4 December FM World

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 4 DECEMBER 2014

FMWorld www.fm-world.co.uk

Contractor, client – and a major PFI review

KING’S WAY

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VOL 11 ISSUE 22 4 DECEMBER 2014

CONTENTS

07| Collaboration clusters

20| King’s College

24| Every little helps

NEWS

OPINION

FEATURES

06 Labour plans sale of government buildings 07 Call to stand up against sitting ‘time bomb’ 08 Project of the Fortnight: The Everyman Theatre, Liverpool 09 Think Tank: How much are you moving towards a ‘lighter’ IT infrastructure, and what kind of challenges is that likely to cause you?

10 News analysis: Councils’ collaborative scheme is on a high 11 Crown Commercial SME 12 Business news: Graeme Davies: Soames battles to push Serco back on track 13 Iron Mountain sells its UK operation to Shred-it 14 BIFM Ireland Conference: Workplace, People and You

16 John Bowen on getting the industry more media coverage 17 Five minutes with Jim Taylour, designer and ergonomist at Orangebox 46 No Two Days

MONITOR 33 Insight: Market intelligence 34 Legal Update: Advice for FMs on dilapidation claims 35 Court report: Court report – dilapidation claims 36 How to: Managing effective fire doors 37 How to: Secure heritage properties

28| A guide to property leases

18

FM DNA: Are some FMs born great, do some achieve greatness, and others have greatness thrust upon them? Six FMs of the Year give their views

20

All the King’s men: Reviewing a 25-year PFI deal led staff at King’s College London and Bouygues to win an FM Excellence in a Major Project award

24

Service in store: Tesco Maintenance & Energy’s Format Team won the BIFM in-house FM Team of the Year for its initiatives on the retailer’s UK estate

28

Ownership and tenure: If you rent a property you do have responsibilities in law. Here, Jane Wiggins explains the different types of lease

REGULARS 38 41 42 43 44

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news editor: Herpreet Kaur Grewal ⁄ reporter: James Harris ⁄ sub editor: Deborah Shrewsbury ⁄ digital content executive: Hannah Whittaker ⁄ consultant art director: Mark Parry ⁄ art editor: Daniel Swainsbury

MARTIN READ EDITOR COMMENT

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EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenfield, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 12,744 (Jul 13 – Jun 14) 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 Polestar Stones ISSN 1743 8845

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h, Christmas time, mistletoe and wine. Sir Cliff suggests that, “with logs on the fire and gifts on the tree, it’s time for rejoicing in all that we see”.

Which would be nice. Except, well, it’s probably wise to hold back on those logs if you’ve any hopes of affording the gifts on the tree. At the very least there’s merit in conducting a comprehensive review of your organisation’s biomass fuel expenditure. And then, when you’ve achieved best value on the wood, you should start looking at the electricity and, crucially, gas consumption. Managed to cut your costs in half? That’s the time for rejoicing.

Why? Because the doubling of energy prices by 2020 – earlier, perhaps – is one of those jolting figures that will surely resonate in 2015 (which I note, jaw agape, is less than a month away). As the Energy Managers’ Association suggested at its EMEX event last month, when energy bills begin to exceed even rent bills, minds will surely focus as never before. Legislation on buildings’ energy efficiency ratings is one thing, the actual cost showing right away on bills is quite another.

There’s something in the proselytising vigour of the EMA’s CEO, Lord Redesdale, which just might see the issue of energy prices propelled to front of mind next year.

Redesdale was a compelling figure at this year’s ThinkFM conference and he’s since done a decent job of becoming the face of business energy management issues. And of course it does no harm at all that he’s a member of the House of Lords.

Listening in on energy management professionals at the EMA’s recent EMEX event was fascinating for the déjá vu it provoked. So many EMs started out in other jobs before finding themselves in an energy management role. So many then moved swiftly into positions of influence and responsibility within their organisations.

Sound familiar? Indeed, just as there are energy managers who end up in senior facilities roles there are FMs who move on to take senior energy management positions. There’s an obvious synergy between the two positions, which when combined with the prospect of ‘corporate fuel poverty’ might just provide another angle to focus on in the ongoing quest to define FM’s value. After all, FM can address the issues of behavourial change required to manage down fuel demand and advise on using publically available money to introduce more fuel-efficient plant.

The traditional issues of FM’s varying capabilities in all of the above need addressing, but a sharp spike in fuel costs might just mean that rather than FMs reaching up to the C-suite, it’s the C-suite reaching down to them.

So there you go, a potentially warming winter’s tale. And if you want more, there’s a BIFM Leaders’ Forum report on this very topic that will be available soon after this magazine arrives with you.

Anyway, the calendar doesn’t lie and this is our final print edition of 2014. Please check online for our news and blog activity between now and the end of the year. The FM World Daily email publishes daily until Friday 19 December, returning Monday 5 January. Your next FM World in print will arrive on 19 January. Our warmest wishes to you for a Merry Christmas and a Happy New Year. And given the year we’ve had, let’s also raise a toast to absent friends.

A

“After all, FM can address the issues of behavourial change required to manage down fuel demand”

FM WORLD | 4 DECEMBER 2014 | 05

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GOVERNMENT ESTATES

ISTOCK/GETTY

Labour plans sale of government buildings The Labour Party says it would sell off such buildings as the Queen Elizabeth II Centre (right) and the Civil Service Club to help pay off the country’s debt.

As part of a series of savings identified by Labour’s Zero-Based Review of public spending, Chris Leslie, Shadow Chief Secretary to the Treasury, is to outline how Labour will consider plans to realise the value of “non-essential government buildings in prime property areas”.

In the coming weeks Labour will publish a series of interim reports from its Zero-Based Review of public spending on government assets, policing and local government.

As part of the review, Leslie has examined the property portfolio of Whitehall departments and has identified four buildings that the report says may no longer be necessary for the government to keep in public ownership.

He said: “It is time to consider whether it is necessary for the state to continue owning a restaurant in St James’ Park, a club for the exclusive use of civil servants, or a conference centre.

Four such buildings in iconic locations in Central London could attract interest from buyers around the world.”

The buildings are estimated to be worth £100 million. They are: Inn The Park, a restaurant in St James’ Park estimated to be worth £6.7 million; the Civil Service Club, a social club for civil servants, estimated to be worth £6.8 million; the Queen Elizabeth II Centre, one of the largest conference venues in Central London, estimated to be worth at least £25 million; and

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Marlborough House – currently used by the Commonwealth Secretariat free of charge – estimated to be worth almost £65 million.

The coalition government has already announced plans to reduce the number of government buildings in Central London from 143 in 2010 to 23 buildings shortly after 2020 and relocate a number of workspaces to London suburbs.

The plans were published in October as part of the Government’s Estate Strategy, which outlines a series of measures to get civil servants working more effectively, foster economic growth, and save

billions for the taxpayer.

The measures include moving departments away from expensive Whitehall accommodation and into the wider London boroughs.

Existing successful examples

include areas such as Croydon, where the Home Office runs a major satellite office and the Ministry of Justice is trialling a mini-commuter hub created by the Cabinet Office.

EMPLOYMENT CONDITIONS

Industry must unite to support cleaners’ rights The leader of one of the groups formed to push forward measures to encourage cleaning firms to fulfil their duties to workers says the conclusions of its findings must be supported by the industry for meaningful change to take place.

Guy Stallard, director of facilities at professional services firm KPMG, heads the procurement working group. Its aim is to ensure that procurement practices take into account the working conditions of cleaners.

Two other groups trying to get better treatment for workers will focus on raising the awareness of employers about meeting their obligations to workers on such matters as holiday and sick pay.

All three groups met for the first time this month to plan their

Cleaners told EHRC researchers they feel marginalised at work

work for the months ahead.

Stallard told FM World: “What became clear is the large overlap between the three groups. There will be one report produced by all three with guidance in all areas… [For instance] responsible procurement has to include treating staff with respect and

making sure they get their holiday and sick pay.”

The procurement group will now interview those in the sector and produce case studies.

Stallard added: “As in all things there is a risk it [the conclusions] will be filed under ‘nice to read’.

But the timing is good. Around 25 Living Wage providers already exist… the sense of responsibility in the sector has changed… As long as [our recommendations] connects to what organisations are already doing. It is going to be hard work, but I am positive.”

The groups’ work follows recommendations made in Invisible Workforce, a report published in the summer by the Equality and Human Rights Commission (EHRC). www.fm-world.co.uk

27/11/2014 17:37

NEWS

BRIEFS Leigh to lead HEAD at ISS

VARIDESK

Call to stand up against sitting ‘time bomb’ Prolonged sitting in the workplace is “a timebomb for later life,” according to the founder and director of a campaign to get people more active at work.

Speaking at the recent WorkTech conference in London, Gavin Bradley of the ‘Get Britain Standing’ campaign said office workers should radically reduce the amount of time they sit at home and in the office.

As many as three to four hours a day should be converted from

sitting at work to standing at work, he suggested. Bradley cited a raft of reasons: the fact that the enzymes responsible for burning harmful blood fats lose 9 per cent of their effectiveness, that blood sugar levels are disrupted, and that both insulin levels and blood pressure increases in those whose primary working position is seated.

“There’s a 40 per cent increase in your daily calorie burn if you convert three hours of your

working day to standing,” said Bradley.

“That’s the equivalent of running 10 marathons a year.”

Bradley pointed to Scandinavia as an exemplar, claiming that at least 90 per cent of employees work on ‘sit-to-stand’ desks.

An event aimed at addressing the topic more widely – Active Working Summit 2015 – will take place in London on 8 January next year.

C0-WORKING

GETTY

MIT professor calls for work collaboration in clusters The socialisation in co-working spaces and business clusters should not be left to simple “serendipity”, but be organised in a more strategic way, Professor Mike Joroff told a conference in London last month.

Joroff, from the Massachusetts Institute of Technology’s Department of Urban Studies and Planning, told delegates at the Worktech conference that the idea of creating spaces in building that encouraged workers from different organisations to interact to collaborate and work together – known as “enhanced serendipity” – should not be idealised.

“There is this idea of enhanced serendipity,” said Joroff, “where you walk down a hall and you have to talk to somebody… have a conversation and all of a sudden you have a new company. Well, good luck – it happens occasionally but the chances of you walking in east London and meeting someone www.fm-world.co.uk

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Watercooler moments are not just for socialising – they could boost creativity

of interest are very small.”

He said the idea of ‘enhanced serendipity’ is “people coming together and sharing some kind of common conversation”.

Professor Joroff added: “MIT

is famous for working across organisational boundaries, but they don’t want to. They do it because the problem demands it. There’s no way of solving problems without bringing people from other areas into the work and this is what should be encouraged.”

The idea of ‘enhanced serendipity’, “where every building should have an atrium where you go up and down the stairs and meet somebody – I am not knocking that. But there has to be a [more strategic] reason to bring people together – more than a social reason. It’s not just about having great bars and socialisation”.

He said more thought must be given to what types of organisations were located in a cluster and meet-ups should be organised that would encourage these people to network.

ISS Facility Services has appointed Philip Leigh as chief operating officer for its public sector business.

He will lead the healthcare, education, authorities and defence (HEAD) businesses.

The public sector business delivers engineering, catering, cleaning, landscaping, retail and integrated facilities services at hundreds of client sites. Leigh will steer the strategic growth and development of the business.

Richard Sykes, CEO of ISS UK and Ireland, said: ”The new UK structure is part of our continual development and vision to raise the bar for the organisation and broaden our ambitions as we strive to become the world greatest service organisation.”

Banks are breaking out Banks want their space to be more open – both in design and to different people, says research.

Property services company DTZ interviewed banks for its Future Financial Workplace report and found that many had pushed back the security barrier through which only employees can pass in the office, allowing clients, customers and in some cases members of the public to enter and use some facilities in banks’ buildings.

This marks “a paradigm shift from the past ‘fortress’ approach, and a sign of banks wanting to be more open and transparent”, says the report.

Shred-it takes on UK ops Storage and information management provider Iron Mountain has divest itself of its international shredding operations in the UK, Ireland and Australia to Shred-it International ULC for around US$29.8 million (£18.9m).

Iron Mountain’s international shredding operations include eight shredding plants and 90 mobile shredding units across the UK, Ireland, and Australia. Iron Mountain and Shred-it will work together to provide “seamless support” for shared customers in these regions.

William L Meaney, president and CEO of Iron Mountain, said: “We chose to divest our UK, Irish and Australian businesses because they are much smaller than our North American operations.”

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Investors say sustainability is a ‘must-have’

EVERYMAN THEATRE, LIVERPOOL PROJECT MANAGEMENT: GVA Acuity PROJECT COST: £27 million CONTRACTOR: Gilbert Ash on JCT Traditional ARCHITECT: Haworth Tompkins

PHILIPVILE

Curtain rises at new Everyman The Everyman Theatre’s ‘exceptional’ sustainability was rewarded with the prestigious RIBA Stirling Prize trophy in October. It was the first theatre to win this award.

The Liverpool venue – whose alumni include Julie Walters, Bill Nighy, Bernard Hill, Jonathan Pryce, Pete Postlethwaite and Antony Sher – was completely rebuilt in Hope Street between 2011 and 2014.

GVA Acuity provided project management, contract administration throughout the design and rebuild stages of the project. The building was originally built in 1837 as a non-conformist chapel, changing into a public concert hall before conversion into a cinema in 1912.

The theatre was dismantled and rebuilt using many of the original 19th century bricks. It achieved a BREEAM Excellent rating through using natural ventilation throughout all main performance areas and workspaces. The building achieved a high diversion from landfill from the waste – many old fixtures and fittings were sold off or donated.

The Stirling Prize judges said that its sustainable nature was a key factor in its win. “Clever, out-of-sight concrete labyrinths supply and expel air whilst maintaining total acoustic isolation. It is one of the first naturally ventilated auditoria in the UK.” Everyman & Playhouse artistic director Gemma Bodinetz and executive director Deborah Aydon said the theatre had “unparallelled accessibility”.

The new build sought to copy the original characteristics, such as the stage proportions. The old stage was wider than a traditional stage because of its past as a cinema. The theatre is run by an in-house FM team.

“Larger theatre complexes or groups may increasingly now be contracting FM professionals” said Mike Cook, senior project manager for GVA Acuity, “but individual theatres would typically have in-house teams delivering the necessary management through the technical or production manager controlling the stage and technical facilities and the theatre house manager responsible as licensee for front-of-house management.”

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GVA’s fifth biannual ‘Green to Gold’ survey, published last month, reports that UK fund managers and investors believe the investment market “no longer views sustainability as a nice-to-have”. GVA questioned UK real estate investors and fund managers on how they view the risks of rising sustainability regulation and market demands.

Fifty-nine per cent of fund managers and investors reported that threequarters of their portfolios have been assessed against sustainability criteria, compared with just a quarter in 2012. Ninety-four per cent had a sustainability policy in place at either the organisation or fund level for the properties and funds they manage. More than half of those questioned believed the investors’ market no longer considered sustainability as just an add-on for investors, but rather something that was starting to be or is already considered a key driver of investment performance.

Regulations were cited as the main driving factor for undertaking a sustainability assessment, with fifty-six per cent of respondents reporting this as a reason for understanding the sustainability credentials of their assets.

CIBSE reviews Guide M maintenance guidance A guide for designers, maintainers, building owners and operators and FMs has been updated and published by The Chartered Institution of Building Services Engineers (CIBSE).

Guide M: Maintenance Engineering And Management is a continuation of work by CIBSE’s Maintenance Task Group and is intended to benefit all those involved in the operation and maintenance of engineering services.

The guide is an update of the 2008 guide and aims to provide best practice for those responsible for the management and maintenance of the engineering services in a building. It also aims to inform those who design and construct buildings and raise awareness of the implications their decisions have on enabling effective management and maintenance.

Guide M identifies current good practice and addresses topics of particular interest and relevance to those involved at all levels in engineering services maintenance, from designers, manufacturers, installers, maintainers, owners, occupiers and operators, to professional advisers and specialist providers.

“Corners being cut” in design and construction Design and planning is currently not considered as an activity on the same level as construction, resulting in rushed building design “in order to get on site quicker,” claims David Frise, head of sustainability at the Building and Energies Services Association (B&ES). Speaking at the Building Services Summit in London, Frise said that cutting corners in design “encourages subcontractors to do the same. If every subcontractor deviates slightly on what they deliver, then collectively there is a very different end product”.

Contracts in construction “do not breed collaborative working”, continued Frise. “There is too much value-destroying activity going on, such as brinkmanship and haggling over price.”

The Building Services Summit was jointly organised by the B&ES and the Building Controls Industry Association (BCIA). The event was based on the premise that building services equipment is responsible for more than 80 per cent of energy consumption in commercial buildings.

