50 employees to more than 200 within the last few years. TPP is now recruiting for more staff across all teams and requires more office space as a result.

Construction and fit-out business ISG has won the multi-million pound contract to build the new premises, with Bowman Riley assigned as architects.

The four-storey, steel frame structure has been designed by Bowman Riley to complement the existing built environment, including a frontal, road-side elevation of traditional Yorkshire stone with a pitched tile roof.

Set on a sloping site, the premises incorporate two levels of undercroft car parking facilities.

A key feature of the building will be the near total absence of columns across the four main floor plates. ISG will instead install delta beams spanning up to 17 metres within the main office areas, intended to provide uninterrupted sight lines from front to rear. There is to be a combination of cellular and open plan office accommodation.

The majority of the office will be naturally ventilated thanks to roofmounted wind catchers, and there are brise soleil shading panels to regulate solar grain. The aim of these features is to achieve a BREEAM “very good” environmental performance rating.

TPP’s new HQ will also have a high specification main reception area with a double height, light-filled atrium. Elsewhere, the rear façade boasts a contemporary design, with extensive curtain walling and rain screen cladding panels.

The project is due for completion in spring 2015.

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UK office workers spend 41 hours in the company washroom each year, according to new research.

And one in four admitted they did not wash their hands after each visit to the washroom, increasing the potential for spreading germs and disease in the workplace, particularly during flu and Norovirus season.

A global study of 6,000 office workers by Initial Hygiene – where 1,000 of the respondents came from the UK – found that employees spent the equivalent of more than a week at work in the washroom every year on average. Men spent four hours more in the washroom than women.

As well as not washing their hands, a number of those surveyed (one in 20) admitted to reading a work document in the washroom, boosting the chances of germs and bacteria spreading across the workforce.

The research also found that almost half (40 per cent) of UK office workers rated their office washrooms as average or below average. More than a third (39 per cent) said their job satisfaction would be better with improved office hygiene.

Dr Peter Barratt, technical director at Initial Hygiene, said: “As the flu and Norovirus season looms on the horizon, we all need to take more responsibility to improve our hand hygiene. Employers need to ensure the right facilities are available as well as providing plenty of soap, sanitising gels and hand drying equipment.”

Senior execs ‘trust employees to work remotely’ More than half of senior executives trust employees to work away from the office, but more than a quarter feel pressured by their staff to implement flexible working practices, a new study claims.

A YouGov survey commissioned by software company Citrix asked 200 UK-based, SME decision makers about their attitude towards flexible working.

A significant 63 per cent of senior executives said they trust employees to be productive when working outside of the office.

This shows an increasing acceptance of flexible working practices among UK employers. In a 2011 Citrix survey, almost a third (31 per cent) of SMEs said they were concerned about “out of sight, out of control”. This had dropped to 25 per cent in the new survey.

The study also found that more UK businesses were seeing increased productivity as a result of flexible workstyles. In 2011, 28 per cent of UK respondents said a mobility initiative had not improved productivity in any tangible way; that was down to 14 per cent this year.

However, more than a quarter of executives (28 per cent) said they felt under pressure to increase flexible working practices to meet employee demand. The survey found that internal pressure from staff, as opposed to external commercial and competitive forces, were the greatest driver in adopting remote working.

Businesses tackle depression in the workplace Leaders from businesses across Europe have created an initiative to tackle depression at work.

Senior executives from companies including BT, Royal Mail and Barclays will spearhead the Target Depression in the Workplace programme, which aims to identify tools that will allow company executives to better support employees with depression and promote good mental health in the workplace.

One in 10 employees in Europe takes time off work due to depression.

People with depression report on average 5.6 hours per week of total health-related lost productivity time.

Dr Paul Litchfield, BT Group chief medical officer and Target Depression in the Workplace Steering Committee advisor, said that mental health was the dominant workplace health issue of our time.

“Work can either be beneficial or harmful to mental health,” he said. “We are looking forward to working with other employers to drive best practice to a higher level and to disseminate it as widely as possible.” www.fm-world.co.uk

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THINK TANK

WE ASKED 100 FMS… Yes 80%

Can we in FM benefit from treating or defining our workplace users as ‘guests’?

With so many recent case studies involving FM teams that provide ‘hotel-style’ service to their end users, we thought we’d ask what our Think Tank correspondents thought about this new way of defining enduser engagement.

“The challenge with using the word ‘guest’ is that it implies a transitory stay,” suggested one correspondent. “A key part of the FM role is to meet the needs of all occupiers, which is constantly changing. The more vital element is to understand company and workplace philosophy and meet those needs.”

Another correspondent drilled down into the detail. “The language is everything here. ‘Guests’ implies a number of things, all of which are

helpful in reminding us to provide good service. Hotel guests expect to be welcomed and looked after, and we want them to enjoy their stay.

“Guests are paying customers who expect value for money. Guests are our lifeblood and our facilities are all about meeting their needs and preferences – they are not there to inconvenience us. Guests choose to be with us, and might choose to be somewhere else if we don’t look after them.

If you don’t want to call them guests, at least call them customers, he continued. “’Users’ has unhelpful connotations; it limits what we do to the merely functional.”

Another correspondent was concerned that the word ‘guest’ could be abused. (“No, if you

change the word and treat them the same. No, if you provide individualised services to people but just call them ‘users’.”)

Another questioned whether level of service should vary just because you call your client something different. “Surely the aim is to provide the best possible service for that person,” they commented. “Within the NHS in some areas we’ve stopped calling patients patients and now call them ‘service users’ or ‘clients’. At the end of the day, though, we provide the same service. A guest is someone fleeting just dropping by for a short while, while a client or customer is someone using your services in a professional manner. Surely that’s what we do, and that’s the service

we provide.”

In general, though, four in five responses to the question were emphatic. “Absolutely yes!” said one higher education FM. “In fact, why on earth wouldn’t you? I’d even go as far as saying that there are no other options. What else would you treat them as?

“The subject of ‘are students customers?’ is very controversial in the HE sector, and I can see why (you can’t buy a degree), but from an HE FM perspective I firmly believe we must focus on the customer experience irrespective of the academic dynamic.”

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

ISTOCK

Green Deal ‘unattractive’, say politicians The Green Deal is financially unattractive and uncompetitive and needs to be reviewed, according to an All-Party Parliamentary Group.

In its report, Re-energising the Green Agenda, the Commission of Inquiry of the All-Party Parliamentary Group for Excellence in the Built Environment said it backed the Green Deal initiative.

However, the group added it was concerned that the deal was not strong enough to help meet the UK’s carbon emissions targets.

The report said: “We are convinced that, unless the price of energy surges in a way that tips the financial scales and increases the savings, the Green Deal will www.fm-world.co.uk

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not gather the necessary momentum to succeed, without additional incentives to encourage action and a means to reduce the cost of finance.”

The report recommended that

the government consider reducing the interest rate on the Green Deal as well as look at other incentives related to stamp duty or council tax to increase Green Deal take up.

The group found there was a lack of confidence that the carbon reduction target of 80 per cent by 2050 would be met with the existing policies and incentives.

“We are concerned that the Green Deal and the accompanying Energy Company Obligation (ECO) might deliver carbon reduction at a far lower rate than the rate of the policies it replaces – the CERT and CESP (Carbon Emission Reduction Target and the Community Energy Saving Programme).”

The report also criticised the “mixed messages” from the government about its commitment to the green agenda. It makes a total of seven recommendations to the government. They are: setting shorter-term targets for the construction sector; sending clearer messages about the government’s objectives; giving the Green Construction Board more teeth; set up an Existing Homes Hub for both the government and industry to engage on sustainability issues; simplify the Green Deal and create stronger focus on local initiatives; consult on a new Green Deal for Registered Social Landlords; and, finally, make retrofitting more financially attractive.

FM WORLD | 1 NOVEMBER 2013 | 09

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ANALYSIS

Consolidation: does bigger mean better?

GRAEME DAVIES newsdesk@fm-world.co.uk

The UK FM sector has always been a fluid place, with the corporate landscape regularly changing as companies consolidate in a bid to move up the value chain or unite different specialisms under one umbrella. The fallout of the credit crunch and ensuing financial crisis prompted a temporary slowdown in deals, but evidence over the past 18 months suggests that corporate action is once again entrenched in the FM sector as UK players, and their international rivals, look to position themselves for what could be a potentially prosperous period.

The UK’s public sector has witnessed a huge uptick in the outsourcing of services in recent years, but it has a considerable distance to travel. The UK government’s finances remain in pretty dire straits and this is likely to mean austerity, which has led to a concerted growth in outsourcing from central and local government, will remain a fact of life for the majority of the next parliament. No matter what colour flag is hoisted above Downing Street in 2015, the public finances are such that pressure to continue shifting costs off the public balance

sheet will not go away. Although, should the Conservatives win an outright majority, there will also be the added tailwind of a strong philosophical commitment to a smaller role for the state.

All this has prompted a jostling for position in the FM sector. The first half of 2013 saw the most active period of consolidation since just before the financial crisis took hold in 2008, with 52 deals completed, up 50 per cent on the same period in 2012.

A key difference between then and now is that the big ticket, private-equity-backed deals that were often leveraged up to the eyeballs with debt financing are now rare, given the continued reluctance of banks to lend.

Indeed, we have even seen private equity players offloading assets, such as Ferrovial’s £385 million acquisition of Enterprise from 3i earlier in 2013.

Key trends since the turn of this

Contract wins

NEW BUSINESS Incentive FM has won a three-year contract with Shrewsbury Shopping Centres to provide security and cleaning for 120 retail outlets. The deal covers all three sites that make up Shrewsbury Shopping Centres – Pride Hill, Darwin and Riverside. Incentive will be providing a soft services solution for all retail outlets at these locations, which measure 500,000 square feet in total.

more than 600 stores in the UK and Ireland are fully compliant with relevant legislation. In addition, GSH will provide a similar compliance service for all of New Look’s stores in mainland Europe and concessions in Germany. The group will also provide a complete maintenance service of mechanical and electrical services including heating, ventilation and air conditioning, and building fabric.

Facilities energy management specialist GSH Group has won a multi-million pound contract with fashion retailer New Look to provide compliance services. Under the contract GSH will ensure that New Look’s estate of

The maintenance services provider Mountjoy has won a £6 million contract at Ealing Borough Council. The four-year deal sees Mountjoy provide repairs and refurbishment services to properties owned by the council. Recent wins

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for the business include a three-year maintenance deal with the Forestry Commission and a £2.3 million student accommodation refurbishment contract at the University of Portsmouth.

OCS has renewed its contract with high street fashion retailer River Island. OCS will provide stocktaking services as well as cleaning and window cleaning at stores located around the UK and the Republic of Ireland. OCS also manages cleaning services for River Island in the Netherlands and Belgium.

Emprise Services has secured a twoyear extension to its decade-long contract with The British Library.

Emprise has been delivering cleaning, window cleaning, exterior cleaning, hygiene services and specialist cleaning to the library since 2003. Emprise has implemented daytime cleaning, an output specification model, electronic auditing and a risk/reward scheme during that time.

year, as identified in the latest quarterly Trends in Facilities Management survey by Grant Thornton, have proved to be consolidation among the mid-scale players in the UK, particularly in the hard FM space, which helps bring scale and a wider breadth of skills into play for the increasingly multidiscipline contracts that are being tendered. The biggest deal was the merger between Kier Group and May Gurney, which married Kier’s construction and support services expertise with May Gurney’s maintenance skills.

Also notable was GDF Suez’s £190 million acquisition of the Balfour Beatty Workplace business, announced early in the second half of the year. Coupled with Ferrovial’s acquisition, it illustrates the continued interest in the UK market that’s coming from overseas.

Thornton’s analysis suggests the final quarter of 2013 could see a slowdown in the rate of deal making, and this is only natural given the potential indigestion that has built up during the past 12 months.

But it must also be noted that continued deal making is not necessarily a panacea for all companies. Yes, it can bring rapid scale and add skills which could take years to acquire organically, but it also significantly ramps up risk. Companies that have expanded too rapidly can run into problems further down the line if their internal controls are unable to cope.

So while consolidation throws up opportunities for growth, it needs to be done for the right strategic reasons, and not simply in an attempt to keep up with the Joneses.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

24/10/2013 15:15

BUSINESS BRIEFS

Carillion snaps up John Laing’s FM business John Laing Integrated Services (JLIS), the support services and FM arm of John Laing, has been sold to Carillion in a deal of undisclosed value which completed on Friday, 18 October.

The sale follows John Laing’s decision to focus on what it now sees as its core business of bidding for, investing in and managing infrastructure projects.

The company said in a statement: “As a result, the future prospects for growth of JLIS activities falls outside the core John Laing business model.”

