FM World 14 November 2013

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 14 NOVEMBER 2013

FMWorld www.fm-world.co.uk

THIRSTY WORK

How Britvic’s facilities team played a central role in the success of a major move

01_FM cover.indd 1

06/11/2013 12:12

FMW.14.11.13.002.indd 2

06/11/2013 11:50

VOL 10 ISSUE 21 14 NOVEMBER 2013

CONTENTS

06 | UK services sector

18 | Edge Hill University

24 | Britvic Group

NEWS

OPINION

FEATURES

6 Services sector sees fastest growth in 16 years 7 Major workplace injuries at all-time low 8 Project of the Fortnight: Almeida Theatre, London 9 Are office energy campaigns effective?

10 Business news: Graeme Davies discusses the current state of the support services sector 11 Energy and transport costs hit SMEs 12 In Focus: David Barrass and Dr Andrew Holt on the inconsistent commercial service charge system

14 Perspective of a facilities manager: Roger Amos writes about how FM is connected to so many other departments in his own organisation 15 Five minutes with Jeremy Waud 50 No Two Days

30 | Council offices

18

Edge Hill University: The FM team’s hotel-style service, aligned to the overall university vision, won the ‘In-house client team of the year’ BIFM Award

24

Britvic Group: An office relocation was used as an opportunity to introduce more productive ways of working, winning Britvic a BIFM Award

30

Council office projects: Councils are seeking to invest in better performing buildings, resulting in the construction of several new civic buildings

34

BS 8544: Where the new building maintenance standard, launched last month, sits within a strengthening suite of related standards

MONITOR 36 How to: Car park control 37 How to: Door management 38 Technical: Intelligent access control 39 Insight: Market intelligence

REGULARS 40 BIFM news 43 Diary of events 46 Behind the job 47 Products 48 Appointments

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

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

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

visit twitter.com/fm_world FM WORLD | 14 NOVEMBER 2013 | 03

03_Contents.indd 03

07/11/2013 18:07

PLAYING MUSIC? MAKE SURE YOU’RE LICENSED.

Music creates a better working atmosphere 74% of factories agree that playing music increases staff morale.* If you play music in your business, it is a legal requirement to obtain the correct music licences.

In most instances, a licence is required from both PPL and PRS for Music. PPL and PRS for Music are two separate companies. PPL collects and distributes money for the use of recorded music on behalf of record companies and performers. PRS for Music collects

and distributes money for the use of the musical composition and lyrics on behalf of authors, songwriters, composers and publishers.

A PPL licence can cost your business as little as 19p per day. For more information on how to obtain your PPL licence visit ppluk.com or call 020 7534 1070.

7R o QG RXW PRUH DERXW KRZ PXVLF can work for your business visit musicworksforyou.com. *MusicWorks survey of 1000 people, conducted May 2012.

ppluk.com

FMW.14.11.13.004.indd 2

06/11/2013 11:52

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 ⁄ reporter: James Harris ⁄ digital content executive: Hannah Whittaker ⁄ consultant art director: Mark Parry ⁄ art editor: Daniel Swainsbury

MARTIN READ EDITOR COMMENT

LEADER

ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Norbert Camenzuli (020 7880 7551) ⁄ display sales executive: 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

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 / 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, director of FM, Regent Street Direct ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM tutor and Average net circulation 11,920 (Jul 12 – Jun 13) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

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

BIFM ENQUIRIES

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

www.fm-world.co.uk

05_Comment.indd 05

ot that long ago, talk about ‘breaking up hierarchies’ could have marked you out as some kind of seditionist, extremist, troublemaker or worse. But in 2013, the phrase has lost its pejorative connotations completely; today, breaking up hierarchies is all part of the move to creating agile, some even say (and indeed do say) ‘kinetic’ organisations.

Talk to workplace consultants about their office redesign or major organisational realignment projects and you’re unlikely to avoid, at some stage, discussion about restructuring around fewer chiefs and more empowered indians. Those that introduce such programmes – and Brother UK presented on theirs at the recent Workplace Week Convention – typically end up with fewer employees, smaller senior teams and, crucially, flatter heirarchies. The question that most will have about such outcomes is – how is it sustained? Surely the ability to move up and down the greasy pole has been the lifeblood of business life for at least the past hundred years, if not more. Can you really eliminate all of that conventional behaviour so easily?

By definition, flatter heirarchies surely mean fewer senior positions and thus fewer opportunities for individuals to progress their careers, at least in that particular organisation. Fewer hierarchical steps also mean a greater focus on the people who find themselves in those fewer, higher positions. Associating remuneration with an individual’s contribution and worth to their organisation through an independently verified audit – rather than notional seniority – is a massive change, but one that’s necessary if the newly flattened hierarchy is to be maintained.

Why is all of this important? Because for most knowledge work organisations this is a situation that’s right here, right now, and of increasing urgency. Pressure is coming because of property costs and shifts in how different generations want to work. All of this will increasingly influence how the facilities involved are managed. We talk a lot about flexible working because of its obvious impact on the workplace and the size of facilities required; but connected to that is management predominantly by output – the success of which is as much the product of the age of the people imposing such policies as it is the age of the people being managed.

There’s a lot of potential friction between the baby boomers, Generation X and flexibility-loving Generation Y – three distinct groups with often conflicting attitudes and requirements when it comes to the workplace. Real heirarchical change still typically requires a strong character with the conviction to see the project through.

(It’s clear that this was the case at Brother UK, whose charismatic MD Phil Jones was able to convince his Japanese parent organisation of the need for this fundamental realignment.)

Another issue involved in reducing layers of heirarchy is, of course, the position of facilities management postrealignment. Is this an opportunity for FM to move into a more prominent position? Surely any project to cut layers of heirarchy must involve an assessment of the value of each department’s importance to the organisation. I may be an optimist, but it seems to me that this appetite to reduce tiers of management could help shine a spotlight on the FM function.

N

“For most knowledge work organisations this is a situation that’s right here, right now”

FM WORLD | 14 NOVEMBER 2013 | 05

07/11/2013 14:47

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

UK SERVICE SECTOR

Service sector sees fastest growth in 16 years The UK service sector is growing at the fastest rate for more than 16 years, according to new figures.

The Markit/CIPS UK Purchasing Managers’ Index said that growth in October was the strongest since 1997 as levels of incoming new business rose at a survey record rate.

The Business Activity Index reached 62.5 in October, up from 60.3 in September. Service sector activity has risen continuously throughout 2013 as market sentiment has improved in line with a strengthened economic climate, according to the survey.

The Markit/CIPS report said that sharply rising new business increased work backlogs and

workloads, encouraging firms to add to their payrolls in October.

More than 50 per cent of companies surveyed said they expected a further increase in activity by this time next year.

However, rising energy, fuel and utility bills drove up input cost inflation to the highest in eight months, according to the data.

Output charges rose for the fifth month in succession as a result.

David Noble, chief executive officer at the Chartered Institute of Purchasing and Supply, said: “In conjunction with manufacturing and construction, the services sector hit a record high in October in new business growth and the best rise in activity since May 1997, founding

off a sparkling start to Q4 for the UK economy.”

He added: “Confidence is high that this run of growth can be maintained throughout the final quarter, underpinned by the stable economic climate and improvements

in the housing market.

“With capacity being tested, firms have sought to keep increasing their staff numbers, with employment levels rising for a tenth consecutive month and also at the sharpest rate since the spring of 1997.”

SHUTTERSTOCK/GETTY

ISS predicts ‘major overhaul’ of FM function FM providers must renegotiate their contracts within the next decade to move the sector beyond the built environment, according to a new study by ISS. The research, The ISS 2020 Vision Report: New Ways of Working, predicts a major overhaul of the FM function in the next 10 years, thanks to the changing definition of the workplace.

While it is a time of unparalleled opportunity for the industry, the study concludes that FM will need to make considerable steps to develop new service concepts, and outlines how FM’s role will vary wildly depending on four emerging archetypes of

06 | 14 NOVEMBER 2013 | FM WORLD

06_News.indd 06

organisation.

The research was conducted in collaboration with the Copenhagen Institute for Future Studies. Methodology included a survey of 613 FM specialists; workshops in London, Vienna and Oslo; and interviews with 17 experts in the field.

Its main objectives were to identify what is shaping work,

workforce and workplace and to pinpoint areas of opportunity for the FM industry.

One element of focus was why the workplace is so important to an organisation, which in turn informs how FM can reach beyond physical facilities and specialise in “workplace management”.

The workspace, long defined beyond the built environment to include the home and third places, is said by the report to represent “both the outward – brand – and inward – organisational culture – parts of a company’s DNA”.

As such, the study concludes that FM must offer servicecentric approaches that

“reflect, support and improve core organisations’ strategic objectives, brand, organisational culture, and workplace productivity at the right price point across the entire range of potential workspace and workspace strategies”.

While FM will be at the forefront of helping businesses and industries reconfigure in this new era, the way in which the function adds value will depend on the organisation.

The research concludes that “FM providers must provide new service concepts, insightful information and good data analysis that place people at the heart of the workplace experience”. www.fm-world.co.uk

07/11/2013 17:44

NEWS

BRIEFS BIFM in diploma application

Major workplace injuries at all-time low The number of major injuries in the workplace has hit an all-time low, according to the Health and Safety Executive (HSE).

There was an 11 per cent drop in major injuries in 2012/2013 compared to the previous year, according to HSE figures.

There were 19,707 major injuries reported in 2012/13 such as amputations, fractures and burns, a rate of 78.5 injuries per 100,000 employees.

This is down from 22,094 in 2011/12, a rate of 88.5 per 100,000

employee.

The number of workers fatally injured was 148, down from 171 the previous year.

The provisional statistics are for deaths and major injuries reported in Great Britain between April 2012 and March 2013.

HSE chair Judith Hackitt said that although the figures were evidence of continuing improvement in health and safety performance, there will still too many deaths and injuries.

“As the economy grows, new

and inexperienced additions to the workforce can increase in the risk of injuries to workers,” she said. “We’re committed to helping employers understand that health and safety is about sensibly and proportionately managing risks and ensuring people understand the risks involved not creating unnecessary paperwork.”

Construction is still the sector reporting the most injuries; agriculture and waste and recycling continue to feature among the higher risk sectors.

WORKPLACE

IMAGE SOURCE

Higher expectations force flexible working Higher customer expectations are forcing businesses to spend more time working outside traditional office hours, according to research.

A study of UK business leaders conducted by YouGov for cloud computing business Ring Central, found that some are responding to work emails, texts and calls as late as 10pm in the evening.

Higher client expectations of availability and speed of response to queries, along with greater competition among businesses to offer better customer service, are key factors driving changing work patterns, the research concludes.

According to the study, 93 per cent of business leaders now do some work from home, with 76 per cent working while travelling.

Over a third (37 per cent) of www.fm-world.co.uk

07_News.indd 07

businesses spend up to five hours per week at client offices, while 83 per cent frequently spend their time visiting customers or communicating with them outside the office.

More than three-quarters respond to work emails after 6pm while two-thirds answer work calls in the evening.

Just over half of businesses believe that customers are becoming more demanding when it comes to getting hold of the right person the

first time, and getting an urgent response to queries.

A third of UK workers now work more than ten hours a day with 55 per cent working more than 40 hours a week, according to the research.

According to the study, 78 per cent of respondents believed that working flexibly was important for employee productivity levels.

Lars Nordhild Rønning, general manager, EMEA, RingCentral UK, commented: “Working life no longer relies on location and traditional office hours, but relies much more on the customer service you can provide clients, irrespective of where you are.”

The online study questioned 550 senior decision makers at businessto-business companies.

FM employers including Interserve, ISS and Vinci have put their backing behind the BIFM’s application to have its diploma course included in Key Stage 4 Performance tables.

BIFM has submitted an application to the Department of Education for its Level 3 Diploma in facilities management to be included in the 2016 Key Stage 4 Performance Tables.

The move is part of BIFM’s aim to promote facilities management as a career choice for young people, and will also link in with the government’s agenda to provide a vocational option for those students looking for an alternative route to university.

RICS unveils FM guidance note A new guidance paper will help give FMs a seat at the “decision making table”, according to the Royal Institute of Chartered Surveyors (RICS).

The institute has developed what it’s calling a global strategic facilities management guidance note with the aim of widening the scope of FM’s role in strategic corporate objectives.

Aimed at service providers and clients, the note gives guidance on developing, implementing and evaluating a strategic property management plan; how to adapt FM strategies to fit corporate strategies; and how FMs can contribute to business plans.

CIBSE calls for EPB task force CThe Chartered Institution on Building Service Engineers (CIBSE) is calling for a task force to help tackle non-compliance with Energy Performance of Buildings Regulations (EPB).

CIBSE says non-compliance and a lack of enforcement of regulations is costing millions and must not be overlooked.

It will convene a special EPB Regulations Non-Compliance Roundtable before the end of the year, and will be inviting interested parties to attend.

Participants at the event will discuss the necessity of an ongoing task force to help government address the issue.

FM WORLD | 14 NOVEMBER 2013 | 07

07/11/2013 14:48

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

PROJECT OF THE

FORTNIGHT NEWS BULLETIN

BIFM forum addresses construction engagement

ALMEIDA THEATRE, LONDON DESIGN, PROJECT MANAGEMENT AND REFURBISHMENT: Ranne Creative Interiors BUDGET: £150,000 COMPLETION: October 2012

Almeida stages refurb project Design and build firm Ranne Creative Interiors created a new office and rehearsal environment for the Almeida Theatre, a 325-seat venue in Islington, north London.

The theatre, responsible for staging 2013’s resounding hit Chimerica and, later this year, a musical version of American Psycho starring former Dr Who Matt Smith, was suffering from dry rot and leaks.

It also needed the rehearsal room, offices and Green Room to be refurbished on a modest budget. The Green Room in particular was deemed to not be providing the relaxed environment actors need during the rehearsal process. Actors to have appeared at the Almeida include Jonathan Pryce.

The building dates back to 1837, when it served the Islington Literary and Scientific Society with facilities including a library, reading room, museum, laboratory, and a 500-seat lecture theatre.

It was also previously a factory, held public meetings and balls and was home to the Salvation Army, before opening as the Almeida Theatre in 1980.

The theatre had requested the addition of comfort and style to its rehearsal room and offices. In reimagining the Green Room, the Ranne team chose a track lighting system, akin to stage lighting, to brighten up the space. They also repainted it entirely, installed contemporary Allermuir sofas and introduced a new tea point.

It was an entirely new kind of assignment for the interior design, build, consultancy and planning service, which typically works with corporates.

Ranne was responsible for the design, project management, refurbishment (including M&E modifications, decoration and furniture) for the project, which had to continue throughout the organisation’s working hours without creating disturbance.

08 | 14 NOVEMBER 2013 | FM WORLD

08_News.indd 8

A panel of FM experts has come together in the latest FM Leaders Forum to discuss the early engagement of FM in the construction process.

The discussion focused on how to engage facilities managers from an earlier stage, and what the barriers and opportunities might be. The forum builds on the results of the recent BIM4FM survey which revealed that the majority of respondents believed BIM (Building Information Modelling) would become important to the sector, but did not know how or why.

Just over 60 per cent felt that BIM can support the delivery of FM, although it was acknowledged that just over a third of respondents (35 per cent) do not yet understand the intricacies of how this will be achieved.

BIFM chief executive Gareth Tancred and chair of the FM Leaders Forum session said the meeting built on and revisited some of the outcomes from the first forum a year ago.

“This showed that although BIM has emerged from the construction side of the built environment sector, it cannot be ignored by the FM industry,” he said.

The RIBA Plan of Work 2013 has been launched, alongside the Digital Plan of Works, and specific projects defining the data requirements in the BIM model are underway, according to Tancred.

Half of construction sites fail safety inspections Almost half of construction sites failed inspections during the Health and Safety Executive’s (HSE) month-long safety campaign, it has been revealed.

The HSE’s nationwide drive throughout September saw inspectors visit 2,607 sites that were undergoing refurbishment or repair work. The damning result was that 1,105 of these sites were found to not be meeting basic safety standards.

The HSE took enforcement action against nearly a quarter of the sites (644) inspected, in order to protect workers. A total of 539 prohibition notices were served to halt dangerous activities, while a further 414 improvement notices were given out to bolster standards.