Babcock named preferred bidder for MoD agency Babcock has been selected by the Ministry of Defence (MoD) as preferred bidder to buy the Defence Support Group (DSG). The acquisition agreement includes a contract to provide services to the MoD for 10 years, with an option to extend for a further five years.

DSG is the MoD agency responsible for storage, maintenance, repair and overhaul of military vehicles and equipment. Babcock will work with the MoD to complete the acquisition of DSG by 31 March 2015 and start the service provision contract on 1 April 2015. www.fm-world.co.uk

27/11/2014 16:52

FM NEWS SIGN UP FOR FM WORD DAILY AT FM-WORLD.CO.UK We’re adopting this new IT: 6% >>

THINK TANK

OUR READERS SAID…

No sign of change: 44%

We asked our LinkedIn and mailing list members whether the move towards a ‘lighter’ IT infrastructure was emerging in their organisations

At November’s Worktech conference, Microsoft’s Anton Andrews outlined his vision of a future workplace empowered by new lightweight technologies designed to work alongside the various smart devices we all carry.

“Technology that is heavy, costly and hot will become redundant,” said Andrews. “It will be replaced by technology that is lighter, cheaper and cooler.”

This new ‘lightweight tech’ would complement phones and tablets, fitting more comfortably around our increasingly flexible working patterns and allowing for a more “organic, natural flow of work” in the workplace. The rise in use of co-working spaces and the need to sweat office assets with low occupancy levels would

also benefit from a more ‘nimble’ IT infrastructure. Said Andrews: “We are on the journey from informal to formal when it comes to technology use.”

This isn’t just a move away from expensive cabling and the use of Wi-Fi, it’s a change in corporate mindset on IT in general, in which IT infrastructure is as much what people put in their pocket as that wired into buildings. We asked if there are signs of this new world. How much are you moving towards a ‘lighter’ IT infrastructure?

Only 6 per cent of you agreed that you had seen such ‘light technology’ in the workplace.

Half suggested this change was happening gradually.

One respondent said: “My

organisation tends to wait for other organisations to prove the worth of new systems.” Possibly the reasons why 44 per cent of respondents said they had seen no sign of change.

However, another respondent described the changes happening at their organisation: “Large numbers of staff no longer rely on office-based IT-related equipment.

Instead, they use laptops and smartphones. In addition, tablets are increasingly rolled out to staff required to recruit and those on-boarding staff; staff engaged in quality checking functions and other client related live data roles.”

He added: “This approach

A change is happening, but gradually: 50%

encourages staff mobility and their firsthand operational knowledge, speeds up administrative processing so that company systems are updated at once.”

The advantages of lighter IT infrastructure were not lost on those surveyed. Said one correspondent: “The benefits are not just the obvious cost of time-saving, but staff can now easily move about, including visiting more of client premises than when they were tied to FM offices; it increases both operational efficiency and client satisfaction.”

Join the FM World Think Tank: www.tinyurl.com/fmwthinktank

GETTY

Acclaro index shows sustainability acumen of top FM firms Facilities management organisations have increased their implementation of sustainability practices, according to the latest results of an annual study.

Sustainability In FM Index, conducted by the consultancy Acclaro Advisory, found that implementation of sustainability among FM contractors, such as Amey, Babcock and OCS had risen by 5 per cent over 2014.

“This is due to legislation and increasing pressures on FM organisations to demonstrate their corporate responsibility,” the report claims.

Interviews were undertaken with people from FM, HR, procurement and other departments in 27 FM www.fm-world.co.uk

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organisations including Bilfinger, Bouygues, Carillion, CBRE, Cofely FM, Compass Group, G4S, Integral, Interserve, Kier, ISS, Mitie, Serco, Servest and Vinci.

Management scores had

decreased, according to the findings. Management was defined as the strategy companies had for sustainability. The index also details how private organisations compare with listed companies, areas of highest and lowest performance, and key recommendations for improvement.

“The index provides an assessment for FM providers to measure and validate sustainability performance,” claims Acclaro. “The intent is to address issues of efficiency, raising the performance and delivery of sustainability by showcasing achievement and highlighting excellence, stimulating a positive change

within the sector through both internal performance and external perception. The focus has been to avoid creation of yet another set of confusing questions and criteria, but instead to perform the majority of evaluation through desktop studies and with interviews.”

In the first year of assessment, 16 companies took part. In this second year, the number is 27.

A spokeswoman for Acclaro said: “Recent reports have highlighted the need for organisations to understand performance and play a more proactive role in the delivery of sustainability through showcasing best practice and communicating with stakeholders.”

FM WORLD | 4 DECEMBER 2014 | 09

27/11/2014 17:37

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LONDON’S TOTAL FM MODEL

Councils’ collaborative scheme is on a high

RAVI JUNEJA

HERPREET GREWAL newsdesk@fm-world.co.uk

More local authorities are set to join the capital’s tri-borough framework, according to contractor Amey.

Back in October 2010, Westminster City Council, Hammersmith and Fulham London Borough Council, and Kensington and Chelsea London Borough Council discussed working together to combine their forces in specific service areas to help deal with financial pressures faced by many local authorities in England.

This was followed by a report by the chief executives of the three councils in February 2011, entitled Bold Ideas For Challenging Times, and detailing how the scheme would be taken ahead.

Four years on, the agreement known as the ‘Tri-borough Framework’ has been chugging along successfully - so much so that recently the London Borough of Camden has come on board.

It awarded FM provider Amey

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a £10 million contract to provide TFM services to the borough from January.

According to Amey, the TriBorough Agreement “provides the opportunity for London boroughs to access FM services through an efficient, innovative and costeffective model”.

Under the five-year contract, which begins in January 2015, Amey will deliver cleaning services as well as mechanical and electrical maintenance to more than 130 properties across the council’s corporate estate.

“The contract was awarded following a rigorous process to ensure value for money with substantial savings being made in procurement costs and the overall contract value,” says Amey.

The tri-borough project began in October 2013 and sees Amey delivering TFM services to more than 2,000 sites across Westminster City Council, the Royal Borough of Kensington & Chelsea, and the

London Borough of Hammersmith & Fulham.

The current tri-borough framework acts as a central body, enabling other councils to benefit from contractual and procurement savings achieved through the project agreement.

Amey’s chief executive Mel Ewell said: “Securing this contract with Camden Council is testament to this innovative total facilities management framework.

“The approach benefits from economies of scale, allowing us to deliver more efficient and cost-effective services to Camden Council and we look forward to expanding our commitments into this borough.”

How is the tri-borough approach different? A client contracting a security provider through a TFM contract as opposed to a single one is an example where savings could be made. “We are able to take a strategic view,” said Raymanjit Bains, head of communications, strategy and governance at Amey, “finding synergies and streamlining approaches.”

For instance, a single contract may only include a manned guarding service while the client contracts out electronic surveillance deals separately. But one contractor providing both those services – such as Amey is doing – leads to savings. Bains says: “That goes for any role including cleaners and engineers… efficiencies become greater when you streamline all of those services.”

In the frame The approach seems to be working.

Amey has told FM World that further local authorities are slated to join the framework next year.

The tri-borough arrangement aims to deliver significant savings through consolidation and service efficiencies; which can be accessed by a council or school without the need for a long and costly procurement process.

With rates already negotiated, it provides reassurance of markettested value for money, according to Amey.

Some of the benefits include reduced procurement cost as covered within the OJEU notice; the freedom to procure any combination of services; the ability to engage directly with the service provider; improved standards of service; improved management information; sharing of best practice and innovation; and the use of buildings and assets.

Amey has also been keen to embed “social value” into its work.

For example, the firm will recruit three apprentices at the beginning of 2015 to help support its engineering teams. The apprentices will be working on the tri-borough account as well as the wider business across London.

INFO

AMEY’S TRI-BOROUGH SERVICE PROVISION A team of 500 employees cleans more than 200 main buildings covering 1.3 million square metres on the tri-borough contract; ● Non-toxic enzyme-based cleaning products minimise damage to buildings and the environment; ● The cleaning teams are “empowered and accountable, which increases their motivation and effectiveness”; ● Mobile response teams carry out planned periodic cleans across Tri-borough and react to urgent cleaning requests; and ● Amey uses “proven manufacturing methodologies” to ensure that optimum quantities of standardised cleaning products are available in the right place when needed. ●

www.fm-world.co.uk

27/11/2014 16:52

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

SME FM CONTRACTORS AND THE CCS In January, the Crown Commercial Service (CCS) is launching a new version of its Contracts Finder website designed to provide a simpler procurement process for smaller organisations tendering for public contracts. Here’s a short guide on what to expect

T

he Crown Commercial Service is an executive agency comprised of a merger between the commercial teams from the Cabinet Office and central government departments, as well as the Government Procurement Service.

It procures and manages facilities contracts for the government departments, their arm’s-length bodies and organisations across the UK public sector.

Its operations are broken down into a series of framework agreements, enabling the government to act as a single customer. The services are currently delivered by more than 2,600 suppliers, more than half of whom are SME organisations.

What is changing in public sector procurement?

Lord Young’s procurement reforms are set out to make it easier for smaller businesses and voluntary sector suppliers to win public sector contracts. The reforms will also simplify processes for procurers. ● Pre Qualification Questionnaires (PPQs) are to be abolished for low-value contracts, with a standardised PQQ for high-value www.fm-world.co.uk

11 Crown.indd 011

contracts. ● Mandatory 30-day payment terms are to be passed down the supply chain. ● All public sector contracts will be accessible online on the Contracts Finder site. ● Reporting on all new spend with small and medium-sized businesses (SMEs) and the voluntary community and social enterprise sector (VCSEs).

By adopting leaner procurement methods, especially spending more time on preprocurement and by publishing all key documents and criteria at the outset, procurers will gain a better understanding of the market and suppliers can easily determine their own suitability for the opportunity.

What does this mean for SME organisations?

The CCS is helping deliver the government’s agenda to support SMEs by making it quicker and less costly to compete for

government business.

Its aim is to remove barriers to public procurement for smaller organisations and reduce bidding costs across the whole of the public sector.

By 2015, the government hopes that 25 per cent of central government procurement spending flows to SMEs. The CCS is designing contract sizes and lotting structures in order to get full value from SME suppliers.

The existing payment service is to be strengthened, ensuring that suppliers benefit from the same payment terms that public bodies offer prime contractors.

What will the Contracts Finder do?

As part of new measures ensuring that all public sector procurement opportunities are advertised in the same place, the new Contracts Finder will show all public sector tenders of more than £10,000 in value. It will be automatically updated, with new notices published daily on a website

dedicated to European public procurement, Tenders Electronic Daily (TED).

A procurement pipeline of future communications activity has also been published and will be reviewed on a regular basis and updated accordingly.

By registering with Contracts Finder, organisations can set alerts relevant to their business areas, subscribe to RSS feeds of opportunities, find out who has been awarded new contracts, and see a list of buying organisations.

All data on the current Contracts Finder will be archived and it will be available from the national archives. Opportunities that are live at the time of launch will not be transferred, but all opportunities after the launch date will be published on the new system.

Relevant links: Register your organisation on the CCS’s eSourcing tool: http://ccs.cabinetoffice.gov.uk/ i-am-supplier/respond-tender

Advice for SMEs: https://ccs.cabinetoffice.gov.uk/ i-am-supplier/find-opportunity/ help-smes

Tenders Electronic Daily (TED): http://ted.europa.eu/TED/main/ HomePage.do

Contracts Finder: https://www.contractsfinder. businesslink.gov.uk

Contracts Finder How-To Guides: https://www.contractsfinder. businesslink.gov.uk/Help%20 and%20Resources.aspx

CCS Procurement pipeline http://ccs.cabinetoffice.gov.uk/ i-am-buyer/procurement-pipeline

CCS on Twitter

“Lord Young’s procurement reforms are set out to make it easier for smaller businesses and voluntary sector suppliers to win public sector contracts”

https://twitter.com/gov_ procurement

Official Journal of the European Community (OJEC is now recognised as OJEU) http://www.ojec.com/

FM WORLD | 4 DECEMBER 2014 | 11

27/11/2014 17:17

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

ANALYSIS

Soames battles to push Serco back on track GRAEME DAVIES newsdesk@fm-world.co.uk

Much has been made this year of the skills that Serco chief executive Rupert Soames brought with him when he was parachuted in to transform the outsourcing giant’s fortunes in April. But Sir Winston Churchill’s grandson has had to draw on the spirit of the blitz as he firefights the various problems that have dogged Serco over the past 18 months.

True, Soames’ skill set cannot be denied – he oversaw the growth of industrial hire company Aggreko into an established FTSE100 company during 10 years at the helm, winning an army of fans in the City. And some Serco investors hoped that such obvious executive skills could overcome a lack of direct experience in outsourcing and support services.

But the path of corporate

recovery does not always run smoothly, as Mr Soames is finding out, seven months into his role.

All along he has been honest with shareholders and the City in describing the scale of the issues at Serco and the length of time it is likely to take to resolve them.

But this still didn’t stop its shares getting whacked again recently when the company issued its fourth profit warning in a year.

This was accompanied by news of a £1.5 billion hit to its accounts for contract losses and restructuring charges and revealed that its problems run so deep that it will have to persuade its lenders to waive some covenants on its debt while it goes to investors for £500 million or more of rescue funds early next year.

Soames’ root-and-branch review of the Serco business is continuing, leaving the daunting prospect of even more problems

Contract wins

NEW BUSINESS Carillion has been named preferred bidder to provide FM services worth up to £200 million in public sector prisons.

The Ministry of Justice has appointed the firm as preferred bidder for two contracts to provide a range of services to the National Offender Management Service. One contract covers prisons across London and East of England; the second covers prisons in the SouthWest, South Central, Kent and Sussex.

Both contracts cover 50 prisons, and will be for an initial five-years with the potential for two, one-year extensions, Mitie has extended its relationship with Durham University for the next three years in a contract worth £5 million.

The renewed contract will see Mitie continue to provide integrated facilities 12 | 4 DECEMBER 2014 | FM WORLD

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management to the higher education institute at its main Durham campus and the Queen Campus in Thornaby.

A team of 100 will deliver services including cleaning, landscaping, pest control and total security management.

The Francis Crick Institute has awarded its hard FM contract to Norland Managed Services. The firm will carry out all maintenance of the building and engineering infrastructure within the one million sq ft complex in London.

The Crick, Europe’s biggest centre for biomedical research and innovation, is a partnership between Cancer Research UK, Imperial College London, King’s College London, the Medical Research Council, University College London (UCL) and the Wellcome Trust.

Helm Housing Association has appointed Belfast company H&J Martin as its response maintenance contractor in an agreement worth £25 million over seven years. H&J Martin staff will provide response maintenance services with the option of planned maintenance works to Helm Housing Association’s 15,000 tenants in 5,000 properties until 2021.

Environmental consultancy Helistrat will provide cleaning and pest control at retailer Ann Summers’s 100,000 sq ft HQ and distribution centre in Surrey.

Yeovil Hospital and Interserve Prime have partnered to improve care patients by developing the hospital estate and buildings. The trust selected the company as its long-term strategic estates partner in a joint venture LLP. ISS has extended its contract to provide FM to EE, the UK’s largest mobile network provider, until 2017.

The contract, which includes FM and helpdesk, covers the entire portfolio of 29 corporate offices and contact centres, 42 technical and switch sites and more than 550 retail stores.

being unearthed. But, truth be told, the most recent warning was so awful that it could represent the nadir, something of a ‘kitchen sink’ job to use the City vernacular given how much was thrown in.

The wider question on some shareholders’ minds now must be, why us? What did Serco do that was so far from the industry norm to leave it in such a pickle?

Soames has blamed ‘onerous contracts’, which were clearly bid on wafer-thin margins that have since disappeared, but how unusual is this in an ultracompetitive industry that is known for relatively low-margin business? The key difference here appears to be how Serco has gone about running such contracts compared with rivals who manage to remain in the black on most of their contracts.

One of Serco’s main problem contracts is a deal to provide maintenance services to the Australian Navy, which appears to have been bid on a completely uneconomic basis when the reality of running the service has hit home.

Serco’s pain is not over yet, and it approaches its fundraising next year from a particularly weak bargaining point and will be talking to investors who have been stung rather heavily by the rout of its shares of late. But Soames has barely begun his turnaround and, given the depth of problems, he is going to need time. The goodwill towards him in the City is still in place and he may need to lean on it even more in the coming six months before investors may begin asking where the green shoots are. There is every chance he can turn Serco round, but it’s going to take both time and a not inconsiderable amount of money.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

27/11/2014 15:37

Interserve Rezayat launches in Saudi Arabia Interserve and the Arab Rezayat Group have announced the launch of a new joint venture business to provide facilities management services throughout the Kingdom of Saudi Arabia.