All 1,510 staff employed at JLIS have transferred to Carillion.

Adrian Ewer, chief executive of John Laing, commented: “Our decision to dispose of JLIS underlines our commitment to our principal investment and asset management activities. JLIS has

All of JLIS’ 1,510 staff have transferred over to Carillion

made significant progress over the last few years, but it no longer fits within our core strategy. We are confident that under its new ownership, the business will see future growth within the public sector and benefit from being a part of an integrated support services company.”

The sale of JLIS follows

John Laing’s restructuring, announced earlier this year, in which the company was split into three core divisions to reflect the changes in its principal target infrastructure markets.

Those divisions are: primary investment activities (sourcing, bidding for and winning greenfield infrastructure projects); secondary investment activities (involving holding operational infrastructure projects, mostly originated by the group’s primary investment business); and asset management services (to both the group’s primary and secondary investment portfolios).

JLIS is reported to have a turnover of almost £65 million.

UK commercial property values hit high Commercial property values in the UK have seen their highest monthly growth in over three years, according to the IPD UK Monthly Property Index.

The index showed that commercial property values rose 0.6 per cent in September, the biggest leap since April 2010.

The largest growth occurred for UK offices, where value rocketed by 1 per cent in September, up from 0.6 per cent in August.

There were growing capital values for the retail and industrial sectors, too, with capital values in retail rising for the second consecutive month by 0.3 per cent, a marked change to the sector’s fortunes following almost two years of decline. www.fm-world.co.uk

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The growth for UK offices is predominantly attributed to performance in the south-east, where economic buoyancy is said to be seeping in from London.

In retail, warehouses and shopping centres across the UK are seeing positive results under capital growth. For standard shops, only three regions out of a total of 13 continue to experience declining property values (the north-east, Yorkshire and Wales).

Rental values also grew in September, at a rate of 0.1 per cent.

Office rents rose by 0.5 per cent, while industrial levels remained static and retail experienced a decline of 0.1 per cent.

Phil Tily, IPD’s executive director and head of UK and

Shopping centres are seeing positive growth

Ireland, said: “There are a number of reasons to be more confident about the market, [which has delivered] a predominantly capital-based return this month.”

However, he advised caution, adding that “investors... still have to work on an asset-by-asset basis”.

New Principle business Principle Cleaning Services, which has won contracts at iconic buildings including the Gherkin and Shakespeare’s Globe, is launching a new “boutique” window cleaning company.

The new venture, Principle Window Cleaning (PWC), will address what Principle called “a gap in the market for a new type of window cleaning service”.

Principle Cleaning Services was first established in 1989 and boasts a portfolio of prestigious clients across London, including landmark buildings in the City.

PWC’s operations director, David Saville, previously held positions at OCS, where he was divisional MD of London Window Cleaning, and at Advance Cleaning, where he was director.

Serco joins the U.S. Army Serco has announced it is to provide global communication systems for the U.S. Army, as part of a 12-company team competing for the $4.1 billion (£2.6 billion) communications and transmission systems contract.

The new contract is a multipleaward deal lasting five years.

Serco will provide design, procurement, installation and testing services in support of delivering global, mission-critical communication systems.

Mitie Client Services MD Mitie has appointed David Howorth as the new managing director for its client services business. Howorth replaces Debra Ward, who has moved to Macro as MD for Europe and North America, with immediate effect.

Howorth launched Mitie’s client services business in 2007, working alongside the outgoing Ward.

FM WORLD | 1 NOVEMBER 2013 | 11

24/10/2013 15:15

FM BUSINESS IN FOCUS

THE ISSUE: Adding long-term value in economically challenging times

THE INTERVIEWEE: Tony Raikes, managing director at VINCI Facilities

Restless to prove value Added value. Its tangibility is often questioned in the FM sector, but in an age of austerity, a time of belt-tightening, how suppliers can empirically prove their worth continues to dominate debate.

Tony Raikes, managing director at VINCI Facilities, uses a particularly nice turn of phrase to define the way in which he believes FM should be adding that palpable value. He says the sector needs to be “restless” about pushing the standards in the industry.

“Are we working hard enough, collectively as an industry, to take every pound our customer gives 12 | 1 NOVEMBER 2013 | FM WORLD

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us and say, ‘Right, we gave you 80p of value last year, we’re now going to give you 85p’?” he asks.

“That’s where this restlessness comes in. Internally, we have to be restless about whether we are good enough.

“We’re good,” he adds, “but we can’t just sit around.”

The key is not just to add value, but to make sure that it’s longterm value, according to Raikes.

And that means fostering longterm relationships with clients.

A lot of client-relationship barriers can be easily broken down with a realisation that there is a common cause, he explains.

“Undoubtedly from my experience, our longer term contracts are our best contracts.

So what we try and do is take our business objectives, their mission and our mission and aggregate that into a collective statement that says: ‘This is what people are here to do.’ To be sustainable as a business, we have to combine our objectives with our customers’ objectives.”

Indeed, at a time when the FM market is bustling with activity – 2013 has seen various divisional launches widening the parameters of the sector – going the extra mile can reap rewards.

Raikes believes that the longer the client / contractor relationship goes on, the deeper the level of trust between the parties. In such a case, freer flow of information thus allows the service provider to become more responsive and adaptive, making sure that everything they do supports the ever-changing needs of the client.

Raikes speaks of a ‘listening approach’: “We have our own ‘lean management’ framework which isn’t process driven. It’s about listening both to our own people and our customers at all levels, and taking away the problems that stop them doing their job effectively.”

By way of an example, Raikes tell us: “By working with a particular customer over the last 16 months, we’ve made the transition from a very suspicious relationship about outsourcing in the FM industry to one where they understand that we are batting on their side. We want to deliver a good job, to do what they want us to do. We’re listening and changing.”

He adds: “What our business

is about and what the industry is about is helping our customers be sustainable in that longer term.”

Sustainability in this context – that is, sustainability in long-term value – addresses far more than being green, suggests Raikes. For him, the way the word ‘sustainable’ has become interchangeable with ‘eco-friendly’ is something of a bugbear.

“Going back to 2011, when we created ourselves, we sat down and asked ourselves what sustainability was,” he explains.

“Environmentalism was a factor, but it was also social and economic.

“There’s a purpose behind doing something green, a purpose behind doing something socially responsible, [and that’s] because it’s making our business better.

But we have to make sure that our sustainability agenda is aligned to our customer.

While longevity undoubtedly plays its part in suppressing ‘vanilla’ procurement operations, getting clients to see the bigger picture isn’t easy in these austere times. The knee-jerk reaction for FM businesses in the middle of a recession, too, is to drive prices as low as possible in order to increase a bid’s attractiveness to the client.

Raikes admits the shift to “pure bottom line” is driven partly by the customer’s behaviour in their procurement, the margin that the contractor is making being squeezed by that procurement process and making it harder to invest in the relationship.

“My hope is that as we come out of recession, people understand that cheapest price is not longest-term value,” he says.

“My hope is that as we come out of recession, people understand that cheapest price is not longest-term www.fm-world.co.uk

24/10/2013 15:37

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23/10/2013 18:46

FM OPINION THE DIARY COLUMN SIMON FRANCIS

“MY FOCUS WAS DRAWN TO THE DETRITUS ALREADY CONGREGATING ON THE NEWLY AFFIXED CANOPY, JUST DAYS AFTER ITS COMPLETION”

Local Authority

FM Consultant

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

T R AN SF OR M IN G UN LOV ED BUI L DI N GS

aking time out to view great examples of T transformational projects, Simon Francis returns home to oversee some transformational project work of his own A result of impeccable timing on my part and, more likely, the rather generous leave allowance we have in the education sector (although that’s a discussion for another time). Taking advantage of this generous leave allowance I accompanied my wife on a business trip to New York, occupying myself during the days by exploring the sights and sounds of Manhattan.

On one of these expeditions I found myself visiting the High Line, which is a mile long linear park built on a disused section of the elevated railroad that serves the city. This fantastic piece of elevated parkland got me thinking; of the

NHS Trust

challenging grounds maintenance it so obviously required.

Back at home, we’ve invested heavily this summer in transforming some of our older, more unloved buildings into fresh, modern and vibrant spaces. It took passion, hard won funding and not least a few delays to achieve the transformations. One project saw the conversion of a somewhat dilapidated, dark and heavily cellular building into a light, airy and opened out teaching space.

Despite some challenges in undertaking significant work in the short summer break, having planning permission for some of

the adjustments only granted on appeal and having a severely stretched team to manage and deliver the work, we appear to have been successful in creating a vastly improved learning environment.

Part of this project involved the re-shaping of part of an external courtyard into a covered walkway, allowing us to reduce the area required internally for circulation space, thus making more room for high demand studio and workshop space. I had not really considered beforehand the fact that most building users main view of this walkway would be from above, but upon first viewing the completed external works from the first floor my focus was drawn to the detritus already congregating on the pristine, newly affixed canopy, just days after its completion.

I was reminded of this while looking down on the Manhattan streets from my elevated viewpoint. I wondered whether it

was considered, when developing the High Line, just how the re-use of the elevated railroad would impact on the surrounding buildings.

Previously unseen rooftops were now exposed to public view, no doubt requiring an increased cleaning regime.

Second and third floor office space now required blinds or mirrored film to shield occupants from prying eyes. I doubt these thoughts were in the minds of the design team when they planned the redevelopment of the High Line, but they are the sort of issues we as FMs have to be mindful of. The full impact of a design on day to day building operations, particularly where we radically alter the use of a space, does not always reveal itself until that design is realised. It’s a lesson I will bear in mind on our next project.

BEST OF THE WEB Views and comments from across the web Does anyone have an effective solution to pigeon control? (FM group) William Secrest: If at all possible try stringing fishing line in the areas they fly. Especially good on roofs, prevents them from landing on them.

Michael Moon: When I was working at Seattle Centre, we had fairly 14 | 1 NOVEMBER 2013 | FM WORLD

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good success with bird netting. It can be relatively unobtrusive and blends into the background nicely. There are some situations that the product shouldn’t be used, but overall, it worked well for us.

Miriam Defluiter: Our pest control company uses a feed with an additive that disorients

the pigeons. Since using this, we no longer have an issue with them being around the fresh air in take.

Todays office debate is...

What is the most iconic building in London? (No one in the office can agree) (FM association) Nadine Everidge Dias: Historically, possibly St

Paul’s Cathedral...

The Shard would have to be an up and coming.... made with clear blue glass that reflects the weather conditions, the building shimmers like a shard of glass! It’s a 310m tall vertical city.

James Leech: I would agree and say St Paul’s Cathedral. What other property has influenced

and changed the skyline of London to ensure the viewing corridors of London are maintained to see its splendid architecture.

Paul Kreuz: The Tower of London,where they used to take traitors to be executed – I can think of a few top profiles in this country that should be sent there now! www.fm-world.co.uk

24/10/2013 15:37

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

BEST OF THE

FMWORLD BLOGS The science of seating in the workplace Kerstin Sailer, lecturer at UCL in Complex Buildings An article in The Wall Street Journal on ‘The New Science of Who Sits Where at Work’ highlighted facts about behaviours of people in the workplace: for example, that 40-60 per cent of interactions are with immediate office neighbours; and that moods are contagious and create specific atmospheres in the office. It did not consider the spatial perspective. I wanted to offer some thoughts on my own research. Here are some of the things we know about why spatial configuration matters: ● Generative offices, ie, those that allow the creation of new ideas, are more integrated.

They are more compact and have shorter walking distances. ● Paths in the office are crucial. A person sitting at a desk can interact with someone walking past because they know the walking person won’t be disturbed in a task. ● The location of attractors, ie, tea-making facilities, printers, photocopiers plays an important role in affecting movement flows. ● Interactions that occur at a daily frequency are between people that are sitting an average of 18-25 metres away from each other. ● Social and public spaces such as kitchens account for the majority of interactions.

To summarise, spatial configuration matters: it brings people together or pulls them apart. The new office of Virgin Management was designed by architects and workplace consultants Spacelab using space syntax as a method during the design process to inform design decisions. The users liked their new workplace as the video testifies.

Read the article in full at tinyurl.com/k8q58mb

Six ways to implement workplace ‘climate change’ Andrew Graham, president and CEO of The Forum Corporation The term “climate change” often evokes images of melting ice caps and sad, drifting polar bears. It is a decidedly negative thing. But there is one setting in which climate change can have tremendously positive outcomes — the workplace.

The American workplace has an engagement problem, as found in Gallup’s recent State of the American Workplace report. It asserts that 70 per cent of US employees are not meeting their full potential. Much of this can be attributed to managers’ mishandling of office climate. Effective managers know how to coach employees so that they are productive and happy at work. Still, most have experienced a boss yet to master this. Here are six ways to change workplace climate for the better: 1. Commitment – a good manager will make sure the team’s accomplishments and problems are discussed regularly. Proactive discussions enable the team to feel united.