The campaign targeted the refurbishment sector with unannounced site visits taking place between September 2 and 27 this year. Before carrying out the initiative, the HSE said it would be focusing on the main causes of accidents and ill health, which included site order, structural stability and falls from height.

The most common problems identified during the campaign were failing to protect staff during work at height, exposure to harmful dust and inadequate welfare facilities.

Poor IT is damaging productivity levels, claims study UK office workers lose 27 days a year in productivity due to poor IT, according to research.

A study commissioned by NG Bailey sought to identify which factors most affect productivity and satisfaction levels in the workplace.

Two-thirds of workers surveyed said that poor IT regularly holds them back from being productive, with half being held back once a week or more, according to the research. Workers believe they could save an average of 4.3 hours a week with the perfect IT set-up.

Almost half of respondents reported stress as a result of poor IT, with almost a third missing deadlines as a result. One in three worked longer hours to make up for IT failures.

According to the study, nearly half of office workers would sacrifice their Christmas party to get the perfect IT set-up, while 7 per cent of employees aged 18 to 34 said they would give up part of their salary.

Bob Dunnett, managing director of NG Bailey’s IT Services division, said the research showed that poor IT also had a health impact.

“CIOs and financial decision makers should weigh up the cost of improving their IT services with the implications of below-par IT on employees’ wellbeing and their company’s bottom line,” he said. www.fm-world.co.uk

07/11/2013 14:41

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

THINK TANK

Changing habits not as effective as changes to workplace design.

42%

WE ASKED 100 FMS…

Done as much as possible to engage users 5%

Do office campaigns to get end-users to cut their energy consumption in the office actually work?

SHUTTERSTOCK

Campaigns in which office users are entreated to turn off the lights and cut back on other forms of office energy consumption are much promoted, but our Think Tank contributors had varying responses as to their success.

“A campaign is more than just engagement,” said one. “I’ve been guilty of not feeding back the results (or otherwise) of energy campaigns to the office and reviewing the outcome to determine my next step in the process.”

“In some businesses the focus is on optimum comfort for employees with energy efficiency seen as a ‘nice to do,’ said another correspondent.

“Having worked on several behavioural projects for influencing

attitudes to energy consumption, I’ve experienced a broad range of results: most of them lower than anticipated. Efforts to influence behaviour alone though initial awareness campaigns and performance targets typically start off strong. They then fall back down again when individuals refocus efforts on doing the day job, (commitment to energy reduction tends to be low on an employee’s agenda where multiple other pressures are present).

Chris Payne of consultancy FM Innovations, told us he typically followed the shape of the “Hype Curve” (see http://goo.gl/eCx07Y).

“Over time, a plateau is eventually reached, the level of which is determined by a series of factors.

More to achieve involving workplace users 53%

including organisational culture; adoption of good practice at highest levels of the organisation; how frequently energy matters are reported; how visible energy saving measures are; the use of technology.

“For changes in consumption to be significant, I subscribe to the ‘Energy Cultures’ Model. This view suggests the adoption of a threefold strategy to reduce energy consumption – material culture (tangible elements such as the characteristics of the property and the efficiency of the devices that consume energy); energy practices (how energy is consumed such as the levels of heat, occupancy levels and the hours of operation); and cognitive norms (how individuals react to energy such as their concern

for the amount that they consume and how they are empowered).

“Most organisations like the cognitive stuff because it tends to be free or low cost,” says Payne.

“Attention is usually drawn to current consumption levels, rising costs and melting ice caps. The challenge is that most individuals are aware of the issues and to some extent they have become desensitised to the images of isolated polar bears and holes in the ozone layer. And measures in terms of carbon and kilowatt hours, while relevant to the organisation, mean very little to individuals.”

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

BIFM Awards 2013 correction

Bigger targets needed to encourage BIM in FM

The BIFM has issued a correction to the list of award winners for its annual industry awards announced at the BIFM Awards ceremony on 14 October 2013.

The ‘FM Excellence in a Major Project’ category should have been awarded to Vinci Facilities for its outstanding management of two new-build hospitals in Merseyside.

Gareth Tancred, chief executive of BIFM, said: “Vinci Facilities’ management of St Helens and Whiston Hospitals really impressed us all. The judges commented particularly on the close alignment of facilities management services to deliver extremely high levels of

More ambitious sector targets are needed to emphasise the benefits of building information modelling (BIM) among FM professionals, according to the Royal Institute of Chartered Surveyors (RICS).

The results of a recent survey by BIM4FM, the steering committee charged with championing FM’s involvement with BIM and Government Soft Landings, found that while the majority of those working in FM believed BIM would become important to the sector, many did not understand how.

Almost two-thirds of those surveyed believed BIM can support the delivery of FM, but just over a third were not sure exactly how this would be achieved.

www.fm-world.co.uk

09_News.indd 9

patient satisfaction, whilst maintaining hygiene and asset resilience.

“The BIFM judges visited the site twice and were met by the Vinci Facilities team, which included the client, further reinforcing that collaborative partnerships are essential to deliver results.”

The ‘BIFM Board Social and Economic Impact Award’ has been given to Comet Advisory for its Tri-Borough FM project.

This innovative and radical FM project is on course to deliver savings to the public purse of circa £100 million in three London boroughs, with the ability for the project to expand

to more London authorities.

This award was established to reflect BIFM’s key priorities and themes for the future – sector demonstration of significant economic and social impact.

Said Tancred: “Comet Advisory has delivered a groundbreaking project that demonstrates that the FM sector can really act as a transformative change agent. We congratulate Comet for this outstanding Board Award.

Tancred continued: “I would also like to congratulate Vinci and Comet on their Awards and apologise for the error in award attribution; this was caused by our internal team mis-keying a spreadsheet code reference.”

FM WORLD | 14 NOVEMBER 2013 | 09

07/11/2013 17:59

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

ANALYSIS

Consolidation: does bigger mean better?

GRAEME DAVIES newsdesk@fm-world.co.uk

For a sector which is generally deemed to have strong prospects in the coming years the outsourcing and support services sector is developing something of a track record for shooting itself in the foot, or at least some companies within it are.

This column has on several occasions in recent months pointed to the potential problems stored up by big players in the sector who have expanded rapidly on the back of both acquisitions and through winning hefty new contracts. The risks of this pace of expansion are

clear; managing such growth and maintaining accountability among the outer reaches of companies that employ hundreds of thousands of employees across various continents is devilishly difficult and requires practices in place which rapidly growing businesses can find hard to embed in a short space of time.

The most glaring recent examples of these problems coming home to roost are the support services giants Serco and G4S. Serco chief executive Chris Hyman fell on his sword in October after 11 years in the role and a total of 20 years with the

company in a bid to rebuild its reputation after a series of problems and scandals have emerged recently in several contracts which have raised significant concerns within the UK government. Serco’s board have elected to carry out a review of practices within the business which are likely to result in a number of other senior managers being relieved of their roles.

Meanwhile the ongoing state of flux at global security giant G4S continues to claim senior management scalps, the most recent being UK and Ireland chief executive Richard Morris. The 10-year veteran of the company was removed with immediate effect and replaced with Eddie Ashton, who only joined the business in July. The change comes just before chief executive Ashley Almanza is scheduled to outline his strategy for the business and in the wake of allegations that G4S has

Contract wins

NEW BUSINESS Mitie has won a £177 million housing maintenance contract with the London Borough of Hammersmith & Fulham.

Under the ten-year deal, Mitie will provide reactive repairs and planned maintenance works to over 17,000 properties across the borough. The contract also includes a 24/7 contact centre that provides an appointment system; this enables residents to select times convenient to them for repairs to take place.

Skanska has won a four-year total facilities management contract with Woking Borough Council. The contract will see Skanska maintain the council’s 10 | 14 NOVEMBER 2013 | FM WORLD

10_11_BusinessNews.indd 10

public buildings and facilities across 63 locations, with the option to extend the deal for a further six years. Skanska will provide mechanical, electrical and fabric services, as well as cleaning, window cleaning, shopping centre and car park security and pest control.

OCS has extended its contract with Bupa to supply soft FM services. The contract, which could be worth up to £21 million, will see OCS providing the healthcare company with horticulture, pest control, manned guarding, alarm response and key holding services, along with security systems, consumables, washroom, clinical and confidential

waste recycling services at 34 sites across the UK. Office cleaning, window cleaning, document management and CAFM helpdesk services will also be delivered as part of the deal.

Emcor Group has secured a five-year contract extension at pharmaceutical company Novartis UK. Emcor is to provide integrated FM services, including maintenance of productcritical clean rooms and laboratories, catering, waste management, post room, switchboard, porterage and laundry. Emcor has been working with Novartis since 2009, providing hard and soft services.

Babcock Support Services Germany, a subsidiary of the Babcock Infrastructure Business Unit, has won three contracts to provide critical services to the Defence Infrastructure Organisation (DIO) across its estate in Germany. It has been managing the DIO’s entire Defence Estate in Germany since 2010.

been overcharging for contracts for tagging prisoners. The seemingly smooth and exponential growth G4S enjoyed over a number of years first showed signs of a wobble last year when it failed to successfully deliver a high profile contract for security at the Olympic games which ultimately cost chief executive Nick Buckles his job.

The fact that G4S is only now about to spell out its new strategy, more than a year after the Olympics debacle, illustrates the potential for long-term destabilisation within such a sprawling business. A thorough review of practices and a tightening of management structures in such a business can take months to even undertake never mind the potential time lag before any new actions become effective. Meanwhile investors, whose time frames are often surprisingly short, tend to be restless for more rapid results.

The example of G4S must place some doubt on the expectations among the board at Serco that it can meet government demands to enact a change in its corporate culture within three months to still be able to qualify for public sector contracts. Considering that a good deal of the recent concerns at Serco have centred on public sector contracts such as alleged fraud in prisoner escort contracts, and that UK public sector work accounts for around 25 per cent of its revenue, this is clearly a huge threat to the overall business. Whether it can do enough in three months remains to be seen and examples from other industries suggest that real cultural change in such a short time span looks to be a very tall task indeed.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

07/11/2013 14:41

BUSINESS BRIEFS

Commercial property sector looking up Commercial property values outside the capital have returned to growth, while the London office sector is at a four-year high, according to new reports.

According to the IPD UK Quarterly Property Index, the capital value of offices, shops and warehouses outside of the capital rose by 0.8 per cent in the third quarter of 2013, following a fall of 7.3 per cent over the last two years.

IPD said that the performance was a key indicator of business confidence, as companies take on commercial leases when they expand or hire more staff.

Although regional values remain below their 2007 peak, the latest index results also highlight the growing extent to which economic improvements have filtered out from London to

the regions, IPD said.

Phil Tily, IPD executive director and head of UK and Ireland, said: “Price pressure in the prime end of the market is prompting investors to venture further afield in search of higher required rates of return, buoyed along by the prospects of improved economic growth.”

A report by Deloitte Real

Estate also showed growing confidence from occupiers and developers in the London office market.

The London Office Crane Survey, winter 2013, showed that the London office development market is at a four-year high, with 9.7 million square feet across 71 schemes now under construction.

Anthony Duggan, head of research at Deloitte Real Estate, said that next year was set to deliver the largest amount of space into the Central London office market for ten years.

“This is good news for the increasing number of companies looking for office space in a market where supply is reducing,” he said.

SHUTTERSTOCK

Energy and transport costs hit SMEs The rate of growth of costs for small firms, such as energy and transport, has fallen year on year, but is still above inflation and hitting business, according to research.

The Forum for Private Business said that while annual inflation has fallen from 3 per cent to 2.7 per cent, prices have continued to rise faster for micro, small and medium-sized employers, at 6 per cent this year. The forum said that this was less than the 6.7 per cent figure per centreported last year, suggesting a slow improvement.

Energy was the most common increase in costs for small businesses, with 87 per cent reporting an increase during 2013, according to the forum.

Its latest Cost of Doing Business www.fm-world.co.uk

10_11_BusinessNews.indd 11

survey, carried out among its members, showed that firms were still facing an uphill battle, despite signs of a recovery.

94 per cent of businesses reported an overall increase in costs, with transport being the most commonly increasing cost after energy, and 83 per cent of firms reporting a rise.

Seventy eight percent reported a rise in marketing costs and 69 per cent a rise in the cost of raw materials and stock.

The forums also said that 41 per cent of small business owners were unable to pass rising costs onto customers, forcing them to cut their own costs to keep prices stable.

The forum’s head of policy, Alexander Jackman, said that

Mears sells M&E division Mears group has agreed to sell its Haydon M&E business, the company has announced.

The company said in a statement that, subject to shareholder approval, it would sell the business to an acquisition vehicle owned and controlled by key Haydon personnel.

In an interim management statement, the group said that the M&E business had continued to report trading losses since July.

Mears group chief executive David Miles said that the Haydon business had played a significant role in the growth and maturity of Mears over the last 14 years.

Compass UK appoints MD 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.

Hogan joins the UK & Ireland business from Compass Group North America, where he was chief executive, Canteen Vending Machines.

New Environmental+ chief

94 per cent of businesses reported an overall increase in costs

energy and transport, together with the weakness of the sterling for importers were the biggest factors in the cost increases.

“The economic outlook may be better but costs still remain an issue for our members and a key focus of our lobbying and support services,” he said.

Mitie has appointed Rob Cattell as managing director of its Environmental+ business.

Rob Cattell replaces David Johnson, who has retired. He will oversee Environmental+, which is Mitie’s cleaning and environmental business.

Cattle was previously managing director of Mitie’s Facilities Services business for four years. He has more than 25 years’ experience in facilities management both at a national and international level.

FM WORLD | 14 NOVEMBER 2013 | 11

07/11/2013 14:41

FM BUSINESS IN FOCUS

THE ISSUE: The inconsistent commercial service charge system

THE INTERVIEWEES: David Barrass, MD of Property Solutions UK and Dr Andrew Holt of the Metropolitan University of Denver (fellow at Kingston University, London).

Charged with confusion Commercial service charges are inconsistent, lack transparency and are a hindrance to meaningful budgeting and planning - but they don’t have to be. So says a study carried out by Property Solutions UK and author Dr Andrew Holt, both of whom are calling for better guidance and greater regulation in the UK commercial services charges sector.

The research paper Accounting for UK commercial service charges: 2013 analysed a sample of leases for large-scale buildings representing more than 2.5 million square feet of space.

It concluded that there were widespread inconsistencies, vagaries and omissions across its sample. For example, not all leases included specific provision outlining the accounting requirements for the service charge, while hardly any clearly specified the necessary qualification the person responsible for auditing the service charge certificate needed.

None of the leases specified what should be reviewed as part of the service charge audit, and audit fees did not appear to correlate with the size of properties.

12 | 14 NOVEMBER 2013 | FM WORLD

12_BusinessFocus.indd 12

Crucially, none of the leases clarified whether service charge accounts should be prepared on a cash or accruals basis. The result of all this is that poor practice is widespread, says David Barrass, the managing director of service charging consultancy Property Solutions UK. “Commercial service charges are inconsistent, and unclear and there’s an expectation gap between landlords and tenants,” says Barrass. “This has become more of an issue as buildings have changed a lot over the years. They are larger, with a significant increase in terms of the complexity of buildings and also the scale of the finances involved, so this has become more important.”

The property industry has relied on lease provisions to determine how service charges are managed – leases which are not necessarily reviewed by professionals with the right expertise, Property Solutions UK says. Charges are collected from tenants based on an annual budget, which are not always reconciled and reimbursements for overpayments do not always happen.

Barrass says that service charges should be subject to the same rigour that are expected in other areas of commercial activity.

Author Dr Andrew Holt, who published the research paper, explained that “at the centre of this is the idea that the communication between landlord and tenant needs to be as transparent as possible.

But the basis of the accounting is not always clear. Has it been independently reviewed for example? There are no full details.

“The first thing that really needs to happen is clarity about the basis on which accounts have been prepared. Is it cash or accrual? There is confusion about accruing of expenses that may have been accounted for but may not have actually eventually been paid. The question is how to apply the accrual concept properly in commercial service charges.”

At what point, and to what extent, FMs may be involved in service charges costs has varied, depending on an organisation’s structure and the way different corporate functions may overlap.