The joint venture will operate under the name Interserve Rezayat.

Rezayat has been a provider of support services - including total FM packages, housing and building maintenance - in the Middle East for more than 50 years and complements Interserve’s European FM market experience and established presence in the Gulf market.

Interserve Rezayat will “build on the strengths of both companies to deliver integrated facilities management solutions throughout the Kingdom”, according to a Intereserve statement. This includes technical, maintenance, operational and managed services as well as a range of

BUSINESS BRIEFS Mott takes NHS deals

Rezayat has operated in the Middle East for more than 50 years

general support services. Adrian Ringrose, Interserve’s chief executive said: “This agreement represents the coming together of two great companies to form a world-class FM provider serving the whole of Saudi Arabia.

Interserve has operated in the Middle East since 1981 and we’re excited to be entering the Saudi Arabian facilities management market in partnership with Rezayat at a time when the Kingdom’s economy is

diversifying and evolving.”

Shakeeb Alireza, group general manager of the Rezayat Group said: “With the coming together of two market leaders in support services, Interserve Rezayat will provide a wide variety of world-class facilities management solutions to customers within the Kingdom.”

The Saudi Arabian FM market to be served by the joint venture, is expected to grow substantially over coming years.

GETTY

M&A scene remains lively in UK’s FM arena Merger and acquisition activity in the UK’s FM sector has remained buoyant in the third quarter of this year, with a total of 24 deals recorded over the period, said business and financial adviser Grant Thornton UK LLP. The volume of transactions – on par with the same amount seen in the previous quarter – represents the joint highest level witnessed since the second quarter of 2013.

But despite the positive momentum in the sector over the past two quarters, the wholeyear M&A trend remains one of the slowest since 2007, as www.fm-world.co.uk

12-13_BusinessNews.indd 13

Q3 2014 saw FM sector transactions in the UK rise to their highest level since Q2 2013

volumes in the first quarter of the year were very quiet.

Grant Thornton’s quarterly Insights Into Facilities Management report presents a promising outlook for the sector

over the medium term, despite economic uncertainty returning to the Eurozone.

The third quarter saw renewed interested from the private equity (PE) and international communities. Only two PE deals were announced in the period, but the trend over a nine-month period shows the highest level of PE activity since 2011 and more than 2013’s full-year figure.

International buyers, which generated a big part of the FM sector deal flow in the latter part of 2012 and 2013, also returned in the third quarter of this year after a quiet first half.

Mott MacDonald has won a place on two National Health Service London Procurement Partnership (LPP) Buildings and Facilities Management Professional Services frameworks.

Under the frameworks the consultant will be able to tender for projects up to a value of £5 million. LPP is a membership organisation founded and funded

by NHS organisations to help the NHS maximise investment in patient care and assist local trusts to deliver high-quality services.

TFT adds M&E with Wye Independent building and property consultant Tuffin Ferraby Taylor (TFT) has acquired consulting mechanical and electrical (M&E) engineer Wye Solutions of Bristol.

Wye Solutions specialises in technical due diligence and dilapidations, and numbers Siemens, Highcross Strategic Advisers and Ashdown Phillips among its clients. The acquisition, for an undisclosed sum, enhances TFT’s M&E offering.

Lyons quits as Serco chair Contractor Serco Group’s Alastair Lyons is to step down from his position as chairman of the board.

He will leave once his replacement has been appointed.

The announcement came a week after Serco published its Contract and Balance Sheet Review, and reported a pre-tax loss of £7.3 million in the first half of 2014.

Serco has admitted making “poor judgements“ on how much risk it accepts within contracts, consequently finding it “hard to control costs“.

FM WORLD | 4 DECEMBER 2014 | 13

27/11/2014 15:37

FM EVENT BIFM IRELAND CONFERENCE

WORKPLACE, PEOPLE AND YOU The 18th annual BIFM Ireland Conference, held at Titanic Belfast, saw a record number of delegates and exhibitors. Lucy Black reports his year’s BIFM Ireland conference’s theme was “Workplace, People and You” and it considered the changes that technology is driving – and how FMs can successfully manage the results.

BIFM chief executive Gareth Tancred began the day by asking delegates to consider what impact they were making in their own organisations and what they could do to improve, linking this to the BIFM’s mission, vision and values statement. Tancred also updated his audience on the institute’s work, expressing his confidence in FM’s future.

Cathy Hayward of media agency Magenta Associates spoke about using social media as a tool for increasing organisational effectiveness. It’s just one part of a company’s communications activity, but social media is omnipresent. It has many benefits, from being able to access senior people in organisations to allowing smaller companies to punch above their weight in gaining brand recognition. But the importance of content, timing, a knowledge of your audience and a plan for maintenance of social media accounts is key to them working well. The downsides were also covered, including how to handle negative campaigns (the first rule is don’t panic!). Using humorous examples to help make

T

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the points, both experienced users of social media and complete novices heard something to take away. And many started practising at the conference (during the day the conference had a reach of 64,000 people on Twitter).

Workplace strategy Adryan Bell, director consulting, Global Workplace Solutions at Johnson Controls, was next up. He considered whether the benefits of changing accommodation strategies have been realised, and explained what he felt still needs to happen.

Although it’s not possible to demonstrate a clear link between workplace strategy and productivity, improvements can be made that can be assumed to have a net positive impact on staff productivity, for example, noise reduction. But workplace strategy has been driven by efficiency not productivity, said Bell. This meant a focus on driving down costs rather than the issues that could boost workers’ capabilities.

With technology as the main driver of office productivity, the stages of the workplace journey over the past 20 years have seen the introduction of open-plan offices, reduced space standards, break-out spaces, hot-desking, and now flexible working – “because home has become the only place people can get work done”.

Northern Ireland BIFM committee: Dan Uprichard, FM consultant; Danny McAuley, Aramark, Wilton Farrelly, H&J Martin Integrated Services; Jacqueline Byrne, HBE Risk Management; Stephen Welch, BIFM Ireland region chairman; David Boyd, JD McGeown and James Sterling of H&J Martin

But if work can be done anywhere, why come to an office?

FMs, Bell suggested, need to create workspace experiences for people with associated models of service provision to attract them back to the office. Bell believes productivity is achieved “by offering the choice to work in the most effective way, in the most effective place and at the most effective time – all enabled through technology and a supporting workplace strategy (and organisational culture!)”

Linking to Bell’s contention that technology drives productivity, Nigel Miller of Cordless Consultants posed the question “Why is IT an FM Problem?”

Technology underpins how workplaces are used, encompassing building services automation as well as increasing staff efficiency, customer satisfaction, costs and the ability to attract and retain staff. In many organisations and buildings, these technologies are increasingly coming under the remit of FM – service teams now incorporate a range of services.

Activity-based and flexible working require supporting technology, with sophisticated room booking systems that enable a more effective use of space, and security and workplace operations that are increasingly based on IT-related services and technologies. Furniture has developed to support increased use of IT; video conferencing suites were familiar to many in the audience. The impact of the ‘Internet of Things’ will have a big impact on FM in the near future.

The final speaker was Jane Hirst, The People Specialist,

who discussed managing people through organisational change.

Her focus was the impact on people. Two-thirds of change programmes are believed to fail because the emotional impact on staff is not taken on board.

While crises can help galvanise teams, in other situations it can be harder to deliver. Communications campaigns usually need to be amplified to make sure people really understand the messages given, because otherwise rumour fills the gaps. Staff need a combination of support and challenge to bring about high performance, particularly in a time of change – training to help them increase and change their personal comfort zones is critical.

People also need to feel valued and competent to do future jobs, to overcome fear of change.

Managers must share with staff a vision of where the team is going, acknowledging that some people will lose out and acting as a role model as key elements of delivering successful change programmes.

The day ended with a panel taking questions from the floor.

Speakers were joined by BIFM chair Julie Kortens.

From 2015 the conference will switch annually between venues in Dublin and Belfast, emphasising the region’s coverage of the whole of Ireland. FM BIFM IRELAND AWARDS Best Project - BS Holdings, Going Green in Charles Hurst Best FM Team – Titanic Belfast Best Professional – Edwin Fleming, Sodexo

www.fm-world.co.uk

27/11/2014 15:56

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24/11/2014 17:21

FM OPINION THE DIARY COLUMN JOHN BOWEN

“THERE ARE ALWAYS GOOD STORIES FROM FM AND MAYBE WHAT IS NEEDED IS SOME IMPETUS IN GETTING THEM WIDER COVERAGE”

NHS Trust

University Estates

Local authority

John Bowen is an FM consultant

SPREAD THE G OO D NA M E O F FM

ur sector is a vital cog in UK industry’s works. So why do FMs still hide their lights under a bushel? asks John Bowen

O

Last week I was reading in the Evening Standard about Hoppers, Roamers, Homeshorers and a few other monikers that I was more familiar with. The article talked about how a London-based organisation had addressed its accommodation needs for today.

It was a good story, but the lead person was identified as the ‘Internal Communications & Brand Director’ rather than the FM. Now it may be that the FM team has had a big involvement

and it was just that the IC&B person had put the story out to the media, but there was no mention of FM and that was a shame because we could do with having a higher profile.

In the same week a Twitter conversation I was in came up with the comment that perhaps the business community did not trust FM enough to hand it the big projects. Sad, but clearly true in some cases – but why? Is it that FMs like to keep their heads down

and just get on with the job?

There are always good stories from FM so maybe what is needed is some impetus in getting them wider coverage.

Every internal comms person I’ve worked with has been looking for positive things that can be put out internally and externally – FMs need to start cultivating theirs. So seek them out and see what you can do. Make sure that you and your team get a plug in whatever they use.

Another avenue is the boss, whoever that may be for any given FM team. Senior managers like solutions rather than problems and FMs have enough of the latter to flag up, but they

can also use those good news stories here too. Yes, the boss should know them, but a reminder doesn’t hurt and anything that helps bragging rights at the top table is usually welcome.

Some are always going to find self-promotion hard, but if enough FMs can break through, then we should be able to get the profession the recognition that it deserves as a contributor to organisational results. It’s a year since I challenged delegates at BIFM’s Scottish conference to light a fire under the industry; what can you do to contribute?

BEST OF THE WEB Views and comments from across the web How seriously do FMs take Legionnella control?

(BIFM group) Dennis Kelly: In the years I have worked and consulted in this area one thing always comes out – the more interest and commitment the key person has, then the better the level of compliance. Managers can make things happen and those that care have staff that know what they are doing.

Haydn Harris: One thing I 16 | 4 DECEMBER 2014 | FM WORLD

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find common is many FMs are happy to lump in their cooling tower treatment, cleaning and Legionella Risk Assessment into one contract from the same company. I find this very bizarre as by comparison we tend to find that most good FMs actively seek a Legionella Risk Assessment of their domestic systems from someone other than the company supplying their monitoring and tank cleaning.

Ned Binding: as a senior

NHS estates associate director, the management of Legionella is simply one of the biggest potential show-stoppers! It is one specific area of our work that has kept me awake at night. My advice to anyone involved in any level of estate management is to not ignore the risks associated with Legionella bacteria in any of their cooling towers or water systems.

What are you biggest fears when it comes to

solar power? (FM group) Paul French: Investing in equipment that doesn’t have the capacity to perform at high levels over a prolonged period with little or no maintenance.

Mike Kelley: A quick Google search turns up a lot of negative articles about the durability and efficiency of the panels.

It also turns up some positives. What are the uninitiated to believe?

Does it work as seamlessly as the current system?

Or will it become another

headache for the building manager or homeowner?

Oscar Pogarin: Cost – anything with a payback of over six years is frowned at. Some take the waitand-see attitude, hoping the technology will improve in those 5-6 years and they will get a better technology, or get cheaper. Also, location and look – some don’t have the required roofspace or can’t afford an ‘ugly’ installation on their property. www.fm-world.co.uk

27/11/2014 11:32

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

BEST OF THE

FMWORLD BLOGS Paying the Living Wage: Transparency makes it happen Charlie Mowat, The Huffington Post) The Equality and Human Rights Commission (EHRC) report The Invisible Workforce says low pay is the biggest issue in the cleaning industry. I’ve also been following the TUC’s campaign, ‘Britain Needs a Pay Rise’, and I was encouraged to see Bank of England Governor Mark Carney speak at its conference, backing the living wage.

Campaigns should increase their focus on businesses to persuade more companies to get on board, such as the work the Living Wage Foundation are doing to accredit employers. In my industry that’s not easy; the EHRC echoes a lot of what I’ve experienced with my company The Clean Space, for example the fact that decisions on pay rest with clients, who often put pressure on cleaning companies to cut costs.

But recently I was negotiating the renewal of a contract with a client who had always been focused on cost. In this negotiation I had been completely transparent about where the cash from their monthly invoice was distributed – including the pay rates of his cleaners. Seeing this information had a dramatic effect. He chose to pay more for our services on the proviso that the extra money go to the cleaners.

We agreed and have committed to sharing copies of the cleaners’ payslips (with permission) to continue that arrangement. It shows how useful transparency is in prompting people to consider issues like pay.

A survey by KPMG found half of those asked would pay more for goods and services if the money was going to employees; 40 per cent of consumers would also switch their loyalty to another company if their favourite brand didn’t pay a living wage. Only 13 per cent said they didn’t care about staff pay when shopping. I believe the more people get to know who pays a living wage, the more they’ll vote with their wallet.

Read the article in full at www.tinyurl.com/nvs3rnv

How do you deal with office temperature issues?

Andy Whiteley, International Workplace Despite its mild introduction this year, winter is often the toughest season in the office. As it becomes colder there are often office battles over climate – while some shiver, others remain toasty warm.

Air conditioning and heater hire specialist Andrews Sykes published the results of a survey revealing that office climate control woes could be costing the economy in a serious way. As FMs struggle to cope with the ever-changing workplaces and workforces, the impact of poor climate control can be felt by both staff and the bottom line. Andrews Sykes created a visualisation to summarise the impact of mismanaged office temperatures.

Similar to the summer, more than half of employees felt dissatisfied with their offices’ temperatures, feeling that during the winter the mercury was that bit too low.

Women are more likely to feel the chill; nearly 10 per cent resort to a hot water bottle to stave off the cold. Men are only half as likely to say it’s too cold.

But Andrews Sykes said employees should ask for the FM’s guidance when plugging in power-consuming devices such as heaters. For reference, it included a notable temperature scale. Notable points include 16°C, which is the minimum legal temperature for an office in the UK (13°C if there’s vigorous work being done), whereas the Chartered Institute of Building Surveyors cites 20°C as the recommended thermostat setting. It’s important that FMs are kept abreast of employees’ comfort levels, so that they may best adjust for different preferences.

Read the article in full at www.tinyurl.com/oacyb39

www.fm-world.co.uk

17_Opinion.indd 17

FIVE MINUTES WITH NAME: Jim Taylour JOB TITLE: Designer and ergonomist, Orangebox

There’s a perfect storm brewing in terms of the ways in which we’re working. With my ergonomic hat on, I am keeping track of the pace of technological change – and flexible working is having a huge effect.

By 2015 there will be 1.3 billion people who can work anywhere, who won’t be tied to a single location. And there’s a perceived improvement in productivity associated with that. Both bosses and employees alike prefer flexible working.

Co-working spaces are increasingly important.

We may even see a rebirth of our high streets as hosts to a new generation of workplaces.

What’s missing from all the research at the moment is the impact of tablet in school environments. Not one study has looked at the health implications of the dramatic rise in tablet use on a growing human.

Only 15 per cent of employees are sacked because of a lack of competence. The remaining 85 per cent go because they don’t fit in. Seventy per cent of all conflicts in the workplace are based on not what people are saying, but how they say say it.

Physical conditions such as back pain are no longer the biggest cause of long-term absenteeism. Stress has become the workplace’s greatest hazard.

I’m interested in the psychology of noise.

We can all filter out the impersonal babble when we’re working away in a coffee shop or other impersonal space – that’s easy to deal with. But in the office, where that chatter is likely to be about topics that involve you or your work, you’re bound to get distracted. A study by Gensler in 2013 showed that 77 per cent of us prefer to be working in somewhere quiet when we need to focus.

FM WORLD | 4 DECEMBER 2014 | 17

27/11/2014 11:32

FM EVENT

FM’S DNA

JAMIE HARRIS

FM DNA: NATURE OR KNOW-HOW? Are facilities managers born great?

