FM World 29 January 2015

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 29 JANUARY 2015

FMWorld www.fm-world.co.uk

WASTE MANAGEMENT

FM and the circular economy WOMEN IN FM

Breaking barriers

Paul Emmanuel’s start-to-finish journey with the Olympic Delivery Authority

A RACE WELL RUN 01_Cover.indd 1

21/01/2015 15:40

TO REQUEST YOUR 2015 REINTEC CATALOGUE TEXT REINTEC TO 64121

reintec.com / 08456 02 82 71 Safety / Value / Availability / Support

p02-03_FMW290115.indd 2

21/01/2015 10:04

FM WORLD | 18 JULY 2013 | 3

p02-03_FMW290115.indd 3

21/01/2015 10:05

“I’ve got enough on my plate without having to consider whether we’ve chosen the right

contractor.”

Duncan Pierce, Director, Page Associates, Building Surveyors

All ECA contractors undergo a thorough examination of their financial position as well as their technical skills; and their clients are protected by an insurance-backed warranty and bond.

ONE THING LESS TO WORRY ABOUT. To find an ECA contractor that’s right for you, visit:

www.eca.co.uk @ECAlive

ECA FP 280x210.indd 12 p04_FMW290115.indd

/ECAlive

Electrical Contractors’ Association

13/01/2015 21/01/2015 14:38 10:11

VOL 12 ISSUE 2 29 JANUARY 2015

CONTENTS

09| Protect your assets

18| A marathon, not a sprint

22| Powering up for the future

NEWS

OPINION

FEATURES

08 FM firms need to ‘step up’ and pay Living Wage 09 Integrated security can slash budgets 10 Project of the fortnight: University of Reading 11 Staff needs now more important than cost management 12 Business news: Graeme Davies: Living Wage vs the bottom line for FM operators 14 In Focus: Chris Kenneally, chief executive, Cordant Services

16 Simon Francis on having a strong in-house team 17 Five minutes with Dominic Irvine, founder of Epiphanies LLP 46 No Two Days

MONITOR 33 Insight: Market intelligence 34 Legal Update: Air conditioning and refrigeration costs - and the banning of R22 35 Best Practice Supply chain relationships 36 Technical: LED lighting 37 How to... Document management – going paper-free

26| Hitting paydirt

13

Breaking through: The BIFM’s Women in FM Special Interest Group (WIFM) recently hosted its third annual all-day conference in London

18 22

A long-distance run: Paul Emmanuel took an interim position that turned into an all-encompassing and unforgettable role in FM

26

Waste not, want not: Burying refuse in the ground is no longer affordable or desirable. FMs need to look on waste as having a useful longevity

30

Facilities in Focus: BIFM East Region recently met at the Sainsbury Centre for Visual Arts to discuss the prospects offered up by Sizewell C

Energy – an evolving market: Innovation is accelerating as the European power market reaches the nexus between renewable and traditional power

REGULARS 38 41 42 43 44

BIFM news Diary of events Products Behind the job Appointments

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

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

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

visit twitter.com/fm_world FM WORLD | 29 JANUARY 2015 | 05

03_Contents.indd 05

22/01/2015 17:45

EN T CLO RIES 22 SE MA Y

Entries are now open for the 2015 BIFM Awards.

It’s time to inspire your peers with examples of progressive facilities management in action: B E PA R T O F T H E 2 0 1 5 B I F M A W A R D S

FM Team of the Year

Societal Impact

Learning and Career Development

Brand Impact

Innovation in Technology and Systems

Impact on the Workplace

New Product or Service of the Year

Rising Talent in Facilities Management

Impact on Customer Experience

Facilities Manager of the Year

Impact on Sustainability

Lifetime Achievement Award

SPONSORS

www.bifmawards.org

awards@bifm.org.uk

BIFM Awards 186x123.indd 1

19/01/2015 10:38

FM CALENDAR MARCH

YOUR CAREER, OUR COURSES TRAINING FMs FOR OVER 20 YEARS

Telephone

+44 (0)20 7404 4440

facebook.com/bifmtraining

BIFMT HPH.indd 1 06 | 29 JANUARY 2015 | FM WORLD

p06_FMW290115.indd 06

2-6 2 3-5 3 4-5 4-5 5 10-12 10 11 10-11 10-11 11-12

Management Development Trends & Innovation FM Business School Introducing Building Information Modelling Property Management Introduction to Sustainability Understanding CDM Regs Professional FM 2 Finance Management 1 Finance Management 2 Project Management Managing FM in an Outsourced Environment DSE & Workstation Risk Assessment

info@bifm-training.co.uk | www.bifm-training.com

twitter.com/bifmtraining

linkedin.com/company/bifm-training

08/01/2015 09:42

21/01/2015 11:43

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 ⁄ consultant art director: Mark Parry ⁄ art editor: Daniel Swainsbury

MARTIN READ EDITOR COMMENT

LEADER

ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Norbert Camenzuli (020 7880 7551) ⁄ display sales executive: Jack Shuard (020 7880 8543) / recruitment sales: Call 020 7324 2755

PRODUCTION production manager: Jane Easterman senior production executive: Aysha Miah PUBLISHING publishing director: Joanna Marsh Forward features lists and media pack available at www.fm-world.co.uk/about-us

ell, you know what they say – no matter who you vote for, the government always gets in. And this year, on Thursday 7th May, we’ll get our first opportunity in five years to prove that old maxim right.

How times have changed since the last general election. When it was held in 2010, Gordon Brown was Prime Minister, the London Olympics an expensive disaster just waiting to happen, and facilities management a discipline woefully underappreciated by government. Of course, we all know what happened next: David Cameron got the keys to No.10, the London Olympics were a huge success – and facilities management was a discipline woefully underappreciated by those in government.

Actually, forgive me, we all know that’s a cheap jibe. The Olympics did of course help shine a much-needed light on the impact of FM on organisational performance and beyond, and as for government awareness of FM the 2010-2015 term has been one of the sector’s most successful – in terms of recognition, if not full appreciation.

It’s interesting to chart FM’s development by parliamentary term. FM was ‘born’ during the 1980s during the seemingly endless sequence of Conservative election victories that led to (among other things) compulsory competitive tendering (CCT) for public sector services. The BIFM was set up in 1993, a year into John Major’s first full elected term as PM. CCT continued unchecked, but when Tony Blair took office in 1997 it was replaced with the concept of ‘Best Value’ that, if anything, increased the breadth of public services opened up to operation by private service providers. The Blair years also saw the growth in size and stature of private FM service firms – but little clear indication from government that it recognised the value of the sector to the economy. All the while the BIFM and others set about highlighting the absurd gap between the cost of the FM service (both in-house and outsourced) and the organisational value to be derived from it.

Then came 2010, and the first coalition government since the 1970s. Arguably, the fixed 2010-2015 parliamentary term has seen more change and greater recognition of FM’s influence than any other parliamentary term since the 1980s.

One obvious factor has been the government itself becoming involved through its decision to introduce Soft Landings, thus putting operational lifecycle performance at the heart of central government construction projects. Although still a work in progress, just having the debate around the idea has been enough to raise FM’s profile to new levels. Other milestones in the last five years include having a notional gross domestic product figure attributed to FM activity (upwards of 5 per cent – some ‘hidden sector’, that, although real research is still going on to flesh those figures out).

We’ll probably have to wait until the early days of the 2015-2020 term before the impact of soft landings is truly tested and expanded on.

But there’s plenty of other activity to suggest that, whatever your politics, this year’s election will be a major milestone. Here’s hoping the 2015-2020 term will include further breakthrough acknowledgement of FM from government and beyond.

W

SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, Europe £120 and rest of world £130.

To subscribe call 020 8950 9117 or email fm@alliance-media.co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services visit www.bifm.org.uk/bifm/knowledge/ resources/goodpracticeguides.

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

BIFM ENQUIRIES

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: +44 (0)1279 712 620 Email: admin@bifm.org.uk Web: www.bifm.org.uk

www.fm-world.co.uk

07_Leader.indd 07

“It will be in the early days of the 2015 to 2020 parliamentary term that the impact of soft landings is truly tested”

FM WORLD | 29 JANUARY 2015 | 07

22/01/2015 14:37

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

EMPLOYEE PAY

FM firms need to ‘step up’ and pay Living Wage Richard Sykes, CEO at ISS Facilities Services, has called on FM organisations to ”step up to the challenge” and pay the Living Wage to employees.

Speaking at a Living Wage Foundation event in London earlier this month, Sykes, whose company is Living Wage-accredited, together with Living Wage Foundation director Rhys Moore, set a target of 100 service providers paying the Living Wage by the time of this November’s Living Wage week.

“We can make a huge difference to people’s lives,” said Sykes.

“When we opened the Sunborn hotel in London, I found that it was one of the only hotels in the UK to pay the Living Wage.

“We can’t just brush this under the carpet as an industry,” continued Sykes. “We need customers and businesses to be more aware of the benefits [of paying the Living Wage].”

Rhys Moore argued that the Living Wage should become the norm. “It should be what successful, sustainable businesses do,” he said.

The Living Wage Foundation has announced the formation of a Service Providers Leadership Group. The group, chaired by Sykes, aims to “influence the market place on matters relating to the development of the Living Wage Recognition Programme for Service Providers”.

In addition to ISS, the group is composed of Facilicom, Not Just Cleaning, Channel 4, the BIFM, the Business Services Association and the Building Futures Group.

Rhys Moore continued: “This is a huge moment for the Living Wage Foundation and we are delighted to welcome Richard to chair a fantastic leadership group with real influence and insight to service industries such as FM.

A target of 100 FM firms paying the Living Wage has been set for November

“Including their expertise to support and create this programme for service providers is a great step forward; it is a demonstration of their commitment to improving conditions for some of the lowestpaid across the UK. “The best employers are voluntarily signing up to pay the Living Wage now. The Living Wage is a robust calculation that reflects the real cost of living, rewarding a hard day’s work with a fair day’s pay. Service providers play a key role in bringing the Living Wage to many other industries.”

One attendee noted during a panel debate at the event that smaller service providers are obliged to pay the minimum wage owing to restraints on contracts

with larger total FM providers.