2. Recognition – positive feedback is critical. Regular praise is a great motivator.

3. Clarity – a manager should clearly define the organisation’s goals. Employees who are left to figure it out on their own tire quickly, which leads to disengagement.

4. Standards – a manager who sets appropriate standards will help to create a challenging and fun climate.

5. Teamwork – fostering a climate of collaboration will go a long way in maintaining a positive working environment. A manager should emphasise to the team that they’re working towards one common goal.

6. Responsibility – a manager should have enough confidence in their team to be able to entrust employees with responsibility. Doing so will empower the team.

Effective managers know how to coach employees so that they are productive, challenged, and happy at work.

Read the article in full at tinyurl.com/nlj5noh

www.fm-world.co.uk

15_Opinion.indd 21

FIVE MINUTES WITH NAME: Oliver Jones JOB TITLE: Outgoing chair of judges for the BIFM Awards and chief executive of Chayora Ltd

I’m travelling a lot at the moment, but still doing a lot in the UK. This country is coming back strongly from the prolonged recession we’ve all suffered under. But it’s exciting that everyone I’m talking to out there today is as busy as anything.

We’re well into three figures now in terms of the number of BIFM Awards entries that come in. The difficulty and challenge of winning a BIFM award is even bigger than it’s ever been. It means winning, of course, is an exceptional achievement, which is what we always set out to accomplish.

Bringing in people from a hospitality background is a long-term trend. I remember in the Nineties when I was hiring a lot of people into serviced offices and into large FM companies. I targeted hotels, resort operators and airline operators because I was passionate about customer service.

FM standards today are exceptional and distinct to the nth degree from what we saw in the mid-1990s. I think hospitality is a major capability that people have to be able to display to succeed, and of course these days you win and keep work by delivering spectacular service.

You’ve still got to deliver a very complex operating asset, which is a building with a range of mechanical, electrical and structural fabric issues – but doing so in isolation without having regard to the end users of the facility is no longer good enough.

We have to have an awards environment that works for the biggest names we’ve all heard of, but also recognises the emerging and innovative new entrants into the industry. I look forward to supporting (new chair of judges) Steve Gladwin in any way that I can. I think the awards are going to be just as exciting in his term as I hope they have been under mine.

FM WORLD | 1 NOVEMBER 2013 | 15

24/10/2013 14:40

FM FEATURE FM OF THE YEAR SARA BEAN

ROLE MODEL

The new facilities manager of the year’s championing of building information modelling across the central Government estate has set her apart from her peers, as Sara Bean reports

CATEGORY: FACILITIES MANAGER OF THE YEAR SPONSORED BY: LINAKER WINNER: DEBORAH ROWLAND ORGANISATION: GOVERNMENT PROPERTY UNIT PHOTOGRAPHY: PETER SEARLE

16 | 1 NOVEMBER 2013 | FM WORLD

16_19_FMOTY.indd 16

M

eeting Deborah Rowland at the imposing Treasury building just three days after her win, she tells me she’s still on a high from receiving the accolade FM of the Year, which not only recognises the contribution she’s made to the reorganisation of the central government property estate – but also her zeal in ensuring FM plays a key role in the Government Soft Landings construction strategy.

The size and scope of her role, as head of facilities management policy and strategy at the Government Property Unit, is daunting. There are currently 7,510 buildings on the Civil Estate, of which 1,789 are classified as offices; yet previous to Rowland being hired to help deliver efficiency savings across the central government on facilities management, there was no central FM team in place.

As Rowland explains succinctly: “The scope [of the task] was to identify what we’ve

got, identify what we’re spending and come up with a strategy to do it better, and that’s where I came in.”

Being worth it Prior to joining the Government Property Unit, Rowland had already proved her worth on a number of major projects, the most notable being on the project team behind the construction of Barclays’ iconic 1 Churchill Place building at Canary Wharf. Yet, like so many in FM, she fell into the career by chance.

“I saw a job advertised as an assistant FM at L’Oreal, which wanted all-round administrative/ organisation skills in a fast-paced reactive environment; all the things I could do, though I hadn’t heard the term [FM] before,” she remembers.

From these beginnings Rowland was eventually TUPEd into Symonds Group Ltd under Oliver Jones, who she says “took me under his wing and that’s where FM became a career for me”.

She adds: “It wasn’t a deliberate mentoring role, but under his guidance a different world opened up to me, which until then I didn’t know was there. I was also very aware that people applying for FM roles – while I was an assistant at the time – were all surveyors, and all men, and I thought ‘I can’t compete.’ That’s when I started doing my MSc in FM – and it snowballed from there. It was the real leapfrog into making FM a career.”

Rowland then moved into “the very different environment” of the World Cargo Centre for BA, a 24/7 service which entailed meeting onerous service levels agreements. “It was a challenging job,” says Rowland wryly, “but it formed part of my learning curve in FM.” Following a stint at Rentokil Managed Services - which, at

the time, was pulling together all of its services to offer a TFM package as part of a managed services role to clients - she went on to join the newly created FM team at Barclays, which was moving for the first time into outsourcing.

“Barclays had gone from a previously disparate in-house set up to appointing three main contractors across the UK for the whole of their portfolio,” explains Rowland. “I was responsible for the mobilisation and transition of all of those contracts, and all the soft services specifications, data, reporting and helpdesk.”

From there Rowland took up a project role for the construction of Barclays’ renowned building at Canary Wharf, an experience she describes as one of the highlights of her career.

“It was a fantastic opportunity that you don’t get very often,” she says. “I was on the project team from inception to completion and mobilisation, and moving the people in, so I saw the whole project through.”

Rowland’s experience at 1 Churchill Place informs much of her thinking now on the development of the Government Soft Landings concept, which champions better outcomes for built assets during the design and construction stages.

She explains: “What I’m talking about now in Soft Landings is what I actually did at Barclays.

That was my basis - though it didn’t have a name then. But it really did work because I was able to challenge the architect on layouts, finishes and the design.

Everything had an operational budget early on, and any changes to design were reflected in my operational budget. The criteria was to deliver [the building] at less cost, but higher quality. So, I was given a blank sheet, and instructed, ‘do what you have to do to make it work.’ People love www.fm-world.co.uk

24/10/2013 17:24

FM OF THE YEAR

www.fm-world.co.uk

16_19_FMOTY.indd 17

FM WORLD | 1 NOVEMBER 2013 | 17

24/10/2013 17:24

FM FEATURE FM OF THE YEAR SARA BEAN

working there, and it’s because we had what is essentially Soft Landings.”

Rowland’s invaluable spell at Barclays led her on to consult on a variety of workplace design, procurement, strategic reviews and change management projects.

This included working on the operational strategies and design for the new KPMG headquarters at Canary Wharf; carrying out a FM strategic review of the University of London centralised room booking process; and working on the FM logistics plan for The Pearl Qatar – an artificial island located offshore of the capital, Doha, and spanning nearly four million square metres.

Public sector Another formative experience for Rowland was with the London Borough of Hammersmith and Fulham, where she carried out a full strategic review to centralise FM service delivery.

She explains: “I worked with them for 18 months to change how they were delivering FM, as they had in-house disparate services and rather entrenched ways of doing things, with individual fiefdoms that didn’t work together.”

Rowland compiled a “vision and guiding principles”, working with local authority departments to establish needs and requirements.

Although she’d previously done “bits and bobs in the public sector”, this was the first time she’d immersed herself in it.

“It was a massive culture shock,” she remembers. “I couldn’t believe how they did things, and I spent a lot of time working across departments to understand their requirements and their political agendas. It was very different from the private sector, but a lot of FM is about stakeholder management; managing the people and their journey to a combined direction and vision.”

18 | 1 NOVEMBER 2013 | FM WORLD

16_19_FMOTY.indd 18

Government Property Unit Her ability to lead team members and stakeholders in the same direction and vision has certainly come into play in Rowland’s current post as the head of facilities management policy and strategy within the Government Property Unit. Reporting into the Government’s Efficiency Reform Group, she was tasked with developing an FM strategy that met the requirements to deliver efficiency savings across Central Government on facilities management.

Setting up a Facilities Management Board consisting of heads of estates and FM across 17 central government departments, plus some of the larger Arm’sLength Bodies (ALB), she’s driven the departments to act as one customer and reap the benefits of central buying, standardisation and co-ordination.

She explains: “There were three objectives that I wanted to achieve, which is what I was working with the FM Board to develop. Three things weren’t being done very well at all.

There was no consistency of approach across the whole estate (consistency); the data was very poor (transparency); and, not being an intelligent client, we were buying in separate pockets.

My vision was to pull all these threads together and develop the FM contract model to deliver those three elements.”

The Facilities Management Board has been pivotal, she explains, “because that’s been my stakeholder group. We would not be where we are now without that stakeholder group and working with them. Ultimately, it’s about dealing with the people, understanding their requirements and their needs”.

The FM contract can also be applied to any public sector organisation, acting as a

knowledge base across the public sector to provide guidance on best practice procurement and service levels.

Government Soft Landings and building information modelling Rowland has also brought her considerable expertise to bear in taking on the role of chair of the Soft Landings Working Group, which forms part of the Government’s construction strategy.

She explains: “We had lots of horror stories on buildings that were procured with no operational input - for example, schools which won awards for design and sustainability, but no one showed the janitor how to use the Building Management System so they couldn’t turn the lights off.

“It doesn’t make any sense that if we’re going to construct a building, we don’t have the people who are going to maintain and operate it making key decisions from the very beginning.

Government Soft Landings is about cost avoidance, so what you stop from happening is where you make the savings.”

Government Soft Landings (GSL) has attracted some early adopters, including correctional facilities for the Ministry of Justice, a new national measurement laboratory and a number of MoD projects. Rowland has also set up a stewardship group, to help document and share information from each project, and has asked each government department to identify a GSL lead and ensure they’ve got a GSL champion embedded in each project.

A key part of the process, she says, “is the utilisation of building information modelling (BIM) as a springboard in helping FM to come forward in the design process.

“Soft landings can happen www.fm-world.co.uk

24/10/2013 17:24

FM OF THE YEAR

Deborah Rowland: “It’s about dealing with people”

without BIM, as I did in 1 Churchill Place, but what it does - and this was my remit out of the construction strategy - is to align construction with the operation estate and the end users’ requirements, so that what we build is fit for purpose.”

Tired of hearing too much “BIM-wash”, Rowland even helped set up industry group BIM4FM to consider the relationship between FM and BIM in more detail.

She explains: “BIM was being portrayed by techies as just the technology, with loads of coverage on how BIM worked, but not about its benefits in helping to strip out inefficiencies.”

The future The new FM Contract Model will be operational by next year, and by 2018 it is predicted to start bringing in savings of £93 million per annum. GSL, meanwhile, is to be mandated for every new project by 2016. Rowland’s other key priority, though, is to be “evangelical” about facilities management - raising the profile of the profession in both the public and private sector.

She’s already 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, and she sees herself as a role model in encouraging women to join what is still a maledominated profession.

For now she says: “I spend most of my time talking to people.

You’ve got to give them a vision, show them a direction and best practice.”

In terms of best practice, Deborah Rowland is showing FMs the way – and, in the words of the awards judges, is “an outstanding winner” of the title Facilities Manager of the Year 2013. FM www.fm-world.co.uk

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DEBORAH ROWLAND CAREER FILE QUALIFICATIONS AND TRAINING: MSc Facilities Management, University of Manchester

JOB HISTORY: 2010 – present Head of facilities management policy and strategy, government property unit, efficiency and reform group Cabinet Office 2005 – 2009 FM consultant for DJR Consulting and as an associate to Larch Consulting for clients including: London Borough of Hammersmith & Fulham, Sainsbury’s, Diageo and KPMG 1999-2005 Technical services manager, Barclays Bank Plc 1997 - 1999 Technical services manager, Rentokil Initial Management Services Ltd 1996 - 1997 Facilities manager, Symonds Group Ltd for British Airways World Cargo Heathrow Airport 1993-1996 Assistant facilities manager, L’Oreal and Symonds Group Ltd 1982 – 1992 Services purchasing manager, telecommunications evaluation consultant, finance officer, building management officer at British Telecommunications plc

FM WORLD | 1 NOVEMBER 2013 | 19

24/10/2013 17:25

FM FEATURE BIFM AWARDS 2013

Right: The BIFM’s events team.