Do some achieve greatness, while others have greatness thrust upon them? One current and five former facilities managers of the year sat down together recently to debate the issues of nature vs. nurture in FM

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S

ix facilities managers of the Year award winners gathered recently at the Royal College of Obstetricians and Gynaecologists in London for a special BIFM People Management special interest group meeting. The topic? What stand out as the characteristics of a truly exceptional FM. Recently crowned ‘FMOTY’ Chris Newton, employed by Mitie on the Lloyds Banking Group contract, spoke of his growth as an FM and the steps he took to become an award winner. A lively presentation and panel debate followed, with Newton joined by 2013 winner Deborah Rowland, 2010 winner and current BIFM chair Julie Kortens, Tricia Stanley (2008), Andy Kelly (2007) and Dave Richards (2003).

A workshop involving all those ppresent came up with a list of characterstics including emotional intelligence, patience, flexibility

and a pride in the organisation.

Being a good influencer, commercially aware and a good collaborator were also cited. Being a diplomatic and inspirational influencer of behaviours were other key attributes.

Are strong FMs born as such, or is it a skill that can be taught?

Julie Kortens: “Yes, you can transform people (into strong FMs), but [one of our characteristics is that] we want to be transformed, we want to change. You’re generally born with respect for other people or you’re not. You can tweak people’s behaviours; but generally I think to be really successful you are born with the DNA of an FM.” Dave Richards: “When things are not going well, people look for someone to grab to make things right. I don’t think that’s something you can teach.” www.fm-world.co.uk

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Julie Kortens: “Wendy Cuthbert phoned and asked me if I thought she should go for it [enter for FM of the Year]. Chris Stoddart asked me the same thing.

So there was a humility to them.”

Inspiring a generation Dave Richards: “Young people really have to be inspired by people to get something from them.”

Chris Newton: “At the moment, we’re not bringing through enough young talent.”

Chris Newton: “You can teach the technical skills, but you can’t teach the softer skills.”

What did entering the BIFM Awards do for you?

GRAHAM WHITE

Deborah Rowland: “Going through that process instilled more self-belief in me. I think I grew just by entering.”

Tricia Stanley, 2008’s FM of the Year: I didn’t feel like I was talking about myself; I saw the award as a result of all the people in my team, not just something belonging to me.”

Dave Richards: “I was on the judging panel when Tricia won in 2008. The thing that appealed to me most was the way that she almost fel t embarrassed telling us about all the things she’d achieved. I think it’s great that people are self-promoting, it’s better sometimes that you don’t.

Quality talks.” www.fm-world.co.uk

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(Left to right) Deborah Rowland, Tricia Stanley, Dave Richards, Julie Kortens, Andrew Kelly and Chris Newton

Julie Kortens: “Does it really matter whether we can describe comprehensively what FM is? We should celebrate the fact that it’s so broad, so inclusive and that there are so many opportunities.

When I talk to kids of today, I tell them to come and join FM. You can work in catering, security or whatever it might be, and we will train and nurture you so that you can be a leader of the future.”

What one thing would you change?

Deborah Rowland (2013): “We have to start working better with procurement.”

Dave Richards (2003): “Our approach to work-life balance: we focus on grinding out excessive hours and mistake that for productivity.”

Chris Newton (2014): “I’ve got to release control, to empower people to make decisions and let those teams flourish.”

Andy Kelly (2007): “To get my senior management team to take a step back. It’s not all about the bottom line, it’s about the service you deliver.”

Chris Newton is BIFM’s reigning FM of the Year

CHRIS NEWTON’S QUOTES

“86 PER CENT OF COSTS ARE PEOPLE” “FACILITIES MANAGEMENT IS ABOUT LEGENDARY CUSTOMER SERVICE” “THE NUMBER OF SERVICES WE SEEM TO BE HOOKING ON TO OUR FACILITIES MANAGEMENT SERVICE – ENERGY, DATA CENTRES, REPROGRAPHICS, TRANSPORT AND TRAVEL MANAGEMENT – CONTINUES TO GROW”

Julie Kortens (2010): “There isn’t a thing I would change about what I do!”

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FM FEATURE

BIFM AWARDS: FM EXCELLENCE IN A MAJOR PROJECT

MARTIN READ

I

n the aftermath of their joint bid’s success in the FM Excellence in a Major Project category, two people are literally beside themselves with happiness at the result.

Tristam Slater, contracts and performance manager at King’s College London and David Carr, managing director of Bouygues Energies & Services FM, talk in turn about the compromises and calculations each had to make, and it’s this theme – of client and contractor at one in their approach to the demands of a changing customer base – that we return to frequently when discussing the 2013 accommodation efficiency review that led to their awards success.

Agreed at the turn of the millennium, the PFI contract covered two buildings on different King’s College campuses: Old Hunt’s House (demolished and entirely replaced) at Guy’s and the Franklin-Wilkins Building (refurbished) at Waterloo.

The deal included lifecycle replacement and operational FM at both locations over a 25-year term.

In 2012, with use of the two buildings having altered dramatically since commissioning – and a mid-way break clause in the partnership just a year away – King’s and Bouygues chose to undergo a root-and-branch review of all aspects of FM delivery. An “aspirational target” of £800,000 a year was set as a marker, but the project has thus far delivered more than £1.1 million in savings. A better governance structure and improved measurement has also resulted.

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ALL THE KING’S MEN

A major review of a 25-year build-and-operate PFI at King’s College London has led to all of the client’s staff, those of contractor Bouygues Energy & Services, and the student end-users themselves, engaging in provision of the facilities service. Martin Read reports www.fm-world.co.uk

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King’s College London was founded by King George IV and the Duke of Wellington in 1829

Tristam Slater (left), performance and contracts manager at King’s College London and David Carr, managing director of Bouygues Energies & Services FM

Changing mindset The world of higher education has changed markedly since 2000, with tuition fees key to students being seen as customers – and demanding customers at that. According to the Association of University Directors of Estates, eight out of 10 students say that facilities are a key factor in choosing a university. As for usage, from an original six days of 8am-6pm opening, the two buildings were now in use late into the evening, seven days a week.

The review started as an ideas jamboree; the review body heard suggestions from customers www.fm-world.co.uk

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(academics and students) as well as other support staff. More than 150 ideas were gauged for their cost and potential impact. Change was both large and small, covering all areas of service delivery – M&E maintenance, cleaning, catering, security, energy consumption and waste management. Some work was as straightforward as wayfinding, with one member of the Bouygues team covering the entirety of the buildings in the guise of a student, asking himself what a student would want to see as signage from every location. Other ideas were more substantial.

For Bouygues, says Carr, “the review gave us the opportunity to think outside the current relationship and look at what else could be achieved by both parties”.

Says Slater: “We started breaking down the buildings into actual and potential usage functions rather than the fact that the buildings were originally designed as research and teaching environments. Our learning and teaching rooms, for example, could be considered high-end meeting rooms within a corporate office facility. So what’s best practice with them?

How do you service them, how do you transpose between meetings to make sure to set up

PFI TERM: 2008- 2032 MECHANICAL AND ELECTRICAL ENGINEERING, CATERING FOR PERSONNEL, VISITORS AND STUDENTS, SAFETY, WASTE MANAGEMENT. KEY FIGURES: 120 ON-SITE EMPLOYEES 60,000 SQ M FLOOR SPACE 5,000 STUDENTS AND UNIVERSITY STAFF 25-YEAR MAINTENANCE CONTRACT

for next function, what layout and technology do you need?

Our atriums and libraries are essentially large public spaces, so we started looking at shopping complexes where there’s a transient population moving up and down aisles, operating extended hours.

“The aim was to evaluate our space for what we wanted to use it for, not what it was originally designed to do,” adds Slater. “I’ve always seen our open spaces atriums just like a shopping centre, airport or train station. For 50 minutes in the hour nobody uses them, then suddenly you’ve 2,000 FM WORLD | 4 DECEMBER 2014 | 21

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FM FEATURE

BIFM AWARDS: FM EXCELLENCE IN A MAJOR PROJECT

people coming through, charging phones, visiting the café and moving through space. What could we learn from others about that?”

The King’s team also visited its sister universities in the US. “The learning from that was about how we taught staff to engage with students; how our students’ education experience is directly affected by the facilities they’re getting.”

Twenty-five per cent of Bouygues FM activity in the UK is in the higher education sector.

For Carr, the work in the King’s College review represented “a sea change in terms of our how we deliver services”.

From a King’s perspective, Slater is effusive about the level of buy-in from the contractor.

“From our point of view, the way the review was managed and the level of depth and engagement that Bouygues had to go through with our internal stakeholders meant they had to have a lot of new conversations.

That level of engagement happened during the process, and now if you ask anyone in our user population they will rattle your ear off about what their part in it was; we had really engaged stakeholders.

FMEA focus One unusual aspect of the review was a change management tool used primarily in the production sector. Failure Mode and Effects Analysis (FMEA) was introduced as part of the review to assess the condition of M&E equipment.

“It’s based on assessing whether a piece of equipment can fail, what causes that failure and what constraints such a failure might cause,” says Slater.

“The entire model is based on risk prevention.”

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our air handling units to establish their run hours, which were fired in what sequence, which had most demand. In doing so they gathered huge swathes of information to help us evaluate the criticality of our plant.”

All of this information on demand is now fed into King’s design specification process so that instead of like-for-like replacement there may be an opportunity to introduce

MARTIN READ

more efficient kit. Slater says: “The data allows us to build redundancy into the critical elements. It’s a much more efficient and robust system.”

And the FMEA approach has other, less immediate benefits.

“I once watched a Bouygues engineer talking with one of our academics about the FMEA model and how we maintained the robustness of our systems,” says Slater. “He had all these

“It’s the security guards and cleaners who’ll see energy just going out of doors. Training them to go around with their eyes open, feeding back what’s happening, makes quite a difference”

New Hunt’s house, to the right of this picture, was one of two PFI buildings reviewed

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England’s fourth oldest university serves nearly 26,000 students from 140 countries across five campuses

Caption

sheets out, explaining what he was doing to this piece of kit to ensure it wasn’t going to go down and thus compromise his research. He was even explaining what the redundancies were on our back-up generators.

FMEA gave him a great tool to talk through our risk mitigation strategy with an end-user who doesn’t have an engineering background. I thought it was absolutely brilliant.”

Crosstown traffic Another key change saw Bouygues maintenance staff, previously fixed to the King’s contract, allowed to service other clients in the area.

Slater says. “They worked pretty much all time in our buildings, and we realised that this was preventing them from being economically efficient in deploying their resources.

Like the changing nature of the audience and building use, the arrangement was typical of early PFI models. But by moving to a demand-driven approach, Bouygues gets to be more economically efficient in its deployment of personnel while King’s benefits from the greater www.fm-world.co.uk

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experience of a wider pool of engineers and mechanics. There’s a cost saving for King’s, too.

Carr says: “The flexibility helps us. Our model is to perform as much self-delivery as possible. Shared expertise across our client’s sites means less reliance on sub-contractors.

It’s about a focus on output.”

“We didn’t go into it blindly,” adds Slater, “we reviewed our SLAs and put the necessary checks and balances in.”

With energy prices predicted to spike wildly in the short term, the review also looked at new ways to finance shorter-term energy improvement initiatives – involving an innovative use of the lifecycle fund.

“In the current investment market we’re not seeing a return on this money invested in our lifecycle account, on either side,” says Slater. “Looking at our risk profile once we’ve gone through the current tranche of lifecycle replacements, a lot of that money will still be sitting there for eight years. That’s a lot of capital not working for the best use of the college.”

That capital, agrees Carr, will be put to much better

and more immediately significant use by targeting energy consumption through measures such as changing burners in boilers, upgrading the building management system, checking the performance of the laboratories’ fume cupboards and even changing how the buildings are metered to better track energy leakage or excessive use.

Behavioural change There’s also a behavioural change aspect to this spend, says Carr.

“In terms of engagement, it’s the security guards and cleaners in their everyday work who’ll see examples of energy being wasted. Training them to go around with their eyes open, feeding back what’s happening to our management team, makes quite a difference.”

And that’s where the intelligent client comes in, says Slater. “We needed to help the Bouygues team feel they could challenge us as well. Previously, their attitude was not to ask the client why the lights needed to be left on in a particular building.”

Solving this issued involved King’s College’s customer service

training programme, ‘Fit for King’s’. As part of the review, an abridged version of the programme was designed for Bouygues staff. This, says Carr, has been hugely influential.

“For me, this training is a big part of the change programme.

From Bouygues’ perspective it gives our employees the skills they need to question things.”

There’s also been new blood injected into both the King’s College estates team and into the Bouygues on-site team.

Says Slater: “We recognised early on that Bouygues having a general manager on their side slightly removed from the King’s side wasn’t going to work. We were hamstringing him. He couldn’t make changes as fast or effectively as he would have liked – that level of separation just wasn’t working.

“So we made a decision at King’s to man-mark the Bouygues FM. We appointed a new PFI manager on our side, and today the two of them pretty much work side by side.

It’s a constant conversation.

Bouygues’ regional director Glyn Newby agrees that the change has helped to speed up decision-making significantly.

“What paralyses us as an FM company is getting more than one instruction from the client.

But now there is a very clear management team to go to.”

Just after the BIFM Awards, King’s College had its annual ‘Student Union Rant Week’, during which students detail any concerns they have.

Testimony to the success of the project is that what used to be complaints are now merely questions about why things are done in a particular way – a far healthier response, and one that indicates how King’s College’s students are, it seems, now as engaged in the facilities service as the FM suppliers. FM FM WORLD | 4 DECEMBER 2014 | 23

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FM FEATURE

BIFM AWARDS: IN-HOUSE FM TEAM OF THE YEAR

nsuring that their stores are maintained to the highest level is critical to the success of any retailer.

The traditional approach is to outsource the job to external maintenance contractors, which guarantees a level of expertise, but can result in a lack of communication, structure, and affect the overall fix times.

In 2010, Tesco took the unique decision to bring all of its maintenance provision in-house.

This has created a much closer interdependent relationship between maintenance and retail colleagues and enabled them to introduce a more efficient maintenance system; improving the shopping experiences of Tesco’s customers.

Alan Smallman, head of operations, explained: “From 2010 we increased the number of technicians to provide a stronger support network across the business and improve our operating model.

“We recognised the opportunity to improve our proactive maintenance regimes and better utilise our technician base. Once we’d identified that the existing style of maintenance had reached a plateau, we looked at ways to make improvements, ensuring we maintained our position as an industry leader.”

Today, the operations team is made up of 854 dedicated store technicians who work alongside 60 group maintenance manages (GMMs). There are also six format maintenance managers (FMMs) who lead all Tesco Maintenance Formats.

This arrangement has greatly enhanced the service provided and improved communications between retail and maintenance.

The Tesco estate also

SARA BEAN

TESCO

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encompasses a range of buildings, including hypermarkets, neighbourhood stores, large Dot Com distribution centres, office and bank buildings, coffee shops and restaurants. The sheer diversity of the estate presents a range of challenges for Tesco Maintenance to contend with.

In 2010 it mirrored Tesco retail’s approach and gave the teams specific store types to look after. This meant that not only would the right type of technician be allocated to the right store, but store directors would have one GMM as a point of contact.

“The biggest impact of our new ways of working was our change in perspective, and the realisation that while our primary function is to provide

SERVICE IN STORE Tesco Maintenance & Energy’s Format Team has been named the BIFM in-house FM Team of the Year, for its innovative approach to the maintenance of the entire UK Tesco estate.

Sara Bean finds out how the change has benefited Tesco colleagues and its customers www.fm-world.co.uk

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The format team comprises 854 dedicated store technicians who work under 60 group maintenance managers

Store directors have one GMM as a point of contact, which has improved maintenance teams’ appreciation of the importance of customer service

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a great maintenance service for Tesco, our primary customers are the people shopping in our stores.” explains Smallman.

“As simple as that may sound, getting that mentality and culture across has really helped our teams understand the importance of great customer service. It has also helped us to focus on and understand what matters to our stores and our customers.”

This interpersonal relationship has assisted the teams in working closer with their store colleagues, taking part in regular team discussions, with the team much better placed to advise their stores on how to take a preventative approach to maintenance.

Smallman added: “Because the teams are working within a

store or a group of stores, they become much more familiar, not only with the store but with both customers and colleagues as well.

“This means a much better level of familiarity between Tesco retail colleagues and technicians – all of whom are wearing their Tesco badges.

“For example, a technician might say, ‘I’ve noticed that we’re bashing into the loading bay doors, and they’re getting damaged, what can we do to prevent that?’ With our retail and maintenance colleagues working as one team, we can sit down together and organise the reactive maintenance and the proactive preventative plan moving forward. This is why being part of the Tesco family makes such a huge difference.”