Barrass says: “There’s been a growing awareness of a need to improve the communication between landlord and tenant, to have them working together, and the need for improved standards.”

“There needs to be more communication and closer interaction between accountants, FMs and managing agents. Up until now, the way that service charges are dealt with has been too compartmentalised.”

However, FMs and landlords do not necessarily have the accounting understanding to

make sure that commercial service charging process is as transparent as possible.

Barrass and Holt point to way that service charging works for residential properties, in particular the use of specialist technical accounting guidance, and they believe that that something similar should be adopted in the commercial sphere.

The Institute of Chartered Accountants in England and Wales (ICAEW) is currently consulting on a draft of technical release for commercial property service charge accounts, which is due to close in January.

Barrass and Holt acknowledge the importance of the RICS guidance on service charges (consultation on 2013 draft guidance ended in September) which aims to promote a more transparent approach to the management and administration of services charges.

However, they both feel that there is still work to be done on clarifying details and developing standards, as well as scope to examine need for regulation which goes beyond codes that have guidance status only.

Barrass says: “Everyone agrees that communication and openness would be helpful.

Accountants need to get involved, develop technical guidance for the development service charge certificates, like they have done for residential. Service charge certificates need accountancy expertise and FM expertise working together. For FMs and managing agents preparing the certificates, I’m sure they would appreciate that kind of guidance.”

“Commercial service charges are inconsistent and unclear, and there’s an expectation gap between landlords and tenants.” www.fm-world.co.uk

07/11/2013 15:47

Naturally

Low

Fresh from Prices the UK

Prices lly Low Natura from the UK h Fres

Gold Qualit y

Ext

ra S w

Gold

ee t & J ui cy

Available to all, 7 days a week Product of Toolstation UK

Quality

Extra Sweet & J

1111K +

ui c

l, le to al Availab a week 7 days

Stockk Pr duct Pro cts ts

t of Produc ion UK Toolstat

y

+

11K

Stock ts P Prroodduuccts

OUT NOW! Come and get it!

40PK

ONLY

£10.20 Inc VAT

51998 AA

40pk

£10.20

ONLY

ONLY

£3.45

£2.35

Inc VAT

Inc VAT

79630 Solvent Based

£2.35

13492 Metric 8 Piece

£3.45

FMW/1113

FMW.14.11.13.013.indd 2

06/11/2013 11:53

FM OPINION THE DIARY COLUMN ROGER AMOS

“IT’S IMPORTANT THAT FM IS VISIBLE TO ITS BUSINESS, AND NOT JUST IN A HIGH-VIZ JACKET WHEN THE FIRE ALARMS GO OFF”

NHS Trust

FM University Consultant Estates

Roger Amos is head of property and HR shared services at the London Borough of Ealing

STAYIN G VISIB L E

hile sitting in traffic, Roger Amos took W a moment to examine how different departments rely on each other, and the one common denominator between them all I can’t actually remember what triggered this particular thought process but the other day, whilst sitting in the customary M4 traffic jam I started thinking about the amount of different departments and people that I have worked with in the six and a half years I’ve been in Ealing - and, more specifically, had to rely on to enable me to do my job There are our colleagues in ICT. The dependency on them is as big as ever. By the time this article is published we should have gone live with our new CAFM software.

While this is hosted by a third party, it still needs to comply with our data and ICT infrastructure

requirements as well as be compatible with our chosen mobile devices - also provided by ICT. Here is something for you all to try at your respective companies: send an email to your executive director of resources (they tend to be accountants) asking for 30 iPad minis! After assuring him that they are an essential requirement and will increase productivity, they are now on their way.

Talking of accountants – our corporate finance team are fairly important too. In between debating capital vs revenue expenditure, they provide me with timely accounts and plenty of support to ensure we don’t just remain on

track, but financially compliant too.

Our legal services team are always there to help, and once a cost code has been provided, they will support us with a range of contractual issues and employee relations issues as well.

HR advice is a frequent requirement, especially as we deliver our FM services in-house and my HR business partner and his team are frequently called upon to provide all manner of support.

HR shared services is the transactional side of HR and happens to come under my remit.

Without them the FM staff wouldn’t get paid and that’s quite important! They also provide the recruitment service as well as administering the pension service; another major cog in the wheel.

Earlier on today we met and discussed our own business development strategy for next year and beyond and our strategy to grow our FM business. How do we

define our services? Well, given we are property & HR shared services, our headline is to look after our people and our places and specifically for FM – to provide a built environment that is fit for purpose, clean, secure and well-maintained.

If you look at the services I’ve mentioned, they often get referred to as the ‘invisible services’, yet just look at the interdependencies that exist between them, not to mention the common denominator.

They are all services that our core business or services cannot do without to survive and they would soon become visible if they weren’t there anymore.

FM is as reliant on the others as the front line services and vice versa.

It is important that FM is visible to its business, and I not just in a hi-visability jacket when the fire alarms go off...

BEST OF THE WEB Views and comments from across the web As an operatorturned-business Development Manager for a service provider, I’m concerned by the faceless way that FM services are being procured. Does anyone want a solutions led service anymore? (Daniel Hawkins, FM Group) Kabir Luthra: Each customer we speak to 14 | 14 NOVEMBER 2013 | FM WORLD

14_Opinion.indd 14

now only wants one thing - price. The lowest possible price. When you start talking to them about solutions and value adds, they just aren’t interested.

David Sperber: People tend to go through their business life with blinders on. They fail to see what is going on around them and focus on only what is right

in front of them. This is a recipe for disaster.

Garry Evans: To get great service you have to pay for it. Quality workmanship comes at a cost.

Alan Taylor: Who actually offers a solution led service that meets a customers objectives and is then able to deliver it?

Business development is

a hard ask mainly because the firm ends up not being able to deliver what is promised.

Can software make you competent? (BIFM) Steve Mount: If things went wrong who would be responsible?

Competence is a mix of experience, qualification and training. If someone

does not have these to prove then a judge wouldn’t have much work to do.

Peter Plant: In my opinion risk assessment software should be something that streamlines procedures and improves efficiency for a suitably qualified person, not as a replacement for that person. www.fm-world.co.uk

07/11/2013 16:16

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

BEST OF THE

FMWORLD BLOGS Workplace Trends 2013 - the debate continues Chris Kane, Smart Spaces and Places Last month I attended the Workplace Trends conference a get-together for people interested in how to make smart use of space (otherwise known as Workplace strategy). Overall, a useful day and one that provided some insights to reinforce my take on a number of issues.

Walking back to the Underground station, I chatted with an exhausted “King of the Workplace” blogger, Neil Usher. He had generously undertaken the task of live blogging during the conference and issued some well-crafted posts throughout the day. I’m sure that those who weren’t able to attend the live event will enjoy his witty, poetic wrap-up, when it appears online. Having had another look at his handiwork, Neil captured the mood of the day. For me, while there is a lot of healthy debate on how to deliver smart workplaces; these ambitious plans remain within the conference room. I couldn’t help feeling that this was ground that had been covered in the past. Indeed Frank Duffy’s opening keynote bemoaned the fact that we have been grappling with lots of issues about making the best use of the workspace for years. To cite Neil’s view on this: “Frank left us a question – how do we justify “place” in an increasingly virtual world? I think it’s time to answer this question.” We live in a world which is full of change, uncertainty, complexity and ambiguity and yet we continue to debate rather than take action.

The merry-go-round continues and we’re no further forward. We need to hammer home the message that it’s time to move beyond cost control and efficiency and nail responsibility for effectiveness. This, for many, may be outside our comfort zone; but as Frank, so eloquently put it: we live in an increasingly virtual world and we need to justify the role of “place” in the overall jigsaw. I contend that the virtual world is approaching far faster than most of us realise and the time for debate is over.

Read the article in full at smartspacesandplaces.com

How mobility will change the future workplace Martin Meyer-Gossner, The Strategy Web When I am commuting to work in the morning, I can see more and more people checking their emails on notebooks at the train station, working on tablets on the train, or simply participating in conference calls in the business lounge at the airport.

Furthermore, many coffee houses have realised the potential of giving away free wi-fi hours with a coffee break. It enables the future workplace “anytime, anywhere, any place” – the new claim for modern business around the world.

Questions arise, such as: how much office space do we need in the future? Do we have to sit in our cubicles all day long? How much time do we need to spend together in the office? Gartner published some data showing that 45 per cent of workers in the U.S. spend eight hours a week outside the office and away from their desks. And International Data Corporation (IDC) claims that there will be 1.3 billion mobile worker in approximately two years time, making up 37.2 per cent of the U.S. workforce.

The main benefits of the future mobile workforce were illustrated in an infographic online by Cisco: a) Reduced road travel by 91 billions miles per year. b) Prevention of traffic injuries and deaths by 77,000. c) Reduced greenhouse gases by 51 million tons per year. d) Saved 281 million barrels of oil per year. e) Gain almost 2 weeks of extra free time per year.

Read the article in full and see the infographic at tinyurl.com/pd3trdm

www.fm-world.co.uk

15_Opinion.indd 21

FIVE MINUTES WITH NAME: Jeremy Waud JOB TITLE: Managing director, Incentive FM Group

In the 17th October edition of FM World, John Bowen said he believed companies are beginning to recognise that improving services is best achieved in-house. After some friendly banter on twitter we agreed to disagree.

We see absolutely no sign of clients looking to in-source. In fact, quite the contrary. We could of course be the exception but I don’t think so.

There is an opportunity for constant evolution within the service delivery and all aspects of its client drivers – be that quality, customer service, CSR, cost, environment or anything else. Testament to this is the fact that we enjoy a number of longterm partnerships with extremely demanding clients.

John addressed the key issue of how businesses can get that elusive final 20% efficiency / performance. He suggested that the first 80% is relatively easy to get – and that a third party supplier can make significant early gains achieving it – but that there is little motivation for a supplier to out the significant effort required to continue to improve.

My view is that to get that extra 20% you shouldn’t insource – far from it. Many in-house FM teams are understandably interested in maintaining the status quo rather than challenging the model and improving efficiency. They tend to assume that any suggestions they make are actually a criticism of their working practices and the outcome will inevitably involve cutting heads.

But John has a point about motivating the supplier. There is a need for workable, sensible and motivational contract structures. The trend towards commoditisation of contract services whereby clients and buyers procure FM as if it were bags of flour from the supermarket shelf is not helping. Nor is the constant squeezing of margins, which I believe is damaging to the industry and risks its reputation.

FM WORLD | 14 NOVEMBER 2013 | 15

07/11/2013 14:42

HOT DATES Although the end of the year is fast approaching, we’ve still a handful of brand new programmes that are yet to run including Building Information Modelling & Soft Landings (19 Nov), Making the Change to Agile Working (20 Nov), Legionella Awareness & Compliance (5 Dec) and BS11000 Collaborative Business Relationships (11 Dec) Book now - call 0207 404 4440 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

Want to be at the cutting edge of FM? Then get involved in the BIFM

Want to get involved in the BIFM? Then look sharp and contact us.

As the representative body for facilities management, we’re already the cutting edge of the industry. But as a member (or potential member), you might like to get your teeth into what we do and be a more active participant. It’s a fantastic opportunity to help shape

BIFM cutting edge NEW 186x123.indd 1 16 | 14 NOVEMBER 2013 | FM WORLD

FMW.14.11.13.016.indd 16

the future of our business – from the business end. Whether you’d like to simply attend a regional meeting and the national conference, organise an event, join a committee, become a mentor or sharpen your vocal or literary skills by being a key speaker or writing

in FM World, we’d love to hear from you. Because to help everyone in the industry make the most of it, we need all the useful tools we can get our hands on. So why not get involved and get more out of FM – for yourself and everyone else.

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

2/8/10 12:19:58

06/11/2013 14:07

FM EVENT WORKPLACE WEEK CONVENTION 2013

KINETIC ENERGY Speakers at the recent Workplace Week convention in London addressed the associated issues of agile, flexible and connected group working, as Martin Read reports

T

here’s plenty to stimulate at the Workplace Week convention, which takes place as part of a week of events including site visits and Q&A sessions. For one thing, the schedule, put together by organisers Advanced Workplace Associates, typically includes examples of recent and dramatic workplace change projects. For another, speakers who appear are chosen for their ability to challenge any audience preconception about the topic at hand. Although this can only be a flavour of the event (theme: the connected organisation), those chosen to speak this year were no exceptions.

Flat plan Louise Marshall, head of infrastructure and services at Brother UK, explained how her company had transitioned over the past eighteen months into a ‘kinetic organisation’. She did so first by asking the audience to suggest how they thought it had been achieved. (How long www.fm-world.co.uk

17 workplace week.indd 17

had the project taken, what had been the priorities, technologies, relationships and behaviours required?)

Put broadly, the senior management team at Brother UK has, post-project, been reduced with fifteen operational silos cut back to just four principal departments – sales, strategic development, infrastructure and services, and operations.

Operational costs have been cut by 22 per cent and staff levels from 250 to 170. In what is a now much flatter heirarchy, employees perform to a personal development matrix designed to give clarity to career development. “This includes how their role is benchmarked against the outside world to ensure fairness and consistency of remuneration,” explained Marshall.

Andrew Mawson of Advanced Workplace Associates, whose consultancy worked with Brother UK on the project, explained that “our starting point was that everyone was equal; how you as

an individual were remunerated was not about you climbing up [the career ladder], but instead on your contribution to those around you.”

“Remuneration associated with contribution and worth is a big change,” agreed Mawson, who explained the inherent problems in traditional career ladder progression (“the more you go up the ladder, the more you don’t want others too”.)

For many this might seem a giant leap of faith, transcending years of ingrained thinking.

“Performance measurement is now about 360 feedback,” said Marshall. “You soon work out the people who are your rising stars and those who don’t want career progression but still want to do a great job”.

Happy in your work?

Of course, flattening heirarchies and agile working also play to the wider issues of worker wellbeing and the happiness of individuals.

Jessica Pryce-Jones of the iOpener Institute spoke about the impact worker happiness has on an organisation’s bottom line.

Far from a nebulous concept, research from Pryce-Jones’ iOpener Institute for People and Performance (32,000 respondents – a healthy survey sample) showed how employees who are happiest at work take just a tenth of the sick-leave of unhappy colleagues, are six times more energised and, perhaps crucially, twice as productive.

It seemed that what really made people happy in their work was the kind of control and autonomy alluded to in the preceding Brother presentation

– the inference being that flatter heirarchies also produce happier, more fulfilled workers.

And that sense of control also led to greater trust and pride in the organisation. “Happiness in smaller heirarchies comes down to autonomy and sense of contribution,” said Pryce-Jones.

For some, she continued, there will always be something to be unhappy about. “It’s fine to manage out those people who aren’t happy at work,” she admitted. “People with such low morale can have very damaging effect, particularly through social networks.”

Pryce-Jones also pointed to her poll results on workers’ energy levels. “People who are happy at work say they are energised 78 per cent of the time, while those who are least happy feel energised just 13 per cent of the time.”

Later in the day, Curtis McLean of Innovation Places spoke about social network analysis and its application in the workplace. Such analysis shows the interactivity between individuals and teams within, and between, work groups.

The impact of office design on collaboration was stark, as was how collaboration between departments, when well facilitated, boosted organisation’s sense of community. Examples were shown of multinationals who in their design projects had not clearly thought through the impact of their shiney new offices on team cohesion.

All in all a stimulating event, with much to get audience members thinking about their workplace change priorities.

FM WORLD | 14 NOVEMBER 2013 | 17

07/11/2013 16:17

FM FEATURE EDGE HILL UNIVERSITY SARA BEAN

In recognising that their students are customers and providing a hotel-style service aligned to the overall university vision, the facilities management team at Edge Hill University has won the 2013 BIFM ‘In-house client team of the year’ award for their excellent service delivery

DEGREES OF CHANGE 18 | 14 NOVEMBER 2013 | FM WORLD

18-22_Edge Hill.indd 18

www.fm-world.co.uk

07/11/2013 15:47

EDGE HILL UNIVERSITY

EDGE HILL UNIVERSITY

W

hen the Edge Hill University facilities management team received the BIFM trophy for in-house team of the year, it was not only in recognition of the high standards of service excellence displayed by the enthusiastic FM team, but the key role facilities has played in helping Edge Hill move up the higher education rankings table from 95th place to 84th in just a year.