Below: Frank Duffy, recipient of the BIFM Board Award

Above: BIFM chairman Ismena Clout (right) with new FM of the Year Deborah Rowland

PRIZE NIGHT

Monday 14 October saw the year’s largest gathering of FM professionals to celebrate the sector’s success stories. Here’s a flavour of the evening.

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SAM KESTEVEN/SIMPLY PHOTOGRAPHY

More than 1,200 guests were accommodated for dinner at London’s Grosvenor House hotel

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Right: Mitie celebrates its success in the Learning & Career Development category.

Right: guests look for their tables. Below right: Gyles Brandreth proved the ideal host. Bottom: the awards presentation in full swing

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FM FEATURE THIRD SPACES ZIONA STRELITZ

Kings Place, London

The Barbican

The way we plan for the use of third spaces continues to change rapidly as their potential to influence space management in the years ahead increases.

Ziona Strelitz explains

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THIRD SPACES

“Third-place working is everywhere. The number of venues marketed as workspace for ‘on demand’ and ‘on the move’ work has mushroomed.” try to work there. In fact, he was generally unaware of third places as a workplace typology at all.

It’s doubtful that anyone involved in the knowledge workplace sector would have a similar blind spot now – third-place working is evident everywhere. The number of venues now marketed as workspace for “on demand” and “on the move” work has mushroomed. Two or three years ago I used to photograph the people I observed working in non-office environments to provide evidence – visual proof – of the “work is where we are” phenomenon. This is now no longer necessary.

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lmost two years ago, I produced a report on third-place working with the title, Why Place Still Matters in the Digital Age. The report was based on research undertaken to learn why people working in elective places other than home or the office chose to do so. Popular alternative locations include libraries, coffee shops, business centres and lounge settings. On presenting www.fm-world.co.uk

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the findings in the conferences and webinars that followed, it was always necessary to firstly explain what third places were, and to cite evidence to establish that folk were really out there working in them.

The study was international in its scope – comprising online responses from over 60 countries and interviews with individuals in third places in London, New York, Paris, Hong Kong and

Mumbai. But at a big conference in Atlanta, where I launched the results in November 2011, I found myself challenging a keynote speaker who had called for more widespread adoption of working at home as the alternative to poorly utilised office space and wasteful commuting. He didn’t know that many people don’t like working at home, or can’t stay motivated or even get started, when they

What I call “incidental thirdplace working” – writing a proposal while on the train, making calls from hotel lobbies – is certainly alive. Many people, however, continue to use the café model – logging on, connecting, and working in places where the primary product line is coffee. Public buildings, too, offer valuable work settings; the British Library, Royal Festival Hall and The Barbican have excelled in evolving their provisions, with open areas for free third-place working. In its recent report on the future of London’s town centres, the Greater London Authority’s planning committee recognises the positive role third places play.

More unusual as a model is Kings Place in London, a privately owned and managed building where people can drop in to the light-filled atrium, and use the wi-fi and varied settings, to work alone or in groups, for minutes or hours at a stretch – without charge. The generosity of this open access is remarkable. It demonstrates what it is possible for a developer or building owner

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The rise of formalised third places

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FM FEATURE THIRD SPACES ZIONA STRELITZ

to give away within the context of a successful commercial proposition, with the buzz that shared use generates enhancing both the ambience of the space and its appeal to tenants.

But in addition to these, more bespoke third places have been proliferating faster than the now ubiquitous popups. A whole range of spaces come to mind. New signage has recently appeared in ZZA’s office building near King’s Cross, offering “Co-Working, pay-as-you-go, cool, urban workspace for freelancers, email business owners and start-ups.”

An attention-grabbing sign announcing “A new way to meet and work” appears in London’s West End, offering “clubrooms, drop-in workspaces and lounges”, “meetings, conferences and interviews”. Both these examples typify supply chain recognition of changes in work mode that have become more mainstream, with some of the reduced demand for fixed office space re-emerging as a market for workspace venues that are available on looser, less formal terms.

Impact Hub And every day people seem to ask about The Hub, recently renamed Impact Hub. In fact, Impact Hub Westminster is now such a “go to see” phenomenon that the team is having to charge for large group tours and in-depth presentations, outside of the free weekly tours they host, and visits for people who are interested in membership and/or events space. In the next fortnight I’m leading two delegations from abroad there, keen to see the innovation it represents, with its visually striking expression of its distinct approach and ethos – “part innovation lab, part business incubator and part community 24 | 1 NOVEMBER 2013 | FM WORLD

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centre” – focused on the valueadding synergies that co-working can nurture.

Third-place workspaces as businesses in their own right are burgeoning. And in this expansion, what is in essence a business centre has been mutating and diversifying, resulting in a greater range and assortment of offers. For example, Regus – mostly known to date for “easy in, easy out” office space – now has Regus Express, offering on demand space in entirely new types of centres and locations; for example, petrol stations, railway stations and retail stores.

But note the shift above. This article started by referencing a spectrum of third places that included coffee shops and libraries, whereas now we’ve zeroed-in on more professionalised settings in which third-place working is the core product.

Pay for options One obvious question is, why would you pay for third-place working when there are free options, such as coffee shops, libraries and the aforementioned Kings Place?

But a quick comparison with airport lounges makes it obvious that there would be a market for more protected milieus. Who doesn’t sometimes require buffered conditions more conducive to working than the unmediated melee of a Starbucks?

This underlies the growth of venues such as Angel airport lounges, to which people buy entry when they can’t use the lounges for which access comes with premium airline travel.

Privileged paid-for third-place working solves the associated hitches of venues that can be used free of charge – the downtime when you can’t find a seat, the risk to confidentiality through being overheard, the important message missed because the wi-fi failed, and the phone conversation frustrated by ambient noise.

This accounts for the considerable user interest in the paid-for third-place workspace sector, while diversity of customer circumstance and preference accounts for the extensive variety of available offers – in location, standard, image, culture and level/ variety of support services.

Mobile working, expanded access Given the benefit of privileged third-place working as a cushion from the vagaries of third-place “for free”, and given its special relevance for people who work in mobile modes, the obvious next level of requirement is for assured access wherever you are. As with the network of airport lounges accessible worldwide with a member’s card, so a network of other third-place venues one can access with ease is a logical requirement.

This is a benefit of a Regus Gold Card – assured entry to a third-place workspace of predictable quality at extensive geographic scale – whether in a city, a region, a country or across the globe.

Impact Hub has also built an international network of www.fm-world.co.uk

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The diversification described, the scaling of reach, the expansion of choice, and the incorporation of service within the offer, shift third-place working from a real estate proposition to a holistic customer experience. With the consumer as driver, the third-place provider becomes an enabler, and the matchmaker between needs and preferences.

“Research highlights people’s wish for face-to-face communication with others that are using the same third place, and virtual communication with remote colleagues.”

venues offering their distinctive “ecosystem to grow impact.”

Covering six continents, upwards of 40 centres are operational, with over 20 more in the making.

Regus is a world-leading supplier, with the distinctive scale afforded by its founder’s early vision for agile working.

This underpins the reach of its venues – offering concrete provision on the ground to match the mantra that “work is where you are.”

How can younger and smaller entrants to the thirdplace supply chain meet the demands of scale? The answer is in aggregation, with operators such as Liquidspace (mostly US-based) and NearDesk in the UK using technology solutions as an interface between people wanting a third-place venue to work, and accessible third-place www.fm-world.co.uk

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provision in their respective networks. These systems offer scope for the granular matching of user requirements to the best available provision – space in the location sought, at the time and for the requisite duration, for solo or group work, in a setting of the right size and preferred configuration, and so on.

The key advantage of this model for the provider is partnering with the operators of space in their pool, rather than being a landlord. This fact facilitates the expansion in the scale and reach of what they can offer. The benefits to the user are expanded choice, and increased scope for fine-grain matching of place to customer preference.

Ease of transaction is another advantage – just search, choose, book and pay online, then turn up and start working.

Consumer vs enterprise So the next question would reasonably be: “Are these transactions increasing?”

The reality is that the third-place market is highly dynamic – relatively immature, but fast-changing. The people who now command working in locations of their choice are mostly autonomous – individual consumers, those in SMEs, and more senior personnel in larger organisations.

More benefits will flow when corporates begin to trade in their under-utilised space for their workforces’ access to flexible working spaces, at times that are relevant to their needs and work imperatives. The arrangement that Yell made with Regus demonstrates how responsive such a solution can be – to support mobile and distributed colleagues who need to convene locally at specified times, but not consistently.

An interesting development came this year when Marissa Mayer of Yahoo called time on staff working at home – a move she believed would champion corporate cohesion. Her concerns are shared by more than a few people – a fact that underlies one of the reasons ZZA researched Why Place Still Matters in the Digital Age. The results refute concern that a flexible approach to colleagues working in thirdplace environments risks putting

them, as the phrase goes, out of sight and out of mind. Many of our interviewees in business centre environments were members of organisations with offices elsewhere, and they reported that frequenting a work setting away from their colleagues did not diminish their bond, because these settings are technologically equipped to support virtual communication.

The research highlights people’s wish for face-to-face communication with others that are using the same third place, and virtual communication with remote colleagues. The data suggests that this is effective: a high majority reported feeling a sense of community with their colleagues who work elsewhere, whether in the same country or abroad.

Looking ahead When you have worked with forward-looking clients such as PwC and Cisco, you take it as read that agile working is a basis for, not a threat to, successful business performance. In ZZA’s international third place study, the two primary means of remote communication with colleagues were email and phone. With the decreasing price and significantly expanding dissemination of presence technologies, their use is also changing.

Last week I saw a woman on a bus playing with her grandchild in another country by phone via Facetime. OK, blood is thicker than water, but I believe the future belongs to the finely tuned matching of workplace needs to individual preferences at a corporate level. Why? Because those employed or otherwise engaged with organisations have the necessary kit, value the productive use of their time, believe that a sense of belonging is important, and find rewarding and successful work engaging. FM FM WORLD | 1 NOVEMBER 2013 | 25

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FM FEATURE PF2 STEPHEN HOLTON

SHOWING INITIATIVE

The replacement for the Private Finance Initiative, PF2, heralds an entirely new approach to FM for such arrangements. Stephen Holton outlines the changes and their potential impact on the FM industry

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here are 630 or so PFI schemes in the UK, worth around £300 billion if you take the long-term funding and operating costs into account. The FM industry’s share of this is typically 5 per cent or more on accommodation schemes - perhaps more than £6 billion over the next decades, with the majority being during the next 20 years (published data from HM Treasury shows unitary charges currently running right through to 2048, with the peak up to 2030, dropping after that and then tailing off quite sharply after 2040. So it is not a simple picture).

Yet the chancellor has described PFI as “discredited”, announced reform, and since then a new form of PFI called “PF2” has started to emerge. The PF2 pipeline may be small at the moment, but with an election approaching, and an economy to boost, who is to say that PF2 does not become one of the chancellor’s options?

So how does this reform affect the FM industry on future PF2 schemes? HM Treasury will shortly publish standard facilities

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management specification and payment mechanism documents for public consultation. This article provides an insight into these documents and explains which stakeholders will be the winners and losers in the new PF2 race.

Standard specification and payment mechanism One of the most interesting changes from an FM point of view is the introduction of a standardised services output specification and payment mechanism. This is a significant change for PF2 and is aimed at reducing advisor costs by speeding up the project and creating consistency across projects. This should, eventually, reduce bid costs and consultancy fees for authorities.

The payment mechanism would appear to be reasonably similar to the one currently used on schools projects, but the output specification includes some interesting new features.

The new specification is in parts; some parts are intended to be consistent across all www.fm-world.co.uk

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FM FEATURE PF2 STEPHEN HOLTON

“The losers will be the soft service divisions of the major FM service providers, whose opportunity in PFI has largely disappeared.”

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projects and all sectors, while others allow for each project or sector to add some specific requirements, and create opportunities for flexibility. The Contractor’s plans will become incorporated within the contract documents – an approach that has proved successful on other projects and is becoming more commonplace in the industry.

There is also a set of appendices with the detailed lists and catalogues needed to support the specification.

Minor maintenance While it is clear there is no intention in the Treasury reform for the risk for the long-term condition of the PF2 building to be watered down, so the vast majority of asset maintenance and replacement remains the Contractor’s responsibility.

However, a new concept of “minor maintenance” has been introduced, with a two-stage approach. The first allows the public sector project team to consider both the need for flexibility and the resources they have available to provide minor maintenance at the start of the project, before procurement begins. At this point the Authority can decide to keep certain activities in-house, which in PF2 are called “Authority Maintenance Obligations”. This list can include responsibility for PAT Testing, interior wall finishes, and a range of minor, low-skill maintenance tasks that a typical caretaker, handyman or janitor might be capable of delivering.