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FM FEATURE

BIFM AWARDS: IN-HOUSE FM TEAM OF THE YEAR

SARA BEAN

A dedicated team of technicians and managers is also responsible for managing the 45 head office buildings, all with an understanding of the particular needs of highoccupancy buildings.

Energy management Tesco Maintenance and Energy work together as one team to understand how and where to save energy – from dimming lights during quieter periods, putting a timer on a bakery oven when it is not used, or educating retail colleagues on when to stop checkout belts running.

Since Maintenance and Energy merged there has been a 25 per cent reduction in refrigeration leaks. The teams treat energy work orders with the same priority as any work order.

The carbon footprint of the Tesco stock is now measured as part of the team’s KPIs. Andrew McMullen, energy performance manager, adds: “Merging the energy team with maintenance has created a real step change in removing utility waste from our stores.

“Since 2013 we have seen a 5 per cent year-on-year reduction in our utility consumption.

Much of this saving is down to the support of our in-house teams providing us with an additional capability and capacity to identify and fix energy waste in our estate.”

Express stores and London region Express stores are a growth area for the main business, and as such, Tesco Maintenance developed its operating model and revised the way it provide planned and reactive maintenance to best suit its convenience stores.

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planning team and a response team, solely focusing on the scheduled visits to stores for preventative maintenance and the overall look and feel. This enables the other side of the team to respond to breakdowns effectively and means that technicians are not distracted from completing preventive works.”

As a result of this initiative, the number of jobs completed by due date has increased by 10 per cent and there has been a 12 per cent reduction in www.fm-world.co.uk

27/11/2014 15:38

Tesco’s estate includes hypermarkets, neighbourhood stores and Dot Com distribution centres, – some of which are open 24/7

the number of jobs passed to external contractors.

“We recognised an opportunity for improvement; London has specific challenges and we needed to respond to the customer needs differently.”

Mark Baker, FMM for London went on to explain: “In London we maintain the full range of stores, from our large Extras to the smaller express stores in the city itself.

“We have to adapt our approach to the needs of each store, based on things like the affluence of the local area.

Meeting the needs of our colleagues and customers in the busiest environment in the UK is a challenge that we relish.”

Finally, Smallman details how staff training and development has been critical in helping to enhance the performance of the maintenance staff to provide a high quality of service.

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“A dedicated team of technicians and managers is also responsible for managing the 45 head office buildings, all with an understanding of the particular needs of high-occupancy buildings”

Tesco’s scale and brought it into maintenance.”

As well as ensuring that staff are upskilled sufficiently to move into to other format areas, a new programme called ‘future service’, headed up by business change project manager Matthew Reeves-Smith, was launched over the last 12 months. This has concentrated on helping to support specialist work streams, such as HVAC or bakery and catering.

“With this process we are working to harmonise our technicians skills to maximise their contribution,” says Matthew.

“If it’s a common issue you might not need a specialist, but if we train our store teams to feed back on the symptoms they can help us ensure that we send the right type of specialist.

“The idea is to upskill our people, helping them understand what breakdowns they can fix and what to pass on to our specialist contractors.

This enables them to repair breakdowns faster in store and only send request specialists when necessary, this gives us better use of our resource and faster fixes.”

Training has also been extended to the management teams – who all go through the same Tesco leadership and academy programmes that are offered to their retail colleagues.

Its alignment with Tesco Retail has underpinned the success of the teams and has enabled them to provide the best possible service to each store.

As the BIFM judges remarked, its strong leadership skills have provided direction to a large multi-skilled team that delivers exceptional customer service and value to Tesco. FM FM WORLD | 4 DECEMBER 2014 | 27

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FM FEATURE

LEASES AND THE LAW

JANE WIGGINS

LEASEHOLDS AND THE LAW

Those who rent a property for their business have responsibilities in law, depending on the lease. And as Jane Wiggins says in this extract from her book, ‘The Facilities Manager’s Desk Reference’, those responsiblities depend on the lease.

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PROPERTY LAW

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or assigning their interests. In the commercial property market, occupational leases are normally granted for any period from one to 25 years. The length of the lease depends upon the respective requirements of the owner and the potential tenant.

There is often a conflict in the requirements of a lease between the landlord and the tenant. Landlords seek security and growth in income, which can be achieved by letting to an established tenant for a lease of reasonable length. Tenants may see things rather differently. In selecting premises for occupation they may be concerned with flexibility in their leasing arrangements, and may be looking for clauses in the lease that allow it to be ended at short notice before the contractual term expires.

Lease documents in the UK will run to many pages, so the facilities manager needs

to check all sections carefully.

There is potential to negotiate terms in all sections in a UK lease. However, in other EMEA countries, the situation could be very different. For example, leases may be shorter – such as six plus six years; or five plus five years. The use of codified documents in Europe provides a more straightforward process, and there is no negotiation on any elements.

Long leasehold interests Longer leasehold interests are common in the residential market and leases of 99-125 years are often found, particularly for flats or maisonettes. Leases of similar length are found in commercial property. Long leases are granted on land and property because the lease covenants allow the freeholder to exercise more control over the use of the property than if it were freehold.

FMS AND THE LAW Property law in the UK is one of the most complex and everchanging fields of legislation, and much of it is vital knowledge for facilities managers. FMs need a broad understanding of property law, contract law, planning legislation, leases and licences, and landlord-and-tenant issues.

The main legislation is the Landlord and Tenant Act, The Town and Country Planning Act, The Building Act with associated Building Regulations, Defective Premises Act and the Occupiers Liability Act. Those managing premises elsewhere in the world will face a range of local laws and regulations. Getting expert professional guidance is critical.

More detail, and a further 38 chapters of desk reference material, appears in Jane Wiggins’ Facilities Managers’ Desk Reference.

SHUTTERSTOCK

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he most common forms of property tenure in the UK are freehold and leasehold. There is a separate legal system in Scotland. Freehold is the most secure form of ownership in that it is in perpetuity and there are relatively few limits to the rights of a freeholder to deal with his property.

A freeholder will hold title deeds to prove ownership and by undertaking enquiries about the property before purchase will be aware of any rights held by third parties over the land. Examples of third-party rights could include a public footpath across land or a restriction placed on the use of property by a former owner known as a restrictive covenant and which is legally enforceable in most cases.

Leasehold interests are created out of freehold interests.

Leaseholders can also create leasehold interests by subletting

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FM FEATURE

LEASES AND THE LAW

This is because the lease will comprise a series of agreements known as covenants, which are enforceable between the parties.

The freeholder will in such cases draft the lease to control the use of the land, the size of buildings and even the quality of tenants.

Lease covenants can also be used to control the maintenance of service roadways.

Long leases are acceptable to some developers because the period of 99 or 125 years is long enough to use the lease as a security for loan finance – these types of leases are known as ground or building leases.

For example, many industrial estates are developed on land whereby the freehold is owned by a person or firm who then grants a long building lease for a nominal rent.

Buildings are constructed and then let on standard 25-year commercial leases to tenants.

Once completed and let, the investment can then be sold on the investment market. Thus it can be seen that out of the freehold, several legal interests can be created. For example: ● Owner A is a local authority.

It owns a piece of land on the outskirts of a town that is ripe for development. It does not wish to develop it, but will sell a long leasehold interest in the land to a developer, owner B. Owner B will normally pay a sum of money for the long lease and also a nominal annual rental often known as a peppercorn rent.

SHUTTERSTOCK

● Owner B then develops industrial units in accordance with the terms of the ground lease. ● Owner B lets the buildings on 25-year leases to business occupier C and receives an annual rental. ● Owner B will then sell the

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JANE WIGGINS

“Landlords seek security and growth in income, which can be achieved by letting to an established tenant for a lease of reasonable length. Tenants may see things rather differently” completed and let development to D, an investor, for a capital sum. ● It should be borne in mind that other arrangements could take place in future. Occupier C may sublet or assign his interest to another, if permitted in the lease.

Turnover lease This type of lease is common in retail, and widely used in the US. A feature of this arrangement is that the rent is calculated by reference to the turnover generated at the premises.

Turnover rent usually forms only part of the total rent payable. The principal type of turnover rent arrangement is where the tenant pays whichever is the higher of a base rent (usually between 70 per cent and 80 per cent of the open market rent).

However, as a turnover rent offers a measure of protection for tenants in the event of difficult trading conditions and, to the extent that it reduces the risk of tenant insolvency in such times, a landlord also gains some advantage. These types of leases are likely to become more common in the current economic climate.

Green leases With increasing focus on sustainability and carbon reduction in the built

environment, property managers and lawyers have developed green leases to encourage owners and occupiers to work collaboratively to agree energy, water and waste reduction strategies. These arrangements will help both parties reduce operational costs, comply with legislation and enhance their corporate social responsibility.

This new type of lease addresses energy efficiency and sustainability issues throughout the whole lifecycle and management of a building. The requirements to provide Energy Performance Certificates/Display Energy Certificates means the parties must work together to achieve optimum building performance. Other driver factors to further the demand for green leases come from the Energy Act 2011 and the provisions that deal with specified energy ratings for buildings and the prohibition on letting buildings below a specified rating; The Climate Change Act 2008 and the Carbon Reduction Commitment (CRC) as well as the Green Deal.

The Better Buildings Partnership has created a toolkit of best practices, a sample MOD and a model form of relevant clauses to create a green lease.

The practices cover sharing of data on water, energy and waste; setting joint targets for waste reduction, water and energy

consumption; establishing a Building Management System (BMS); creation of a handbook or plan covering range of sustainability issues; use of metering; alternations to improve environmental performance and overall maintenance. The British Property Foundation has developed other useful resources – the Landlord’s Energy Statement and the Tenants Energy Review – to assist gathering data required for the Display Energy Certificate.

Licences It is important to distinguish between a lease and a licence because a lease can often give rights of security of tenure and prevent the landlord from gaining occupation except on certain limited grounds. An agreement has to be carefully drawn to constitute a licence, and many licences will in fact be leases.

A lease is a proprietary right, whereas a licence is a mere personal arrangement. The nature of the agreement together with the intentions of the parties, rather than any name attaching to the agreement is crucial. The interpretation of commercial occupation as a lease or licence is often unclear. Professional legal advice should be sought. FM This article is an edited exerpt from The Facilities Manager’s Desk Reference, Second Edition, by Jane Wiggins, published 2014 by John Wiley & Sons. Readers of FM World can obtain a 15 per cent discount on this or five other FM reference titles when they go to www.wiley. com and use the promotion code ATFM4.

15% OFF

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27/11/2014 17:38

Only weeks remain!

For HCFC R22 From the end of 2014, the use of the popular air conditioning refrigerant R22, for equipment service and maintenance purposes, becomes illegal.

R22 units awaiting replacement

ISE ADVEVERTRTISE YOU AD E WWISISEE WWHHEEN YO BBE

For older cooling plants still operating with R22 refrigerant, be they industrial, process or commercial, time really is running out!

FM WORLD is the only officially audited title in the market

Space Airconditioning plc, independent distributors of Daikin Europe for over 34 years, has a dedicated advisory team ready to offer assistance with a range of R22 equipment replacement options and we can even arrange low-cost finance packages, call us NOW on 01483 504 883.

FK 123x91.indd 1

31/10/11 12:17:19

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

01483 504 883 R22@spaceair.co.uk www.spaceair.co.uk

Our ABC Certificate provides accurate, independently verified circulation figures, giving you confidence in your advertising investment.

© 2014 Space Airconditioning plc. SA102135-10.14

If you want to reach 12,744* facilities professionals contact: jack.shuard@ fm-world.co.uk or call 020 7880 8543

CIRCULATION UP 7% YEAR ON YEAR *Circulation figure relates to period from Jul ‘13 to Jun ‘14

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

W MWorld FM www.fm-world.co.uk

U K D a i k i n d i s t r i b u t o r f o r o v e r 34 y e a r s

N O B O DY K N OWS DAI KI N B E T T E R

FM WORLD | 4 DECEMBER 2014 | 31

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24/11/2014 17:20

www.fm-world.co.uk

BUYERS’ GUIDE TO FM SERVICES 2015 The most comprehensive directory of suppliers to the UK FM marketplace is now in its 10th year!

READ BY OVER 33,733 FM PROFESSIONALS

Out February 2015

With a range of affordable advertising options, the FM World Buyers’ Guide to FM Services 2015 is the simple and effective way to get your company noticed by potential customers when they are actively looking for a supplier.

Endorsed by the British Institute of Facilities Management • Contact details for all major FM suppliers • Handy A5 format

The FM World Buyers’ Guide will be distributed to over 15,000 key industry personnel throughout the year. In addition all entries will be automatically hosted online at www.fm-world.co.uk – giving suppliers additional exposure to the FM market.

Standard Listing - Up to 3 sections free COMPANY NAME Region: London

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Region: London Tel: 020 7880 6229 Website: www.mywebsite.co.uk E-mail: contact@thisemail.com Address: Address here, area etc Profile: FM World is the official magazine of the BIFM. It is a fortnightly publication reaching in excess of 12,744 BIFM members and includes features, news and the best selection of UK job vacancies.

For more information contact Jack Shuard • 020 7880 8543 • jack.shuard@fm-world.co.uk

p32_FMW041214.indd 2

26/11/2014 09:53

FM MONITOR MARKET INTELLIGENCE

INSIGHT ECONOMY

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.

4 FACTS ABOUT MANUFACTURING IN THE UK

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

JOBS IN THE UK MANUFACTURING SECTOR THE UNITED STATES IMPORTED

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

Consumer Price Index (CPI): The Consumer Prices Index (CPI) grew by 1.3% in the year to October 2014, up from 1.2% in September. Smaller falls in transport costs a year ago, and price rises for computer games were the main contributors to the rise in the rate of inflation.

Food and motor fuel prices, which have historically been upward contributors, are currently reducing the rate by 0.3 percentage points. Source: (www.ons.gov.uk) EMPLOYMENT

National Minimum Wage NOTE: The following rates came into effect on 1 October 2014: Category of worker

Hourly rate from 1 Oct 2014

Aged 21 and above

£6.50 (up from £6.31)

Aged 18 to 20 inclusive

£5.13 (up from £5.03)

Aged under 18 (but above compulsory school age)

£3.79 (up from £3.72)

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

£2.73 (up from £2.68)

OF UK MANUFACTURED GOODS IN 2013, MORE THAN ANY OTHER COUNTRY.

1978 2014

25% 8%

33_Insight.indd 33

72% OF TOTAL UK BUSINESS R&D SPENDING WAS ON MANUFACTURING ACTIVITY IN 2012, COMPARED WITH 25% ON SERVICES ACTIVITY.

SOURCE: OFFICE FOR NATIONAL STATISTICS

EQUIPMENT RENTAL

WAREHOUSING CONSTRUCTION

EUROPEAN EQUIPMENT RENTAL INDUSTRY 2014

Confidence is returning and demand would suggest that take-up for warehousing in 2014 could exceed 2010 and 2011 levels.

Developers are responding to an improving economy, recovering levels of manufacturing and high levels of demand for warehouse property.

Total demand for warehousing floorspace across all regions rose by around 28 per cent in 2013.

During 2014 most of this has been purpose-built space. Speculative development rose to around 2.1 million sq ft from just 0.7 million sq ft recorded at the same point in 2013, but this was significantly down on the peak recorded in 2007 and 2008.

There is a good demand for larger distribution properties from retailers and third-party operators owing to an acute lack of available space. This is likely to continue as internet shopping increases and retailers distribute their online sales from retail warehouse space. As online sales rise it is expected that this will lead to a major change in the logistics market, as internet retailers invest in major developments. Retailers continued to drive the warehousing market in 2014 as discount grocers such as Lidl and Aldi continue to expand.

In a country-by-country analysis over 12 European countries for 2013 the total size of the European equipment rental market (without operators) was ¤22.63 billion, a rise of 1.0 per cent at constant exchange rates over 2012.

The estimate for 2014 reveals an increase of 2.8 per cent at ¤23.25 billion at constant exchange rate over 2013.

The 2015 forecast is for an MAXIMUM GROWTH IN UK increase of 2.6 per cent at ¤23.86 WAS ALMOST billion at constant exchange rates +10% over 2014.

As with the overall economy, national rental markets across Europe remain very wide-ranging, showing large differences between countries in 2013 – for example, maximum growth in UK was almost +10 per cent, and the maximum MAXIMUM decrease in Poland at -19 per cent.

DECREASE IN

10%

-19%

SOURCE: ERA/IHS GLOBAL INSIGHT

www.fm-world.co.uk

14.1%

£32 bn

Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 19 November 2014.