Jane Lemon, head of facilities management at Channel 4 and a member on the panel, was bullish in her response. “The more we expect it [for the Living Wage to be a part of FM contracts], the more other people expect it and it becomes an industry standard.”

Moore’s vision is that the Living Wage “becomes the norm” for pay.

“Emulating a campaign such as Fair Trade, we may start to see other larger organisations come on board,” said Moore, who talked of a consumer-driven aspect to the Living Wage campaign.

Recent research published by professional services firm KPMG suggested that 5.28 million people are paid less than the Living Wage.

The Living Wage: a timeline 2001: London Citizens, a community group founded by parents in the East End of London, launches a campaign for the UK Living Wage.

2005: Following a number of campaigns, the Greater London Authority establishes a Living Wage Unit to calculate the London Living Wage.

ISTOCK

2008: A UK-wide minimum income standard is calculated by the Centre for Research in Social Policy (CRSP).

08 | 29 JANUARY 2015 | FM WORLD

08_News.indd 08

2011: Citizens UK, along with various other campaigners, such as the Scottish Living Wage Campaign, agree to a standard calculation (made by the CRSP) for setting the UK Living Wage outside London.

2011: Citizens UK launches the Living Wage Foundation and the Living Wage Employer mark, an accreditation scheme for organisations to complete to be recognised as a company, which pays all of its staff the Living Wage rate.

June 2014: Nestlé becomes the first ‘Living Wage’ manufacturer.

October-December 2014:

November 2015: The announcement of the annual Living Wage calculation for London and the rest of the UK is to be made during Living Wage Week. The rate is announced simultaneously in cities across the UK, while the London rate is announced by the Mayor of London, Boris Johnson.

FC United of Manchester, Luton Town, Heart of Midlothian and Chelsea become the first football clubs to announce that they will pay the Living Wage.

CURRENT RATES

January 2015:

UK Living Wage:

The Living Wage Foundation launches its Service Providers Leadership Group.

£9.15 per hour

£7.85 per hour

London Living Wage: www.fm-world.co.uk

22/01/2015 15:04

NEWS

BRIEFS Cyber security risk rises

Integrated security can slash budgets Organisations could save up to 30 per cent on their security budget by taking an integrated approach to their security strategy.

According to a white paper from cleaning and security company Emprise, security can be seen as a cost rather than an investment.

But a strategy designed to protect an organisation’s assets, people, physical, technical and infrastructure, and mitigate any risks can save an organisation time and reduce overheads.

The research, ‘Reduce costs and risk with an effective security

strategy’, says productivity falls if people do not feel safe at work – and a negative experience for visitors can influence organisation perception.

Many companies fail to recognise the impact of these negative perceptions, and the white paper warns that social media is a real risk for businesses, with the potential for instantaneous damage.

Perceptions of corporate behaviour now matter more than perceptions of products and services, adds the study.

A physical security presence at

an organisation can help to put people’s minds at rest, says the white paper, while a security risk assessment will identify threats and vulnerabilities to business continuity. Technology is an effective partner for manned services acting as a deterrent.

The report includes a case study of how a new approach to security strategy delivered significant results and cost savings for a university.

It also provides tips for helping companies to improve their security strategy.

EMPLOYEE WELLBEING

ALAMY/GETTY

HSE calls for more worker wellbeing The Heath and Safety Executive (HSE) is appealing to businesses in the South-East to make worker wellbeing a top priority as it released figures for deaths in the workplace.

According to the latest data, 10 people died at work across Berkshire, Buckinghamshire, East and West Sussex, Hampshire and the Isle of Wight, Kent, Oxfordshire and Surrey in the 2013/14 financial year, and 9,419 were injured.

This compares with 25 deaths and 9,644 injuries across the same counties the previous year. However, the HSE is urging employers to see if there is more that they can do to protect workers.

The HSE also released figures for workplace illness. About 184,000 people were estimated to have been made ill through their work over the year in the South-East. www.fm-world.co.uk

09_News.indd 09

Nationally, there were 133 deaths at work in 2013/14, more than 79,500 injuries were formally reported (through RIDDOR – Reporting of Injuries, Diseases and Dangerous Occurrences Regulations) and more than 1.1 million people are estimated to have been made ill.

This is a significant reduction since the HSE was established in January 1975, when 651 employees

were killed. This did including selfemployed workers whose deaths were not recorded in the same way.

The HSE added that although the decline in deaths was welcome, employers must do more to protect their workforce.

The latest figures show that those involved in construction, manufacturing and waste and recycling are most at risk.

Agriculture also needs to improve.

Areas of particular concern include falls from height, work on machinery that is poorly maintained and guarded, and failing to properly manage workplace transport.

Mike Wilcock, the HSE’s head of operations for the South-East, said: “The figures offer encouragement that we are continuing to head in the right direction, but they also show that we can still go further.”

The government has launched a guide on cyber security, as a survey reveals it has become the third biggest risk for UK companies.

The Department for Business, Innovation and Skills has published an updated 10 Steps to Cyber Security guide, which shows businesses how to combat cyber threats. A report from GCHQ details the common cyberattacks used against industry by cyber criminals and how to stop them.

The department has also published research showing that UK companies are improving their response to cyber threats.

The results of the annual Cyber Governance Health Check for FTSE 350 companies shows increased awareness and action, along with areas for improvement.

Galliford Try selects FM MD Galliford Try has appointed a new managing director to its facilities management business.

Dean Ashton has also been appointed to Galliford Try’s construction and investments board, which the group said was a new move that demonstrated the increasingly important role of the FM sector for the business.

Galliford Try bought Miller Construction last July, and the acquisition has significantly increased the group’s presence in the FM market, providing total facilities management (TFM) services across a range of client partnerships, said the company.

B&ES chief exec resigns Building & Engineering Services Association (B&ES) CEO Roderick Pettigrew has resigned from the position with immediate effect.

President Andy Sneyd said the departure was entirely amicable and thanked Pettigrew for his contribution during 25 years with association, particularly as chief executive over the last two years.

Pettigrew joined the association in 1990 as a commercial and legal adviser, and four years later was appointed head of the commercial and legal department. He was promoted to the post of deputy chief executive in 2008, and became CEO in July 2013.

FM WORLD | 29 JANUARY 2015 | 09

22/01/2015 14:54

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

PROJECT OF THE

FORTNIGHT NEWS BULLETIN

BIFM launches guide on supply chain relationships BIFM has published a fresh guide outlining the key concepts essential for successful supply chain management.

It is the latest in the series of improved guidance to support standards and professionalism in FM, and aims to highlight how selecting suppliers is only part of the process of good supply chain management.

The guidance identifies the importance of establishing a mutually beneficial working relationship between supplier and customer and examines ideas such as information flow, mutual tolerance, transparency and trust.

It examines why a formal approach to supply chain management is necessary, the key components and benefits of good supply chain relationship management, and how to establish a relationship management strategy.

See page 35 for an extract of the guide. To download the guide, visit www. tinyurl.com/bifmguidesuppchain

UNIVERSITY OF READING PROJECT: Refurbishment to its science buildings ENERGY SAVING: An annual saving of 343 CO2 tonnes CONSULTANT: Temperature Electronics Ltd (TEL) COST: £250,000 (part funded by Salix Finance) PROJECTED SAVINGS: £90,000 annually in energy costs

Carbon cut in Reading labs The University of Reading found that its science buildings accounted for about a third of its carbon footprint. The university made reducing energy use in this part of the estate a clear point of focus.

In its laboratories, 337 fume cupboards – used to limit exposure to hazardous or toxic fumes, vapours and dusts – were found to consume substantial amounts of energy. This was both in terms of direct electricity use for extraction and ventilation and secondary gas used for heating – the heat being lost through the extracted air.

The initial scope of the project was for 44 fume cupboards, representing an investment of £250,000, which was part-funded by Salix Finance.

The works comprised installing new high-efficiency extractor fans in the cupboards, which were 32 per cent more efficient than the old fans, and variable air volume controls to adjust input and extraction rates based on demand.

The ventilation to chemical storage cupboards was redesigned so that most of the fume cupboards could be switched off when not in use and – to combat the human error element – PIR sensors (passive infrared sensors – electronic sensors that measure infrared light radiating from objects) were installed and linked to a warning system to remind users to close the sashes on cupboards when not in use.

TEL fitted variable airflow volume (VAV) controllers to 44 existing fume cupboards; these automatically adjust airflow according to need, further reducing energy consumption.

Fresh air bleed controls were also fitted to the 24 extractor fans to which the fume cupboards are connected.

To allow for detailed analysis of the cost savings, and to evaluate the scope for rollout across the rest of the campus’s fume cupboard stock, electricity sub-metering was also installed in the building.

10 | 29 JANUARY 2015 | FM WORLD

10_News.indd 8

Regional city office take-up ‘exceptional’ Regional city centre office take-up last year was the highest since 2008, according to research.

GVA’s latest Big Nine report, which looks at the office market in nine major regional cities, said that take-up was “exceptional” in the final quarter of 2014.

It totalled 1,945,700 square feet – 70 per cent above the five-year quarterly average. For the year, the total was 5.6 million sq ft – 23 per cent above the five-year average.

The quarterly report looked at office markets in Birmingham, Bristol, Cardiff, Edinburgh, Glasgow, Leeds, Liverpool, Manchester and Newcastle.

Take-up was three times the quarterly average in Bristol and two times in Birmingham.

Manchester achieved the highest level of take-up during 2014 at 1.33 million sq ft, followed by Bristol (836,000 sq ft) and Birmingham (713,000 sq ft).

Edinburgh also saw strong take-up in Q4, 68 per cent above the five-year quarterly average, in Cardiff it was 49 per cent above, in Glasgow 35 per cent, Leeds was 30 per cent above and Liverpool 26 per cent higher.

In Newcastle take-up was 36 per cent below the five-year quarterly average. But the city did have the largest out-of-town deal – 40,000 sq ft at Cobalt Business Park, occupied by Siemens.

Total out-of-town take-up in Q4 was 927,400 sq ft – 28 per cent above the five-year quarterly average.

London office completions rise, but new-build drops Completed office space in London has hit a 10-year high, but space under construction has fallen, according to new figures.