Universities must now compete

www.fm-world.co.uk

18-22_Edge Hill.indd 19

to attract choosier students, who expect to pay £9,000 a year in tuition fees. Allied to this, the Government sets universities annual student recruitment targets which must be achieved each year within very narrow margins. The penalty for missing recruitment targets is severe, resulting in loss of Government funding not only in the current financial year, but also in subsequent years. As a result it is crucial that Edge Hill offers its 26,000 students – and 4,000 staff – an outstanding customer experience, and its 300-strong in-house facilities management team play an integral role in that strategy.

Bill Hancox, director of FM at Edge Hill, tells FM World: “Our customer market approach may seem unusual for a higher

educational establishment, but within the context of Edge Hill it is not that extreme, as universities are operating in a highly competitive marketplace in an environment that is facing unprecedented economic and political challenges.”

Learning to manage Like the HE sector, Edge Hill University has made some big changes in a relatively short period. Over the past five years, the main 160-acre campus has gone through an extensive capital development programme with a range of new campus improvements, including new accommodation halls and a brand-new £13.5 million Student Hub, all of which were commissioned and handed over to FM (previously Estates)

within tight timescales, ready for September occupation, for five years in succession.

Aligned with the building programme it was decided to amalgamate three separate teams: estates, campus services and student services. Hancox was recruited in 2010 from a predominately private sector background, including Otis, Nissan and Kodak, to “help harness the potential of these previously disparate groups; focus the mind to the reality FM WORLD | 14 NOVEMBER 2013 | 19

07/11/2013 14:42

FM FEATURE EDGE HILL UNIVERSITY SARA BEAN

of customer service and lead it all into one”.

He says: “Over the last ten years [the campus] has been transformed from a reasonably good estate to an excellent estate offering a lot of brand-new buildings and new facilities; but alongside that I would add the caveat that we may all have been to excellent hotels, but if the staff aren’t great it’s not a good experience, so it’s essential that our FM customer service is also outstanding.”

The facilities management team covers six integrated service areas, which are:

alteration and improvement), space planning, carbon reduction and energy management.

All of these services are selfdelivered, aside from the use of supplementary contract workers during peak periods of activity.

Hancox says: “We describe ourselves as an in-house resource. I can see that in some contexts outsourcing works, but you’ve got to do it with the right information and the right reasons, and if you invest equally as much time in the people of an in-house team, you will ultimately get the results.”

Student life cycle ● Business

Support: Covering health, safety and environmental management, central administration, print room services, quality management and financial control. ● Campus Support: Including 24-hour security, access control, emergency response, CCTV, business continuity, parking, mailroom, deliveries, space management. ● Catering Services: Restaurant and vending services across eight outlets on campus including a branded coffee shop outlet, internal hospitality services, commercial conferences and events. ● Customer Services: With a 24/7 FM helpdesk, main reception, switchboard, customer liaison, conference and event management and customer information. ● Housekeeping Services: Includes cleaning (residential and non-residential), hygiene services, washroom supplies, waste management and recycling. ● Property Services: Estate and property management, planned and reactive maintenance, compliance, grounds and landscaping, construction management (refurbishment, 20 | 14 NOVEMBER 2013 | FM WORLD

18-22_Edge Hill.indd 20

One of the biggest events for the FM team is “Welcome Sunday”, which takes place each September, when students move in to their Halls of Residence.

On that day approximately 5,000 people visit the campus – where a golf buggy and trailer shuttle service is laid on to assist students whose halls are not in close proximity to parking.

While that initiative is noted for creating a buzz, it’s by no means the only major point of contact between facilities and the student body. Realising the importance of aligning facilities to the university’s wider business goals, Hancox and his team have mapped the student journey through the university – looking specifically at how FM services impact on the student life cycle, before, during and after their time at the university.

Hancox says: “FM is considered an integral part of the university experience – and this

www.fm-world.co.uk

07/11/2013 14:43

EDGE HILL UNIVERSITY

FM QUICK FACTS

50,000

visitors to campus on “Welcome Sunday”, which takes place each September, when students move in to their Halls of Residence.

www.fm-world.co.uk

18-22_Edge Hill.indd 21

is a view that’s shared by the university board of governors.

But what was quite sobering for us was when we decided to map out that student journey, and could see where we actually touch the student experience, and that way we can determine our spheres of influence.

“When we started to write it down we were gobsmacked at how many areas [there were where] we touched on the student experience. You wow them on open days, Welcome Sunday, Freshers’ Week, you look after them during their time here and then to graduation and alumni. When we mapped it out we could see that we’re not caretakers, we are the people who add value to the business, and more importantly we add value to the student experience.”

Sustainability benefits The FM team’s focus on customer services has also brought other, sustainability benefits. For example, by replacing LED lighting and lighting control schemes across campus, annual energy savings of £66,000 were made; the installation of additional thermostatic radiator valves in various locations have provided an annual energy saving of £4,000; and a campaign to reduce energy waste over Christmas 2012 resulted in a 5.3 per cent reduction in usage compared to 2011.

Hancox explains: “Most of our customer service improvements haven’t incurred any more costs whatsoever, because they’re mainly about people and behaviours. We have an informal motto that we should be able to

FM WORLD | 14 NOVEMBER 2013 | 21

07/11/2013 14:43

FM FEATURE EDGE HILL UNIVERSITY SARA BEAN

get more for the same amount of money.

“For example, our waste management contract was a big, unwieldy contract, and it’s a subject close to the students’ heart, as they’re very environmentally focused. We restructured and retendered the contract with the primary objective of improving the recycling rates, but this was also done in such an efficient manner that we were making greater savings of £6,000 a month.

“It’s a virtuous circle. If you start changing things for the right reasons, other benefits follow.”

An important part of Edge Hill facilities’ continued success is in measuring feedback from customers, and although this is achieved in a number of ways, the most direct feedback comes from the students’ direct 24/7 access to the FM helpdesk. Hancox argues that this differs from many other academic institutions’ facilities departments, which often prefer to take an arms-length approach, 22 | 14 NOVEMBER 2013 | FM WORLD

18-22_Edge Hill.indd 22

by relying on hall-nominated representatives to feed back any complaints or requests from students.

Hancox says: “The fear is you’ll create work – but by offering a helpdesk service, what we’re doing is improving the timeliness of our approach and improving customer satisfaction.”

Aside from helpdesk feedback, the FM team also conducts annual surveys, and “invites students in to tell us what they think is great, not so great and what we should be doing to improve matters”.

FM vision To help ensure FM services continues to remain aligned to the core strategy of the university, a written document, FM Vision 2015, was drawn up, which sets out the ways in which “FM will be pivotal in the provision of an outstanding student experience”.

The document was compiled by using feedback from the university board, staff and students, as well as intelligence from the FM team to help set the agenda and direction for the FM department. It is also embedded into every stage of each individual team member’s life cycle; covering recruitment and selection, induction and probation, training and development, and performance review. This way, the FM staff can chart their individual progress within the organisation.

Hancox tells us: “It’s a very simple A4 document, which

Above and left: catering to students. Right: the Edge Hill FM team

“When we wrote it down, we were gobsmacked at how many areas there are where we touch on the student experience” captures the essence of what FM is as a whole. It includes performance objectives and it’s meaningful, so that our people can measure where they are on their journey. We have a responsibility as managers to develop our successors and to develop the people who will replace us.”

He adds that for the future he’d like to establish ways of ensuring wider recognition for individual [FM] team members and identifying high performers.

One of the key challenges of the FM Vision 2015 is for the in-house team to be “externally recognised for our commitment to customer service and our

positive contribution to the business”. The team has already achieved that goal, receiving a Customer Service Excellence (CSE) standard in November 2012 and becoming only the second university in the country to receive a Green Flag award in July of last year for maintaining an attractive and welcoming campus.

It has now added a coveted BIFM award to its successes, with the BIFM judges’ recognition that the FM team at Edge Hill’s “commitment to the vision strategy and executives of the university was outstanding, making them a worthy winner”. FM www.fm-world.co.uk

07/11/2013 14:43

Edge tested lanyard range Fall protection

10-13-005

Increased work safety

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

A wide range of products

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

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

• • • •

Ultra-resistant Edge tested products Complete range New design

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

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

04/10/2013 11:33

2014

Honeywell.HPH.indd 1

facilities MANAGEMENT

11 – 13 March 2014 | NEC, Birmingham Discovering innovation at the heart of the facilities industries

Facilities Management 2014 provides you with the perfect opportunity to get your company in front of a large audience of senior buyers looking to source the latest products and services.

Secure your stand today by contacting us on +44 (0)20 8843 8823

BOOK D AN U O Y R STY! A D O T

Supported by

Book now easyFairs.com/facilitiesmanagement

FM WORLD | 14 NOVEMBER 2013 | 23

FMW.14.11.13.023.indd 23

07/11/2013 14:57

FM FEATURE BRITVIC SARA BEAN

DRINKING

24 | 14 NOVEMBER 2013 | FM WORLD

24-29 Britvic.indd 24

www.fm-world.co.uk

07/11/2013 17:37

BRITVIC

IT ALL IN

The BIFM award for ‘Impact on organisation and workplace’ 2013 recognised the relocation of Britvic Group’s head office from Chelmsford to Hemel Hempstead which, according to the BIFM judges, “resulted in a step change in how the business collaborates and grows its market presence as One Britvic”.

BRITVIC/BEN FISHER

W

hen Britvic Group relocated its HQ to Hemel Hempstead, 70 miles from its Chelmsford home, the move was used as an opportunity to introduce more communicative and productive ways of working, with the result being that instead of losing valuable people, more of its staff than ever are motivated to congregate and collaborate at the all-new head office site.

The project involved relocating 250 existing head office-based occupants – encompassing www.fm-world.co.uk

24-29 Britvic.indd 25

marketing, supply chain and administrative functions (including FM) – while satisfying the needs of dispersed customer management employees. Bringing these disparate groups together was one of the main reasons for the move, but also one of its greatest challenges.

Project sponsor Sue Skinner, GB HR director, explains: “As a branded consumer goods company, specialising in soft drinks, brands are at the heart of Britvic’s business, so collaboration between the

marketing and customer management teams was very important. That just wasn’t happening in Chelmsford.

“Geographically, because the customer management teams were based in the Midlands and down the M1 spine, it was quite a geographical commute for them to come round to Chelmsford and realistically, it wasn’t worth the drive for them to go there as it wasn’t the best office space.”

She continues: “For the marketing department, the FM WORLD | 14 NOVEMBER 2013 | 25

07/11/2013 17:38

FM FEATURE BRITVIC SARA BEAN

Below: the winning team and staff hot desking at Breakspear Park

Chelmsford space did not lend itself to exciting creativity and, as a consequence, many of our marketers were actually working much more in central London, with the agencies. While geographical acceptability was important, what was crucial to us was creating a collaborative workspace, where teams could feel like they had got a single home to do business, in our own space with our own brand.”

The Chelmsford headquarters did not lend itself to a communicative working atmosphere, consisting of Britvic House – a five-storey, 32,000 sq ft 1950s building in need of total refurbishment, and an owned 10,000 sq ft, listed building. Both were traditionally designed with individual offices, walls and high storage units which acted as physical barriers between departments.

New offices were required that would help the firm create an environment that put commercial collaboration at its heart – with a space that would work for different teams with differing requirements. The other proviso was to create somewhere that staff would be proud to bring customers, suppliers and partner organisations.

The estates team carried out an evaluation to determine the best location, and Breakspear Park in Hemel Hempstead was selected, being very convenient to the M1 and with good rail connections. The Breakspear Park building offered 35,000 sq ft of space across one floor, with the option for more if needed. This additional space was taken up just two months after the move, when a dedicated marketing suite and meeting rooms were created on the third floor of the building for customer management meetings and events, saving Britvic the estimated £300,000 it would cost to host these events at external venues.

26 | 14 NOVEMBER 2013 | FM WORLD

24-29 Britvic.indd 26

Once the building was acquired, RLF was appointed construction project manager, with architects C2 in charge of the design, led by Britvic Estates.

In addition, a steering group was formed to ensure that the core purpose of the move, to change the ways of working (WoW) at Britvic, were realised. The WoW team comprised representatives from facilities management, estates, HR, communications, business functional leads and IT. The project also had an internal programme director and an external programme director, and expertise in the built environment from FM Guru.

Because of the importance of winning over staff, particularly the Chelmsford-based employees – who were understandably resistant to the move – an employee information forum was established to give them the opportunity to contribute to the design and layout of the new premises.

Skinner says: “We were respectful of those who decided not to move, but wanted to generate excitement among those who were moving. We’d made some central decisions about, for example, the furniture we were going to have, but we asked them for views on choices that could be made, [such as] offering them a selection of different types of desk. We encouraged informal voting on layout and design, asked for ideas on naming room areas and invited staff to come over to the visitor suite on the ground floor of Breakspear Park to generate excitement about the move before it happened.”

Open plan layout The new space at Breakspear Park is split over four quadrants with 250 desks, with one of the quadrants designed as a communal hub featuring a series of desk benches and

informal meeting spaces. It is designed with bright and vibrant colours, and offers a range of the firm’s branded soft drinks and refreshments to encourage colleagues to network and develop stronger working relationships.

Skinner explains: “If people have a one-to-one catch up meeting with somebody they’ll tend to meet there and that means you’ve got more fluidity in the way space is used.”

The work areas within the other three quadrants are also designed to encourage community and collaboration and feature fully equipped kitchen areas with a selection of hot drinks, water and branded drinks.

Employees are not assigned an

FM QUICK FACTS

35,000

the amount of sq ft offered at the Breakspear Park building

£300,000

the amount of money being saved by hosting events internally

www.fm-world.co.uk

07/11/2013 17:38

The electrical inspection and testing specialists • • • •

Fixed Wire Electrical Test and Inspections Portable Appliance Testing Load Monitoring/Recording Thermographic Surveys

As a leading key service provider we operate throughout the UK and Channel Islands providing a very competitive “best value” service which has become very well recognised throughout the Facilities Management market Please contact us for immediate attention Email: qcltd@quantectest.co.uk Phone: (01634) 865750 Fax: (01634) 861195

www.quantectest.co.uk Quantec Nov13.indd 1

31/10/2013 09:55

FM WORLD | 14 NOVEMBER 2013 | 27

FMW.14.11.13.027.indd 27

07/11/2013 11:59

A

at

place to study

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

(Attending and distance learning options available)

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

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

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

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

Britain’s largest workwear provider

10 % off

your nex

t order Quote WKBLFM

“My biggest challenge is keeping the workplace working.

But I can rely on HSSers to help me get the job done.� $W +66 ZH NQRZ WKDW \RX¡YH JRW HQRXJK WR GR ZLWKRXW KDYLQJ WR ZRUU\ DERXW HTXLSPHQW :KHWKHU \RX¡UH EXLOGLQJ PDLQWDLQLQJ RU RSHUDWLQJ ZH FDQ PDNH VXUH \RX¡UH EHWWHU HTXLSSHG WR JHW WKH MRE GRQH VR WKDW \RX VSHQG OHVV WLPH PDQDJLQJ HTXLSPHQW DQG PRUH WLPH RQ \RXU FXVWRPHUV FRQÀGHQW LQ WKH NQRZOHGJH WKDW ZH¡YH JRW \RX FRYHUHG

Facilities Management Alexandra can immediately supply all your requirements for facilities management workwear and PPE.

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

AB22

28 | 14 NOVEMBER 2013 | FM WORLD

FMW.14.11.13.028.indd 28

07/11/2013 11:51

FM FEATURE BRITVIC SARA BEAN

BRITVIC

Left: the space at Breakspear Park is designed to encourage collaboration

individual desk, aside from the provision of 20 permanent or “anchor” desks for people that are in the office five days per week, who then act as a “pull” for their teams, who tend to choose to sit around that area.

“We wanted to be clear about creating community areas for teams, but also make sure that those with an anchor role are a natural point of gravity if you want to know, for example, where to find something,” says Skinner.