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

THE NORTH-WEST CONTRIBUTED THE MOST TO UK MANUFACTURING TURNOVER IN 2012:

POLAND AT -19%

SOURCE: AMA RESEARCH

FM WORLD | 4 DECEMBER 2014 | 33

27/11/2014 15:40

FM MONITOR RICHARD ROBINSON

Richard Robinson is a solicitor at corporate lawyers Shulmans LLP

LEGAL UPDATE DIL APIDATION S CL A I M S

ichard Robinson specialises in property issues. Here, he discusses what dilapidations claims could mean for FMs and how to mitigate the potential risks and costs involved

R

What is a dilapidations claim?

Dilapidations is a claim for damages for alleged failure on the part of the tenant to comply with the repairing (and other) covenants in a lease which is usually pursued by landlords after tenants have vacated property at the end of a lease.

The landlord prepares a “schedule of dilapidations” that is served on the tenant. This may be followed by a period of negotiation and a settlement of the claim may be agreed. This simplistic approach can result in unnecessary and significant expenditure by tenants.

What is involved in a claim?

In a dilapidations claim a landlord of leased property often seeks to recover monies from a tenant at the end of a lease either to fund the repair of the property (so that it has the best chance of re-letting the property) or simply to bank the cash for other purposes.

However, a landlord should be wary of this approach and consider whether actually what they are claiming is damages that are properly recoverable at law as a consequence of an alleged breach of contract (in the lease and other lease documentation). If it is not, 34 | 4 DECEMBER 2014 | FM WORLD

34_Legal.indd 34

they will not be entitled to claim these monies from the tenant and, if a tenant is properly advised, the landlord could face serious credibility issues in progressing the claim.

In order to properly bring or defend a dilapidations claim it is best that a team of professionals is brought together to analyse the tenant’s actual liability. The team is likely to consist of a solicitor, building surveyor and valuation surveyor, but could also require other professionals.

This may look like an expensive team, but the potential saving of thousands of pounds against poorly quantified claims by landlords can far outweigh the cost of expert advice. It is not unknown for landlords to retain advisers to pursue dilapidations claims on the basis of a “no win no fee” arrangement. Such fee arrangements should be approached with caution.

What does this mean for facilities managers?

As a facilities manager for a tenant you may be called upon to look at potential dilapidations matters once a landlord has served an ‘anticipated’ schedule of dilapidations just before the end of the lease.

You may then be tasked with

the almost impossible job of project managing the sourcing of contractors to complete repair works, with very limited time, while space managing employees around ongoing works with all the consequential health and safety and security issues that may come with space management.

The repair works are often rushed and, despite significant sums being spent on those works, the landlord is still able to present the tenant with a further dilapidations claim at the end of the lease.

Thinking ahead is the key to mitigating risk for a tenant and a potential dilapidations claim should be considered 12-18 months before the expiry of a lease.

It may be that a tenant can mitigate its risk by carrying out any necessary repair works well in advance of lease expiry in a manner that makes space management easier. Alternatively, the legal and surveying professional team advising the facilities manager may consider that no works should be undertaken at all because, despite there being breaches of the lease in relation to disrepair, the landlord would still not be able to claim damages for those breaches at law.

For a landlord, forward planning is also key. A landlord may be able to serve interim repair notices on the tenant, in advance of the expiry of the lease, requesting the tenant to undertake remedial works. If the tenant does not undertake these works the landlord may have a right to enter the property, undertake the works itself and claim the costs back of so doing

from the tenant as a debt.

FMs will often have to hand important information that will be needed as evidence in dilapidations cases. For example, maintenance records including test certificates, documentation relating to previous works carried out and photographic evidence of the condition of the property at particular times.

However, FMs should be aware that regular maintenance of a property in line with their company’s own internal protocols will not necessarily mean that their company has complied with the legal terms of their lease. It is likely that regular maintenance will help mitigate dilapidations liability, but professional advice should still be sought early to consider whether further cost savings can be made.

FMs should also be aware that even if they move on from a job within a particular company they could still be called to give evidence in a dilapidations claim if it goes to trial.

Conclusion The risks associated with owning and occupying property are significant and can have a serious impact on a business.

Dilapidations claims are technical claims that need to be assessed properly in order to understand the true liability owed by one party to another. There is much that those who manage properties can do to mitigate dilapidations risks by pulling together the right professional team long before lease expiry. FM Further information and discussion on these types of issues can be found on the dilapidations discussion forum and interest group on LinkedIn at: www.linkedin. com/groups?gid=4006639

www.fm-world.co.uk

27/11/2014 11:33

FM MONITOR RICHARD ROBINSON

Court Report WHAT IS THE STANDARD OF REPAIR IN LEASES? A REMINDER OF THE RULE IN PROUDFOOT V HART

Twinmar Holdings Ltd v Klarius UK Ltd [2013] EWHC 944 (TCC) THE ISSUE

Facilities managers are often tasked with maintaining the condition of leased property on behalf of their company.

But repairing damage to the property to a standard that is acceptable to the company can be completely different to that which is expected of the company under the terms of their lease. A failure to comply with the standard of repair required by the lease may leave a tenant open to an interim or terminal dilapidations claim from their landlord. While the exact repair obligations on a tenant will depend on the precise wording of their lease, it is common that such an obligation will include keeping premises ‘in good and substantial repair and condition’. But what is this to be judged against?

BACKGROUND

The case of Proudfoot v Hart [1890) 25 QBD 42] says this type of repair term obliges a tenant to keep the premises in such repair, as having regard to their age, character and locality would make them reasonably fit for the occupation of a tenant of the class who would be likely to take them.

But the Proudfoot v Hart case has led many to wrongly believe that account should be taken of the level of disrepair expected for a building at the end of the lease. For example, if a lease was granted for 10 years, some have thought that,

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35 CourtReport.indd 35

having regard to the age of the building, some disrepair would naturally occur in this time and that a tenant would not be liable for such “natural” disrepair.

The recent case of Twinmar Holdings Ltd v Klarius UK Ltd confirmed that this view was incorrect. Twinmar Holdings Ltd v Klarius UK Ltd was a case concerned with a terminal dilapidations claim brought by a landlord against a tenant of warehouse premises after the expiry of a 25-year lease.

The tenant was the original tenant under the lease and had moved in soon after the building had been constructed. In the circumstances, if the standard of repair set out in Proudfoot v Hart meant that the tenant could take into account the building was over 25 years old this could limit the landlord’s dilapidations claim.

However, the judge, Mr Justice Edward-Stuart, clarified that Proudfoot v Hart should be read in the light of a later case called Anstruther-Gough-Calthorpe v McOscar [1924, 1KB 716]. This stated that the condition of the premises in terms of their fitness for occupation by a tenant of the class who would be likely to take them, had to be considered at the lease’s start. In other words, in Twinmar the standard of repair was to keep a recently constructed building in good and substantial repair and condition. The standard of repair expected for the property at lease expiry is therefore likely to have been near pristine.

ARGUMENT

But matters are not that straightforward in terminal dilapidations claims. Twinmar reiterated that the standard of repair for the building should be judged at the start of the lease to determine if the tenant has breached its terms by allowing the building to fall below this state of repair. The teamwork of a building surveyor and solicitor would be able to assess if there had been breaches of the lease and what the necessary remedial works should be.

DEFENCE

However, a landlord’s terminal dilapidations claim is then limited by the actual loss it has suffered by the tenant’s breaches of the lease.

The loss is limited to the statutory cap under s.18 (1) of the Landlord & Tenant Act 1927 and common law. These say that the actual loss suffered by the landlord is the reduction in price a hypothetical buyer would make for the property at the end of the tenancy due to the tenant’s breaches of the lease terms. This is usually referred to as the diminution in value of the property.

E.g., a tenant may have failed to paint the walls of a building which is a breach of the lease and which would cost money to remedy.

However, a hypothetical purchaser may not be interested in the failure to paint the walls as he may be happy with the current standard or have different decoration plans which would render the repainting pointless. In this scenario there

would be no claim for this breach of the lease.

The teamwork of a valuation surveyor and solicitor would be able to assess this part of the claim.

This may have contributed to confusion among property professionals about when the standard of repair is to be judged.

SUMMARY

• The standard of repair required of leased premises should take into account their age, character and locality, which would make them reasonably fit for the occupation of a tenant of the class who‘d be likely to take them.

• The standard of repair of leased premises is usually to be judged from the start of the lease as confirmed by Twinmar.

• Check if there have been any variations to the lease to limit the standard of repair (e.g., a schedules of condition).

• It is also best to see if the lease expressly refers to a level of repair for a time other than the start date of the lease (e.g., the start date of a superior or earlier lease).

• Remember that in a terminal dilapidations claim, valuation advice should usually be sought to decide if a landlord’s claim is limited in any way.

Richard Robinson is a solicitor specialising in property litigation at Shulmans LLP

FM WORLD | 4 DECEMBER 2014 | 35

27/11/2014 11:33

FM MONITOR NEIL ASHDOWN

HOW TO...

Neil Ashdown, general manager of the Fire Door Inspection Scheme, (FDIS)

M ANAG E EF F EC T I V E FI R E DO O R S

ell-maintained fire doors can make the difference between life and death in an emergency, so it’s worrying that inspectors say that most fire doors are not compliant and need some sort of work, says Neil Ashdown

W

Although FMs are all too familiar with the many and varied duties they have to undertake to safeguard the safety of the people who use the buildings they are responsible for, fire door management is a particularly onerous, and quite often confusing aspect of fire safety.

Clearly, there are legal responsibilities, both under Building Regulations for new build and under the Fire Safety Order or RRO, as it’s often called.

This second piece of legislation is particularly tricky because it depends how the FMs role is defined as to whether they are responsible for fire doors or whether they delegate this to a building or maintenance contractor. Take PFI contracts, where the responsibility for maintenance of the buildings usually lies with the FM who, because they are seen as controlling the premises, is defined as the responsible person under the RRO and must provide adequate means of escape including fire and smoke compartmentalisation.

FMs are finding that many existing fire door installations are non-compliant and that maintenance work previously carried out is not to the required standard. To improve their position and meet their legal responsibility the companies need competent people, as referenced in the RRO, to help them meet 36 | 4 DECEMBER 2014 | FM WORLD

36 How To.indd 32

those legal obligations and at the same time avoid the unnecessary expense of contractors carrying out incorrect, inadequate and sometimes needless work.

Mind the gaps A door may look as if it has been hung correctly and could well function entirely appropriately as a door. But what about the gaps around it? If they are wider than 3-4 millimetres the door is unlikely to hold back fire for the specified time period or stop smoke from seeping through.

And even if it is installed properly its continuing performance is by no means assured. This depends greatly on the environment in which they are installed and how they are used. Competent fire door professionals can help by being aware of correct specifications to meet the suitability and durability requirements of different buildings. Common problems include incorrectly specified or installed architectural ironmongery, most often the hinges, which fail over time causing the door to drop, which again may affect the integrity of the surrounding gaps or the door’s ability to close correctly. So, as a minimum, these need to be checked periodically

and findings recorded with any shortcomings rectified.

Then there are other elements of fire door architectural ironmongery that need to be assessed and their continuing performance considered. Selfclosing devices must do just that and handles and levers must not affect the doors’ performance.

And, where there are letter plates or air transfer grilles they must be fire rated and suitable for use in fire-resisting doors.

Intumescent fire and smoke seals provide essential protection from fire and smoke, particularly at the perimeter of doors and are usually present on all but the oldest of fire doors. This gives additional protection, but wear and tear will occur and again these need to be inspected carefully on a regular basis.

Ensuring correct installation The Fire Door Inspection Scheme (FDIS) was established by leading fire door authorities BWF CERTIFIRE and the Guild of Architectural Ironmongers (GAI) to provide a comprehensive source of information and learning about fire doors and how to manage them, backed by an online education programme and test that leads to a recognised Diploma. Diploma holders can also choose, subject to successful assessment of their knowledge and skills, to become Certificated Fire Door Inspectors. The list of this uniquely qualified band of experts is growing all the time

“Common problems include incorrectly specified or installed architectural ironmongery, most often the hinges”

and they are providing feedback of their finding from the fire door inspections they have undertaken.

In new-build properties many clients are seeking qualified fire door professionals to ensure that product specification and correct installation has been carried out to relevant standards. For the reasons I have already outlined, as well as countless more, including unsuitable modifications, inappropriate door specification very often to cut costs, damage or simple wear and tear, the inspectors tell us that most fire doors are not compliant and need some sort of work. Although this can be tackled by an in-house team or third-party contractor, it’s clear that there are lots of considerations and that each of them potentially has a knock-on effect on others. A quick look at FDIS undercover inspector Theodore Firedoor’s gallery of dodgy fire doors on Facebook and Twitter is proof of just how widespread the problems are.

Many FM companies and in-house FMs are investing in FDIS qualifications so that their people can manage their clients’ fire doors effectively themselves or they can be confident when checking the work of the contractors they commission.

So, in summary, when it comes to fire doors facilities managers should: 1. Be clear on their role and its impact on their responsibilities; 2. Ensure that their knowledge and that of the competent people they assign is up to date and accurate; and 3. Put into place appropriate inspection, reporting and maintenance routines that take into account the environment and how the building is being used. FM www.fm-world.co.uk

27/11/2014 11:34

FM MONITOR BSIA

ISTOCK

HOW TO...

SECU R E HERITAGE P RO P ERT Y

he British Security Industry Association is the trade association for the professional security industry. This is an extract from its Guide To Security Of Heritage Properties

T

In July, the British Security Industry Association (BSIA) published its latest Guide to Security Of Heritage Properties.

It provides owners and facilities managers of all kinds heritage and property with an overview of the threats to historic properties, risk assessments and security measures that should be taken.

Threats and hazards to heritage properties The starting point for managing risks is to look at the threats and hazards that might exist on site – then consider these threats and hazards and how to deal with them rather than starting with the solution. Threats include physical assaults (and other forms of attack or abuse), which may occur to guardians and visitors to heritage sites, damage from fire, flooding, graffiti, fly tipping, threats to the natural environment, such as wildlife disturbance, and theft.

The rising value of all types of metal has contributed to a huge increase in theft. This includes roofing lead and other building materials, but also theft of copper cabling used for power and telecommunications. The return for criminals is relatively small, but it is still lucrative. Buildings that are frequently unoccupied, such as churches, are at particular risk.

Measures to deal with roofing theft Improve the fixings used to hold the roof in place.

●

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37 How To.indd 37

Use of forensic marking products can reduce the value of the materials to criminals and, along with signs, acts as a deterrent. ● Removal of anything that can help a criminal gain access to the roof will make it harder to achieve. This could mean moving bins or sheds, cutting back trees, making it awkward to climb fences, preventing vehicles from parking close to the building (so they cannot be climbed on and materials have to be carried further). Lock ladders away. Anticlimb paint can also be used. ● Remove vegetation and add lighting to remove hiding places. ● Encourage greater use of the building or the area nearby so criminals are more likely to be seen by local, trusted individuals. ●

Review security Take a holistic approach. If you start by considering just one aspect of security there is a risk that you will concentrate your efforts in the wrong place.

Look at the property and its surroundings as a whole. Think from a criminal’s point of view to work out which are their most likely targets and the ways that they would attack the property.

You need to consider: ● The

grounds in which the building is located – their visibility and ease of monitoring. ● The strength and security of perimeter fencing or other boundaries.

● Access

required for maintenance.

Public footpaths or passageways that run through or close by the grounds. ● Accessibility of car parking spaces/facilities that are part of or next to the property. ● Accessibility of a waste disposal area for bins. ●

For the property itself, consider: size and shape of the building – how easily can it be monitored by manned guards and/or technological solutions, and what resources may be required to meet the risk. ● The strength, security, positioning and visibility of entry points, and also the accessibility of windows and access to roofing. ● Establish at the earliest opportunity if the property is a heritage asset and, if so, whether it is a designated or nondesignated heritage asset and therefore whether any special consents might be required or whether specialist conservation advice should be sought.* A terrorist attack is probably not the first thing that springs to mind for most guardians of our country’s heritage, but in some cases this is a possibility. Examples are heritage properties used for important meetings or housing national treasures. In these cases it is likely that guardians will have been made aware of this by police and the necessary measures agreed. If you believe that a terrorist threat exists and you need to discuss this in more detail you should contact the local police Counter Terrorism Security Advisor (CTSA). ● The

Practical measures Once an assessment has been carried out you can then make

a judgement on the mitigating actions. Technical systems include intruder (burglar) alarms, CCTV surveillance, electronic access control and lighting. These are often used in combination, for example, movement detectors can trigger the remote monitoring of CCTV. Most electronic systems are installed to provide a deterrent effect, while intruder alarms provide detection.

For properties requiring additional protection a manned guard service is recommended, especially for high-profile sites where an onsite presence is imperative. Often such sites benefit from increased security at a reduced cost if there is a blend of guards and alarms, effectively providing increased security with less human resources needed.