Deloitte Real Estate’s Crane Survey – Winter 2014 says there are 3.7 million sq ft of new offices in London. About 7.7 million sq ft of office space is under construction – a three-year low. Forty-one percent of it is already let.

The fall in construction volumes is closely linked to the high level of completions in the past six months, concludes the report. Strong take-up levels point to a background of continuing economic and property market confidence. The City of London accounts for three-quarters of new space under construction with no new buildings started in Southbank, Midtown or Docklands areas.

Although committed development is currently low, rising demolition levels suggest that more new starts will soon follow, said Deloitte. Demand is expected to remain strong, and rents will continue to rise over the next few years, 5.5 per cent in the City and 8.7 per cent in the West End during 2015.

Steve Johns, head of city leasing at Deloitte Real Estate, said: “With occupier demand expected to remain strong, we foresee further increases in pre-letting activity, and demand for the best space to exceed new supply for the next three years.

“Nevertheless, with over five million sq ft now being demolished – a rise of 18 per cent in six months – developers are racing against the clock to deliver buildings while new supply remains relatively low.” www.fm-world.co.uk

22/01/2015 14:54

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

Staff needs now more important than cost management Employee attraction, retention and productivity are more important than cost management for many companies, according to research.

CBRE’s European Occupier survey found that companies are increasingly prioritising employee needs when making business and real estate decisions.

The real estate consultant’s annual survey polled real estate decision-makers at global corporations mainly headquartered in Western Europe and North America across multiple sectors including banking and finance, professional services, and technology and telecommunications.

It concludes that a workplace strategy that prioritises staff needs has risen up the agenda since the beginning of the economic downturn, when cost was a strategy driver.

A third of respondents cite labour and skill shortages as a key business challenge, up from

Workplace strategies prioritising staff needs have risen up the agenda globally

21 per cent last year. Around half of the respondents cite talent availability as a key factor behind location decisions, while 30 per cent highlight the cost of labour as a key driver. Both responses were 10 per cent higher than last year.

Of those surveyed, two-thirds report that their workplace strategy is mainly driven by the need to attract and retain talent, up 20 per cent from last year. This is now more important than cost

savings, which were previously the main driver.

The second most popular reason to implement a workplace strategy was the desire to increase employee productivity.

CBRE says the increasing importance placed on workforce satisfaction is demonstrated by the fact that 65 per cent of survey respondents say amenity-rich locations that provide quality space and transport accessibility

are vital for building selection to attract the younger generation.

Richard Holberton, senior director EMEA research and consulting at CBRE, said: “Roll back two years, and 70 per cent of companies reported that the uncertain economic outlook in Europe was a key factor in their real estate strategy, with cost management being the primary objective. Today, this has somewhat abated, with 50 per cent identifying weak economies as a concern.

“Instead, attention has turned to the workforce. Location decisions are becoming more dependent on where labour is, or where it can be persuaded to move to, and building selection also increasingly reflects the importance of staff attraction and satisfaction. As a result, property decisions and employee aims are becoming increasingly aligned, with workplace and staff wellness high on the agenda.”

SHUTTERSTOCK/ISTOCK

Employers use flexible working to support ageing workers More than a quarter of employers have introduced flexible working initiatives to meet the needs of their ageing workforce.

A study of 500 UK businesses by Group Risk Development (GRiD), the trade body for the group risk industry, has found that most employers are looking at ways to accommodate older members of staff and keep their businesses running smoothly.

It suggests that 19 per cent are modifying roles and 16 per cent are changing procedures to ensure that the needs of older workers are met.

A further 14 per cent have introduced different working patterns, such as more frequent breaks, and 10 per cent have trained older workers to ensure that they www.fm-world.co.uk

11_News.indd 09

Older workers need more support

feel as ‘up to speed’ as younger staff.

When asked what their priorities for health and wellbeing were, 22 per cent of employers surveyed said dealing with an ageing workforce was among their top three.

Katharine Moxham, spokesperson for Group Risk Development (GRiD), said: “It is reassuring to see employers introducing initiatives

to support older workers, as these employees can bring another level of skill to a business that years of experience has given them.

However, it is equally important to recognise the challenge that the resultant increase in absence rates and age-related conditions can have on a business.”

Of the employers questioned, 11 per cent have seen an increase in absence rates owing to an older workforce, while 20 per cent have seen a rise in age-related conditions such as diabetes and arthritis. However, 15 per cent have refocused their health, wellbeing and absence initiatives in order to better manage these members of staff. Also, 59 per cent have not yet seen any change in absence

rates whatsoever, even though the average age of their workforce has increased.

Of the employees asked how their needs will change as the UK workforce ages, 36 per cent said they thought they would have to supplement their pensions by continuing to work, while 22 per cent said they would want to carry on working for enjoyment and routine regardless of their financial position. A further 35 per cent admitted that they would have to save more to meet longer life expectancy. But 20 per cent said that to stay in work they would need increasingly more healthrelated support and 24 per cent felt they would require help to stay fit and active.

FM WORLD | 29 JANUARY 2015 | 11

22/01/2015 14:20

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

ANALYSIS

Living Wage vs the bottom line for FM operators GRAEME DAVIES newsdesk@fm-world.co.uk

After years of attempting to keep a lid on inflation before, during and immediately after the financial crisis, the UK is seemingly on the brink of entering a period of prolonged minimal inflation, or even deflation.

Indeed, the rate of consumer price inflation halved in December, ending the month at just 0.5 per cent as the sliding price of oil took

the sting out of prices.

The government is breathing a sigh of relief as consumers finally feel they have a few extra pounds in their pocket in the run-up to the general election.

And despite all the negative connotations, deflation is not always a bad thing, especially if it is accompanied by growth in the economy and, unlike the Eurozone, the UK economy is still growing at a decent pace.

And for companies deflation can provide relief in terms of falling input costs, but it also makes raising prices difficult.

But the combination of low inflation alongside a growing economy could spell difficulty for some companies and sectors, and FM is unlikely to be immune.

After many years of low wage increases as companies have pared back costs and employees have been glad to keep their jobs, an improving economy is expected to feed through into aboveinflation wage increases this year.

Sustained real-terms wage growth is welcome for workers after five years of effectively stalled wages, but for businesses struggling to justify raising prices it can pose a problem.

For the FM industry there is further pressure from a growing campaign for suppliers to the government to pay the Living

Contract wins

NEW BUSINESS Centerplate has been appointed to provide catering services at the Liverpool Philharmonic Hall. The deal will enhance the 30-cover restaurant and bar facilities for visitors to the Grade II listed art deco venue. The 1,790-seat hall hosts a range of music and comedy events as well as festivals.

several contracts worth a total of £25 million with five clients. Renewals were secured with Ironmonger’s Hall, Furniture Maker’s Hall, The Royal College of Physicians, The Royal College of Ophthalmologists and The Royal Pharmaceutical Society. The deals range from three to five years.

Bouygues Energies & Services has taken a 10-year TFM contract at the University of West London. The university is making a multi-million pound investment in new facilities at its Ealing and Brentford sites. Bouygues will provide building maintenance, cleaning and security, as well as a student shuttle bus service.

Levy Restaurants UK, the sports, leisure and hospitality arm of Compass Group UK & Ireland, has won a fiveyear extension to its catering deal with Sheffield United FC. The ground has five main event spaces, 28 executive boxes, Blades Superbox, an exhibition area of 3,500 sq ft, a restaurant and a sports bar.

Caterer Fare of London has extended

Cofely has partnered with Cheshire

12 | 29 JANUARY 2015 | FM WORLD

12-13_BusinessNews.indd 12

West and Chester Council (CWAC) to provide customer and integrated workplace management services. The move, to cut costs, improve services and enable the council to put more funds into frontline services, involves transferring 304 CWAC employees to the new company, including customer services and admin staff, cleaners and building maintenance workers.

TNS has signed a multi-site contract with Blind Veterans UK. Under the three-year contract worth £4.5 million, the Leamington Spa-based caterer will provide a team of 81 staff serving the charity’s centres in Brighton, Llandudno and Sheffield. Blind Veterans UK helps blind and visually impaired ex-servicemen and women.

Derwent FM has secured a £1.87 million, five-year contract at Arts University Bournemouth (AUB). The deal has a three-year extension option and will see Derwent FM deliver hard and soft FM at new student accommodation blocks comprising 378 en suite units with shared kitchens and bathrooms. It will also monitor energy performance and student reception.

Wage. In general, FMs employ a large number of workers on the minimum wage, which was recently increased from £6.31 an hour to £6.50 an hour, only the second significant increase in the past six years as it has failed to keep pace with inflation during the recovery from the financial crisis. Indeed, there is already a call for a more generous increase to £7 – the level it would be at if it had kept pace with inflation – when the minimum wage is next adjusted in November.

But campaigners say the minimum wage is not sufficient, especially if the earner has dependants. Some companies already use the living wage as their baseline. The Living Wage Foundation suggests that £7.85 an hour for most of the UK and £9.15 an hour for London is the minimum required for a worker to cover the basic costs of living.

The election manifestos are still being written, but Labour leader Ed Miliband has hinted that he may include a pledge to adopt the Living Wage, and may try to force government suppliers to match it with their basic pay should Labour win the election. This could have significant implications for FM suppliers to the government, which will struggle to maintain margins should they be forced to rebase salaries. There may be some slack as input costs fall, but FM companies tend not to be big consumers of energy or raw materials; their biggest cost is people and a hefty uplift in costs could affect their ability to service contracts profitably and the quality of services they offer. Although a living wage is an ideal that we should aspire to, its introduction could make life more difficult for a sector that is already working on thin margins.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

22/01/2015 14:20

ISS UK expands its technical services by purchasing GSH ISS UK has bought GSH Group’s UK and European operation to enhance its technical services capability.

ISS said the purchase of GSH was a strategic move to create a team of more than 1,800 technicians, giving greater breadth of coverage and service.

GSH UK, Ireland and Europe provides energy and technical mechanical and engineering services. ISS UK provides services including facilities management, engineering, catering, cleaning, food and hospitality, front of house, security, waste, projects and landscaping.