“The rest of the team can hot desk and there’s much more fluidity and utilisation of the space. This arrangement reinforces collaboration and working where you need to work.”

The building also houses 40 meeting rooms and project spaces in a variety of sizes, with different specifications depending on the equipment or purpose of the room. Each of the rooms is branded with the decor and furniture reflecting the brand colours and feel, and some of the rooms offer flexible spaces that can be split and opened into a variety of sizes and layout configurations. This flexibility is echoed by a new pattern of working given the extra commute for many of the staff.

Skinner says: “Because of their longer commute we wanted to enable flexible working, so we set out as a principle that for many teams there’d be a threeday week in Hemel, with the rest of the week spent with partner organisations or customers. We also support home working.”

FM team benefits The facilities team at Britvic not only played a central role in the success of the move, but the way facilities are delivered has been revolutionised due to the relocation. Previous to the move, there was no formal FM service at Chelmsford, with most www.fm-world.co.uk

24-29 Britvic.indd 29

of the FM services outsourced and just a small general office management model in place, with little strategy or focus on service or the business requirements.

Once the decision was made to move to Breakspear Park, it was decided facilities should be centralised and a new FM team was recruited two months before the move.

“We brought all of the [new FM] people together and gave them an extended induction and made sure they were working together as a team before the move,” says Skinner. “We also invested heavily in their customer service ethos, which I’m pleased to say has really paid dividends.”

On the facilities team’s first birthday review they were delighted to report over 40 complimentary comments from satisfied customers within the business, including: “Just wanted to tell you how brilliant you’ve been over the last year. It’s been a tough first year for us adapting to the constant moving target

that is our job roles. Every one of you has done an AMAZING job and I couldn’t think of a better team of people to work with!”

Post-occupancy success This high praise is just one illustration of the overall success of the move. A staff survey showed that 90 per cent of employees agreed the new HQ was a place they were proud to bring visitors, while – far from losing a large chunk of its people – the company has seen a marked increase in the number of employees who now travel to Breakspear Park compared to the Chelmsford offices.

Of the 255 employees at Britvic House who were invited to relocate to Breakspear Park, 14.5 per cent did not make the transition in December 2012, which was far fewer than the 50 people (20 per cent) it had been estimated would not make the move; and of the 60 employees who agreed to trial the new building before committing to

a permanent move, just 13 elected to leave.

The greatest gain has been in daily attendance figures, with the expected amount being 200 daily plus 25 visitors and the actual proving significantly higher, with average attendance at 355 and 94 visitors. And given the scale of the move, snagging problems have been minimal, including a review of air conditioning temperatures, some changes to signage, the speedy acquisition of the new third floor marketing suite and the addition of new meeting rooms.

Skinner tells us: “Because of its success, the site meeting rooms are also regularly in demand, so we have turned the circular locker rooms into formal meeting rooms as well, with a door so they’re more private. In that way we are continuously responding to staff feedback.

“The other main benefits [of the move] are that it’s easier to cascade information throughout the organisation. The reality was that before in Chelmsford if you made an announcement, there was a small proportion of people on site, perhaps 200, while at Breakspear it’s more likely to be 300 to 400 on any one day.”

Despite its undoubted success, Skinner confesses her trepidation when she saw the level of competition within this category at the BIFM Awards.

“The team was so excited on the night, because we’d put a lot of effort into the bid and we know it’s a fantastic story for Britvic. We wanted people to see the passion we’ve got as a business in what we’ve done.

“But realising we were in the biggest group – it being the impact award – we knew we were up against great competition, so the team was absolutely delighted to win the award and get the recognition – it really means a lot to everybody.” FM FM WORLD | 14 NOVEMBER 2013 | 29

07/11/2013 17:38

FM FEATURE COUNCIL OFFICE PROJECTS LUCY BLACK

A spate of new civic buildings is appearing across the country as councils seek to invest in better performing buildings. Lucy Black reports on the growth in council building projects

WISE

COUNCILS

HUNDVEN-CLEMENTS PHOTOGRAPHY

T

Here and right: the new Doncaster Civic Offices

30 | 14 NOVEMBER 2013 | FM WORLD

30-33 Council Offices.indd 30

he 2011 Leaner and Greener report from the Westminster Sustainable Business Forum (FM World, 24 February 2011) laid down a gauntlet to local authorities to find significant financial savings in their estates management. With funding decreasing by 26 per cent over the four years from 2010, the report proposed achieving savings through reducing the amount of space occupied by 20-30 per cent, introducing low-cost flexible working and centralising control of property assets. It also stressed the business case for increasing

energy efficiency, suggesting that £180-200 per m2, per annum could be saved. The pressure on local authorities to find cost savings is intense, as while funding is reducing, the demand for high-cost services, such as adult and children’s social care, is increasing.

Councils across the country, including Ceredigion, Camden, Croydon, Melton, Northamptonshire, Reading, Rochdale, Staffordshire and West Dorset are part of this building explosion. They cite their objectives as cost savings through creating flexible working spaces with more efficient

working practices; removing the need for expensive maintenance on existing stock and reducing ongoing operational costs; providing integrated access to services for the public; and reducing carbon emissions and supporting the economic regeneration of town centres.

Liz Pickard from Consarc Architects, who wrote the brief for the new Brent Civic Centre and is working on Northamptonshire County Council’s Project Angel offices, believes that resolving long-standing estates issues is a key driver for local authorities and says that “Councils are using the rationalisation of estates to provide the business case stimulus to address wider business process re-engineering ‘transformation’ programmes that drive greater efficiencies and lower costs.”

Yorkshire councils have been particularly active, with new offices in Doncaster, Wakefield, York, Rotherham and Harrogate in the pipeline and a significant extension for Leeds all demonstrating the desire for greater efficiency in service provision and economic regeneration. www.fm-world.co.uk

07/11/2013 14:48

COUNCIL OFFICES

www.fm-world.co.uk

30-33 Council Offices.indd 31

FM WORLD | 14 NOVEMBER 2013 | 31

07/11/2013 14:48

HUNDVEN-CLEMENTS PHOTOGRAPHY

FM FEATURE COUNCIL OFFICE PROJECTS LUCY BLACK

Doncaster’s new civic offices are part of a £300 million development to create a civic and cultural quarter. A total of 1,600 council employees have been brought together and open plan offices used to change working methods. As a result, residents are now able to resolve all their enquiries in one building.

Designed by Cartwright Pickard and built by Wates, the building achieved a BREEAM Excellent rating and is forecast to save £650 million in annual running costs, through the disposal of inefficient buildings. Doncaster had a development partner in Muse and funding from the European Union to support economic regeneration. Councillor Bob Johnson, Cabinet Member for Regeneration and Growth, expressed the council’s objectives for the building by saying that it “is a key element of this major town centre regeneration scheme,

which will help attract new investment, jobs, growth and visitors to Doncaster”.

Wakefield Council’s new offices are also part of a wider development scheme, and opened to the public in late 2012. Housing over 1,000 staff in open plan offices as well as the library and museum,

the building provides a single point of contact for a range of council services. Moving out of a number of existing premises and consolidating in the new building should reduce annual running costs by £1 million.

Like Doncaster, the building was designed by Cartwright Pickard, and Muse was involved as part

of a joint venture with Legal and General and the Homes and Communities Agency, forming the English Cities Fund, with European funding also contributing.

The 123,000 sq ft BREEAM Excellent building should produce 30 per cent less carbon than a conventional comfort-cooled office and the build cost was under half the price of some other recent civic buildings, for example in Birmingham and in Greenwich.

A few miles down the M1, Rotherham’s Riverside House is again part of a wider renaissance programme. As the workbase for 2,400 members of staff, sharing 1,308 desks, new ways of working have been introduced that rely on the facilities provided in each wing of the building, including breakout areas and quiet pods, with further meeting rooms

LEANER AND GREENER

BRENT CIVIC CENTRE SETS STANDARD rent Civic Centre opened in October 2013 as one of the greenest public buildings in the UK. It is designed to provide better integrated council services, to support more flexible working arrangements for staff, to save revenue expenditure and to be part of the regeneration of the north Wembley area.

The building brings together council services from 14 buildings.

An L-shaped office block sits around a timber-clad cylindrical building, the Drum. A seven-storey atrium provides the entrance and reception point for both the offices and the Drum, where architect Hopkins has incorporated a modern council chamber, a large, double-height community room and a suite of

B

32 | 14 NOVEMBER 2013 | FM WORLD

30-33 Council Offices.indd 32

meeting rooms with great views out towards Wembley stadium and an external first-floor terrace. All can be hired, as part of the strategy to bring people into the building as well as generating income. Below these, residents can access council services and on the ground floor the new library is bright and buzzing with people reading, using computers or having a drink in the café.

Some 2,300 members of staff are based in the open plan offices spread across seven floors. The ratio of eight desks per ten people has helped to reduce the size of the building needed, with teams allocated banks of desks. Each L-shaped floor has four blocks of business support functions, with lockers for staff to keep work in

www.fm-world.co.uk

07/11/2013 14:49

COUNCIL OFFICES

Here and left: Wakefield One is a single point of contact for council services

throughout the building. The public can access a range of key council services as well as a library, café and gallery, making it an important hub in the town.

Rotherham council is renting Riverside House from the developer but still assesses that it will save money over the lifetime of the contract due to divesting itself of old inefficient properties. The council’s chief executive Martin Kimber sums up the objectives of many councils for service improvement and efficiency when he says that “It will provide the town centre with a modern building that will greatly improve the services we provide to Rotherham people.

By housing all services under one roof the council will become more efficient and will continue to provide an excellent standard of service to our residents from a single building, rather than [being] dispersed across the town.”

30-33 Council Offices.indd 33

of £17 million over 25 years. As well as the regeneration of the West Offices old station building, the city centre historic buildings the council has vacated are expected to be restored and will contribute to regeneration with their new uses.

All the councils refer to the significant capital costs that would otherwise be needed to carry out the necessary

overnight, multi-functional printing devices and a tea point. There are also meeting/quiet rooms and informal seating areas. To stress staff mobility further, all staff have smartphones, with no landline system in place.

The team from Hopkins, Skanska (main contractor), URS Scott Wilson (engineers) and Turner & Townsend (QS and project managers) considered all aspects of the building design to achieve a BREEAM Bespoke Outstanding rating. Materials were selected to reduce the embodied energy; 30 per cent less concrete was used than standard for a building of this size.

The concrete walls have been left bare (fair-faced), reducing the use of plasterboard and paint. Energy demand has been minimised, initially through designing out the need for artificial lighting and cooling; there is

solar shading, natural ventilation and a high performance façade, and an insulating ETFE cushion roof on the atrium and Drum. LED lighting has been used throughout the building, with 1,800 LED downlights and the BMS has 22,000 control points; for example, for shutting down the lifts when they are not required.

Skanska supplied a multi-fuel biofuel combined heat, power and cooling system (CHPC) which will provide approximately 11-13 per cent of the heating, contributing to a 33 per cent reduction in CO2 emissions compared with a conventional building of the same size. With the reduced floor area for staff, the emissions per full-time equivalent will look even better. Rainwater harvesting has enabled freshwater to be reduced by 99 per cent compared with a standard building and water treatment chemicals

significantly reduced by using an advanced oxidisation process.

The total building cost was approximately £100 million, funded from borrowing and selling some of the vacated buildings, which would have cost considerable sums to bring up to standard for staff and visitors. Expected revenue savings in running costs should more than offset the cost of the loan repayments.

Facilities management services are being provided by Europa on a five-year total facilities management (TFM) contract, with a client team from Brent of five people. The contract was awarded before the building had been constructed, and both client team and contractor are bedding in the processes and services required to run this exciting new building for the people of Brent.

£1m

reduction in running costs thanks to consolidating Wakefield Council in one building

MORLEY VON STERNBERG

www.fm-world.co.uk

York has refurbished a listed building to create West Offices.

Staff and services from across the city have been brought together into modern, open plan offices and flexible new ways of working introduced as part of an efficiency and improvement programme to advance council services. This has enabled the council to move from 17 buildings into two, with estimated savings

maintenance to bring existing buildings up to a suitable standard. But Liz Pickard raises a concern for facilities managers responsible for the new buildings. “If there are insufficient maintenance budgets in place for them, we could find ourselves in the same position in 25 years, where it is cheaper to replace these new buildings than to make up the maintenance backlog.” In the meantime, new buildings are helping to project the importance of local authority services to local residents.

Matthew Hancock MP, chair of the Leaner and Greener Inquiry, said: “Improved property management leads to a trinity of benefits; lower costs, lower carbon emissions and better services.” Local authorities seem to agree with him and are putting it into practice across the country. FM

FM QUICK FACTS

FM WORLD | 14 NOVEMBER 2013 | 33

07/11/2013 14:49

FM FEATURE BUILDING MAINTENANCE STANDARDS

I

t’s been quite a couple of years for those working on ways to measure the costs of maintaining buildings. With all the brouhaha over building information modelling (BIM) and all that theoretically entails for the FM function, standards for how to procure FM services have also become available.

And now there’s BS 8544:2013 – A Guide for life cycle costing of maintenance during the in use phases of buildings. In its promotional literature for the new standard, the BSI makes the case for the new standard by stating that, until now, “costs involved in maintaining buildings after they have been through the construction process are often not fully realised”, something it says applies to up to 90% of of existing buildings. BS 8544’s guidance has been designed to enable FMs, quantity surveyors, clients and owner operators to “estimate the long term costs of owning and

operating buildings”.

The BSI says that guidance in the standard aligns with industry cost-planning data structures and methodology given in the Royal Institution of Chartered Surveyors (RICS) New Rules of Measurement. (RICS was part of the committee responsible for creating the standard alongside the BIFM, the Chartered Institute of Building, the Home Office and the Institution of Structural Engineers).

Deborah Rowland, the newly crowned facilities manager of the year and head of facilities management policy and strategy for the Government Property Unit, says that her organisations supports publication of BS 8544 as “a much needed guide for industry to use when developing life cycle costing for their assets.”

For the BSI itself, director of publishing Shirley BaileyWood commented: “Most buildings will undergo a

On 15th October the British Standards Institute (BSI) launched its BS 8544 Guide for life-cycle costing of maintenance during the in-use phase of buildings – one of several parts of a comprehensive standards jigsaw

BUILDING MAINTENANCE MATTERS 34 | 14 NOVEMBER 2013 | FM WORLD

34-35 BS8544.indd 34

www.fm-world.co.uk

07/11/2013 18:08

SUPERSTOCK

BS 8544 ET AL

series of modernisations and refurbishment during their working life. BS 8544 will be particularly useful at those times, as it allows owners and their advisors to assess the value of improving the fabric of buildings, and building services to help reduce energy consumption.”

Andy Green, director of international construction www.fm-world.co.uk

34-35 BS8544.indd 35

project management consultancy Faithful+Gould, sees a clear link between BS 8544 and two other recent developments: RICS’ New Rules of Management 3 (NRM3) and SFG20 – the recently updated library of standard maintenance specifications for building engineering services produced by the Building Engineering Services Association

(B&ES). Green sees these three elements as set to “revolutionise how the life cycle costs of building assets are quantified and managed.

NRM3, for estimating and planning the cost of building maintenance works will, believes Green, “go a long way to helping the construction sector to adopt a more coherent approach to cost management”. NRM3 follows on from last year’s introduction of NRM1 (order of cost estimating and cost planning for capital building works) and NRM2 (detailed measurement for building works).

There appears to be some overlap with BS 8544, which the BSI hopes will help users avoid unnecessary expenditure on inefficient surveys and data collection that “does not provide the information needed to operate buildings efficiently”. The BSI has taken the approach covered in another of its documents, PD 156865:2008, which relates to the life cycle cost plans made during the planning, design and construction stages of the life cycle into the operational phase.

Claims the BSI, “this transition from the operational phase into the maintenance phase means the entire cycle is taken into account.”

This, the BSI suggests, is “a synergistic approach combining a suite of standards throughout the various stages of the life cycle results in a unified facilities management strategy in the costing area”. The BSI points to how BS 8544 could be used by those seeking to export UK consultancy services and expertise in PFI/PPP (Private Finance Initiatives/ Private Public Partnerships) projects.