The second opportunity for “minor maintenance” flexibility is through a process that PF2 calls “Elective Services” – these are services that the public sector body might want to buy from the PF2 provider from time to time, but does not want to commit to for the whole 25-year term. The services envisaged

can be services that extend the standard hard FM provision – such as external window cleaning, or provision of grounds maintenance services, but might also include services that they have decided are Authority maintenance obligations. At first glance that might seem confusing, but in practice it is quite straightforward and is best explained by an example.

School A has trained their caretaker to carry out PAT testing as part of his routine duties. When School A enters the PF2 process, they retain PAT Testing as one of the “Authority Maintenance Obligations” – so they can carry on as they have in the past. The bidder does not have to include the risk of the number of PAT items within their bi, which keeps risk and costs down. However, the PF2

Project Team also want to create flexibility by including PAT Testing in the Elective Services, so the bidders provide a firm price based on a set number of PAT items, with a rate for additional items on a per item basis. In due course the School reviews the provision of PAT testing; they now have a choice – they can ask the PF2 provider to provide PAT testing at the price agreed (with inflation), OR they can go to the market and find another provider, who may or may not be cheaper, or they can keep using their own staff.

It is important Authorities approach this flexibility in a sensible and reasonable manner.

If the Authority has no intention of ever procuring some services from the PF2 provider, they should be excluded to avoid wasting bidders’ time calculating www.fm-world.co.uk

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PF2

prices. Otherwise bidders could find themselves having to price extensive “wish list” catalogues that are never actually used.

Soft FM: The PF2 assumption is that soft FM services, such as cleaning, security and catering will be excluded, with an approach taken to address any interface issues. There is the potential for some services to be provided by the PFI FM provider on a flexible basis based on a catalogue of prices, or through separate agreement, but in reality the provision of soft FM services on PF2 contracts will be limited, other than in exceptional cases.

Life cycle: While life cycle risk still remains with the Contractor, a more “open book” approach is required, with an independent review undertaken every five years to identify if any surplus exists in the life cycle fund. Any surplus is held in the fund and then shared at the end of the contract between the Contractor and the Authority. Linked to this is an opportunity for the Authority to relax hand-back conditions towards the end of the contract, meaning that decisions can be taken on further investment in the building on a consensual basis. With any savings shared, this avoids money being wasted on buildings FM that are no longer required, or QUICK FACTS will be significantly remodelled.

More changes The other main changes announced for PF2 are: Hard FM: Remains a key part of the services provided under the PF2 contract, but will be limited to those specifically necessary to maintain the integrity of the building, and where opportunities exist for certain “minor maintenance” tasks to be undertaken by the Authority, these should be taken.

The PF2 objective for this change is to reduce costs by avoiding duplication, and by reducing risk to the Contractor for costs that he cannot easily control, at the same time creating maximum flexibility for the Authority. www.fm-world.co.uk

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PF2 winners and losers From the Authority side the PF2 reforms should provide more flexibility, particularly around soft services, less commitment to services they are not sure they want, and if the reforms achieve their real objectives – lower unitary charges. But they will need to conform more to Treasury expectations, which will mean more changes for some sectors, such as hospitals, than for others. However, the Authority’s contract managers should anticipate greater complexity, since they will need to manage both the PF2 provider,

their soft service providers and in-house staff. There will be no more PFI “one stop shop” for FM Services under PF2.

For the advisor community, there will be less opportunity to create individual FM documents for each PF2, but there will still be a reasonable opportunity to ensure the new standard documents are suitable for their client, and to apply flexibility in the most appropriate way.

For the PFI and FM industry the losers will be the soft service divisions of the major FM service providers, whose opportunity in PFI has largely disappeared. here will still be opportunities to provide soft services, but not under the PF2 banner, which opens the door to those smaller local SME cleaning companies and others to bid for soft services at PF2 buildings; but they will need to have their eyes open for any potential interface risks.

For hard FM providers the majority of the scope is still intact, but they will need to adapt to the greater flexibility demanded and there may be more pressure on prices as a result. The other potential losers will be whoever holds the life cycle fund; while the lucrative funding of the past has largely disappeared, the greater transparency and scrutiny of life cyle costs under PF2 will increase their costs and reduce their margins; this will probably mean that the fund is more routinely transferred to the FM provider.

As for end users working in PF2 buildings, while they will still have the benefit of a new building with good levels of asset maintenance, soft services will change less and so their day-today experience may not change as much as it would under PFI. So, will these reforms achieve their objectives? Will the industry still want to bid for PF2 projects?

It could be argued that without

FM QUICK FACTS

£300 billion Estimated value of existing PFI schemes in the UK

significant reform PFI had such bad press that it was effectively finished, so PF2 will need to show results or it will go the same way. Unfortunately, with such a small pipeline it will take some years before we really know. For the FM sector, the days of high profit PFIs are long gone, but surely the security of a 25-year contract, provided it will generate a competitive margin, must still be attractive. FM Want to have your say?

Look out for the consultation documents being made available on the Treasury website and provide feedback. (www.gov.uk/government/ organisations/hm-treasury) Stephen Holton is a partner at Gardiner and Theobald. He has extensive experience of PFI projects and documentation, both during negotiation and operation, and recently advised on the City of Glasgow College procured under the Scottish ‘NPD’ PFI model.

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FM FEATURE MASS NOTIFICATION SYSTEMS ADAM BERNSTEIN

FOR THE

MASSES Mass notification systems can help organisations inform large groups of people of storms, emergencies and other ‘wide area incidents’. Adam Bernstein reports.

ILLUSTRATION: JACOB STEAD

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he speed with which information is communicated, and the scope of who that information is communicated to, can make a huge difference to the outcome of an event. Think, for example, of how messages are relayed to large groups of people in an emergency: the beacons that warned of the Spanish Armada, or the air raid sirens of the First World War. And just as information flows can help in emergencies, so too can they alter how businesses are run dayto-day.

With FMs running large buildings and complexes, from healthcare, education and retail to manufacturing and commercial, getting a one-tomany message is not necessarily as easy as it sounds. The latest development in rapid information dissemination is mass notification

systemS (MNS), and modern telecoms networks are largely responsible for the value of, and developments in, MNS today.

Not everyone reads a memo or email, or would hear a tannoy.

But an MNS based on the now ubiquitous mobile (smart) phone could prove a much more workable proposition.

A brief history To understand more how MNS can be useful to FM, it should first be understood how MNS has developed over time.

Technologies such as shortwave radio, two-way radios, weather radios that intercept emergency weather warnings, digital signage and giant voice systems that project audio over large areas have all been utilised. But in the present, mobile phones and social media effectively place an MNS receiver in the pocket of everyone. www.fm-world.co.uk

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FM FEATURE MASS NOTIFICATION SYSTEMS ADAM BERNSTEIN

The US is a pioneer in this field. Consider the public safety communications system, Reverse 911. It communicates with individuals in defined areas and uses collated phone numbers, addresses and geographical information systems to deliver pre-recorded emergency notifications. It was used successfully in 2004 to notify 1500 residents of a Colorado town to evacuate when a man began a rampage on a bulldozer; in 2010 to warn Bostonians to boil water before drinking; and in 2011, in another Colorado town, to notify nearby residents of an explosive device made by a fugitive that was to be detonated by police.

In the UK Closer to home, the UK government’s Civil Contingencies Secretariat interest in MNS is being tested this autumn in various trials involving O2, Vodafone and EE. While governmentally sponsored MNS have been in the US for a while, it’s something that is increasingly of interest to the UK government, thanks, for example, to worsening climate risks (wide area incidents such as 2010’s ash cloud). Weather and natural phenomena are a key driver for MNS, impacting not only communities and emergency services but, on a corporate tack, staff and businesses. Systems can now allow notifications to be issued automatically based on severity, location and timeframe.

The Civil Contingencies Secretariat test aims to send some 50,000 text messages to mobile phone users in Suffolk, Glasgow and Yorkshire to trial delivering emergency mass notifications.

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system.

The differences in the two technologies are subtle. Cell broadcast differs from SMS in that the former sends a text message to every device in any of the mobile phone operators’ chosen cell areas. SMS, by comparison, is only sent to specific numbers in a given location. But cell broadcast and SMS offer a huge variance in outcome: cell broadcast works on a different channel to voice and text and so doesn’t suffer from network congestion. SMS relies on mobile phone operators linking tracking databases to individual devices and can suffer from network congestion, especially at a time of emergency.

Australia tested its SMS system earlier in 2013 during the Victoria

bushfires. The state government said the system worked well in terms of informing residents of the perils facing them. However, some citizens claimed that they didn’t receive the SMS, which led the government to warn people not to rely on any one method for emergency notifications.

Back in the UK, a government document issued mid-September outlines how emergency responders need to be able to contact the public – 92 per cent of whom own mobiles – to proffer life-saving information.

The key element for the UK government is to have a system that does not need to know the individual mobile numbers in order to make contact. A report on the trials will be produced in early 2014.

But one area for firms to note, should there be a desire or need to deploy a MNS, is the law on data protection. Some believe that the UK and European governments will initially extend the existing laws, such as the Data Protection Act 1998, before requiring organisations to hold a licence to carry out mass notifications.

Down to business Luckily, emergencies are few and far between, but that doesn’t mean a MNS has no role to play in a business. They can be used to deliver time-sensitive information to hundreds, or even thousands of people, with little effort.

For example, in a hospital setting, a MNS extends beyond www.fm-world.co.uk

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MASS NOTIFICATION SYSTEMS

emergencies. It can be used to inform doctors, nurses and administrative staff of shift changes or increased availability.

The system can also be used to improve the business process of organisations as, over time, alerts have become broader in scope.

It is becoming more common to see alerts concerning events (upcoming, cancelled, or even impromptu); attendance, which, in an educational setting, can alert parents and guardians when a student is tardy or absent; news about a particular item that affects the group; a building closure (more important for FMs) for maintenance reasons, an outage of electricity or even terrorist activity; and ad-hoc meetings where it is necessary to gather a group of individuals.

“MNS involves a number of component services, all of which need to be working together at all times.”

How are messages delivered?

The best solution is a multimodal system, as it creates more opportunities for the message to be delivered. For example, any system that delivers purely voice messages to a phone risks delivery failure when either the call cannot get through, or it goes to voicemail, which might only be checked after the event. Evidence shows that SMS messaging is often checked sooner than a voicemail even from a known caller; and in areas of weak signal, the receiver can still get the full text message.

But using multiple delivery methods - voice call, email or text – is the safest bet. Some systems, for instance, note when a voicemail system answers and can leave a message, while continuing to contact other devices simultaneously.

FM QUICK FACTS

50,000

Number of text messages in the Civil Contingencies Secretariat’s trial this autumn

92%

Percentage of the UK public which owns a mobile phone

the messaging landscape. Some applications now use inbuilt GPS for tracking purposes and a phone’s camera for the extraction of multimedia information from a scene. GPS and geolocation allows the selection of impacted staff and/or citizens within a given area, and this can help organisations manage incidents and deploy MNS in good time.

Uses for businesses include weather (as mentioned earlier), mobile workforces, safety/ security and day-to-day usage in facilities management, integration with building management systems, usage with IT service management ticketing systems and staff scheduling.

All provide significant growth potential for MNS. There’s also potential for MNS within industries such as insurance, retail, energy/utilities, transportation, professional services, finance, media and the public sector. Good examples include a system from PageOne for the East Surrey Hospital, the care centre for Gatwick Airport, to co-ordinate staff during an emergency, and a help desk service notification system for energy company Centrica from xMatters that saves time by allocating callouts only to staff who are actually on duty.

Applications can also monitor lone workers, a boon for companies who operate in highrisk industries and environments.

But it’s the growth of social media that has allowed MNS to further entrench itself as a vital technology. Twitter can offer the first awareness of an incident and provide on-the-scene information, allowing managers to pre-empt and manage an issue before it impacts an organisation.

New directions More specifically, it is the cloud allied with the proliferation of mobile devices, smartphones and tablets that has changed www.fm-world.co.uk

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Buying into MNS Deploying MNS is not a simple process. Organisations considering a MNS solution

should first consider what they are trying to achieve.

This involves understanding the business needs; assessing what is important; assessing what policies a MNS system would have to operate within; ensuring senior management buy-in for ongoing usage across the company; ensuring a good explanation of what the benefits are; and making the system usable with training.

Understanding the limitations Like any technology, MNS does have limitations and the main issue is that of true resilience.

MNS involves a number of component services, all of which need to be working together at all times.

While the multi-modal method goes some way towards resolving this, systems should also be future-proofed as far as possible.

This involves selecting a system that does all that is needed now and all that might be needed later – say, in five years’ time. There’s no point driving into a technical dead end.

And of course there’s contact management and maintenance.