Richard Sykes, ISS UK and Ireland chief executive, said: “This is a strategic acquisition

by ISS and will further enhance our technical capabilities both in the UK and by acting as a springboard to enhance our European expertise.

“At the same time it creates a market-leading business in

Richard Sykes: The purchase creates “a market-leading business”

its own right. Our business has been extremely successful in growing our integrated solutions offering to our customers and this acquisition strengthens this solution even further.”

He concluded: “With this development, we’re delighted to welcome GSH to the ISS family.”

Clive Clarke, UK, Ireland managing director of GSH, agreed the deal was a perfect fit.

BUSINESS BRIEFS

“It will boost our technical engineering self-delivery within specialist hard services and total facility management contracts,” he said.

GSH’s annual turnover is approximately £72 million and the enterprise value of the acquisition is £53 million.

The acquisition comes after ISS won in the Profound Impact category at last year’s BIFM Awards ceremony.

Sykes, who has also been working with the Living Wage Foundation (see page 8), led the service provider to the award win through its ‘three-core’ training plan to creat diverse employment opportunities for young talent.

In addition to its award win last autumn, ISS has appointed Philip Leigh as chief operating officer for its public sector business.

Leigh is to lead the healthcare, education, authorities and defence business at ISS.

ISTOCK/ISS

Norse walks into grounds maintenance framework Norse Commercial Services’s grounds maintenance and arboriculture division has won a place on the framework agreement for work with housing associations in the East of England.

The framework is with Eastern Procurement, whose members include: Freebridge Community Housing Limited, Victory Housing Trust, Suffolk Housing Society Limited, Cotman Housing Association Limited, Places for People Group Limited, Saffron Housing Trust Limited, Orwell Housing Association Limited, Colne Housing Society Limited, Great Yarmouth Borough Council, www.fm-world.co.uk

12-13_BusinessNews.indd 13

Norwich City Council, Hundred Houses Society Limited and South Cambridgeshire District Council.

Norse’s grounds operation employs 1,000 people and has a turnover of around £21 million a year – 20 per cent of which is work with housing associations.

Norse also provides grounds maintenance and arboriculture services to local authorities, schools, sports grounds and the private sector.

Commercial director Nick Maddox said: “We are delighted to be awarded a place on this important framework.”

Cordant revamps its brand The Cordant Group has launched Cordant Services, comprising four service provider divisions in cleaning, security, technical and specialist services.

The move will offer enhanced value and services to existing clients, and provide a strong base for an ambitious growth plan.

Cordant Services’ four divisions – Cordant Cleaning and Cordant Security, Cordant Technical and Cordant Specialist Services are headed by CEO Chris Kenneally, with Jamie Reynolds as group commercial director.

Interserve takes DLR ride Interserve has won a £32 million, seven-year contract to deliver cleaning and security services for the Docklands Light Railway.

Under the contract with Keolis Amey Docklands, Interserve will provide specialist cleaning and security services across seven routes and 45 depots used by 278,000 passengers daily.

More than 130 people have transferred by TUPE to Interserve to manage 24/7 services covering the station and rolling stock.

Hyde invites bids from SMEs

Norse services include grounds maintenance and arboriculture services

The Hyde Group is to launch a new framework agreement model to procure combined cleaning and grounds maintenance contracts across the South-East.

The affordable housing provider said the framework would be a simplified process to select suppliers for a term of up to six years.

Lots will be separated by location and value with suppliers limited to between three and five per lot. The procurement process will be friendly to small and medium-sized enterprises.

FM WORLD | 29 JANUARY 2015 | 13

22/01/2015 14:20

FM BUSINESS IN FOCUS

The interviewee: Chris Kenneally, chief executive, Cordant Services The issue: Introducing service workforce management by smartphone app

Management by mobile in the age of apps Last week the Cordant Group launched Cordant Services, an umbrella brand for four divisional businesses comprising the company’s existing cleaning and security operations (to be rebranded as Cordant Cleaning and Cordant Security respectively) and two new divisions, Cordant Technical and Cordant Specialist Services. With a combined turnover of £145 million, the aim is for the four divisions to be closely aligned operationally while retaining their individual specialist natures. Services can be bundled or purchased separately.

The cleaning and security businesses are already firmly established. Established in the transport sector, Cordant Cleaning is now targeting growth in the warehousing and distribution, NHS and emergency services, education and professional service sectors. Cordant Security (formerly Advance Security) claims to be the seventh largest security operator in the UK, with 1,200 sites managed for 300 customers.

Technical focus Jamie Reynolds, Cordant’s commercial director (and a 14 | 29 JANUARY 2015 | FM WORLD

14_BusinessFocus.indd 14

former FM World ‘Rising star’), will lead the development of Cordant Technical, a division set up to provide technical project management (equipment installation, M&E retrofits, fit-outs and refurbishment, electrical compliance. The other new division, Cordant Specialist Services, will seek to provide specialised services to clients including data centres, pharmaceutical operations and hi-tech manufacturing and food processing.

Behind the new trading brands will be a new IT system, scheduled to go live by this summer, that will allow for ‘full transparency’ and openbook accounting. What’s also interesting is how the company intends to deploy new mobile technology to ‘enable the business to respond to changing workplace situations’.

“We are bringing in technology that is way ahead of anything else in the marketplace,” says Cordant chief executive Chris Kenneally. “We started searching for the right products last year, but we couldn’t find one that was right for us. So instead, we recruited the chief technical

officer of Channel 4 television and he migrated his team into Cordant in Q3 last year.”

Future-proofing Deciding that its new system would need to be future-proofed, Cordant is in the throes of introducing a system based on Google Apps and deployed on employees’ smartphones.

Kenneally explains: “Mannedguarding security and cleaning are low-margin activities today, and the only way to change that significantly is to introduce technology that takes backoffice costs out and makes the workforce more productive – so that is where we are focusing.”

“Just about everybody today has smartphones, so rather than taking a platform off the shelf and trying to integrate it with a smartphone we looked at it the other way round; we are building a system very much around Google apps – small modules that can be put together quickly and that can be upgraded for a client’s requirement.”

The Google-App-based system addresses the problem of ensuring workers turn up by ‘turning the tables’ and putting the

responsibility on them.

In the Cordant Group’s recruitment business, one of the problems is a need for backoffice staff to pick up phones and chasing people on emails.

“That’s not much different from manned guarding, for example,” says Kenneally. “But what the computer doesn’t do is deal with a situation where someone doesn’t turn up, and that’s a big challenge in this industry. So we thought – why not reverse things and make the decision-making process yours as a worker?”

Each worker will be connected to Cordant via smartphone. If an individual is not going to turn up for work that will be evident from the system showing that individual’s smartphone as not on site at the given time of the day. “We will know in advance that an individual is not going to show up, so we can offer the work automatically to other people,” says Kenneally.

“It makes the process very transparent so that the customer can come in real time via his phone or tablet and see what’s happening. It also puts the responsibility back on the worker who wants to receive the money for doing the work.”

Does Cordant expect its competitors to respond?

“It’s not just about writing an app to allow somebody to work smarter or faster,” says Kenneally, “it’s about fundamentally changing the business process and employee/ employer interaction.

“It’s a complete mind-shift, and people my age are going to find that more of a challenge than youngsters and people in their 20s. From a future-proofing point of view we’ll be one step ahead of people who aren’t thinking that way.”

MARTIN READ martin.read@fm-world.co.uk

www.fm-world.co.uk

22/01/2015 14:37

FM NEWS EVENT IN QUOTES

Earlier this month, the BIFM’s Women in FM Special Interest Group (WIFM) hosted its third annual all-day conference in London. The event featured a range of speakers from FM professionals to English channel swimmers and Emma Parry, co-founder of charity organisation Help for Heroes. This year’s theme was ‘breaking through’ – and here are a selection of quotes from a day that set out to inspire.

AnnexLennoin, Mart ing g manactor, dire 360 FMP

“Once you achieve ‘your Everest’ you realise that the boundaries you saw before were created by your own mind”

“KPIs and a tick-box approach of contracts creates an adversarial relationship between client and supplier” LENNOX-MARTIN’S VIEW THAT THERE ARE COLLECTIVE PERCEPTIONS IN GROUP RELATIONSHIPS STRUCK A CHORD

“Suspend your beliefs when you begin a new relationship” Ford, Davidief ch ve, ti x e ecuM B G es Servic

www.fm-world.co.uk

PROSPORTSIMAGES

BREAKING THROUGH

, Alford Nick a f o he d health e t a r corpod safety, an Macro

ah Debor nd, Rowla of head asset rty & prope agement, n y ma inistr UK Mustice of J

“Driven, tenacious, passionate”

“Everyone should spend some time working in the Cabinet Office” ROWLAND ENCOURAGES US TO GO “SWIMMING WITH SHARKS”

ROWLAND’S RESPONSE WHEN ASKED TO DESCRIBE HERSELF IN THREE WORDS

“Stop being a producer and start being a consumer” FORD USES THE EXAMPLE OF HONDA PUTTING CUPHOLDERS IN THEIR CARS

The WIFM conference is gaining quite a reputation for inspirational oratory. With others such as channel swimmer Nick Alford and Help for Heroes’ Emma Parry telling their stories of meeting and overcoming challenges, it was perhaps Deborah Rowland who best met the ‘breaking through’ brief, explaining how tenacity and passion can overcome the problems of prejudice and the ‘old boys’ network. Also, the use of the film #Likeagirl’ (bit.ly/1nLhkS0) by Lucy Jeynes in the panel debate confronting the issue of gender discrimination was thought-provoking. All in all, the BIFM WIFM event was an inspiring one – here’s to WIFM 2016.

FM WORLD | 29 JANUARY 2015 | 15

FM OPINION THE DIARY COLUMN SIMON FRANCIS

“WE HAVE WON THE TRUST OF OUR EXECUTIVE BOARD, WHICH HAS NOW AGREED TO FUND A NOT INSIGNIFICANT EXPANSION IN FM STAFFING LEVELS”

Local authority

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

CR EATIN G A F OR M I DA BL E T EA M

s Simon bids farewell to his colleagues, change is afoot for his top-flight in-house team as it adapts to cope with estate expansion

A

I mentioned in my previous column that I would be leaving the university to move on to a new opportunity. There’s been no time, however, to wind down to my exit. After delivering significant improvement in the way our department supports the university over recent years, we have won the trust of our executive board, which has now agreed to fund a not insignificant expansion in FM staffing levels.