NRM3 and BS8544 define what costs constituent maintenance, says Faithful+Gould’s Green. “The

SFG20 library of standard maintenance specifications for building engineering services is the industry standard for planned maintenance and an essential tool in tendering, service level re-modelling and auditing.”

Since its 2012 revision, the SFG20 web service has offered bespoke maintenance models for specific building types including schools, commercial offices, banks, airport terminals, prisons, hotels and large retail establishments. By customising the core task library, clients, consultants and contractors can ensure relevant statutory/ regulatory compliance and prevent the costly overmaintaining of assets.

Inclusion of RICS’ NRM3 will complete the build, maintain, replace standard life-cycle costing model, with new criticality ratings that will enable clear prioritisation of maintenance tasks to streamline budget and project management. FM

BENEFITS OF BS 8544: • Links the pricing and operational phases of life cycle costing allowing actual costs to be fed back into pricing • Offers a joined up approach between construction and FM professionals • Provides essential material for training and development of construction and property professionals on operational life cycle management • Is a ready-made toolkit for assessing condition and life cycle performance; covering short, medium and long term planning • Is a mechanism to link in-use environmental performance with cost • Is a complete guidance suite

FM WORLD | 14 NOVEMBER 2013 | 35

07/11/2013 18:08

FM MONITOR ESSY ESLAMIAN

HOW TO...

Essy Eslamian, owner and managing director, Total Car Parks Ltd

CAR PAR K CONT RO L

ar parking facilities can make a customer’s experience all plain sailing or fraught with frustration. Essy Eslamian discusses ways in which businesses can monitor and control their car park

C

British Parking Association figures indicate that there are approximately 17,000 car parks across Britain. With car park spaces now considered a premium commodity, it is essential, now more than ever, that business owners and car park operators take the correct steps to protect both their businesses and their premises.

Organisations want to be assured that customers are subject to the best car parking experience possible. This includes being able to locate a free space and feeling reassured that their vehicle will remain safe and secure for the duration of their parking period, whether at a hospital, at the office or in the town centre.

Here are seven solutions worth considering to ensure optimal car park management.

1⁄

Automated number plate recognition

Traditionally, a significant part of a site attendant’s duties are to monitor unauthorised vehicles in a car park, and while this method is still in practice and offers the physical presence of on-site security, there are now a number of alternative solutions available to the parking industry. These are continuously evolving.

36 | 14 NOVEMBER 2013 | FM WORLD

36_How to.indd 36

Used to regulate and control parking in a specific area, automated number plate recognition (ANPR) or licence plate recognition (LPR) can take the strain out of parking for the customer, as their vehicle will be monitored on arriving and exiting the car park. A range of payment options are available, and can include touch-screen payment terminals, pay by mobile and online booking.

2⁄

Pay as you park

Another method is pay as you park, where users register their vehicle online and their registration number effectively becomes the ticket.

Upon exiting the car park, drivers will have their account automatically debited as the ANPR system will calculate the duration of their stay. ANPR offers many additional functionalities to the client, such as entitlement codes, which can discount parking fees to participant organisations.

3⁄

Variety of access

Depending on the client’s requirements, with an effective ANPR system in place, a management company can recommend the removal of entry/ exit barriers, which can be costly to

install and replace. Barrier control (combined with ANPR), however, can regulate the number of vehicles on site, giving drivers the assurance that a space is available if they have pre-booked.

4⁄

Barrier control

Whether to use a barrier system to control access to a site depends on a number of factors, including the vehicles involved. It may be particularly useful for small business areas or for residents’ parking. The most common methods of access are for users to be given a pass card, a key fob or to make use of an intercom system. These are extremely beneficial tools to allow businesses to maintain the maximum limit of vehicles in their car park and control parking duration. It can also afford security to residents where parking is at a premium.

Their spaces are protected with controlled access, and can offer remote verification of visitors prior to allowing access.

5⁄

Data and reporting

While the initial outlay for ANPR can be expensive, there are long-term benefits to this provision on sites. ANPR can also provide a data source and sophisticated back office reporting for businesses. By understanding and measuring the duration of

parking and by monitoring the number of vehicles in the car park, a management company can support its client in a number of ways, such as providing a greater understanding of how the facilities are used, when, why and by whom.

6⁄

Pedestrian access

While controlling traffic in and out of your premises, an important consideration is pedestrian access alongside.

We find many businesses are concerned about this and we would always recommend that pedestrians are prohibited from entering certain traffic areas. By providing a dedicated entry/ exit gate, it will ensure that the pedestrian’s convenience and safety is at the forefront of priorities.

7⁄

Customer experience

We completely understand that customers’ or clients’ impressions of a company begin the moment they enter the car park. It is our job, as car park specialists, to alleviate business owners of any stress associated with making this first impression and we would encourage them to outsource this responsibility to industry experts, just as they would with any other aspect of facilities management. FM

“Automated number plate recognition provides a data source for businesses ... providing a greater understanding of how facilities are used, when and why” www.fm-world.co.uk

07/11/2013 15:33

FM MONITOR JUSTIN FREEMAN

HOW TO...

Justin Freeman, technical manager, Master Locksmiths Association

DOOR M ANAG E M EN T

afety and security are obvious concerns for facilities managers, with doors critical to both. Justin Freeman breaks down the basic steps that need to be taken to ensure good ‘door management’

S

If you are not aware of your responsibilities regarding doors and exit routes, this can have serious implications for your company.

Unmarked exits, blocked escape routes and poorly maintained fire doors can all endanger life in the event of an emergency, while your building’s security can be compromised by botched repair work.

It’s vital, therefore, to ensure that you understand how to manage doors and escape routes in your premises; the following simple steps will guide you in protecting staff, the public and buildings.

Don’t be caught out!

1⁄

RRO 2005 impact

The Regulatory Reform (Fire Safety) Order 2005 has had a significant impact on the responsibilities of facilities managers. Having come into force in 2006, the RRO 2005 dispensed with the need for a fire officer to certify and audit buildings, with the responsibility for complying with the Fire Safety Order falling on “the responsible person” in relation to premises.

If, as a facilities manager, you are named as the person “who has control of the premises”, then you must ensure compliance with the Fire Safety Order and it is also your responsibility to undertake risk assessments. www.fm-world.co.uk

37_HowTo 2.indd 37

2⁄

The difference between fire doors and exit doors Many people erroneously call exit doors “fire doors.” However, there are key differences and treating these doors in the same way can have serious consequences.

True fire doors are designed to compartmentalise a building in the event of a fire and/or protect an escape route for a certain length of time. They have to be tested in their entirety and all of their components have to be CE-marked by law.

Exit doors (or “fire exit doors”, as they are commonly known) must, by their very nature, be incorporated into the walls of a building. Their role is to allow safe and swift escape from a building in the event of a fire, rather than to contain fire and smoke.

3⁄

Marking exit routes

Strict rules apply to the marking of exit routes in both commercial and public buildings.

Exit routes should be marked with green signage, or “safe condition signs.” These signs use white text on a green background. Every door or other exit which provides a way of escaping from a premises, other than exits in normal use, should be marked with signs complying to British Standard 5499.

Fire doors, on the other hand, must be marked with blue signage – for instance, a blue circle containing the white text “fire door keep shut.”

4⁄

Managing escape routes

An escape route must lead to a place of safety, outside the premises, and be kept clear of obstructions at all times – including external sections of the route. If you are responsible for a premises, you must ensure that staff know where the escape routes are and you must regularly evaluate them.

You should also note that different rules apply to commercial and public buildings. Public buildings must use full-width crash bars where exit doors are found on escape routes, and escape routes must be illuminated by lit exit signs. Commercial buildings, however, are permitted to have push pads, which will open exit doors. Green-coloured stickers can be used to mark the route.

5⁄

Keeping the fire doors in working order

It’s essential to be aware that modifications to fire doors – which, for instance, could change their weight – could stop them from functioning correctly. Some 30-minute fire doors (those that

are designed to contain a fire for 30 minutes) can be worked on and maintained on site, but those with longer safety ratings will have to be returned to the manufacturer. Wherever possible, replace essential hardware like for like, and seek advice from a fully qualified professional.

6⁄

Internal security

A “make do and mend” approach to internal security – for instance, allowing lock repairs to be carried out by a maintenance engineer – can potentially compromise security, invalidate insurance, and endanger life (for example, if an exit door is locked off).

You should therefore always appoint a qualified security professional, such as a member of the Master Locksmiths Association, to carry out such work. They will also be able to undertake a survey of the premises, should you be concerned over aspects of its security and safety, or specifications.

As a facilities manager, you may also be responsible for key distribution – tracking who has keys for the building, and how many copies are made – and for access control; for instance, ensuring that swipe card systems are functioning correctly. FM

“Be aware that modifications to fire doors – which, for instance, could change their weight – could stop them from functioning correctly” FM WORLD | 14 NOVEMBER 2013 | 37

07/11/2013 15:33

FM MONITOR GRANT MACDONALD

TECHNICAL

Grant MacDonald, managing director at Codelocks

IN TELLIG EN T ACCESS CO N T RO L

ccess control equipment is experiencing a period of digitisation.

Here, Grant MacDonald explains what digital locks mean for facilities managers

A

During the last few years we’ve seen a rise in the popularity of standalone electronic digital locks as a means to control access within buildings. Entrylevel mechanical locks have been on the market for many years, and increasingly, these are now being replaced with electronic products that have more advanced programming features – allowing them to be used as an alternative to the more expensive wired systems.

With digital locks, access is gained by punching numbers into a keypad, negating the need to use or manage keys.

Key management can be a major consideration for facilities managers, as keys often get lost or stolen. Simply replacing a key does not necessarily regain ‘control’ of the lock. To do this, a new key cylinder should be fitted – which can be a very costly and time-consuming process if keys are lost on a regular basis. By comparison, if the code on an electronic digital lock is compromised, it can be changed on the door in seconds.

It is for this reason that we have seen an increase in their popularity and in the breadth of applications.

Rising stars Traditionally, FMs turned to expensive wired, cardbased access control systems if they required a lock with 38 | 14 NOVEMBER 2013 | FM WORLD

38_Technical.indd 38

sophisticated features. However, over the years battery-operated digital locks have become increasingly capable.

For example, it’s possible to connect an electronic digital lock to a building’s alarm system.

This will automatically free the lock so the door can be opened without the code in an emergency situation. Electronic digital locks can also be connected to a release button to allow staff to ‘buzz’ in a visitor. This feature can be useful in a reception area of any building that uses an intercom system on the front door.

An important consideration in selecting a digital lock is the convenience of programming the access codes. Advancements in technology have significantly influenced the way in which access codes are changed on digital locks.

For example, to change the access code on most mechanical locks you have to remove the lock from the door. With an electronic lock, you don’t have to – the codes can be programmed via the keypad.

It is now possible to specify electronic locks that can be programmed via a PC by using software to change the access codes, and then uploading the new settings to the lock via a USB stick.

This feature can save a significant amount of time and also makes it much more likely that the codes are changed on a regular basis, especially if an FM is responsible for updating and

controlling the access codes for tens or hundreds of digital locks on a large building complex. All the access codes and programmes can be viewed on the computer, giving the FM clear visibility of how, where and when access permissions were set up and used.

Inbuilt audit trail A digital lock with the ability to record audit trails can be a useful analytical tool for industries where the protection of high-value assets or sensitive data is high on the agenda.

For example, it may be necessary to closely control access to rooms where medicines or drugs are kept. Here access is likely to be restricted to only a handful of staff, each one with an individual access code for the digital lock. In the event that items are unaccounted for, data from the lock can be downloaded using a USB stick and then reviewed. The digital lock logs each of the access codes used, allowing the FM to see who has entered the room and at what time.

The digital lock will also register any incorrect code attempts. If a high number show up on the data from the audit trail, then it could be that the lock has been tampered with. As the lock has an ID number, it allows the FM to easily identify vulnerable areas.

Remote generation Another innovation improving the way in which digital lock access permissions are controlled is the ability to issue codes remotely.

A secure web-based application allows a unique time-sensitive access code to be generated for an individual or group of electronic locks, usually issued from a remote location. This works by configuring

the locks prior to dispatch with a unique matching algorithm to the web-based software, which allows the software to predict the access code on the installed lock at any given time.

This feature enables FMs to grant temporary access to machinery or equipment, so that authorised personnel can gain access unaccompanied. This might be, for example, where access is required for routine or one-off maintenance purposes. Here the FM can arrange for an engineer to visit the location and, using the application, generate a code for the engineer to gain access. The code can be sent via an SMS text message or email to the engineer’s mobile on the day the access is required. Using time-sensitive access codes is a more secure way to grant access, as the code will not work outside a designated timeslot.

The software also allows the engineer to request an access code via an inbound SMS message and the code is sent back instantly.

This may be useful if urgent access is required.

Access control Technology advances continue to enable improvements in the performance and capability of standalone electronic digital locks, making them a cost-effective alternative to wired-access systems. Further development of the programming features will extend the scope of electronic keyless locks and their ability to serve new markets. In the future, new ways of controlling digital locks – such as using near field communication for smartphones – will add to their usability and help the products secure an even bigger share of the market. FM www.fm-world.co.uk

07/11/2013 14:45

FM MONITOR MARKET INTELLIGENCE

INSIGHT ECONOMY

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 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)

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.

WORKPLACE DISTRACTIONS

OFFICE DENSITY

EMPLOYEES WASTE 86 MINUTES A DAY

LONDON HAS MOST SPACIOUS WORKPLACES

Employees who are unhappy with their office space clock up more than 90 minutes of wasted time every day, according to a survey of lost time is caused by office workers by furniture specialists being distracted Steelcase Solutions.

Around 25% of that lost time is caused by office workers being unnecessarily distracted from their what they are doing.

The average employee wastes 86 minutes per day.

Other reasons for the wasted time during a working day include: ● Looking for or storing files - 14% ● Finding colleagues for a meeting – 12% ● Finding a place to meet colleagues – 11% ● Access to technology – 12% ● Physical discomfort – 13% ● Travel to and from buildings – 13% Survey sample: 265 organisations

A British Council for Offices (BCO) Occupier Density Study suggests London and the South East have some of the most spacious workplaces in the UK as changing work patterns transform how offices are occupied.

Offices from an overall building perspective are less densely occupied than those outside the capital, and more likely to accommodate meeting rooms and breakout areas that provide a greater variety of work setting for staff.

Source: Steelcase Solutions (www.steelcase-solutions.co.uk)

Source: British Council for Offices (www.bco.org.uk)

25%

Occupier density

Space per employee

South and West region

8.6m2

London

11.3 m2

The South East

12.7 m2

Wales

11.4 m2

Average 10.9 m2 per workplace compared to 11.8 m2 in a previous 2008 survey. This marks a significant increase since 1997, when surveys at the time indicated the average density was 16.6 m2.

ENERGY USAGE SERVICE SECTOR ENERGY CONSUMPTION BY FUEL AND END USE, 2012

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

2,500

■ Natural Gas ■ Oil

www.fm-world.co.uk

39_Insight.indd 39

Education

Retail

Hotel & Catering

Government

Health

Warehouse

Commercial offices

Other

Sports and Leisure

Non heat

Heat

Non heat

Non heat

Heat

Non heat

Heat

Non heat

Heat

Non heat

0 Heat

£2.65

Non heat

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

500

Heat

£3.68

Non heat

Aged under 18 (but above compulsory school age)

1,000

Heat

£5.03

Non heat

Aged 18 to 20 inclusive

■ Bioenergy and Waste 1,500

Heat

£6.31

■ Heat sold

Non heat

Aged 21 and above

■ Solid fuel

Heat

Hourly rate from 1 Oct 2013

Thousand tonnes of oil equivalent

2,000

Category of worker

Education is the main consumer of energy for heat in the service sector.

■ Electricity

Heat

EMPLOYMENT

Communication and transport

In 2012, the four main consumers of heat related energy in the services sector were Education, Retail, Hotel and Catering and Government who between them consumed nearly three fifths of total service sector heating use.

Department of Energy and Climate Change (www.decc.gov.uk)

FM WORLD | 14 NOVEMBER 2013 | 39

07/11/2013 14:45

BIFM NEWS BIFM.ORG.UK

MEMBERSHIP

Subscriptions As of 1 January 2014 BIFM annual membership subscriptions will increase by 3 per cent. This equates to an increase of £4 per annum for Affiliate members, £5 for those at Associate and Member grade and £7 for Certified members and Fellows.