During an emergency, for example, possessing the correct contact details helps a firm understand who is at risk and who hasn’t responded. However, if the details are incorrect, resources can be misdirected.

Not only is this a potential waste of a MNS, it can also be life-threatening. By extension, systemic misuse will destroy the purpose of a MNS - as with any mass notification tool, the effect of spamming recipients (even internally) can result in the solution becoming ineffectual.

Ultimately, too many vendors sell MNS on a promise. It’s important to make sure that when the system needs to work, it meets expectations. FM FM WORLD | 1 NOVEMBER 2013 | 33

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Deadline: 20th December 2013 * Terms & conditions apply

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FM MONITOR STEPHEN BATES

TECHNICAL

Stephen Bates chief executive at Reaqua Systems

G REYWATER R ECYCL I N G

nnovative systems that recycle grey I water can offer an alternative to water rationing for homeowners and developers alike, claims Stephen Bates While efforts continue to educate the public to use less water and legislation requires new homes to be designed to reduce water consumption, newly launched technology is now enabling users to make more use of their water supply without any form of rationing or disruption to their existing lifestyle.

Designed for use in residential, commercial and municipal properties, it’s a water-saving solution that enables the collection of waste-water (socalled ‘greywater’) from baths, showers and in some cases sinks, and then recycles it for use in flushing toilets.

Suitable for retrofit as well as new-build, such greywater reuse systems reduce the mains water needs of a house or building by up to 30 per cent and are designed to be easy to install and use. A revised plumbing setup takes all waste-water from baths and showers, redirecting it through a filtration unit where it is treated with a disinfectant.

This treated water is collected in a tank and piped on, as required, to supply all the flushing water needs for multiple toilets in the building. Once fitted, the water-saving potential is compelling: based on daily usage figures of 150 litres of water per person (figures from the UK organisation, Waterwise), a family of five will typically save around 80,000 litres of water each year, the equivalent of over www.fm-world.co.uk

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1,000 baths, over 1,600 loads of washing or about 328,000 cups of tea.

An optional feature of these systems ingeniously allows heat to be extracted from the building’s greywater, before it’s recycled, so it can be fed back into the central heating system.

Fitting a heat exchanger to the greywater reuse link between the bath, shower and toilet flush recaptures the heat energy from the bathing water, feeding it back into the building’s hot water system, and reducing fuel bills as well as enabling a twofold reduction in CO2 emissions.

As most buildings in the UK have only one water supply, we have, until now, had little option but to put up with the confused logic of using drinking quality water to flush our toilets.

With increasing pressure on our water supply from droughts, greywater reuse technology has the potential to make a big contribution to reducing water demand across the UK. The technology’s relevance and appeal stretches beyond those with an environmental conscience to developers faced with restrictions on water supply to a project and for householders, commercial and municipal buildings which pay for metered water. In metered areas, end users benefit from significant annual savings on their water bills.

Greywater reuse overcomes the

problems associated with other demand management solutions such as rainwater harvesting. In the case of greywater, supply is predictable and constant as it is not dependent upon the weather, unlike harvesting where available rainwater is used to augment the water supply to a building.

Harvesting also requires largescale tanks and long storage times to cope with seasonal variations, both of which create further problems of cost and water quality.

Should demand suddenly increase, the greywater solution scales accordingly – more baths and showers means more water for toilet flushing. There are other benefits too: greywater has a consistent level of acidity and, unlike rainwater, it is always just above room temperature – avoiding the formation of condensation on toilet cisterns and cooling of the room.

We’re seeing an increasing number of projects, even at the point of breaking ground, switching from rainwater harvesting to greywater reuse technology to deliver a more appropriate and cost-effective solution that meets the flushing needs of a building or new housing development. As well as offering more consistent water quality, the significantly lower capital associated with specifying and installing greywater reuse technology seem to be very compelling drivers.

Greywater reuse systems can obviate the need for fitting water rationing and flow restricting

technology such as low-flow showers or low-flush toilets.

Where these measures are employed residents experience disappointingly low flow rates from showers and the potential for blocked waste pipes. Research has shown that using low-flush toilets may not provide sufficient movement in small pipes to carry away solids, leading to blockages and flooding. From a householder’s point of view, the greywater reuse solution means they do not need to make any lifestyle or behavioural changes.

Even though water consumption is reduced, “bathing comfort” is always maintained and adequate water is available to clear drains when flushing.

As well as private homes, commercial, municipal and residential builds can all benefit from these systems where they can save up to a third of the water used per day. They are increasingly attractive to municipal and public buildings such as schools and care homes as well as to residential developers.

Using recycled greywater, as opposed to high-quality drinking water, leads to a reduction in the carbon footprint of a property.

It can contribute to a project’s environmental sustainability and complies with specific planning conditions as well as key standards – in particular the Code for Sustainable Homes – with benefits for the project and the wider community. As such, the client can make a healthy profit, without any capital outlay. FM

“We’re seeing an increasing number of projects switching from rainwater harvesting to greywater reuse” FM WORLD | 1 NOVEMBER 2013 | 35

24/10/2013 17:27

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

HIGHWAY MAINTENANCE 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

HIGHWAYS AGENCY NATIONAL ROADS PROGRAMME CAPITAL EXPENDITURE

Source: HM Treasury (hmrc.gov.uk)

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.

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

Consumer Price Index (CPI): The Consumer Price Index (CPI) annual inflation grew by 2.7% in September 2013, unchanged from August. The largest contribution came from air fares, although this was offset by a downward contribution from petrol and diesel prices. These numbers continue the trend of broadly steady inflation seen since spring 2012.

Source: (www.ons.gov.uk)

EMPLOYMENT

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

Hourly rate from 1 Oct 2013

Aged 21 and above

£6.31

Aged 18 to 20 inclusive

£5.03

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

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LED LIGHTBULBS

2012 14%

200 MILLION

6.5% 7.5%

50%

10% 12%

■ ROADS 50% ■ CONCESSIONARY FARES 12% ■ RAIL 10% ■ BUS 7.5% ■ PARKING SERVICES 6.5% ■ OTHER 14%

The Highway Maintenance market in the UK has been valued at approximately £10 billion per annum.

The fundamental purpose of the Highways Agency is to keep road traffic moving. Only half of the HA’s national roads programme’s capital expenditure goes on the roads themselves; the rest is split between the likes of transport (rail at 10% and bus at 7.5%), parking services (6.5%) and concessionary fares (12%). The government is looking for ways to bring private capital into highways and has indicated it will spend £10 billion on upgrading the UK’s road network until 2014/15. Source: AMA Research (www.amaresearch.co.uk)

2013

600 MILLION 2014

2

BILLION (PREDICTED)

GLOBAL SHIPMENTS OF LED LIGHTBULBS (IN UNITS)

The chairman of a Taiwanese LED chipmaker has claimed that global shipments of LED lightbulbs are expected to hit 600 million units in 2013, representing year-onyear growth of 300%. Biing-Jye Lee added that if this level of growth is maintained, that figure could hit a staggering 2 billion by 2014.

It’s just the latest report in a string of news stories that support the rapid growth of LED. Earlier this year, technology and global market trends specialist ElectroniCast reported that global consumption of LED linear tube lamps was up to $194 million in 2012, and suggested that if growth remains steady, LED tube lamp sales would hit $2.37 billion by 2022.

Source: Digitimes (digitimes.com)

REGIONAL EMPLOYMENT TRENDS FOR WOMEN THE EMPLOYMENT RATE FOR WOMEN IN GREAT BRITAIN BETWEEN JULY 2012 AND JUNE 2013 WAS HIGHEST IN THE ORKNEY ISLANDS, WHERE ALMOST FOUR-FIFTHS OF WOMEN AGED 16 TO 64 ARE EMPLOYED (79%). THE LOWEST EMPLOYMENT RATE FOR WOMEN OF THE SAME AGE WAS IN BIRMINGHAM AT JUST 50%.

HIGHEST: ORKNEY ISLANDS: 79% EAST CUMBRIA: 77% DORSET: 76% BEDFORD: 75%

LOWEST: BIRMINGHAM: 50% NOTTINGHAM: 54% COVENTRY: 55% LEICESTER: 55%

Source: Office of National Statistics (statistics.gov.uk)

35%

THE NUMBER OF UK WOMEN WORKING IN SENIOR MANAGEMENT ROLES (34.8%) IS SLIGHTLY HIGHER THAN THE EU AVERAGE (33.5%).

SPAIN 31% THE PERCENTAGE OF FEMALE MANAGERS WAS LOWER THAN THE UK FIGURE IN THE LARGER ECONOMIES OF SPAIN (31%), GERMANY (29%) AND ITALY (24%).

THE COUNTRIES WITH THE HIGHEST NUMBER OF WOMEN IN MANAGERIAL POSITIONS IN THE EU WERE LATVIA (45%) AND LITHUANIA (41%). THE COUNTRY WITH THE LOWEST WAS CYPRUS (16%).

GERMANY 29% ITALY 24% LATVIA 45% LITHUANIA 41% CYPRUS 16%

www.fm-world.co.uk

24/10/2013 14:41

FM MONITOR ANDREW HULBERT

OPINION

Andrew Hulbert, associate director, Bilfinger HSG Facility Management

G ET TIN G THE M ESSAGE R I GH T

oncerned by the understanding of facilities management held by an audience of university students, Andrew Hulbert wonders if more needs to be done to promote the sector to the country’s next generation of workers

C

My quest to get more young, driven and educated people in to the FM sector took an interesting route last week. After presenting my ‘journey’ alongside Gareth Tancred and Marilyn Standley at the Rising FMs BIFM 20th Anniversary event, I was approached by Kingston University to deliver a lecture to some of their building surveying and real estate management students. The brief was to deliver a lecture titled ‘Facilities Management: The Professional Service Provider’, focusing on what FM actually is, how it can aid building surveyors/ real estate professionals and work in partnership with service providers.

Too high, yet too low The previous week the students had been given a lecture on FM that was predominantly based on the RICS FM Guidance Note (2009). I read through the slides and found myself disturbed by the view of facilities management being taught to these future clients of the FM industry.

FM was simultaneously being pitched too high (“FM optimises people, process, asset and the work environment”) and too low (“FM is essentially a backroom function to ensure businesses can operate”). Furthermore, and perhaps most disturbingly of all, www.fm-world.co.uk

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there was a complete absence of any mention of people and their importance.

When I read those two words, “backroom function”, my heart sank. I began to think to myself, if building surveying/real estate courses are being taught this version of FM across the UK, then the client/contractor relationship is not going to improve in the next 50 years. All the efforts the industry is making to get FM recognised as an important and strategic concern to organisations is being undone by the educational system.

But it was not all bad. There was reference to FM’s importance in terms of sustainability, legislation and optimising spend, but the key “people deliver” message was missing.

I’m glad I’d read this information as it helped to shape the lecture I was due to write. My focus was about what FM is in reality, not from a textbook. This means the people on the ground, delivering the service, adding value to the lives of millions every day. My slides covered the various service lines within FM and the depth of activity that sits beneath the headlines of TFM, M&E, cleaning and security. It covered the various service providers in our industry, what they focus on, what they say in their marketing, how they tender for work, what the organisational chart may look

like, the challenges they face in delivering to clients. The slides went on to cover the challenges in the industry, from our workforce profile (the age timebomb, the low-wage sector), to mergers and acquisitions strategy and professionalisation and training levels.

My overall key message was that operational FM is of strategic concern to your business, you must take it seriously, give it adequate resources and consider service providers as strategic partners to your future organisations. Writing this lecture made me re-appreciate just how hard it is to define FM as a professional within the industry, let alone trying to teach it to people outside of it.

Good feedback Delivering the lecture itself was inspirational: having an engaged audience, wanting and willing to learn, actually listening to what you are saying, taking part in the activities they are set and challenging your ideas. I would highly recommend it to any FM professional that is given such an opportunity. My lecture, at two-and-a-half hours, included the activity “real FM scenarios – what would you do?” and ended on a genuinely interesting debate around sustainability, in terms of: is it real, is it our problem, and can we solve it? The feedback from the lecturer and the students was unexpectedly positive. I was approached by a

few of them afterwards and the general message was that they did not realise how vast the FM industry was and were not aware of the importance it plays in their future careers. A couple even said they would consider a career in FM now that they had a greater understanding of it.

Our challenge While it was a challenging and worthwhile experience, it did leave me with two stark warnings.

Firstly, to professionalise the industry properly we need FM in the lecture hall. I found myself in front of students who’d all taken the positive step to study their subject and were aiming for careers within that industry. We do not have this within FM and it shows just how far behind we are in terms of education.