With our continued success in student recruitment, the

extension of our opening hours and the increasing demands of our students, the team have been stretched more than ever before.

This increase in our resourcing is intended to allow us to continue to deliver a high level of service across increased opening hours and to add resilience to our service delivery, particularly outside of core hours.

So we’ve been developing new job descriptions, revising workforce planning arrangements and developing and launching a

NHS FM consultant Trust

recruitment campaign.

As part of this commitment to increase our resources we’ve been given funding to recruit a new team of facilities coordinators – one for each of our colleges. The role will be shift-based and will provide support to our FMs in managing the team, overseeing contractor performance, dealing with incidents and coordinating and supervising permitted works. We intend to recruit internally only for this role, from our existing cohort of facilities assistants. We are lucky to have a very strong in-house team with a number of staff ready for and deserving of a move up the ladder into their

first supervisory role.

Of all our achievements, perhaps the one I’m most proud of is the development of our large in-house frontline staff into a highly effective team. We have recruited rigorously, increasing the minimum competence levels required for our roles, and robustly managed the probation process. The new recruits will raise the bar.

I am disappointed to miss the development of our new campus in the Stratford Olympic Park, but I’m off to London South Bank University to take up the role of head of estates services.

BEST OF THE WEB Views and comments from across the web Why should we care about washroom hygiene?

(BIFM group) Dave Thomas: You can spend your entire budget on scrubbing washrooms, but you will need a bottomless pocket to train the untrainable – those who use your facilities.

No matter how many options you give them in toilet rolls, short and long flush, anti-allergenic soaps, paper towels, hot air dryers, even 16 | 29 JANUARY 2015 | FM WORLD

16_Opinion.indd 18

putting a cleaner in every hour – you will find that they will bring all their diseases, dirty feet, dirtier hands, and personal hygiene habits into your washrooms.

Dominic Binard: Health and safety can have a profitable or adverse impact a business.

A good starting point is to adhere to the guidance and advice issued by the HSE: Welfare at Work – Guidance for employers on welfare provisions.

Why pay fair trade, but not pay the living wage?

(BIFM group) Rob Farman: While the words may be different, the spirit of Fairtrade and Living Wage seems the same to me. Many organisations like to boast that they buy Fairtrade coffee and other comestibles for their employees to consume and enjoy. So, if they are doing that, why should they not also make sure they are paying the Living Wage?

Charlie Mowat (FM World, 4 December 2014, page 17) hit the nail on the head: transparency.

Tell your client what rates you would have to pay if the contract cost is negotiated too low and, if the client agrees the Living Wage must be paid, then prove to him or her it is being by, if necessary, showing the client the payslips of individual workers with their permission.

Am I being a naïve idealist? I hope not.

Nathan Mansfield: The minimum wage needs to reflect what the living wage is, there should be no difference between the two. For too long the private sector has relied on central government to supplement the wages of its employees with benefits. By paying a realistic living wage to its employees, a business will benefit from better staff retention (subsequent lower training costs, etc) and improved levels of staff contentment. www.fm-world.co.uk

22/01/2015 14:21

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

BEST OF THE

FMWORLD BLOGS How clean is your office really?

Evo Cleaning Services blog You’d be safer eating your lunch off a toilet seat than off your desk’s keyboard.

Surprised? Dr Charles P Gerba, an expert on household microbes and intestinal diseases, has studied bacteria counts in the workplace. He found that personal areas such as cubicles have far more bacteria than communal areas. Some office stats: ● Phone: The average desk phone has around 25,127 bacteria per surface, making it the most unhygienic item. You put it straight to your mouth and rarely disinfect it. ● Desk: The average desk is not much cleaner with around 20,961 bacteria – some desks have even been found to be 400 times dirtier than a toilet seat. ● Keyboard: The average keyboard has 3,295 bacteria per surface. Tests by Which? at its London offices found keyboards carrying bugs that could cause food poisoning, with four out of 33 deemed potential health hazards. Microbiologist Dr Peter Wilson says a keyboard is frequently “a reflection of what is in your nose and in your gut”. ● Mouse: Your mouse harbours 1,676 bacteria on average per surface. ● Men’s loo seat: Generally only 49 bacteria on average per surface.

Some £11.7 billion is lost by UK businesses each year owing to staff sickness, This can’t be entirely attributed to the bacteria in our offices, but they don’t help. There are 50 types that can be harmful, chiefly, staphylococcus aureus – present in human nasal membranes, hair follicles and skin. Hiring a professional cleaning service is the most obvious step to fight office grime. But there are a small things you can do. Draw up a cleaning rota for communal areas. Encourage staff to frequently clean their desk and disinfect the surface, clean keyboards regularly and use phone sanitiser on handsets.

Read the article in full at www.tinyurl.com/ovyw2gs

The curse of the early adopter Gemma Reucroft, hfgem “First they ridicule you, then they fight you, and then you win” – Gandhi.

Being a lone voice or an early adopter, can be a lonely, difficult place. I am guessing you are familiar with Roger’s Innovation Adoption Curve – the rate at which new innovations and ideas spread throughout cultures. Innovators and early adopters are folk or organisations who get to new stuff fast – the new thinking, the new piece of tech. There are other names for game-changers. Boat rockers are not always popular.

However sound your argument for something new, it is always going to sound like this: what you did in the past wasn’t very good, what you are doing now isn’t either.

Abandon everything and do this instead.

For some, there are other reactions: fear of change; a lack of understanding and a lack of desire to understand better: protecting vested interests, or just not being ready for the message. Sometimes it is arrogance – think of HMV’s response to downloadable music. And the early adopter can be the one that gets laughed out the door.

Social media is a great example. For some it is still something they don’t want to know about. It is also something that people bitterly complain about or joke about. I still hear “Isn’t Twitter just about telling people what you had for breakfast?”.

So to every early adopter, game changer, challenger or innovator trying to do new stuff or improve old stuff – hold your nerve. Because when all of the ignoring and the ridiculing and the fighting is done, just maybe you will win. And if you are the person who rolls their eyes when someone comes up with an off-the-wall idea, make sure they are not an early adopter. And that the one doing the ridiculing and fighting isn’t you.

Read the article in full at www.tinyurl.com/p54gp3o

www.fm-world.co.uk

17_Opinion.indd 17

FIVE MINUTES WITH NAME: Dominic Irvine JOB TITLE: Founder, Epiphanies LLP

Labour productivity in the United Kingdom has been remarkably weak. Economists don’t fully understand the reasons and call this the productivity puzzle, for which they have a number of hypotheses. Self-employment has risen by 600,000 and many of these may be underemployed; Some companies may have been unable to cut staffing levels below a minimum threshold in order to keep their businesses ticking over.

Another explanation is that the UK’s investment in capital stock has declined due to economic uncertainty. It would appear that some organisations consider employing people to be a cheaper alternative than investing in capital equipment – true in the short-term, hugely damaging in the longer term.

What does this mean for managers? Productivity per person can only be squeezed so far and increasing pressure too much on employees may result in increased stress, fatigue and absenteeism.

With a growing economy and more jobs available, employees who have been biding their time may decide that now is the time to jump ship.

Some of the greatest opportunities stem from removing process-heavy performance management systems. They are the Emperor’s new clothes, creating an illusion of progress where none exists. Evidence that performance management systems contribute to profitability is at best weak.

Organisations need good goals - and managers working on the rather than filling in forms about working on the goals. Imagine the saving if organisations stopped requiring managers to complete performance management records - each manager would save days per year, time that could be spent on doing business. IT costs would be lower and quite possibly engagement scores (highly correlated with productivity) would increase.

FM WORLD | 29 JANUARY 2015 | 17

22/01/2015 14:21

FM FEATURE PAUL EMMANUEL

18 | 6 NOVEMBER 2014 | FM WORLD

18_21 Paul emmanuel.indd 18

MARTIN READ

www.fm-world.co.uk

22/01/2015 18:15

A LONGDISTANCE RUN

he Olympic Delivery Authority, established in 2005, was always destined for a finite existence. After nine memorable years, and the highly successful delivery of London’s 2012 Olympic Games, the body set up to deliver the infrastructure for the Olympic and Paralympic Games – and oversee the adaptation of those facilities after the games – finally ceased to exist last December when Paul Emmanuel, the project manager who ended up running FM throughout the organisation’s short but illustrious lifespan, closed the ODA’s last office.

“I’d closed down smaller offices before,” he recounts of the ODA’s final days. “But in this case the whole business was closing as well. I was literally the last person on site. On that final floor walk with the landlord I kept remembering how just over there the chairman had sat, over there the CEO… and now it was just

T

www.fm-world.co.uk

18_21 Paul emmanuel.indd 19

me. I’d truly come full circle.”

Having left his ODA post in 2013, Emmanuel had been invited last April to return and oversee the closure of the ODA’s last remaining corporate site in Canary Wharf. In accepting the role, he was thus able to add responsibility for the termination of FM contracts, asset disposals and dilapidation negotiations to a CV of FM skills that has mushroomed since a first fit-out project back in 2005.

Compelling proposition Paul Emmanuel joined the nascent ODA in 2005, shortly after the awarding of the games.

With project management experience for local councils, Emmanuel was employed on an interim contract as a client-side project manager tasked with overseeing the ODA’s first office fit-out as well as its relocation from St Katharine Docks in Wapping to new headquarters

in Canary Wharf – projects recognised when the BIFM awarded them ‘Best Practice in a Fit-Out Project’ at the 2006 BIFM Awards.

However, little did Emmanuel think that his role would develop into that of head of FM services and project delivery, with responsibility for all corporate FM services (both in-house and outsourced), staff relocations (from Canary Wharf to the Olympic Park) and the recruitment of the Olympic Park’s first FM team and managed services (prior to those services being outsourced, to Vinci, in 2008).

Emmanuel had been recommended to the ODA by a former colleague at Edwards Project Management, the company he worked for three years after leaving the London Borough of Hackney. But at the time of the ODA move, he was in his second year as

head of technical services for Hammersmith and Fulham Homes. However, “the possibility of even a short assignment with the ODA was compelling”, he says.