Small and large enterprise corporate subscriptions will also increase by 3 per cent, at £27 and £47 respectively. There is no change to the subscriptions for Platinum and Gold corporate supporters. i Please contact the Membership Team for further details on membership@bifm.org.uk or +44 (0)1279 712 650.

Left to right: Gareth Tancred, CEO, BIFM; Eva Thonfeld, training and development manager, Property and Asset Management, JLL; Gareth Hollyman, head of Investor Facilities Management, JLL QUALIFICATIONS

New Recognised Centre Jones Lang LaSalle (JLL) has become the first managing agent to become a BIFM-recognised centre. It has joined the growing list of FM and support services employers asserting themselves firmly at the forefront of professional development and offering staff the opportunity to become BIFM qualified in house.

JLL is renowned for its work with organisations to enable facilities to operate with maximum efficiency, safety and employee comfort. The firm will be delivering the in-house BIFM programme from January.

Nigel Wheeler, chairman of Jones Lang LaSalle’s Property & Asset Management team, commented: “Training and the development of new skills is vital to ensuring we maintain a leading edge service, particularly in the 40 | 14 NOVEMBER 2013 | FM WORLD

40-42_BIFM news.indd 38

technology-rich and a rapidly changing world of property management.

“Just as sustainability has become embedded in our service, we aim to ensure that the culture of training and continual upskilling is hardwired into our wider property management team. We are also rolling out an e-learning platform to ensure that staff are always able to learn in the easiest and most effective way.”

Linda Hausmanis, head of awarding organisation at BIFM, said: “Through becoming a BIFM Recognised Centre, JLL has shown how keen it is to raise the level of skills and knowledge development among its employees in order to drive measurable business improvements. Employers who are BIFM Recognised Centres have the added advantage of being able to deliver qualifications and assessments which are relevant to their working environment.

The skills, knowledge and

competence of their employees’ careers can easily be benchmarked against an internationally recognised and established standards framework.”

About BIFM qualifications BIFM has invested in developing clear progression pathways through a range of FM qualifications to support individuals and organisations in developing FM expertise.

This enables anyone taking them to get ahead and achieve a benchmark of excellence in the FM industry.

The comprehensive suite of facilities management qualifications was developed with the expertise of leading FM employers and stakeholders.

Endorsed by the sector skills council, Asset Skills, the qualifications are flexible, accessible and accredited within

the Qualifications and Credit Framework (QCF), which means they are recognised nationally and internationally. These qualifications were developed with the expertise of leading FM employers and stakeholders with the vision of meeting the requirements of what is a dynamic profession. i For more information on Qualifications in Facilities Management visit www.bifm.org.uk/qualifications, email qualifications@bifm.org.uk or call +44(0)1279 712 651

BIFM OFFERS

Apple BIFM Offers now have exclusive discounts for BIFM members on a wide range of Apple products such as iPad, iPod, MacBook, Apple TV, AppleCare and Applebranded accessories. The offers

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

07/11/2013 15:34

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

include: ● 2-5 per cent off selected iPads ● 5 per cent off Apple TV ● 6 per cent off iPod, MacBook Air, iMac, Mac mini and Applebranded accessories ● 6-8 per cent off MacBook Pro ● 8 per cent off Cinema Display ● 12 per cent off AppleCare for Mac, Apple TV, iPod Shuffle, iPod Nano and Cinema Display ● Free engraving on all iPads and iPods ● Free shipping on all orders over £80 i To learn more visit www.bifm.org.uk/bifmoffers Terms and conditions apply. See website for details. Offer subject to change without notice. Annual purchase limits apply. iPhone and iPad Mini are not discounted.

MEMBERSHIP

Corporate members BIFM welcomed the following corporate members in September: Greenwich Service Plus – FM service suppliers, contractors ● Holmes Catering Equipment – FM service suppliers, contractors ● Howard Langley Associates – consultants ● NSI – FM service suppliers, contractors ● Nu-Phalt Contracting – end user, in-house FM team ● Storm Facilities Management – FM service suppliers, contractors ● Tenet Education Services – consultants ● The Thamesgate Group – product suppliers ● Top Mops – FM service suppliers, contractors ● Vigilance Properties – FM service suppliers, contractors ●

i Learn more about corporate membership at www.bifm.org.uk/ corporatemembership, email corporatemembership@bifm.org.uk or call +44 (0) 1279 712675

www.fm-world.co.uk

40-42_BIFM news.indd 39

BIFM COMMENT

Jacqueline Gillman is product development manager at BIFM

WHERE’S THE ‘F’ IN BIM?

here’s no doubt that over the past couple of years the impact of Building Information Modelling (BIM) has been at the top of the agenda for the built environment sector. However, conversations with FMs operating at the coalface suggest there’s evidence that many are asking, “Where’s the ‘F’ in BIM?” After all, the main driver for the current activity is the public sector and the Government Construction Strategy. In fairness, you can understand their point; all of these activities relate to construction and major refurbishment projects rather than existing buildings. For the majority of FMs this is an immediate turn-off.

However, the Growth Through BIM report published by the Construction Industry Council (CIC), for which BIFM was a consultee, highlights this is just the first step.

BIM is an enabler that will start the process of digitising our built assets, supporting the optimisation surrounding efficiencies and creating value. Therefore, there have been some underlying frustrations from other professions over the reluctance of FM to engage, as the main beneficiary of the outputs of BIM will be FM. Although the construction side of the supply chain is currently steering the BIM agenda, reports show that its impact will be felt right across the built environment (classified as property, construction and facilities management). Together they contribute 15 per cent of the UK GDP (see the Growth Through BIM report).

Therefore, rather than asking about the “what”, maybe it’s time for FM to seize the opportunity and identify “where” in BIM it should actually sit.

T

A new home for FM The reality is that BIM is about innovation. To an extent this means an element of reinvention, creating new ways of working and engaging in new conversations.

This in itself can present uncomfortable challenges.

Yet, business leaders talk of a desire for innovation to drive growth and create competitive advantage. We already know BIM will provide new business intelligence and opportunities for information integration, and this in itself is an opportunity for FM to demonstrate its value. Therefore, if BIM is to be embraced by FM, there is a need to incorporate new and/or different processes or ways of thinking.

To support our members, and the industry on this journey, BIFM is already starting to embrace these changes. We are committed to holding discussions such as our recent FM Leaders Forum on the involvement of FM from stage zero of ‘RIBA’s Plan of Work 2013’ and our panel debate: “Is FM the catalyst for all future building projects?” BIFM is also leading and identifying the FM component of the data requirements for each stage of the BIM model.

BIFM doesn’t currently have all the answers – but no one does. We are all entering uncharted waters. However, through our engagement with other institutes such as RIBA, and the CIC, and as a member of the BIM4FM group, we believe we can find the solutions. Never before has FM been talked about with such an appetite or had the opportunity to have its thoughts and opinions heard.

“(BIM’S) IMPACT WILL BE FELT RIGHT ACROSS THE BUILT ENVIRONMENT”

FM WORLD | 14 NOVEMBER 2013 | 41

07/11/2013 14:46

BIFM NEWS BIFM.ORG.UK

KNOWLEDGE

MEMBERSHIP

Managing Fire Safety

Upgrade opportunities

Barbour, the official information service of BIFM, is delighted to provide members with the latest quarterly resource pack, giving a sample of free content from its compliance-based FM service.

The Barbour Estates & Facilities Management subscription service offers total online support to FM professionals, from detailed guidance to tools such as training, factsheets and briefings for directors. The weekly Estates & Facilities Management email features news, prosecutions and guidance summaries. Information is produced and peer-reviewed

by FM experts and is created to increase awareness and help protect your business.

Barbour understands that with so many areas to manage spanning across so many different functions, facilities managers need to be highly knowledgeable about every aspect of their working environment. That’s why they’ve developed their Estates & Facilities Management information service to provide a full range of practical tools and essential knowledge that will help save BIFM members’ precious time.

The latest resource pack on Managing Your Fire Safety Responsibilities includes: ● Employee factsheets ● Technical guides to fire precautions, fire protection, fire detection and alarm systems ● Model policies and checklists

Are you at the right BIFM membership grade to reflect your increasing achievements in the FM industry – or is it time to progress?

This year 925 members have upgraded their membership – with 78 per cent upgrading to Member grade or above (212 became Certified members).

Does your current membership grade reflect your status in the industry now, and provide the chance to raise your profile further in line with what you’ve accomplished?

i To download your member resource pack from Barbour, visit www.bifm.org.uk/barbour Contact Barbour for an online demonstration of the Estates & Facilities Management service on 0845 711 4111 or email barbour-marketing@ubm.com

42 | 14 NOVEMBER 2013 | FM WORLD

40-42_BIFM news.indd 40

There are various upgrade routes: ● Affiliate to Associate grade ● Affiliate and Associate to Member grade ● Affiliate and Associate to Certified grade ● Member to Certified grade ● Certified to Fellow grade By upgrading your membership to one of our assessed levels you will be entitled to use postnominal letters. Many of our members use these letters on their CVs, business cards, email signatures and other business collateral to denote their professional status. To learn more about the benefits of each grade, click on an upgrade route above.

In order to upgrade your membership we require supporting materials relevant to the member grade you are applying for an upgrade to.

Please also be aware that to upgrade your membership, your current subscription must be fully paid or a direct debit set up. i If you have any queries regarding your membership or upgrading, please contact our Membership team at membership@bifm.org.uk

BIFM TRAINING BIGGER, BRIGHTER, BETTER

his year has seen the public course programme grow to over 50 titles. We have seen increased attendance from overseas learners and worked with a number of corporates to deliver new courses supporting large change management programmes and the drive for excellence in customer service. Energy and sustainability management is still high on the agenda, with DECC funding initiatives for training to improve efficiency and practice throughout the UK. We have introduced the following new courses: Agile Working; FM Compliance & Standards; BS11000 Collaboration; Building Information Modelling and Legionella. A further four titles are in line for 2014. Our refreshed flagship foundation course remains our most popular programme, and we’ve been vetting potential new trainers to ensure our expert team remains at the forefront of FM learning delivery. We also launched the full range of SkillSet courses this year and now offer a total of 17 e-learning titles.

We’ve supported skills development for major clients in the retail, universities and public sectors, where we’ve found growing interest in developing customer service capabilities alongside better commercial awareness and contract management. There is also a growing interest in delivering FM qualifications in-house, and we are actively working with a number of public and private sector clients on bespoke qualifications programmes to support career development and succession planning.

This drive for in-house qualifications delivery is now extending to overseas groups, and our expanding international presence has seen us pilot programmes in other countries including Kazakhstan and those in Central Asia and Africa. We continue to run a series of courses in Dubai and Bucharest, and one of our Dubaibased learners has won a major FM Award for their services.

We are keen to support industry initiatives and at the beginning of 2013 we successfully secured funding from the Department for the Environment & Climate Change, for over 100 people to undertake fully funded energy management training. Also resulting from this is that we’ve been asked to support an extended sustainability training programme for a leading property management and FM company, using a mix of face-to-face and online learning.

We’re proud to be a Women in FM sponsor in 2013 and also to be involved in key FM events including both the London and North Region Careers Fairs hosted by Rising FMs, plus presentations at both the SE Region event and the Facilities Show in Birmingham.

T

www.fm-world.co.uk

07/11/2013 15:34

,

FM DIARY INDUSTRY EVENTS 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

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

Gateway, Royal Victoria Dock, London, E16 1XL Contact: Visit www.ecobuild.co.uk 11-13 March | Facilities Management 2014 A new facilities management show, organised by easyFairs UK. Seminars, learnShops, and the Lions’ Lair, where exhibitors will have four minutes to pitch their product to a panel of expert judges and answer their questions.

Venue: National Exhibition Centre, Birmingham Contact: Visit www.tinyurl.com/ fmnec2013

27-28 January | 34th Facilities Management Forum This event is for those seeking to source FM services, products and solution providers that offer the best value for money. Event organisers say that the event can bring client and provider together quickly and efficiently.

The Facilities Management Forum is organised for FMs and directors directly responsible for the purchase of their organisation’s FM products and services.

Venue: Radisson Blu Hotel, London Stansted Contact: Abi McClymont at a.mcclymont@forumevents.co.uk or call 01992 374100

18-19 March | IFMA Facility Fusion 2014 A high-level facilities management education, leadership training, industry-specific best praxctices and all-inclusive expo.

Venue: Ottawa, Canada Contact: Visit www.facilityfusion. ifma.org/ottawa

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. eatures case studies from Sodexo and tri-borough TFM. Venue: The Crystal, One Siemens Brothers Way, Royal Victoria Docks, London, E16 1GB Contact: Call David Emanuel on 0208 850 9520 or visit www. workplace-futures.co.uk

17-19 June | Facilities Show 2014 – 15 years at the heart of the FM industry Organised in association with the BIFM, Facilties Show has established itself as the leading meeting place for the industry.

Opportunities to connect with peers and colleagues, see solutions from over 400 supliers and gain insight from influential industry experts.

Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London, E16 1XL Contact: Visit www.ecobuild.co.uk

4-6 March | Ecobuild 2014 – Championing a greener built environment This global sustainable construction event connects professionals to help them network, learn and discover new products and find innovative solutions. Ecobuild hosts the most comprehensive showcase of sustainable construction products in the world.

Venue: ExCeL London, 1 Western 40 | 4 JULY www.fm-world.co.uk 2013 | FM WORLD

43_Diary.indd 40

13 May | ThinkFM 2014 The ThinkFM conference will be held at a new location, Kings Place, an award-winning events venue in London. Conference topics and speakers to be announced.

Venue: Kings Place, London, N1 9AG Contact: Visit www.thinkfm.com

LONDON REGION 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 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 SPECIAL INTEREST GROUPS 13 November | Risk and business continuity – Regional resilience Insight and advice for all levels of business continuity experience, and a chance to meet suppliers.

Venue: DSM Peterborough, The Old Hangar, PE8 6NE Contact: Steve Dance at steve1dance@btinternet.com or visit www.eastregionresilience. eventbrite.co.uk

20 November | International – Sustainable procurement for FM From 5.30pm. Implementing a sustainable procurement strategy for the FM supply chain is a bit like eating an elephant: it has to be broken in to small pieces in order to be achieved.

Sarah McCusker, senior consultant, will share best practice and a case study of an organisation’s programme for creating a sustainable FM supply chain across multiple geographies.

Sarah will also highlight how the FM team can work with the procurement function to introduce sustainability metrics as selection criteria for new suppliers.

Venue: Steelcase offices, 77-79 Farringdon Rd, London EC1R 4QE Contact: Claire Sellick at clairesellick@btinternet.com or visit www.bifm.org.uk/bifm/ events/view/2938 17-19 September | IFMA World Workplace IFMA’s World Workplace Conference & Expo is the largest, most longstanding and wellrespected annual conference and exposition for facility management and related professions. Each year offers a new experience, addressing challenges and strategies that are universal to every facility type, shape and size.

Venue: New Orleans, LA, USA Contact: Visit www.ifma.org 27 November | People management – DNA of a high performing facilities manager From 4pm. The People Management welcomes the majority of past and present FMs of the Year (2001-2013) to share their thoughts and experiences of what makes a high performing facilities manager. During this interactive and fun evening, strategies adopted by high performing managers will be explored and facilitate group discussions led by an FM of the Year.

Venue: Central London Contact: Simon Aspinall at simonaspinall@c22.co.uk or call 0113 242 8077 5 December | Rising FMs - End of year social event Details of this event are yet to be confirmed.

Venue: London Stone, Cannon Street, London Contact: Claire Akin at fmclaireakin@sky.com FM WORLD | 14 www.fm-world.co.uk NOVEMBER 2013 | 43

07/11/2013 17:38

ADVERTISEMENT FEATURE

Energy saving made simple Bill Wright, Head of Energy Solutions at the Electrical Contractors’ Association (ECA), takes the hard work out of energy efficiency.

ZERO TO LOW COST Energy efficiency improvements in commercial buildings offer a win-win, with virtually immediate results. Start with the simple things, and take it as far as you want to go.