But more concerning is the view of FM being taught to our future clients. FM needs to be pitched at the right level for people outside of the immediate industry to understand what we do and the benefits of working with a strategic outsourced partner. These future professionals need to understand the role that FM can play within their organisation and for the prosperity of their own businesses.

I only saw one lecture, on one course, in one university and was disappointed by how our industry was being portrayed; who knows what message is being delivered across the rest of the UK and what the future impact of this will be. FM

“Future professionals need to understand the role that FM can play within their organisation and for the prosperity of their own businesses.”

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24/10/2013 17:27

BIFM NEWS BIFM.ORG.UK

BIFM CONFERENCE

Ireland The annual BIFM Ireland Conference is fast approaching.

Taking place on Friday 15 November at the Belfast Waterfront, the BIFM Ireland Region committee has been working hard to put in place a comprehensive line-up of speakers covering a raft of complex and emerging issues affecting FM professionals today.

Speaking first at the event is Rob Manning, Government Soft Landings implementation lead on the BIM core team. He’ll be discussing Building Information Modelling (BIM), looking at the approach being adopted on new construction projects to bridge the information gap between construction and operation.

Lucy Jeynes, founding partner and managing director of Larch Consulting, will discuss the art of intelligent negotiation, while Bob Bannister, lead consultant, iManage Performance Ltd, looks at how to take control of outsourced contracts and manage outsourced service providers.

Driving future innovation in FM is another hot topic. Steve Gladwin, director at Nodus Solutions Ltd, will delve into the 10 global megatrends – including cloud computing, sustainability and social networking – that are transforming the way people in facilities management work.

Finishing off this year’s lineup is Cathy Hayward, managing director at Magenta Associates, who will discuss social media as a communications tool and how it can be used in the FM sector.

The conference will offer attendees not only a great opportunity to network with fellow professionals, but also a chance to visit the 16 exhibitors showcasing their solutions for the FM sector.

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BIFM Ireland committee member Jacqueline Byrne from HBE Risk Management counts down to the 2013 BIFM Ireland Conference, to be held 15 November at the Belfast Waterfront. Members of the FM Industry in Ireland are urged to book their places by logging on to www.bifm.org.uk/IC2013.

The winners of the BIFM Ireland Excellence Awards will also be announced at the conference, with entries received from across the sector for FM Professional of the Year, FM Project of the Year and FM Team of the Year. The awards, now in their second year, recognise outstanding achievements, projects and the teams and individuals who have made a significant contribution to the development of the FM industry in Ireland, and in particular workplace services within the industry, including catering, security, cleaning, maintenance, energy, IT and health and safety. i There is still time to book your place. Simply log onto www.bifm. org.uk/IC2013 for more information.

GOOD PRACTICE GUIDE

Recycling and Waste Management BIFM has launched another new Good Practice Guide (GPG) –

this time covering recycling and waste management, sponsored by Waste Cost Reduction Services Ltd (WCRS).

Users of this Recycling and Waste Management GPG can expect to gain an understanding of what is driving improvements in waste management and the principles of good practice including compliance, health and safety, auditing and communication. Ultimately, the guide helps users solidify their commitments to the environment and sustainability, while businesses can use it to support their corporate social responsibilities.

The new GPG is part of the BIFM’s efforts in helping facilities management professionals deliver outstanding FM and define best practice in sustainability.

FM professionals can access practical tips and considerations for improving their recycling, manage their risk and guard their organisation’s reputation.

The guide gives users an

understanding of the impact of wasted resources on the natural, economic and social environments and ultimately, how to mitigate these to deliver positive outcomes. i BIFM members can access the new GPG at no charge as part of their membership benefits at www.bifm.org. uk/GPGs.

MEMBERSHIP

NEC3 support As part of your member benefits and to give you access to added industry knowledge, BIFM has endorsed the use of NEC3 Term Service Contracts to support good practice in facilities management procurement in the public sector.

The internationally acclaimed NEC3 suite of contracts, documents and guides were relaunched with updates and improvements as part of a new NEC3 April 2013 Edition box set, which includes the Term Service Contracts. The contracts, which cover the lifespan of a project

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

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

from initial concept and design through to build and post-build management, are endorsed by the construction client board of the UK Cabinet Office for use on all public sector construction projects.

What you get as a member: ● Access to a BIFM/NEC Users’ Group – this will allow members to review digital copies of NEC3 Term Service Contracts (TSC) and NEC3 Term Service Short Contracts (TSSC). ● Download free copies of service information guidance and Term Service communication forms. ● Free e-learning module on the ‘Introduction of Term Service Contracts.’ ● Quarterly NEC newsletter. ● Access to the NEC/BIFM help section of the website. Members can submit up to six questions/ enquiries per organisation per annum in relation to TSC and TSSC contracts for clarification. ● 25 per cent discount at all NEC events in the UK. ● 20 per cent discount on all NEC classroom and e-learning packages. ● 10 per cent discount on all NEC TSC and TSSC contracts purchased via the NEC website.

To access the discounts, BIFM members need to email bifm@neccontract.com, quoting your BIFM membership number.

Don’t forget that BIFM has a knowledge portal that brings together all the resources of the Institute to provide a range of information for facilities management professionals.

Learn about innovation through leadership in strategically important areas of FM – such as successful new products, processes and services – helping you stay ahead of FM developments. i Find out more at www.bifm.org.uk/ knowledge

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Andrew Hulbert is a Rising FMs committee member

GUEST COMMENT RISING FMS: INSPIRING A NEW GENERATION

ver the past four years there has been a concerted effort by the BIFM to formalise the qualifications structure within the FM industry, and inside the last twelve months this has really come to fruition.

BIFM now boasts a core set of structured levels both from a membership and a qualifications standpoint, offering members and non-members a number of benefits.

From mapping their career paths, to setting themselves goals, to comparing themselves against their peers, this approach is both standardising and progressing what we do.

Recently, BIFM submitted its entry level qualifications at Level 2 and 3 to the Department of Education, with the aim of getting FM into the core curriculum. To support this, the Rising FMs Special Interest Group focuses on making FM a career of choice from an early stage. My main focus as a Risings committee member has been attempting to get FM recognised at school/university age. The main method for this has been career talks to careers advisory services, schools and universities.

I am fortunate that my career is quite a neat story – graduate to director in five years, which includes completing an MSc in Facility and Environment Management at UCL. But career talks can be limited in their appeal and one person’s career doesn’t represent a whole industry. Therefore, we are exploring other avenues.

Our next approach is to begin exhibiting at school careers fairs. The Rising FMs are delighted to have booked its first event in November this year. We will be representing the BIFM and pitching the FM industry to Year 11 students and parents alike.

I am relishing the opportunity to introduce the FM industry to students, who are considering their life/career path, and probably didn’t even know the industry existed.

We should be able to capture their attention with the Shard, the Gherkin and Heron Tower as well as football stadiums, power stations, schools and hospitals, but whether we can convince them it is a career of choice will be another story.

Certainly the clear career progression levels from BIFM will assist in this. For me, there are two key drivers for exhibiting at careers fairs. Firstly, to put the FM industry out there exhibiting among other more established professions to get over this “special industry no one knows about” tag.

Secondly, but more importantly, is to engage with the parents. Half the battle of trying to capture the attention of the younger generation is engaging with their elders. We need to captivate the parents and give them enough information to make them want for their children to pursue a career in FM. This careers fair will be a good test of how the FM industry is received and will hopefully help the BIFM begin to grab the attention of the next generation. www.bifm.org.uk/risingfms

O

“HALF THE BATTLE OF CAPTURING THE ATTENTION OF THE YOUNGER GENERATION IS ENGAGING WITH THEIR PARENTS”

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.

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BIFM NEWS BIFM.ORG.UK

THINKFM 2014

Save the date Here’s a date for your diary: ThinkFM 2014 will take place on Tuesday 13 May. After two very successful years at The Royal College of Physicians, the one-day conference brought to you

by BIFM in association with Workplace Law is changing to a new location, Kings Place.

Kings Place is an award-winning events venue in King’s Cross, London, providing world class conferencing space.

This new venue will offer greater capacity and lead to increased debate, networking and exhibition space. i Further details about ThinkFM 2014 will be available at www. thinkfm.com. You can register your interest for 2014 at www.bifm.org.uk/ ThinkFM2014Interest.

LONDON

Event review “If there’s a fire, please follow the men in uniforms. We’re in good hands.” That was BIFM London region committee member Jacqueline Stanton opening a London region event at the London Fire Brigade in September.

Fortunately the event, sponsored

by Zeta Compliance Technologies, went ahead without interruption.

But the 60-strong audience heard from Stephen Norman, a LFB station manager, about other organisations in the City that had not been so fortunate.

Norman explained the role of the LFB and emphasised its preventative work. “Our aim is to make London a safer city by minimising the risks and social 40 | 1 NOVEMBER 2013 | FM WORLD

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and economic costs of fire and other hazards,” he said, before explaining how FMs can support the LFB’s work.

Of the 122,738 incidents the LFB attended in London last year, almost half (59,248) were false alarms, while nearly 36,000 were special services such as people being shut in lifts.

Norman advised FMs to regularly review hot work methodology and make sure it’s done by competent contractors; fit fire doors properly; empty external cigarette receptacles; check where hydrants are and identify and report any damage; ensure there are zone maps next to alarm panels; make time for LFB familiarisation visits and make sure a competent person is available; and train people to look after buildings out of hours.

The event also heard from several other professional bodies, including the Fire Industry Association, the National Security Inspectorate, the Electrical Contractors Association and the Lift and Escalator Industry Association about how they support FMs in fire protection, while Simon Cooke, director of sponsor Zeta Compliance Technologies, concluded the evening with a discussion about the role of compliance in the area. i See all BIFM events at www.bifm.org.uk/events

BIFM TRAINING AN IOSH CERTIFICATE THAT’S DIFFERENT FROM THE REST

or most FMs health and safety plays a pivotal role in day-to-day operations, and many employers now look for candidates with some sort of accreditation such as IOSH or NEBOSH training, especially for those specialising in a health and safety role within FM. But with so many training providers offering these courses, how do you ensure that you’re choosing the best for you?

The IOSH Managing Safely certificate is accredited

by IOSH – the world’s leading professional body for health and safety practitioners. The syllabus has been designed to give delegates the knowledge and tools needed to tackle the health and safety issues that they are responsible for, and will get managers up to speed on the practical actions they need to handle health and safety in their teams. This will help to reduce sickness and absenteeism, improve the productivity of the workforce and the quality of the product or service, and reduce costs such as healthcare, insurance premiums and compensation claims.

So what’s different about our delivery of this course?

Whereas most health and safety courses are run by health and safety professionals who generally do not have FM expertise, our programme is run by an FM professional for FM professionals. The trainer, Beth Goodyear, is an experienced and professional trainer and speaker with over 15 years’ experience in operational and strategic FM, and she is actively involved with the BIFM as nominated individual members representative on the Members’ Council. Goodyear specialises in delivering facilities management, health and safety and management skills courses to FMs, and regularly runs a number of IOSH-accredited courses including the oneday IOSH Working Safely, the four-day IOSH Managing Safely and the one-day IOSH Managing Safely refresher course. Goodyear uses a number of FM-themed examples and case studies to make her delivery interesting and relevant, which her students say really brings the subject to life, and her highly practical application is designed to teach you the things that you need to know to make your job easier.

F

i Beth Goodyear will be running IOSH Managing Safely on 21-24 January 2014 and fees are £730+VAT for BIFM members or £880+VAT for non-members. For a detailed programme or further availability please call 020 7404 4440 or email info@bifm-training.com. Alternatively you can visit our website at www.bifm-training.com

www.fm-world.co.uk

24/10/2013 14:42

,

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 delivered lower costs, greater efficiency, improved employee wellbeing, reduced impact on the environment, or benefits measured in other value-adding ways? Join this opportunity to discuss, share and learn. Features case studies from Sodexo and tri-borough TFM. Venue: The Crystal, One Siemens Brothers Way, Royal Victoria Docks, London, E16 1GB Contact: Email info@i-fm.net, call David Emanuel on 0208 850 9520 or visit www.workplace-futures. co.uk 40 | 4 JULY www.fm-world.co.uk 2013 | FM WORLD

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

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.

Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London, E16 1XL Contact: Visit www.ecobuild.co.uk SPECIAL INTEREST GROUPS 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 7 November | Workplace – Strangers in the office From 6pm. Employers and workplace designers may lack important information about the people who occupy the working environments they create and manage. This has the potential to waste resources, reduce competitiveness, and increase operating costs. This presentation identifies the “missing” information.

Venue: Kinnarps showroom, Turnmill Street, London, EC1N 5RR Contact: Steve Jones at steve. jones@kinnarps.co.uk, call 07525 100 052 or visit www. workplacesig-strangersintheoffice. eventbrite.co.uk 11 November | Rising FMs – What turns you on From 5.30pm. Sponsored by Xenon Training and hosted by Sodexo.