The initial eight-week contract was clearly a risky career move, but a risk Emmanuel was prepared to take.

“When I joined the ODA I was appointed to complete an office fit-out and relocation – there was no more expectation on their side or mine.”

However, attention within the ODA quickly turned to how fast the organisation was likely to grow and the probable need for more accommodation. Following the Canary Wharf relocation, the ODA was now a sub-tenant to LOCOG (the London Organising Committee of the Olympic and Paralympic Games) – but both organisations were developing their own separate identities.

Emmanuel and LOCOG’s Garry

PHOTOGRAPHY: AKIN FALOPE

Paul Emmanuel joined the Olympic Delivery Authority at its birth and was there at the end to close its final office. Martin Read finds out how what was at first an interim position turned into an all-encompassing and unforgettable role in FM

FM WORLD | 6 NOVEMBER 2014 | 19

22/01/2015 18:15

FM FEATURE PAUL EMMANUEL

Johnson got to know each other early on, having started in their positions just a month apart.

Emmanuel now continued working – on an interim basis – on a number of fit-out and relocation projects for the authority, and it wasn’t until April 2007 that the position became full-time. Despite concerns about taking on fulltime employee status, Emmanuel applied for and was appointed head of facilities management services and project delivery.

MARTIN READ

FM QUICK FACTS

2007

The year Paul Emmanuel’s position became full-time

“When I joined the ODA I was appointed to complete an office fit-out and relocation.

There was no more expectation on their side or mine”

Sprinting ahead Now part of the ODA’s internal team, Emmanuel led FM operations during the early development of the Olympic Park in 2008, directing maintenance, security, cleaning, and catering services across the 246-hectare site. When the Park in Stratford first came under Emmanuel’s wing, much had to be delivered, and quickly.

“I hadn’t quite appreciated all of the elements involved,” recalls Emmanuel. “The technical contracts were OK – from maintenance to cleaning – but I hadn’t much experience of catering. So I learnt a lot about that, especially in the early days on the Olympic Park. When I first set up the park offices it was a case of putting interim catering options in place. Just sandwiches in the first instance, but with the cold weather came more demand and we had to get our caterer to provide hot food on site with a food pre-booking system.”

As the pace at which the Olympic Park was growing accelerated, a point was soon reached at which accommodation and services struggled to keep up. So, says Emmanuel, “my first year on the Olympic Park was about pulling in a number of interim services which would see us through that period”.

He recalls the various cleaning 20 | 29 JANUARY 2015 | FM WORLD

18_21 Paul emmanuel.indd 20

www.fm-world.co.uk

22/01/2015 18:15

PAUL EMMANUEL

PAUL EMMANUEL CAREER FILE FM JOB HISTORY: 2013-PRESENT Project Consultant, Thurrock Council 2005-2013 Head of Facilities Management Services and Project Delivery 2004-2005 Head of Technical Services, Hammersmith and Fulham Homes Ltd 2001-2004 Associate Project Manager, Edwards Project Management

challenges across the park, from the bus depots through to the security guard huts.

“Cleaners had to be mobile and get H&S training on what was basically a building site. There was a lot of experimentation and changing of contractors. We had framework arrangements, but not all the contractors were capable and some had to be stood down before we reached a working solution. It was a vast site, and on occasion no one knew where the cleaners were or if they’d even turn up.”

After six months, service delivery started to settle.

Emmanuel had by now recruited his full FM team, allowing more resources to check on the quality of contractor delivery.

Interim solutions The initial stages of the park’s development saw an array of interim arrangements with outsourced providers – arrangements that only ended once the procurement project for a total FM service for the park had been completed. A positive result of these interim arrangements was the use of local companies who’d applied for the business using the government’s CompeteFor framework. Two such firms come quickly to Emmanuel’s mind – Tarem Services, a cleaning contractor started via a Prince’s Trust grant, and Catering2Order, a social enterprise set up by registered blind caterer John Charles that has since gone on to cater at 10 Downing Street.

“They both did really good job for us,” he recalls.

On the park, Emmanuel’s role had been to set up the first office, put in place the contracts, appoint the staff and be part of the project team managing the tender process to bring in an overall outsourced provider (Vinci took on the function www.fm-world.co.uk

18_21 Paul emmanuel.indd 21

in 2008) and help with their mobilisation. So once that was completed, “it was time for me to make a graceful exit from the park,” says Emmanuel.

Back at the ODA’s headquarters in Canary Wharf, where Mitie had been providing the bulk of outsourced FM services (ISS took on the work in 2011), the next challenge was to deal with the scale of organisational growth.

By 2009, the problem was the scale at which LOCOG was expanding.

“We were sharing space across several floors in Canary Wharf, but I still had LOCOG tapping on my shoulder and wanting some of their office space back,” Emmanuel recalls.

“I was working closely with HR to manage headcounts and movements, but we were always getting calls from people keen to join us. For example, we found we had to accommodate the Metropolitan Police – and with security such a big issue, we coudn’t exactly turn them down.”

The resolution to all of this accommodation pressure came via the landlord. “At the time he had vacant space across the Canary Wharf estate, so we took the opportunity to negotiate for space and hold the lease in our own right. A lot of my work at that time was in keeping an eye on headcount and on the local market, just in case if we had to move.”

FM more visible Solutions to accommodation problems were often short term.

The ODA’s expanding IT team, for example, was moved into serviced offices and then brought back later. In all of this hectic locating and relocating, was there ever among the staff a patriotic, “all in this together” mentality – that this was something special?

“Certainly at the top they were totally supportive all along the

way,” recalls Emmanuel; “but when you got further down the chain, all the normal human behaviour elememts kicked in to play. ‘Why have you got me sitting here, I want a window seat’, etc. Staff were committed to the project, but the normal battles FMs have with change management were there to be fought.”

Emmanuel remembers in the early days explaining the ODA’s recycling and hot-desking policies to gasps of horror.

“People appreciated that there was always going to be a lot of transition and short-term solutions. But just as anywhere else, staff want to come in, turn on their PCs and away they go.”

That said, Emmanuel believes the fluidity of accommodation and the dynamism of the whole operation made the FM team more visible to the ODA workforce then would otherwise have been the case.

“One thing I’ve learnt in the role is that if you are starting an organisation and forming its identity, you need your own FM person, FM has be part of it.”

Today, Emmanuel is a project consultant at Thurrock Council.

He agrees that FM as a discipline has come out of the Olympics experience well, but believes the sector still has promotional battles to win.

“The public still struggles with understanding the concept of FM and that’s still a challenge for the industry. Certainly in my own household I still struggle to explain it. However, among professionals that’s changing. If you talk to people who worked on the construction side of the Olympics, I’d say the profile of FM has definitely been raised with them.” FM (An extended version of this interview can be found on the FM World website.)

FM WORLD | 29 JANUARY 2015 | 21

22/01/2015 18:15

FM FEATURE

ENERGY MARKETS

ISTOCK

E

urope’s power sector is experiencing radical and permanent change. The conventional model of supplying electrical energy to customers from central power plants through one-way systems is becoming increasingly challenged as a direct result of policies to reduce greenhouse gas (GHG) emissions and to decrease dependence on energy from fossil fuels.

Europe’s power industry professionals are responding to this challenge to the status quo and will be debating the issues raised in this article at their industry conference later in the year.

The pace of change looks likely to increase as a new package of climate and energy policies unveiled by the European Commission in early 2014 drives a fresh wave of clean tech investment. Designed to cut GHGs by 40 per cent against 1990 levels by 2030, the proposed framework includes a binding target for EU member states to source at least 27 per cent of their energy from renewable sources by the same date. A non-binding target to encourage countries to improve their energy efficiency by 25 per cent through the 2020s is also being considered.

The financial and operational implications of accommodating renewable energy and meeting emissions targets mean that utilities must become a lot smarter in the way they operate.

This has driven the development of innovative business models, new technologies, and a fresh range of services that are radically replacing the traditional way of simply selling kilowatt hours (kWh).

22 | 29 JANUARY 2015 | FM WORLD

22_25 Energy markets.indd 22

NIGEL BLACKABY

Utilities and investors are now focusing on smart meter rollouts and deployment of technology at a distributed local level rather than making 30-year commitments to large power plants. But there is life in conventional plants yet, as stateof-the-art coal-firing technologies allow biomass to be used as fuel alongside coal, with some plants now burning a mixture of both or even converting from coal to biomass completely.

Waste to energy Derived from living or recently living organisms, biomass takes carbon out of the atmosphere while it is growing and returns it as it is burned. This maintains a closed carbon cycle with no net increase in atmospheric carbon dioxide (CO2) levels.

More importantly, it means that the by-products of industrial, commercial, and domestic consumption that would previously have been discarded as waste can now be reused as fuel for power.

The use of biogas is rising, and technology manufacturers are responding accordingly with solutions around gasification and pyrolysis, where the fuel is heated with little or no oxygen to produce ‘syngas’. The latter can be used to generate energy, or as a feedstock for producing methane, chemicals, biofuels, or hydrogen.

The significant carbon and energy benefits of converting waste to energy (WtE) have seen plants established as an essential part of both the waste management and energy supply

ENERGY – AN EVOLVING MARKET

Technological and commercial innovation is accelerating as the European power market reaches the vital nexus between renewable and traditional power, as Nigel Blackaby reports www.fm-world.co.uk

22/01/2015 14:37

www.fm-world.co.uk

22_25 Energy markets.indd 23

22/01/2015 14:38

FM FEATURE

ENERGY MARKETS

NIGEL BLACKABY

There are now at least 450 WtE plants in operation across Europe

network. There are now more than 450 WtE plants in operation across Europe, with countries such as France, Germany, and Italy leading the way. Frost & Sullivan analysts predict that global revenues in WtE plants will reach $29 billion by 2016.

Harnessing energy from waste has many benefits. It helps nations reduce their dependency on energy imports, and contributes towards reducing carbon emissions and meeting renewable energy targets. Crucially, these types of technologies have a steady and controllable output – i.e. ‘baseload’ power – when used for electricity generation.