Legislation Any work carried out to historic buildings and sites may require consent from a local authority or other relevant authority. This could include temporary or permanent measures to security provision.

Where historic buildings or sites are designated (for example, listed buildings or scheduled monuments), listed building or scheduled monument consent may be required. In the case of a place of worship the appropriate ecclesiastical consent may be required. It can be a criminal offence to carry out works to a designated historic building without consent when it is needed.

Planning permission may also be required for works to historic buildings or sites and those in conservation areas. FM *More information is available at: www.tinyurl.com/l6glw9t. The full guide is available to download at www.tinyurl.com/pwdkhrw FM WORLD | 4 DECEMBER 2014 | 37

27/11/2014 15:40

BIFM NEWS BIFM.ORG.UK Catering students at Westminster Kingsway College

SCOTLAND REGION

The 2015 BIFM Scotland Region Annual Gala Ball and Awards are taking place at The Marriott Hotel, Glasgow, on Saturday 25 April 2015.

This popular and glamorous black-tie event, which is back by popular demand and hosted by Scottish TV and radio star David Farrell (Romeo), will again be the social highlight of the year for the FM sector in Scotland, offering the opportunity to network with in excess of 250 guests, entertain important business contacts or reward staff.

To make the evening even more enjoyable and exciting, for the first time, the Scotland Region will be awarding their awards for FM Professional of the Year, FM Team of the Year and FM Project of the Year. Further details of how you can participate in this will be made available shortly.

The night will begin with a champagne reception, followed by a four-course meal and a variety of entertainment including live music, disco and fundraising activities.

Tickets can be bought in any denomination up to 12 at a cost of £80 plus VAT per person.

There are also a number of sponsorship opportunities available. Sponsoring the ball and awards will improve your brand awareness, help generate customer preference and foster brand loyalty. It will also offer the chance to align your brand with an event that is helping to advance the profession in 38 | 4 DECEMBER 2014 | FM WORLD

38-40 BIFM news.indd 38

ALAMY

BIFM Scotland Region 2015 Gala Ball and Awards

Scottish TV and radio star David Farrell (aka Romeo)

Scotland. You will benefit from pre and post-event publicity and the opportunity to display your organisation as a market leader. i Please contact Tony McKee at tony.mckee@hcsuk.org or 07974 191567 for further details.

CATERING & HOSPITALITY SIG

Annual Student Scholarship of the Year Award The Catering & Hospitality SIG’s Annual Student Scholarship of the Year Award event recently took place, sponsored by The

Royal Bank of Scotland, with Westminster Kingsway College students and co-hosted by their catering service provider, BaxterStorey.

The evening comprised three key elements; first, a panel debate addressing how we attract and retain young talent in an industry that can be perceived as being process-driven, rigid and commodity-based. Chaired

by Chris Sheppardson, Chess Executive panellists Catharine Barras, Andrew Thompson, Tom Robinson and Russell Beck were asked a series of thoughtprovoking questions that produced excellent debate with contributions from the audience.

The third element, and highlight of the evening, started a number of weeks prior to the event with students from Westminster Kingsway College being set a number of tasks to determine three chefs that would go forward to a live cook-off.

Arriving at RBS the finalists, Sophie Botting, Erin Yates and Andrew Young were met by BaxterStorey chef director Rik Razza and given a tour of the kitchen to familiarise themselves with their competition environment. At 15.00 the students were given two-and-ahalf hours to produce a main and

dessert course under the scrutiny of three industry judges and a film crew.

The culmination of the evening saw student chef Sophie Botting crowned as winner of The BIFM 2014 Catering & Hospitality Annual Student Scholarship of the Year Award and recipient of the trophy plus a 12-week scholarship programme organised

by BaxterStorey, which includes training at top corporate kitchens and one-to-one mentoring with Michelin Star chef John Campbell.

The Catering and Hospitality Special Interest Group SIG is a committee of industry-leading professionals from both the FM and catering sectors. It has been formed to provide members of the institute who are working in, or have a professional interest with expanding their knowledge and awareness of catering and hospitality services.

NORTH REGION EVENT REVIEW

Collaborative partnerships in FM Over 50 FM professionals attended the latest BIFM North Region Key Learning Event www.fm-world.co.uk

27/11/2014 11:35

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

(KLE) at Warton, Lancashire.

The seminar was themed around ‘Collaborative partnerships in facilities management.’

Attendees had a tour of the Eurofighter Typhoon assembly line, followed by speakers sharing their perspectives on collaborative partnerships.

First was Paul Nolan, head of estates infrastructure and site services for BAE Systems. Paul mentioned BAE had a turnover of £18.2 billionn in 2013, with £11 billion of that spent with 25,000 suppliers globally. Paul described the evolution of collaboration with EMCOR and the “need for partners who share our culture on safety and the fundamentals of what we do.”

The next speaker was David Hawkins, director of operations of Knowledge Architects. He was involved in the creation of the ISO11000 Collaborative Working standard; his current aim is to have it as a British Standard (ISO11000) by 2016. David’s historical frustration was that ‘partnerships’ between customer and supplier were in name only – 80 per cent failed. David believed that too often we fail to measure supplier relationship management and it was better to actually work ‘with’ and not ‘on’ contractors.

Following David was Steve Gladwin, director of Nodus Solutions and chair of judges for the BIFM Awards. He told the audience that the collaboration is about “long-term relationships” and the key ingredient is “trust”, saying “collaboration will only be a success if there is common sense on both sides”.

Christopher Kehoe, group executive director of EMCOR UK, urged members to “raise the profile of FM through long-term collaboration.” i Learn more about the BIFM North Region at www.bifm.org.uk/ north

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38-40 BIFM news.indd 39

Gareth Tancred is BIFM’s chief executive officer

BIFM COMMENT A YEAR IN THE MAKING

welve months ago we stated our strategic ambitions. We outlined how we wanted to become a professional body that can support the FM profession in the 21st century and beyond. Since then we have been working hard to realise our aspirations. On reflection we can be proud of many substantive areas of progress that have provided us with the platform from which to continue to grow in both reach and influence.

For the third consecutive year we can point to growth in our membership, with our membership total reaching 15,000 across 81 countries. Much of this growth has predominantly been driven by an increase in learners as our re-launched qualifications, supported by the publication of The FM Professional Standards, start to gain traction in the market. In tandem with that we have seen more organisations becoming Recognised Study Centres, aligning our qualifications with their own internal development programmes; this is something we expect to continue throughout 2015.

In keeping with year-on-year growth our awards night in October was our biggest so far and a further demonstration of both the development of our profession and the industry. We saw key trends bearing out in the submissions with examples of how FM is making the difference to organisations up and down the country and across the world.

FM’s impact is something that we’ve spoken a lot about during the year and we have tried to reflect that in the work we have produced. Two shining examples of that were ThinkFM and our partnership with ITN Productions, which looked at how FM makes the difference to business, the economy and wider society. We will be developing this theme with next year’s conference, which will look at the role that the workplace has in creating competitive advantage for organisations – something that ITN will again partner with us on to create a programme which focuses on this in more detail.

We have been busy behind the scenes as well with key appointments in our leadership team with roles focused on developing our voice as well as supporting our communities. We’ve been investing in getting the right skills into the business to support our strategic aims as well as refining the tools and processes that will support our operation. Essentially this is a careful balance between growing our business as well as investing our funds wisely; something that I believe we have achieved this year. All of which will see us enhancing our services to members and representing the profession among key opinion formers.

So what does the next 12 months hold?

A continuation of this progress, but I expect to see us propel ourselves off of this solid platform we have built over the past few years. I believe, given the feedback I have received at events and meetings, that BIFM has most definitely changed for the better. We are moving in the right direction and intend to continue our direction of travel into 2015 and beyond.

T

“ WE CAN POINT TO GROWTH IN OUR MEMBERSHIP, WITH OUR MEMBERSHIP TOTAL REACHING 15,000 ACROSS 81 COUNTRIES”

i

@BIFM_CEO

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BIFM NEWS BIFM.ORG.UK

CPD

New provider BIFM is delighted to announce details of a newly approved continuing professional development (CPD) provider.

Hemlow Limited operates within the commercial property service sector and is dedicated to ensuring the elimination of risks of HVACrelated problems, looking after all mechanical, electrical and HVAC plant and ensuring that corporate premises are maintained to the highest standards.

Hemlow now offers fully approved CPD modules on understanding different types of M & E maintenance and air conditioning systems. i More details on Hemlow and other CPD providers is available at: www.bifm.org.uk/CPDnetwork

support in 2014, and wishes everyone a happy holiday season and a prosperous New Year.

Subscriptions As of 1 January 2015, BIFM annual membership subscriptions will increase by 2.3 per cent.

This equates to an increase of £3 per annum for Affiliate Members, £4 for those at Associate and Member grade and £5 for Certified members and Fellows.

Small and Large Enterprise Corporate subscriptions will also increase by 2.3 per cent, at £21 and £37 respectively.

There is no change to the subscriptions for Platinum and Gold Corporate Supporters.

Key dates Key BIFM dates for 2015 have been confirmed as: ● January 14 Annual WIFM conference – Breaking Through, London ● April 25 BIFM Scotland Region: 2015 Gala Ball and Recognition Awards, Glasgow ● May 13 ThinkFM, Kings Place, HOLIDAY ARRANGEMENTS London (www.thinkfm.com) ● June 1-3 European Facility Management Conference 2015, Glasgow (www.efmc-conference.

The BIFM head office will be com) ● June 16-18 Facilities Show, closed from 13.00 on Wednesday 24 December, and will re-open on ExCeL, London (www.facilitiesshow.com) Friday 2 January. You can email the team during the holiday period ● July 23 BIFM Annual General Meeting, London – (venue TBC) at info@bifm.org.uk, but emails ● October 12, BIFM Awards, The will not be monitored.

Grosvenor House Hotel, London If you need to contact the (www.bifm.org.uk/awards) membership team before the ● November 20, BIFM Ireland office closure please email them Conference and Exhibition, on membership@bifm.org.uk or call them on +44 (0)1279 712 650. Dublin BIFM would like to thank all i See all BIFM events at members for their continued www.bifm.org.uk/events

SHUTTERSTOCK

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LOOKING TO THE FUTURE OF FM – BIFM TRAINING

MEMBERSHIP

BIFM DIARY 2015

Office closure

BIFM TRAINING daptability and professional agility have always been vital to successful FM delivery, but never more so than in today’s highly competitive economy. And equipping staff to respond to rapid and significant change is absolutely at the forefront of our training agenda for the coming year.

Many of our in-house clients are looking to take team members to a new level of capability in terms of interpersonal skills and behaviours. This is a growing priority, especially in areas such as Customer Service and Contract Management, and has led to the development of new, customised in-house programmes that combine leading-edge thinking in self-awareness and personal motivation with practical, applied learning.

We will be further developing our innovative tailored courses in 2015, drawing on our trainers’ expertise in techniques such as Neuro-Linguistic Programming (NLP), personality profiling and motivational/ performance improvement linked to live FM challenges.

But delivering better value isn’t just a question of improving softer skills. We will also be focusing on programmes to help reinforce a range of technical knowledge and skills, notably in ‘hard’ services, which are often perceived as daunting by non-technical managers. In addition, financial/commercial areas of FM remain major development priorities for our clients across all sectors.

On the public course front environmental issues continue to be a key concern of many organisations and as an IEMA Registered Centre we are introducing ‘Making the transition to ISO14001’. This new course is aimed at individuals who are responsible for implementing or maintaining an environmental management system based on ISO 14001 and covers the new requirements of ISO 14001:2015, enabling delegates to evaluate and implement changes and improve their organisation’s environmental management system. In Q4 of 2014 we launched the Waste Management Legislation & Resource Management course and expect to see the take-up of this programme grow throughout 2015.

We plan to launch a foundation programme in the Midlands region for 2015 and will be running this and the two intermediate courses in Edinburgh.

The demand for IOSH managing safely remains strong and we are considering extra dates for next year to accommodate our learners.

BIFM Training offers a range of 63 courses, plus the Skillset online learning programme. All of these courses can be tailored to suit your needs and delivered

A

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27/11/2014 11:35

FM DIARY INDUSTRY EVENTS 19-21 January 2015 | The Hospitality Show The annual food service and hospitality exhibition.

Venue: NEC, Birmingham.

Contact: For more information, visit www.hospitalityshow.co.uk 10 February 2015 | Workplace Futures Conference This year’s theme is convergence, and FM’s relation to CRE, HR, IT, finance and more.

Venue: The Crystal, 1 Siemens Brothers Way, Royal Victoria Dock, London E16 1GB. Contact: Visit www.workplacefutures.co.uk for more information.

3-5 March 2015 | Ecobuild A three-day conference, focusing on sustainable design, construction and energy for both commercial and domestic buildings. Confirmed speakers so far include John Armitt, Board of Transport for London, Natalie Bennett, leader of the Green Party, and the Rt Hon John Gummer, Lord Deben.

Venue: ExCeL, London.

Contact: Visit www.ecobuild.co.uk for more information.

13 May 2015 | ThinkFM – The Competitive Edge: Gaining competitive advantage through the workplace The ThinkFM conference will be held at Kings Place, London. Full details to follow.

Venue: Kings Place, London.

Contact: To find out more, and to register your interest, visit www.thinkfm.com.

Sponsorship and advertising opportunities available.

1-3 June 2015 | EFMC 2015 The BIFM, IFMA and EuroFM have partnered to hold the European Facility Management Conference, held next year in Glasgow. More information on speakers to follow.

Venue: Glasgow.

Contact: To find out more, visit www.emfc-conference.com 16-18 June 2015 | Facilities Show The annual conference, in association with BIFM, and colocated with IFSEC International, FIREX International, Safety & Health Expo, Energy & Environment Expo and Service Management Expo, returns to ExCeL for another year. Speakers and conference programme to be confirmed. www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

41_Diary.indd 41

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

Venue: ExCeL, London.

Contact: To find out more, visit www.facilitiesshow.com 23 July 2015 | BIFM AGM 2015 Details to be made available shortly.

Venue: London, TBC. Contact: To find out more, visit www.bifm.org.uk or email membership@bifm.org.uk 12 October 2015 | BIFM Awards The BIFM’s annual awards ceremony, bringing together the leaders in the sector with the winners to celebrate excellence in FM, giving national recognition to the leaders in the profession. Entries for this year’s awards will open in January. Sponsorship opportunities are available on the website.

Venue: Grosvenor House Hotel, London.

Contact: To find out more, visit www.bifm.org.uk/bifm/ events/awards/awards2015 or email awards@bifm.org.uk Follow @BIFMAwards on Twitter for regular updates.

CHANNEL ISLANDS BRANCH 5 December | Guernsey quarterly training day – stress management The guest speaker is Dr Robert Gallagher, Queen’s Road Medical Practice.

Venue: Specsavers, La Villiaze Road, Guernsey, St Andrew GY6 8YP Contact: Email Naomi Fry at naomi.fry@investec-ci.com 12 December | Jersey quarterly training day – space management and acoustics More information will be available at www.tinyurl.com/q6wl52a Venue: TBC, Jersey Contact: Email Naomi Fry at naomi.fry@investec-ci.com EAST REGION 8 January 2015 | The Low-carbon Energy Mix and Sizewell C Breakfast event. Tom McGarry, EDF Energy, explaining how building the new Sizewell C nuclear power station fits into the UK Government’s carbon reduction plans. A tour of the Grade II listed Sainsbury Centre at the UEA follows.

Venue: Sainsbury Centre for Visual Arts (SCVA), University of East Anglia, NR4 7TJ Contact: Email Rob Farman at rob. farman@talktalk.net or visit www. tinyurl.com/kjkprrs to book tickets.

LONDON REGION 16 December | London region AGM From 5pm, the region’s annual general meeting, followed by networking drinks.

Venue: BDG architecture + design, East Studio Riverside Walk, Sea Containers, 18 Upper Ground, London SE1 9PD Contact: Email Cathy Hayward at cathy.hayward@ magentaassociates.co.uk or visit www.tinyurl.com/ps8hnyw to book.

NORTH REGION 9 December | Christmas social event More information at www. tinyurl. com/loqmu83 Contact: Email Bob Rabagliati at bailiff@trinity-estates.org.uk 21 January 2015 | Delivering strategic facilities management More information to follow soon.

Please visit www.tinyurl.com/ q2rujzc for updated details.