Free interventions can be carried out any time; such as adjusting thermostats and switching off unnecessary equipment at night.

To make the most of a small budget, replace conventional lamps with LEDs to see immediate savings of up to 60% in your next electricity bill, or install occupancy sensors linked to lighting and heating - another low cost but highly effective measure.

ECA Members: Building Services Contractors you can trust For the gold standard, hire an ECA Member on your building project: Work guaranteed by ECA Thoroughly vetted ■ Rigorously inspected and tested ■ ■

44 | 14 NOVEMBER 2013 | FM WORLD

44 Advertorial.indd 44

Alternatively, combine free measures and/ or low cost installations. For example, reduce room temperature by just one degree to save around 10 per cent on your annual heating bill but you could also add thermostat controls for an even better rate of return.

RE-FIT FOR PURPOSE Refurbishment or extension projects offer an opportunity to invest in bigger improvements, some of which could be financed under the Green Deal.

You might install Building Management

■ Working to the latest standards ■ Safety prequalification and/or SSIP compliant ■ Adhere to ECA’s Code of Fair Trading ■ Full support & backing of the ECA Visit www.eca.co.uk to find an ECA contractor in your area Join ECA for free as a Client Associate ■ Free technical helpline ■ Free health & safety advice ■ Free subscription to ECA Today magazine ■ Access to ECA’s BIM and

Systems (BMS) which programmes lighting, heating and ventilation systems on a specified sequence. BMS may also control the supply to appliances as vending machines, PCs, printers and photocopiers, which do not use much power individually, but together add up over the year.

You can even power the building and save a substantial amount of money on energy bills by installing renewable technologies such as photovoltaic panels, heat pumps and combined heat & power.

ADVICE With the right installation strategy, some investments can be repaid in just a few years.

A registered ECA contractor will install any of these measures professionally and advise you how to get the best out of them.They can also help you tap into financial incentive schemes if you go down the renewable energy route, ensuring your newly installed technologies provide a revenue stream through Feed-In tariffs or the Renewable Heat Incentive.

Energy Solutions e-forums ECA website login for exclusive member-only content ■ Discounted BSI and IET publications ■ Preferential rates on training ■

Free Energy Saving Tools ECA has developed some vital tools for specifiers:

Commercial Energy Saving Checklist Review energy saving potential in occupied commercial or public premises, on a scale from free

and low-cost to large-scale investments

Energy Savings financial calculation tool With in-built fields and financial formulae, this spreadsheet makes it easy to demonstrate the cost benefit of various energy efficiency measures Available free to ECA Client Associates.

Visit www.eca.co.uk/client or contact ECA Membership: 0207 313 8400. Quote FMWORLD 1

www.fm-world.co.uk

07/11/2013 17:50

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

ZZZ ELIP RUJ XN DGGYDOXH

7 ( TXDOLILFDWLRQV#ELIP RUJ XN ZZZ ELIP RUJ XN

BIFM Get Ahead Business.indd 1

17/5/11 17:08:21

Have your ďŹ nger on the pulse of FM Get to the heart of facilities management by joining the BIFM today.

Be at the very heart of your profession by joining the BIFM. It’s the one body that has something for everybody in the business. We offer the most prestigious training, development and recognition for facilities managers.

BIFM pulse NEW 186x123.indd 1

FMW.14.11.13.045.indd 45

We provide a fantastic range of beneďŹ ts, services, and offers for all our members. We enable you to network with your peers and share ideas at a whole range of national, regional and local events.

We keep you totally in the know through FM World magazine, our continuously updated website and networking groups.

We even give you a chance to inuence your profession personally by getting involved and giving FM a better future.

If you want to put your heart and soul into FM, talk to us.

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

2/8/10 12:21:43 FM WORLD | 14 NOVEMBER 2013 | 45

07/11/2013 11:53

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB NAME: Kim Allen JOB TITLE: UK facilities manager ORGANISATION: Oliver Wyman JOB DESCRIPTION: Providing facilities services to our UK offices and to work globally in order to advance the capabilities of our organisation within the firm

What attracted you to the job?

I like to have a job where I feel I can make a difference and Oliver Wyman was just at the right stage in their evolution and size where I felt that I could use my experience of running facilities in large companies to take their FM to the next stage.

It also appeared to me that Oliver Wyman was not at all bureaucratic, which I found a refreshing change – lack of bureaucracy is actually one of our core values.

KIM ALLEN

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

Managing people! I’m very lucky in that I have a really great team in my current job but I have to say that there have been times over the years when I’ve seriously considered withdrawing to a hermitage in the Outer Hebrides where no-one can get at me!

I used to run a large company car fleet as part of one FM role and I had some interesting interactions with the police – ranging from someone who had abandoned their company car after an accident to avoid being caught with their mistress to another driver who was arrested because his car was parked very close to where the Bishopsgate bomb went off and was consequently (wrongly) suspected of terrorism!

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

I guess being appointed as the FM responsible for EMEA at AT&T has to be up there – for someone who originally trained as a secretary I never thought I would have the responsibility for managing properties throughout Europe.

I think there’s much more focus now on areas such as environment and sustainability, but I also think it’s an area where most companies are only scratching the surface and doing what they need to in order to adhere to their CSR programmes.

Your biggest career challenge so far?

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

46_People&Jobs.indd 42

6

6

AVERAGE

KIM ALLEN

Introducing/ working with new forms of IT

5

5

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

What’s been your career high point to date?

46 | 14 NOVEMBER 2013 | FM WORLD

Working with procurement

Any interesting tales to tell?

That contractors need to be ruled with an iron fist and their profit margins eroded to practically nothing! I’m still How did you get into surprised when I encounter IF YOU COULD CHANGE ONE FM and what attracted this type of old fashioned view THING ABOUT THE INDUSTRY, you to the industry? from some FMs. If you don’t WHAT WOULD IT BE? In common with many FMs allow contractors to make a I didn’t start my working reasonable profit then you “More women in the most life wanting to be a facilities won’t get a quality service – and senior roles - the top slots are manager! After a few years I find the best approach is to still mostly filled by men” of admin management in be firm but fair. There’s nothing publishing and then retail wrong with being nice to people I joined the U.S. telecoms – it brings all sorts of rewards. company AT&T, which was expanding into Europe I always let contract managers know when their staff following deregulation. Once I started getting do a good job and find that people go out of their way involved in fitting out new buildings I was hooked as to help me when I need a favour. my secret interior designer started to emerge!

I’ve managed several large HQ office move & fit out projects over the years and I think they’re just about the most challenging thing an FM ever gets involved in – so many people don’t like change, even when it’s for the better! There are so many stakeholders and it’s immensely difficult trying to please everyone and create the best possible working environment for a multitude of diverse functions, whilst working to a restricted timetable and budget.

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

Learn absolutely everything you can from anyone around you – so many FMs have anecdotes about situations they’ve been involved in and how they’ve handled them that you simply can’t learn from a book or on a training course! Also remember that FM is as much about managing the expectations of the people who work in the buildings as it is about running the buildings themselves.

Working on energy-efficiency initiatives

7 5

Adapting to flexible working

5 8

Maintaining service levels while cutting costs

7

7

Adapting FM to changing corporate circumstances

8

7

www.fm-world.co.uk

07/11/2013 14:47

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

▲ OCS’ Ashmore shortlisted for FSM Award

▼ 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

Chris Ashmore, regional accounts director of catering at international total facilities management provider OCS, has been shortlisted for a Foodservice Management Award in the healthcare category.

Ashmore is nominated for leading the development and implementation of a new initiative to improve patient catering at Ashford and St. Peter’s Hospitals in Middlesex and Surrey.

“Essential goodness”, the brand launched last year, places emphasis on good nutrition for patients, staff and visitors and introduces a high streetbranded feel to encourage patients to feel more positive about their hospital stay.

Patients’ positive perception of the hospital increased by 25 per cent in the monthly patient perception surveys conducted before and after the introduction of “Essential goodness.”

▲ 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

a success in a less regimented career 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.

8KUKV TCPFUVCF EQ WM JQYKDGECOG VQ ƂPF QWV OQTG

Mark Piacentini Fire and Security Manager

www.fm-world.co.uk

47_Products.indd 43

FM WORLD | 14 NOVEMBER 2013 | 47

07/11/2013 14:59

Appointments

48 | 14 NOVEMBER 2013 | FM WORLD

FM New appoints141113.indd 048

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

jobs.fm-world.co.uk

07/11/2013 15:22

Don’t leave it until 2014 to secure your next role Technical Services Manager London • £50,000-£60,000 + package We are recruiting for a Technical Services Manager for a global blue chip company. As the TSM, you will report into the Building Services Manager and be responsible for the UK and Ireland portfolio of properties. You will ensure that all M&E Engineering, maintenance, fabrics and infrastructure operates safely and effectively. Energy management and projects play a big part of the TSM’s role and you will be expected to come up with ideas and solutions that can be implemented across the business to save energy and reduce costs. You must come from a strong engineering background and have a proven track record in a similar role with relevant levels of responsibility.

Ref: 236811

Building Manager London • £40,000-£45,000 An experienced Building Manager is required to join an established real estate company to manage a multi-tenanted commercial office building in Central London. You will have an excellent understanding of service charge budgeting, hard and soft FM delivery and health and safety and statutory compliance.

You should have experience of working on behalf of a managing agent, leading an on-site team with a strong track record of a tenant focused approach. You will also have experience of implementing exceptional front of house services. IOSH certification is essential with NEBOSH preferred.

Ref: 239771

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

Property Portfolio Manager

Facilities Services Manager

£60-70K London

An experienced Facilities Services Manager is required to lead, direct and manage the School’s Facilities Services Team and the delivery of all facility related services across the school site.

The successful applicant will have experience of working at a senior level in a facilities management role in either the private or public sector.

Application forms are available on the school website,

www.leicestergrammar.org.uk

Our client is a dynamic leader in legal services currently under going considerable growth and as a result they require a Portfolio/ Estates Manager to effectively manage their UK portfolio of 19 ofwces. The role involves responsibility for all major property ventures including acquisitions and disposals, lease negotiations, construction and wt out works, staff relocation, dilapidation works and liasing with landlords and tenants, letting agents and rating consultants. The role requires experience of portfolio strategy and rationalisations. In addition the position requires managing projects, performance, procurement, contracts, wnance and reporting.

We are looking for a dynamic, experienced real estate professional who has excellent knowledge of: • • • •

or from the school (0116 259 1900).

Applications (no CVs) should be returned to The Business Director, Leicester Grammar School, London Road, Leics LE8 9FL

Leicester Grammar School is committed to safeguarding the welfare of children.

The appointment will be subject to a satisfactory Disclosure and Barring Agency check.

For more information please contact Helen Bullough on 020 7638 0303 or to apply please visit: http://jobs.fm-world.co.uk/job/11695/property-portfolio-manager

FM WORLD | 14 NOVEMBER 2013 | 49

jobs.fm-world.co.uk

FM New appoints141113.indd 049

Real estate/property management and strategy Project and wt-out management Performance Management Budgetary management

The successful candidate will have experience of all the above areas in a large corporate environment and you will be a preferably have a recognised property qualiwcation.

Closing date for applications: 4 December 2013.

Interviews will be held on 11 December 2013.

Leicester Grammar QPV.indd 1

The power of people

Hudson York QPV.indd 1 04/11/2013 16:57

07/11/2013 14:37

07/11/2013 15:25

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

BETTER SHRED THAN READ THE SAME

TRADING UP We’re probably all familiar with the feeling that our workplace has become a second home, but increasing numbers of trades people are actually living out of their vans, if research by insurers Direct Line for Business is to be believed. According to the study, Britain’s builders, plumbers and electricians are using their vans as “mobile offices, bedrooms and entertainment centres”.

The research paints a grim picture of life for the overworked tradesperson, who spends so much time on the job that 45 per cent of them eat their meals in their vans, 31 per cent of them use the van as a “mobile office” and 11 per cent even sleep in their vehicle.

But it’s worth bearing in mind that perhaps the research is everso-slightly overstating the case.

Consider, for example, the claim that 30 per cent of tradespeople are using their vans as a “reading room” (that’d be sitting in the front seat flicking through the paper, then), 50 per cent use it as a “tea break room” (or, indeed, for sipping a quick cuppa) and 45 per cent use their vans for listening to music (converting it into a “music room”, perhaps?).

Possibly most shocking is that one in 10 tradespeople are, in the words of Direct Line, “making their vans a danger to their health” by smoking in them. Of course, smoking out in the open air is much better for the lungs.

According to PHS Datashred, ‘shredding parties’ are set to become the business equivalent of Ann Summers parties for 2014 – and it's introducing them into the UK. Allow us to explain.

The workplace services provider is leaping on the growing trend of people hosting ‘shredding parties’ as reported recently by the Evening Standard.

PHS believes shredding can be attributed to "better mental health, better physical health and better general wellbeing" as people are proven to feel less stressed after shredding a document.

Anthony Pearlgood, PHS Datashred MD, is positively glowing about the whole thing:

“The benefits of shredding are countless. Everything from old journals and files to confidential documents can be thrown into the shredder and securely disposed. We’re encouraging businesses to enable staff to bring in their own documents as well as giving them an opportunity to safely and securely dispose of unwanted office paperwork.

“We’re always looking for ways to get shredding on the minds of people in the workplace. It is important that individuals and businesses take shredding seriously so anything which highlights the issue, even in a fun way, is a positive thing. We’re starting with a small trial in London and then, if successful we’ll roll it out nationwide.”

TAXI! MEETING ROOM, PLEASE

Will future generations look back in awe at the generation that introduced whackiness to meeting room design? Or will they wonder what on earth all these American camper vans, Doctor Who Tardises (Tardi?) were actually all about? Certainly, you could

argue that the fun element involved in all of the whacky rooms must surely wear off after a while.

Still, there's nothing wrong with a bit of individuality in the office.

The latest concept in this class is one that could conceivably result in people travelling to a meeting in one of London's iconic black cabs and then taking said meeting – in one of London's iconic black cabs. Said meeting room has been created by office design company Area Sq for online filesharing management company Box’s new EMEA headquarters in Mayfair. The cloud computing company wanted something iconic and fun to stimulate and inspire staff, so Area Sq dismantled and reassembled a decommissioned taxi to take pride of place in their new home.

Such butchery! Could they not have literally just parked an actual, complete taxi in that part of the office? Answers on a postcard.

IN THE NEXT ISSUE OUT 5 DECEMBER

FEATURE: LIVERPOOL ONE SHOPPING CENTRE /// CASE STUDY: VINCI'S OPERATION AT WHISTON & ST.HELENS HOSPITAL /// REPORT: WORKTECH LONDON 2013 /// SOLAR POWER /// PORTABLE APPLIANCE TESTING /// FM INTO 2014 /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

50 | 14 NOVEMBER 2013 | FM WORLD

50_No2Days.indd 62

www.fm-world.co.uk

07/11/2013 17:41

Space Air has a dedicated R-22 replacement advisory team and hold over 5,000 genuine Daikin parts.

Replace or repair?

For older cooling plants operating with R-22 refrigerant, be they industrial process or commercial, Space Airconditioning plc, independent distributors of Daikin Europe for over 33 years, can provide the solution to your R-22 replacement programme.

We can select from over 650 models, from a 1kW split system to a 2MW chiller. We employ fully qualiďŹ ed chiller commissioning engineers and we hold in stock over 5,000 genuine Daikin parts.

The chances are, if you already have Daikin air conditioning, Space Air were involved in the original system and would retain all the project information including on-site controls and accessories, and any templates from your project.

T: 01483 504 883 E: R22@spaceair.co.uk W: www.spaceair.co.uk S Scan here for more information about the HCFC R22 Replacement legislation. Š Space Airconditioning plc. All rights reserved. 101740-11.13

FMW.14.11.13.051.indd 2

No bo dy k n o w s D aikin be t t e r

06/11/2013 11:50

Complete Asset Protection

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

For more information visit

Labelling

Tracking

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

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

or contact

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

* Selectamark visible marking is a Secured by Design accredited product

FMW.14.11.13.052.indd Selectamark CROPS.indd2 2

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

06/11/2013 11:51 31/7/12 16:25:37