Baseload power remains a necessity given that the energy derived from renewables, such as wind and solar radiation, shows a high degree of volatility.

Moreover, full integration of renewable energy sources means not only incorporating wind, solar, hydro, biomass, and tidal power into Europe’s energy mix, but also the integration of energy supply for heating, chilling, and transportation.

GETTY/ALAMY

Smarter cities The need for a more sustainable approach to energy management and tighter integration is being driven by the global trend of urbanisation. In 2010 more people lived in cities than in rural areas for the first time in history, and by 2025 it is estimated that about 60 per cent of the world’s population (4.6 billion people) will live in urban areas. This poses serious challenges for city planners, who will need to rethink how they provide basic city services to residents.

Municipalities across Europe are already developing district schemes to provide both heat and electricity to thousands of homes. This offers a diversity and independence of power

24 | 29 JANUARY 2015 | FM WORLD

22_25 Energy markets.indd 24

generation rather than relying on national utilities. Known as ‘urban energy integration’, this activity is underway within metropolitan areas in Genoa and Copenhagen, for example, which are looking at their overall energy management and services to integrate electricity, heat, water, and waste water at city level.

According to growth consultant Frost & Sullivan, there will be 26 smart cities and 90 sustainable cities globally by 2025, presenting market opportunities worth $1.5 trillion in areas such as infrastructure development, technology integration, and energy and security services.

Smart cities are cities built on ‘smart’ and ‘intelligent’ solutions that will lead to the adoption of at least five of the eight following smart parameters: buildings, citizens, energy, mobility, healthcare, infrastructure, technology, and education and governance.

Smart energy is the fastestgrowing market segment, and big cities such as Hamburg, Vienna, and Amsterdam are starting to work with the energy sector and end users to coordinate the energy supply issues in their areas by mapping local needs and finding optimum solutions.

They are developing smart grids

Carbon Capture and Storage (CCS) captures transports and stores CO2 emissions from power stations

60% THE ESTIMATED PERCENTAGE OF THE WORLD’S POPULATION SET TO LIVE IN URBAN AREAS

by introducing smart meters that enable an overall improved service to their customers, and a more efficient grid operation, which could eventually include the development of electric vehicle and energy storage infrastructure.

A successful rollout of electric vehicles depends on a responsive ‘smart grid’ to allow mobile charging facilities for these new modes of transport. Furthermore, the integration is cyclic; utilities manage waste collection, which is then used to generate electricity, heating or chilling in combination with energy storage solutions.

Storage technologies A viable and cost-effective energy storage mechanism would help manage the peaks and troughs of demand, and would therefore become a potential game changer in the integration www.fm-world.co.uk

22/01/2015 14:38

ENERGY MARKETS

of renewables. Although storage technologies are developing fast, they have yet to attain a level that would make them commercially viable.

Storing energy in the form of heat is one option that holds great potential. The idea is to store surplus electricity on a sunny or windy day by heating up water, and either storing it in that form or using it to heat or chill buildings. The latter can be achieved using thermally activated absorption chillers, adsorption chillers, or desiccant dehumidification systems.

Absorption chillers, for example, produce chilled water by separating two different substances that are in thermal equilibrium using heat, then reuniting them through heat removal. Two substances that may be used for this process are water (acting as the refrigerant) and lithium bromide (the absorbent). This process is driven by heat from natural gas combustion or a waste-heat source. Absorption chillers can be used in conjunction with combined heat and power (CHP) or cogeneration projects to provide tri-generation or combined heat power and cooling (CHPC) schemes that are typically embedded close to the end user. As such, they help reduce transportation and distribution losses to improve the overall performance of the grid.

The ability to store electricity generated by renewable energy in sufficient quantities – and at a cost that makes commercial sense – would open the door to an even greater penetration of renewable energy-sourced power than is currently technically feasible.

Much development and research is being undertaken in a variety of storage mechanisms such as lithium-ion batteries, compressed air systems, and chemical and electrical energy storage. Projects www.fm-world.co.uk

22_25 Energy markets.indd 25

Conventional coal and gas-fired plants will be required for the foreseeable future

incorporating large-scale storage are starting to emerge, but there remains some way to go before these technologies become widely used.

The carbon question Carbon capture and storage (CCS) may have received some negative press, but the fact remains it is a necessity, given that both coal and gas-fired plants will be required for the foreseeable future to provide baseload or instant power when needed.

The European Commission sees CCS, or carbon capture and reuse POWER POW-WOW The Power-Gen Europe and Renewable Energy World Europe conference and exhibition take place on 9-11 June 2015 at the Amsterdam RAI in the Netherlands. Utilities, equipment producers, service providers, city energy coordinators, consultancy firms, financiers, data handlers and grid operators will share their experiences and knowledge, and discuss the industry’s current and future needs. www.powergeneurope.com www.renewableenergyworldeurope.com

(CCR), as an important tool for energy policy. In Europe, the UK has two pilot projects operating on a commercial scale, while the ROAD project in the Netherlands is waiting for financing to be agreed.

As of November 2014, there were 14 CCS projects globally at the advanced planning stage – including nine in the power sector – expected to be in a position to make a final investment decision in 2015, according to the Global CCS Institute. Certainly if stricter policy on carbon emissions is enforced for coal and gasfired plants as expected, it is a compelling driver for Europe’s power industry to bring CCS technology to fruition.

In the renewables arena, there is now greater attention being given to operating and managing renewable energy assets more efficiently. This will be essential as the technology matures and reaches a critical mass on the grid. But although there has been a great deal of focus on renewables, it also remains important for conventional power generators to continue advancing their efforts.

Gas turbine manufacturers and operators are working closely with grid operators to make their

equipment more flexible so that it is able to respond quickly to variations in demand. At the same time, distributed generation through smaller gas turbines, diesel and gas engines is going to be increasingly employed in the infrastructure, particularly in cities. Ultimately, the emphasis will be on clean and flexible power generation, and the efficient and optimised operation of plants.

Fortunately, the energy technology sector has always responded well to challenges, whether that is developing nuclear technology, designing highly efficient gas turbine machinery, or harnessing renewable energy. So although the current changes being brought about by Europe’s energy transition are disruptive, they also represent an opportunity to which the energy industry is responding.

Now that policy is such an important driver for technical decisions, regulation and investment also form a key part of the debate for plant operators, decision-makers and specifiers facing tough choices about when and how to adapt, modernise and optimise Europe’s energy infrastructure as advanced technology emerges. FM FM WORLD | 29 JANUARY 2015 | 25

22/01/2015 14:38

FM FEATURE

WASTE MANAGEMENT

26 | 29 JANUARY 2015 | FM WORLD

26_29_Waste management.indd 26

HERPREET KAUR GREWAL

www.fm-world.co.uk

22/01/2015 18:26

WASTE MANAGEMENT

WASTE NOT, WANT NOT Dumping our refuse into holes in the ground is no longer affordable, desirable or sustainable. The exigencies of the economy demand that FMs should look on waste as having a useful longevity, reports Herpreet Kaur Grewal

W

aste management may not be a sexy subject, but it is an essential one and frequent media headlines show why. Recent reports claim that councils switching to fortnightly collections would lead to a surge in the rat population. This reveals waste management’s important role in protecting public health and the environment.

Barry Dennis, director general of the Environmental Services Association (ESA), recently told a discussion group organised by the British Institute of Facilities Management (BIFM) titled ‘Exploring Zero Waste to Landfill’ that waste was “the fourth essential service after police, fire and ambulance”. He said: “If we stopped our services, people would certainly understand their value.”

Companies, organisations and the general public are also becoming more aware of how to www.fm-world.co.uk

26_29_Waste management.indd 27

ensure that waste is considered as a part of “a circular economy” rather than merely being produced by a company and then dumped as landfill.

A circular economy is an alternative to the traditional ‘take, make, dispose’ linear economy – resources are used for as long as possible, “with the maximum value from them extracted while in use, then recovered and regenerated products and materials at the end of each service life”.

According to independent, non-profit organisation, Waste and Resources Action Programme (WRAP), the point of a circular economy is to reduce waste and drive greater resource productivity, which leads to a more competitive UK plc. WRAP argues that it also positions the nation to better address emerging resource security and scarcity issues and helps to reduce the environmental impacts of FM WORLD | 29 JANUARY 2015 | 27

22/01/2015 18:26

FM FEATURE

WASTE MANAGEMENT

production and consumption in both the UK and abroad.

For businesses, there is a clear monetary value in waste management, although most are only just realising this.

“There is growing recognition that good practice around waste reduction and waste recycling is good business practice and can save money,” according to another participant of the same discussion group, Dan Cooke director of external affairs at recycling, renewable energy and waste management company Viridor.

Tim Luckett, project manager at WRAP, adds: “More and more organisations, regardless of their sector or industry, are viewing waste management as a cost to their organisation… A full audit of resource flows through a business from procurement to wastage can be a real eyeopener.”

GETTY

Positive publicity As the headlines about the surge in rodent populations shows, the waste management sector could do more to counter negative press, be more transparent, improve communication, and better engage people and businesses.

Jane Sheard,UK managing director of facilities services at OCS, says: “The waste industry still has a bad reputation in some areas. There is very little positive news published about success stories, and negative stories, such as flytipping and pest infestations, receive maximum exposure.

It is therefore imperative that waste professionals work hard to promote the industry’s many examples of the positive impact of our services.”

Facilities managers potentially have a key role to play in helping a company with its waste management goals. But

28 | 29 JANUARY 2015 | FM WORLD

26_29_Waste management.indd 28

HERPREET KAUR GREWAL

“MORE AND MORE ORGANISATIONS, REGARDLESS OF THEIR SECTOR OR INDUSTRY, ARE VIEWING WASTE MANAGEMENT AS A COST TO THEIR ORGANISATION… A FULL AUDIT OF RESOURCE FLOWS THROUGH A BUSINESS FROM PROCUREMENT TO WASTAGE CAN BE A REAL EYE-OPENER” often this is dependent on waste contractors building a constructive relationship with FMs. Sheard points out: “Facilities management and waste management are both service industries aiming for the same goals, and by understanding this we can work together to develop… best practice… reaping increased benefits, through a more open and less adversarial relationship.”