Venue: Manchester Central Convention Complex, Windmill St, Manchester M2 3GX Contact: Email Mark Whittaker at mark.a.whittaker@integral.co.uk SCOTLAND REGION 25-26 April 2015 | 2015 Gala Ball and Recognition Awards The Scotland region’s flagship event. The region’s awards evening will see FM Professional of the Year, FM Team of the Year and FM Project of the Year being awarded for the first time. Hosted

by Scottish TV and radio presenter David Farrell (DJ Romeo).

Venue: The Marriott Hotel, 500 Argyle Street, Glasgow G3 8RR Contact: Email Tony McKee at tony.mckeebifm@hcsuk.org or visit www.tinyurl.com/qbqnept to book tickets.

SOUTH REGION 28 January 2015 | Technology and space utilisation Find out the latest thinking on using technology to assist with space utilisation. More information at www.tinyurl.com/q2yd85f Venue: Chichester County Hall Contact: Email Ian Fielder at ian.r.fielder@gmail.com 25 February 2015 | Qualification taster session An event outlining BIFM

qualifications.

Venue: Specsavers, Forum 6, Solent Business Park, Whiteley, Hampshire PO15 7PA Contact: Email Ian Fielder at ian.r.fielder@gmail.com SPECIAL INTEREST GROUPS 10 December | Education – Developing safe working, learning and living environments BIFM’s Education SIG in partnership with sponsors GVA Acuity. Sessions from Roger Lown, GVA Student Housing Division and Richard Davies, GVA Acuity, on developing student accommodation and facilities through quality FM practices. From 5.30pm.

Venue: GVA Acuity Offices, 10 Stratton Street, London, W1J 8JR Contact: Email Martin Pritchett at martin.pritchett@newham.ac.uk or visit www.tinyurl.com/ojbgetl to book tickets.

11 December | Corporate member event – doing business in The Gulf Gulf Cooperation Council countries such as Bahrain, Kuwait and the United Arab Emirates have experienced rapid economic growth in recent years. Emma Parsons, Bahrain Economic Development Board and Hugh Henderson, director of consultancy at Macro, will discuss the outlook and implications for business operating in the region.

Venue: Kinnarps, 69 Turnmill Street, London EC1M 5RR Contact: Email Jennifer Rowntree at jennifer.rowntree@bifm.org.uk or visit www.tinyurl.com/oou6tnu to book tickets.

14 January 2015 | Women in FM conference – breaking through From 9am. More information to follow at www. tinyurl.com/pb5x3us Venue: BT, 81 Newgate Street, London EC1A 7AJ Contact: Email Victoria O’Farrell at wifm@bifm.org.uk 11 February 2015 | Women in FM – transformation technology: what does the future hold?

More information to follow.

Venue: RPC LLP Tower Bridge House St Katharine’s Way London E1W 1AA Contact: Email Pauline Mitchell at pauline.mitchell@rpc.co.uk 26 February 2015 | International – Challenging convention: the ultimate sustainable case study More information to follow.

Contact: Email Claire Sellick at clairesellick@btinernet.com FM WORLD | 4 DECEMBER 2014 | 41 www.fm-world.co.uk

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Call Jack Shuard 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 ▼ Northampton firm cleans up overseas

▲ Be prepared for ‘massive snowstorms’ In November a massive snowstorm wrought havoc in the north-eastern US, resulting in deaths in upstate New York.

Across the pond, the UK’s weather has remained mild over the lpast month or so, and we are yet to see any signs of ‘massive snowstorms’. But, as we move into December, who knows what weather there may be in store?. The one thing that is certain with our weather is its uncertainty.

We urge businesses, schools and hospitals to get themselves prepared – to be ready for harsh conditions. Ice and snow can cause havoc when it comes to the day-to-day operations of a busy organisation, and the impact of possible claims should be cause for real concern.

Don’t take winter lightly – be prepared for another ‘Big Freeze’ and you won’t go wrong – whatever the weather.

W: www.de-ice.co.uk

SpaceVac in Northampton is set to open its first international office in South Africa, just six months after exploring exporting with UK Trade & Investment (UKTI) and Northamptonshire LEP. The new office completes an exciting first year for Northampton based SpaceVac, whose product to reach heights that other high-level cleaning equipment cannot was invented just over two years ago. The news came during UKTI’s November Export Week (held 10-14 November), which aimed to encourage companies to take up the export challenge.

Colin Lewis, SpaceVac’s MD, shared his experience with 100 firms at ‘Making it in Northamptonshire’, a key Export Week event held at the Daventry Icon Business Centre. SpaceVac has now been sold to nine countries. Colin Lewis, MD, said: “The African market is valued at 20 times that of the UK. There has been enormous interest in the product and no real competition, so we are confident of success.”

W: www.space-vac.co.uk

▲ Space-saving recycling bin stacks up Leafield Environmental has created a modern space-saving recycling unit that can be used as a single unit (52 litres) or a stackable group.

Its compact and discreet design makes it ideal for small offices, kitchens or narrow corridors to collect up to four different types of waste in one flexible unit.

It features WRAP colour-coded apertures and recycling labels as standard. A set of two starts from £99.

E: comms@leafield-environmental.com W: www.leafieldrecycle.com T: 01225 816541

First unit to filter, not mask smells

▶ OCS recognised for emissions reduction

A new UK manufactured air filtration and fragrance system called ECOBreezeTM that filters out all smells rather than masking them is now available.

ECOBreeze is the first air care product that has a triple-action system. First, it draws air through a dust filter to remove all airborne dust particulates; air is then directed through a sophisticated carbon filter to extract smelly organic molecules. The clean air passes over a wicking system that releases a fragrance, leaving the air in the washroom, kitchen or corridor clean, fresh and fragrant.

W: www.washroom-wizard.co.uk

Facilities management provider OCS has achieved recognition for reducing its impact on global climate through the Certified Emissions Management and Reduction Scheme (CEMARS) certification. The world-leading greenhouse gas certification (GHG) programme is the first to be accredited under ISO 14065 and recognises and rewards the actions of businesses that measure their GHG emissions and put strategies in place to reduce these.

OCS is committed to achieving a 10 per cent reduction in carbon intensity over the next five years.

W: www.ocs.co.uk

Looking to upskill your staff?

JTL provides a range of programmes that can be tailored to meet your business needs including:

• Facilities Services • Team Leading • Leadership and Management All can be accredited by City & Guilds or the Institute of Leadership & Management.

Minimum numbers apply to tailored programmes.

Phone Kim O’Leary for more details: 01978 663747 or 07920 586 071

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FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

JAMIE O’BRIEN TOPIC TRENDS

NAME: Jamie O’Brien JOB TITLE: TCFM distribution centre facilities manager ORGANISATION: Tesco Fresh Foods, Avonmouth JOB DESCRIPTION: To train, oversee, organise and run the security, catering and cleaning/de-kit facilities.

Key responsibilities

To maintain agreed service levels measured against customer audits and budgeted KPI requirements.

What attracted you to the job?

I wanted to pursue my path to work for a good FM company with a great work ethic and the ambition to expand and grow. I’m proud to be a part of it.

tracker, based on the version I created at my site to track cost against all of their budgeted lines, and it is now used in all their distribution centres.

What’s been your career high point to date?

To be recognised by my company and given the opportunity to use my skill sets and share best practice, through being the site of learning for all the new FMs who come on board with our company.

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

Ensuring compliance with legislation

9

5

AVERAGE

JAMIE O’BRIEN

If I wasn’t in FM, I’d probably be…

Project management or in support/audit management, as I am very process-driven and like problem-solving.

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

Introducing/ working with new forms of IT

5

1

Nothing, as I thrive on my responsibilities and through the right coaching you can empower your team to be responsible but remain accountable.

My top perk at work is…

The brilliant food that we have to offer as part of our service to our customers/colleagues, the quality for cost is exceptional value – you could not make it at home for less, which is probably the reason why my waistline has expanded two sizes since I started.

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

WHAT SINGLE PIECE OF ADVICE WOULD YOU GIVE TO A YOUNG FM STARTING OUT? “Continuously look at innovating ways of working to do things better and drive efficiencies. This offers more value in transforming service delivery working in partnership, and will be the future in sustaining longer-term contracts”

That is a bit of a sad story. I have had many roles in management and in support throughout the 25-plus years I have been in warehouse distribution. I was supporting a FM manager’s position while he was undergoing treatment for cancer, but sadly he passed away some weeks later.

What has been your biggest career challenge to date?

Project managing yard repairs to a multi-temperature site that’s volumes were 1.8 million cases per week, repairing some 80 identified repairs under tight timescales, and closing and managing the main access and exit roads to the distribution centre through traffic management with minimum disruption to incoming supplier drivers and outgoing deliveries, which was delivered successfully through teamwork.

Any interesting tales to tell?

I was invited by the head of Sainsbury’s FM to their head office in Holborn to create a generic budget www.fm-world.co.uk

43_Behind the Job.indd 43

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

Spreading the word of FM through education in schools and colleges.

Working on energy-efficiency initiatives

7

1

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

That outsourcing is too high, as these opinions are of those who normally deliver services in-house.

Adapting to flexible working

5

1

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

It has expanded to interface with all aspects of a business, as has the technology infrastructure of all aspects of facility planning, design and management.

And how will it change in the next five years?

The market is getting larger, with a significant increase in those outsourcing over their estate.

Interestingly, a high percentage of people believe cost is the most important factor in a tender evaluation, followed by innovation.

Maintaining service levels while cutting costs

8

8

Do your friends understand what FM is?

Yes, most of them work in retail and their employers have outsourced to FM companies.

Have you got a story to tell? We are looking for facilities managers to feature in Behind the Job. Contact the team at editorial@fm-world.co.uk for more information

Adapting FM to changing corporate circumstances

8

1

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Appointments

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

JOBS PLAN YOUR NEXT MOVE

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

Go to www.fm-world.co.uk/jobs 44 | 4 DECEMBER 2014 | FM WORLD

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Enjoy a fresh career challenge in 2015 Facilities Manager | Managing Agent West Midlands • £35,000-£45,000 package We have an immediate need for a Regional FM to join a best-in-class managing agent. Covering the West Midlands region, the successful individual will take the reigns of a mixed portfolio of c.20 properties to deliver hard and soft services.

Using your stakeholder management skills, you will coordinate outsourced contractors and find cost saving initiatives, whilst upholding quality and adding value to portfolio. This role is best suited to professionals that have come from a managing agent/property background. IOSH qualifications are preferred but not essential.

Ref: 247941

Maintenance Analyst Southern Home Counties • £35,000-£44,000 package We represent a construction and facilities company currently experiencing an exciting time of growth. An opportunity has arisen for a Maintenance Analyst to join the business and drive operational excellence within the company’s newly acquired portfolio. Some of the responsibilities of the role include formulating condition reporting and building PPM schedules across a mixed-use portfolio. The successful individual will have come from an operational or trades background and will ideally have an engineering qualification.

Ref: 283111

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 David Bremner quoting the relevant reference number.

The power of people

Head of Site Facilities The Centre for Life is a pioneering science village in the heart of Newcastle upon Tyne. Our mission is to ignite and nurture a curiosity in everyone for science, technology, engineering and maths (STEM) and encourage the next generation of STEM professionals. We support world-class science in the region and make a positive economic, social and cultural contribution to North East England and its communities.

At the heart of the project is the Life Science Centre, which attracts over 200,000 visitors per year to a wide ranging programme of science based activities. Life has the biggest schools’ science workshop programme in any European museum or Science Centre.

Centre of Life HPH.indd 1 jobs.fm-world.co.uk

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We are currently seeking a Head of Site Facilities to lead the delivery of first class facilities management across a high profile property portfolio of approximately £100m in value and with an unusual and complex mix of exhibition space, offices, laboratories, clinical areas, theatres, conference facilities, specialist clean room areas and a multi-storey car-park. Income generated from the property portfolio supports Life’s charitable aims.

Reporting directly to the Chief Executive, you will lead a team to manage site-wide infrastructure and provide an excellent environment for visitors and tenants at the Centre. As an experienced and knowledgeable facilities professional with a proven track record in delivering focused facilities and buildings services (both planned and reactive) across a diverse high quality site, you will ideally come from an engineering background, have excellent management and budgetary skills, be a good communicator and be able to contribute to the strategic planning of the Centre. With a good understanding of risk management, you will also preferably hold a health and safety qualification to help achieve high standards of health and safety across the site. The role includes management of a multi-storey car park and maximising its income potential.

This excellent opportunity offers great potential for someone seeking a senior management position in a different, fastmoving exciting environment. Salary is negotiable for the right candidate dependant on experience.

To apply please send a letter of application and current CV (with details of your current salary) to: Claire Adams, Corporate Services Director, Management Suite, Centre for Life, Times Square, Newcastle upon Tyne, NE1 4EP or by email claire.adams@life.org.uk, by Thursday 18 December 2014.

Please note that the successful applicant will be subject to a DBS check. Details of our DBS policy are available on request.

A full copy of the job description can be downloaded by accessing http://www.life.org.uk/about/join-the-team The International Centre for Life is an equal opportunities employer. Registered Charity Number: 1059607

27/11/2014 14:20 FM WORLD | 4 DECEMBER 2014 | 45

27/11/2014 16:30

FINAL WORD

NOTES FROM AROUND THE WORLD OF FM

g world has The workin al working day p l m a ty ic moved fro ate physica 0% ‘moder 5 g . n si % 5 ri 1 p st com one with ju activity’ to ey Gavin Bradl

NO 2

DAYS

This man's desk is clearly too far away from a window

THE SAME STAT BLIPS FROM THE CONFERENCES We appreciate you’re busy, so allow us to summarise some “key takeaways” from the recent workplace-related events we’ve attended. Are you sitting comfortably? Then we’ll begin.

Actually, “are you sitting comfortably” is a good place to start. As we report elsewhere in the news, the working world has moved from a typical working day comprising 50% ‘moderate physical activity’ to one with just 15%. That’s potentially fatal, suggests Gavin Bradley of the Get Britain Standing campaign, who also says that if you stand at work for three hours a day it will lead to a 40% increase in calorie burn.

We’ve also been told that the average business meeting starts 18 minutes late – causing chaos for meeting room management and far too many “I’m terribly, sorry, I think you'll find we've booked this room” moments when meetings overlap.

FMs apparently deal with 447.2 incidents of meeting room technology failure every year while 33% of meetings include non-employees – perhaps one to think about when considering the importance of meeting rooms on corporate brand image.

Does your organisation have its own collaboration strategy? That wil help boost overall business value, suggests enterprise business consultant Tim PriceWalker. Too few organisations work collaboratively, he says.

How about this one: workers with desks situated near windows sleep an additional 45 minutes a night, according to Claudia Hamm-Bastow of JLL at WorkTech. And from the same speaker, we're told that there’s a 6% reduction in productivity if office room temperatures get too warm. (No danger of us slowing down at FM World Towers, then.)

Finally, workplace consultant Mark Catchlove spoke at WorkTech about the science of measuring happiness. He outlined three of 10 ‘modes of work’ in workplace design. These are: 1. ‘The cove’ – a space near to your desk where you can meet for informal chats; 2. ‘Jump space’ – unassigned meeting places where you stand for a distinct period of time between other activities; and 3. ‘Plaza’, a coffee-shop style area offering plenty of opportunities for chat and conversation with people from other departments.

Catchlove and co. have helpful to force their audiences to conducted research on these stand up, shout at the top of their workplace types, wiring people voices and/or wiggle their hands up to measure their ECGs, levels about for a few brief seconds of arousal or relaxation, and skin before their presentations. Thanks conductivity levels (measuring for that, Gavin Sparrowhawk, Tim stress) to see how they perform Price-Walker et al – at least we all in the three areas outlined get to look silly simultaneously. It above. They even took blood to seems that standing and shouting measure ACTH (which measures is the new ‘turning to the person mood) and oxcytocin (levels of next to you and talking to them cooperation and attachment to about a random topic’ (a triedothers). Here’s what they found: and-trusted way of introducing In the loudest place (‘plaza’), energy back into a conference workplace stress was lowest while hall, most frequently deployed at in the quietest (‘cove’) it was or around 2pm). highest. Heart rates were lower So there you have it. Consider in the plaza, paradoxically the yourself very slightly better busiest of these spaces! informed. At the very least, some In the jump space, stress levels or all of the above can be cut out went up and trust levels went and used as replacements for your down after meetings in those awful Christmas cracker mottos. areas In the Plaza area, trust levels We’ve set out two for you just in went up and stress levels down. case. Happy Christmas!

Finally, performance in problem-solving was better in the plaza rather than cove Workers with desks situ ated or jump space. near windows sleep an What does this all mean? additional 45 minutes a night Not sure to be honest – Claudia Hamm-Bastow of we’ll leave you to ponder.

JLL Finally, it’s worth noting that there’s been a dramatic uptick in the number of presenters who think it

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