Key speaker David McQueen explores personal leadership and development. The theme of the workshop is to think about what really inspires you to do the work that you do.

Venue: Sodexo CSIFM, UK and Ireland, One Southampton Row, Holborn, WC1B 5HA Contact: Sajna Rahman at

sajna.rahman@sodexo.com or visit www.eventbrite.co.uk/ event/8733444969 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 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 27 November | People management – DNA of a high performing facilities manager From 4pm. The event will be attended by a number of BIFM FM of the Year winners.

Venue: Central London Contact: Simon Aspinall at simonaspinall@c22.co.uk or call 0113 242 8077 IRELAND REGION 15 November | Ireland conference Talks on negotiating effectively and intelligently, taking control of outsourced contracts. Interest can be registered online. Sponsored

by Aramark and H&J Martin FM. Venue: Belfast Waterfront Contact: Laura McMahon at l.mcmahon@hjmartin.co.uk or visit www.bifm.org.uk/IC2013 LONDON REGION 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, plus a tour of the new premises.

Venue: ASOS plc, Greater London House, Hampstead Road, London, NW1 7FB Contact: Visit www.tinyurl.com/ workplaceweekasos 12 November | Living wage event From 5.30pm. The event will include talks from experts on the

Living Wage and a debate on the opportunity that the Living Wage provides for professionalising the FM sector. Speakers will include Rhys Moore, director of The Living Wage Foundation.

Venue: KPMG, 15 Canada Square, London, E14 5GL Contact: Jason Cousins at jcousins321@gmail.com, call 07802 177339 or visit www.eventbrite.co.uk/ event/8848639519 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 3 December| North Region Sheffield and Sth Yorkshire Group – Christmas Cracker From 6pm. The event includes a tour of the Kelham Island Brewery, drinks in the Brewery Loft Bar, a pie and pea supper and a Q&A session.

Payments of £20 must be received by 20 November; places are limited to a maximum of 15.

Venue: 23 Alma Street, Sheffield, S3 8SA Contact: Bob Rabagliati at bailiff@ trinity-estates.org.uk or call 01777 703718 SOUTH REGION 28 November| Supply Chain Management – who manages who?

BIFM South Region has teamed up with Trade Interchange to present a case study on how a global FM supplier embraced cloud technology to take control of their growing supply chain. There will also be a Q&A session and CAA is offering tours of the location.

Places are limited to 60.

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

SOUTH WEST REGION 15 November | Hard services Detailed programme and speakers to be confirmed.

Venue: Hilton, Woodlands Lane, Bradley Stoke, Bristol, BS32 4JF Contact: dan.knight@ norlandmanagedservices.co.uk or visit tinyurl.com/oqsfehs FM WORLD | 1 www.fm-world.co.uk NOVEMBER 2013 | 41

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FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

PAUL PLAYLE TOPIC TRENDS

NAME: Paul Playle JOB TITLE: Facilities manager ORGANISATION: National Portrait Gallery JOB DESCRIPTION:

colleague, what would it be?

Day-to-day FM for both the gallery and office buildings.

Management of key contracts including minor works, waste and recycling, space planning.

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

What attracted you to the job?

The chance to be involved in the running of one of the world’s most famous art galleries, and the opportunity to maintain a historic Grade I listed building at an incredible location.

It would have to be waste management and recycling. I am lucky to have considerate colleagues, but I do sometimes find myself looking in a recycling bin, shouting “What the hell is that doing in here?!“, and hooking whatever it is out with a stick.

Facilities in general is not marketed very well at all.

The gallery has introduced new roles throughout various departments for apprentice positions, which offer a great opportunity to start a career in FM. When I left school it was the era of the YTS and it had such bad press at the time.

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

7

AVERAGE

PAUL PLAYLE

Introducing/ working with new forms of IT

5

0

Any interesting tales to tell?

If I could write a book of funny tales to tell as a facilities manager it would simply be a copy of My top perk at work is… the incident log of the student halls of residence Access to the temporary exhibitions before they go I was once part of. The top three from memory on public view is always nice, and to be part of the are: students defrosting a Christmas turkey in a team that creates these makes it tumble dryer, students surfing even more special. a fridge freezer down the staircase, and a student doing IF I WASN’T IN How did you get into FACILITIES MANAGEMENT a Superman impression by FM and what attracted jumping from a first-floor I’D PROBABLY BE.... you to the industry? bedroom window, resulting One of the contracts that “Looking at myself in the in hospitalisation. my wife was managing had mirror with a full head Which FM myth would you an urgent requirement for of hair.” most like to put an end to? a facilities co-ordinator to I’d like to make clear there’s manage a prestigious building in more to FM than tea and toilets.

Westminster. The job was very much hands on. I loved the role, and learned a great How do you think facilities management has deal in a short space of time.

Working on energy-efficiency initiatives

7 4

Adapting to flexible working

6 0

changed in the past five years?

What’s been your career high point to date?

It sounds a little cheesy, but my career highlight was my first day joining the National Portrait Gallery. The huge responsibility of the role dawned on me as I was walking around the buildings, but what was even more apparent was the passion and professionalism of all the staff that I was to be an integral part of.

Your biggest career challenge so far?

Part of my previous role as a facilities co-ordinator was managing the student accommodation of a large university in Buckinghamshire. Dealing with building issues is a much easier task than dealing with alcoholfuelled, testosterone-filled teenagers who have just left home for the first time.

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The role and the industry as a whole is infinitely variable now. And as time goes by the industry will begin to rely on an ever-increasing knowledge base within specialist fields.

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

Maintaining service levels while cutting costs

7

9

Train to be a dentist... no, seriously, listen and learn from the people on the ground that do the day-today fixing of things: the fitters, engineers, cleaners and contractors. If you can understand why things break and how to fix them, you are on a good foundation as a facilities manager.

Do your friends understand what facilities management is?

I have sort of touched on this, and the answer is no. But I only tell my friends about the glamorous bits of what I do.

Adapting FM to changing corporate circumstances

8

0

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24/10/2013 15:38

FM NEWS

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

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

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

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

▲ Jangro Member helps care home

▼ Jangro moves for Macmillan 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

Cutler Cleaning Supplies, Jangro’s Macclesfield member, has a long established relationship with Blythswood Care, a Christian organisation providing practical help for the needy in the UK and abroad.

Cutler donates Jangro products to assist aid programmes and has recently sent three pallets of Jangro cleaning and hygiene products to Romania.

Blythswood is working with Cry in the Dark, a Christian charity operating two projects in Romania: Casa Lumina, a residential care home for young people with special needs, and Hospice Casa Albert, a centre of excellence for palliative care services to over 80 children and young adults. Casa Albert supports families by providing social carers for both practical and emotional issues.

W: www.blythswood.org (charity SC021848) and www.cryinthedark.org (charity 107157)

▲ New health and safety training school 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 skill sets to reassure candidates and help them achieve their chosen qualification.

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

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

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

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

W: www.tmelectronics.co.uk

tuned into FM (Facilities Management, that is) This is one of the thousands of stories of how people have found success in their working lives with Randstad. We’d love you to join them.

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Andrew Hulbert Facilities Management

www.fm-world.co.uk

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Appointments

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

JOBS

PLAN YOUR NEXT MOVE

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

Go to www.fm-world.co.uk/jobs 44 | 1 NOVEMBER 2013 | FM WORLD

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

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

the

natural choice in FM recruitment

Jaguar Land Rover has an exciting future. Demand is soaring and with iconic brands and a long heritage, the company has ambitious plans for growth.

In response, the UK property portfolio is to undergo signi¿cant change and the challenge for the Group Property department is to create an appropriate supply of modern workplaces. The FM & Workplace Team is looking to recruit the above 3 roles to bring improved control, forward planning and reporting to the project management of physical workplace changes.

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

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

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

www.edenbrown.com

FM WORLD | 1 NOVEMBER 2013 | 45

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24/10/2013 15:34

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

REWARDING EXPERIENCE THE SAME

WASTE, NOT All hail the golden future of sustainable energy: urine power.

Yes, some particularly inventive boffins at the University of Bristol have proved that it's possible to power everyday electronic devices – phones, razors, toothbrushes, light fixtures – using urine.

The research, funded by the Bill and Melinda Gates Foundation, converted urine into fuel using a microbial fuel cell. Ingeniously, it may ensure that even waste doesn’t go to, well, waste.

The intention is to eventually market these fuel cells for use in homes and commercial facilities.

And before you decide that this business venture is destined to go down the toilet, just consider that in a related development, there are already plans afoot to use urine fuel cells to heat a new office building in The Hague. Set to open in two years, the facility will have waterless urinals that enable urine to be stored and collected for use in the fuel cells.

Klaus Reichardt, CEO and founder of Waterless Co, makers of waterless urinal systems, said: “If this succeeds – and studies are proving very hopeful – this can be a very significant development… helping to reduce our demand for non-sustainable energy sources and accessing an organic substance that will always be available.”

It’s bringing power to the people – and their pee.

The BIFM Awards have gone from strength to strength in recent years. Where once there were four to five entries in each category, now there can be ten, 12 or even 15. There's been a fourfold increase in entries over the last four years resulting in even stronger fields for the judges to choose from.

The awards night itself now has an audience of more than 1,200 – but of course, that can only represent a small fraction of the BIFM's membership

or the totality of those employed in the sector. So, for those unable to attend on that mid-October Monday night, what might you be missing out on?

1) Partisan cheering – you can understand it when one particular organisation is announced as winner, but there's some light-hearted barracking from competitors too.

2) Genuine emotion – we speak to the winners directly after their success and you can sense that they're buzzing with excitement. These awards aren't just great examples of best practice, they can be fantastic milestones in peoples' careers.

3) Long, mazy walks – with more than 100 tables, woe betide any winner whose seat is located towards the periphery of the room. That person must struggle manfully/ womanfully to negotiate any number of kisses, handshakes and back slaps as they make their way to the podium.

4) Banter – well, this year's turn by presenter Gyles Brandreth will live long in the memory. Quite how he'll be surpassed in 2014 is anybody's guess.

STAND AND DELIVER Potentially good news for those seeking to put more people into less space – you can remove office chairs from the company budget and claim it is to improve employee wellbeing, thanks to new research claiming that standing to work in the office is healthier than sitting.

The study was conducted by BBC journalist Michael Mosley with the TV show Trust Me I’m A Doctor and a team of researchers at the University of Chester. After asking ten office workers to stand for at least three hours a day as they worked for a week, it was concluded that blood glucose levels fell back to normal after a meal far more quickly on the days when volunteers stood – decreasing the risk of heart disease and diabetes – and that they burned more calories. One woman with arthritis even reported an improvement in her symptoms.

Lead researcher Dr John Buckley claimed that standing for three or four hours a day at work would

be equivalent to running ten marathons a year.

So there you have it: a bona fide reason to tell employees to get up off their backsides. What with this and last issue's calorie-burning stair signage, the office might soon be as effective as a gym.

FEATURE: WHAT BS8544 MEANS FOR YOU /// FEATURE: EDGE HILL UNIVERSITY'S FM TEAM MAKES AN EMOTIONAL CONNECTION /// BRITVIC'S AWARD-WINNING MOVE TO BREAKSPEAR PARK /// BRENT CIVIC CENTRE AND THE DESIGN OF MUNICIPAL OFFICES /// INTELLIGENT ACCESS CONTROL /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

46 | 1 NOVEMBER 2013 | FM WORLD

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SHUTTERSTOCK

IN THE NEXT ISSUE OUT 14 NOVEMBER

www.fm-world.co.uk

24/10/2013 15:38

HOT DATES Think about 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 including Building Information Modelling (BIM) & Soft Landings (19 Nov), Legionella Awareness, Responsibilities and Compliance (5 Dec) and BS11000 Collaborative Business Relationships (11 Dec).

Call 0207 404 4440 for your copy of the autumn 2013 brochure or email info@bifm-training.co.uk

DECEMBER COURSES 3 3-5 4 4-5 5 5 10-12 10 11 11 12 12

Advancing Sustainability The Professional FM 2 [Intermediate] Financial Management 1 - The Essentials The Essentials of Property Management Financial Management 2 - Getting Results Legionella Awareness, Responsibilities and Compliance (NEW) Understanding FM [Foundation] The Tender Process *ask about our discounted contracting trio Contract Management *ask about our discounted contracting trio BS11000 Collaborative Business Relationships (NEW) Negotiating to Win *ask about our discounted contracting trio Managing FM Performance (includes the role of Service Level Agreements)

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

twitter.com/bifmtraining

linkedin.com/company/bifm-training

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