Steve Lee, chief executive of the membership organisation for the industry, the Chartered Institution of Waste Management (CIWM), believes that both sectors have responsibilities that call for them to interact closely, rather than overlap.

“FM is in a position of great influence and can offer the focus and skills on resource efficiency and security and efficient waste management that often eludes many waste producers,” says Lee. “The wins are clear,” he says.

He points out that having an effective waste strategy is “often cited to be at least 3 per cent straight onto the bottom line [of a

company’s profits], not just from controlled waste management costs, but also from reduced resource consumption or from feedstock security of supply.”

FM does not come before waste management or vice versa, according to Lee. “It’s all about the customer, and providing them with a value-added service with FM and WM working together... we should complement each others’ skills and strengths.”

One obstacle to this is that FMs “do not fully understand the issues around waste management”, according to the discussion group’s report.

This states: “FMs are… in a key position to communicate the waste contractors’ message to key decision-makers in businesses, although the waste contractor first has to provide the FM with the data and information.”

Sheard believes that “as the internal management of waste lies with the FM and the cleaning team, to avoid contamination and other issues, the waste management team must provide a quality education programme on processes and initiatives”.

Luckett goes further. He says: “Facilities managers are incredibly busy people. Good waste management practice lies within the procurement of the service in the first place and how the contract is set up.”

He says if organisations took the time to understand what the market is able to offer, in the present as well as the future, and if they then worked with their chosen service providers by setting out KPIs, targets and implementing tracking and reporting frequencies, “performance can be actively monitored”. www.fm-world.co.uk

22/01/2015 18:31

WASTE MANAGEMENT

This gives responsibility to the FM too.

“It’s down to the facilities manager working with the procurement teams or departments to develop the specification which will deliver the results the organisation is hoping to achieve,” says Luckett.

“Added to this is the need for proactive contract and contractor management throughout [the deal].”

Lee adds: “The first step is to recognise that the full cost of ‘waste’ to clients is far greater than the cost of the waste management contract – it includes raw materials, labour and energy wastage as well... making the real cost of waste to the client often as much as 10 times the cost of the waste contract!”

What FMs can do Facilities managers can have an influential role in how waste management procedures are enacted within a commercial building but not many make the crossover to become waste managers.

Another solution to equip FMs is to train them in waste skills through collaboration with other institutions.

One low-cost approach is to have CIWM and BIFM members engage with each other at regional and Special Interest Group events. For instance, a recent event saw CIWM members tour an airport with BIFM members. The latter were able to take a look around a major materials recovery facility.

As a result, “they suddenly understand the issues each other are dealing with”, says Lee. He thinks joining the CIWM would help FMs “get hooked into resource and waste management info, skills, best practice, network support and proof of competence in a complex topic” of waste www.fm-world.co.uk

26_29_Waste management.indd 29

management procedures.

“We train many more people outside of the waste sector today that we do inside it,” says Lee. “FMs have a huge and varied remit including – increasingly – managing their clients’ sustainability issues in their estate and operations.

Sustainable waste and resources management needs data, skills, technologies and infrastructure, access to markets for secondary materials and it needs improved engagement with the original resource consumer or waste producer.

“There will always be FM and waste management operators spotting opportunities to diversify, but the best wins at the moment will come through closer working.”

Luckett believes that FMs can take steps to raise awareness of “the true cost” of waste, which is a lot more than just the cost of disposal.

“By raising awareness of the true cost, measuring, tracking and reporting on both cost and environmental savings, good practice waste management gathers momentum and becomes [a more integrated] part of business.”

The bottom line Steve Lee agrees. “FMs are in a great position to drive [more efficient waste management] from boardroom decisionmakers and strategy developers, designers and process managers, through to people who have hands-on responsibility for materials,” he says.

If this is done “efficiency can be won and lost at every stage.

The wins can be immediate, or short/medium/long-term payback, feedstock security, supply chain security, CSR… all add up to commercial opportunity and advantage and FMs should capitalise on their influence with clients.”

The retail and manufacturing sectors are ahead of the game in many ways. Lots of organisations within these sectors recycle their waste and packaging.

Retailer Marks and Spencer’s Plan A, for example, has helped the company to follow its sustainability promises by sourcing responsibly, reducing waste to landfill. As a result, M&S has added £50 million to its bottom line profits in the first three years of the initiative, according to the Exploring Zero Waste To Landfill report.

“This practice is being replicated within corporate office environments with source segregated recycling facilities,” says Luckett.

“We are also seeing reuse gathering significant momentum, again within retail and manufacturing, whereby reusable crates, for example, are being used over and over again for delivering products for resale.

Within office environments, furniture particularly lends itself to reuse applications, even remodelling furniture, which extends the life of the item and prevents it from becoming waste and/or [allows for] new products being purchased.”

Managers of corporate office environments can take steps to reduce the cost of waste. From actions such as reviewing the way printing is carried out and reporting how much paper is used to carrying out waste audits within their organisation to identify where and what types of waste is being accumulated.

“Actions can then be taken to work with the occupants to help change their behaviour and reduce overall waste [costs],” says Luckett. This can reap other kinds of rewards for the occupant, too. Luckett cites a business that encouraged staff to get on board with initiatives on saving energy and waste and then upgraded the canteen furniture with the savings.

FMs, with their overall knowhow in running a building, have an invaluable input. If they do not take responsibility to change the culture within organisations when it comes to waste procedures, warns Lee “there is always the possibility that… somebody else will”. FM The BIFM held a Leaders’ Forum event last year entitled ‘EXPLORING ZERO WASTE TO LANDFILL’ – the report is available to members on the BIFM website, www.bifm.org.uk/ knowledge/FMleadersForum

FM WORLD | 29 JANUARY 2015 | 29

22/01/2015 18:27

FM FEATURE REGIONAL FACILITIES FOCUS

ALAMY

A

s the UK moves from fossil fuels to renewables, a step on the way is to provide non-carbon emitting nuclear power until we fully establish renewables and energy storage.

The event’s theme was ‘The New Low-carbon Energy Mix and Sizewell C’, and as delegates were told, this massive development throws open some splendid FM opportunities.

Tom McGarry, who has a background in consultation on construction developments with several companies, has been head of communications for Sizewell C at EDF Energy since 2010.

He explained how government policy recognises that there is a looming energy gap in the UK, as up to 40 per cent of Britain’s coal, gas and nuclear power stations come to the end of their operating lives by the late 2020s.

It is a key challenge to replace this generation capacity with secure, low-carbon technologies.

The Climate Change Act 2008 committed the UK to an 80 per cent reduction in carbon dioxide (CO2) emissions by 2050 (on 1990 levels).

Renewables will be a vital part of this mix, but these still need efficient, large-scale energy storage to be developed.

As the main political parties are agreed on the need for new nuclear power, the government is able to take action supporting the building of new nuclear power stations to provide a secure, lowcarbon base load of electricity.

Sizewell C could provide 3.2 gigawatts (GW); Sizewell B now generates 1.2GW, 3 per cent of the UK’s electricity, which has avoided 108 million tonnes of CO2 since it began operating in 1995.

The Secretary of State for Energy & Climate Change will be responsible for granting development consent for Sizewell

30 | 29 JANUARY 2015 | FM WORLD

30-31 Facilities in Focus.indd 30

The Sainsbury Centre for Visual Arts at the University of East Anglia in Norwich

A NEW ENERGY MIX

BIFM East Region recently held a breakfast meeting to discuss ‘The New Low-carbon Energy Mix and Sizewell C’ at the Sainsbury Centre for Visual Arts at the University of East Anglia in Norwich. Rob Farman, the region’s deputy chair (North) reports on the facilities mentioned and visited C. An extensive consultation process is underway, with 1,300 responses received during the first stage, which was completed in February 2013. Sizewell is within the Suffolk Coast & Heaths Area of Outstanding Natural Beauty (AONB) and a huge amount of work is being undertaken to assess the potential environmental impact of the project and the mitigation measures that could be adopted.

The construction of Sizewell C will require 5,600 workers at peak during the seven-to-nineyear construction phase.

A third of these will be homebased within 90 minutes’ drive and the remainder accommodated locally.

Minimising traffic on country roads will require park-and-ride facilities to the north and south of the development site, which would significantly reduce the amount of commuter traffic on local roads during the peak years of construction.

To attract good workers who will be drawn to other potential major infrastructure projects, such as HS2, a high-quality accommodation campus will be

required for non-home based workers. A jetty will be built to receive major components by sea, and, possibly, a temporary extension of the Saxmundham to Leiston railway line could be routed into the construction site to deliver freight.

FM Opportunities Sizewell B engaged 3,000 British firms – a quarter of these from East Anglia. Only 20 per cent of the Sizewell C construction site will be nuclear. The associated development sites will also have to be built and maintained (including the park-and-ride www.fm-world.co.uk

22/01/2015 15:29

REGIONAL FACILITIES FOCUS

facilities, accommodation campus and offices).

The project will require a high proportion of skilled workers. There are considerable opportunities for jobs and contracts – including in FM. EDF Energy is working with the Nuclear Industry Association (NIA), the trade association for the UK’s civil nuclear industry with 260-plus member companies across the supply chain, and the Norfolk and Suffolk Chambers of Commerce. Any companies wishing to express an interest in bidding for work should go to the Suffolk Chamber and Norfolk Chamber of Commerce Sizewell C supply chain portal at: www. sizewellcsupplychain.co.uk/ For careers with EDF Energy, go to: www.edfenergy.com/ careers.

BIFM East Region members meet Alberto Giacometti’s Standing Woman

The Sainsbury Centre, University of East Anglia The event concluded with a visit to the Sainsbury Centre’s worldrenowned art collection and a look behind the scenes of one of the best public art museums in Britain. The Sainsbury Centre is home to the School of Art History and World Art Studies, one of the top two in the UK, and was one of six finalists in Museum of the Year 2014.

Eyes having been opened to some wonderful FM business opportunities, dawn had broken giving a view through the hangar door-sized Modern Life Café windows to a Henry Moore masterpiece.

Tony Johnson, chief operating officer of the Sainsbury Centre, led a tour of Lord Norman Foster’s Grade II* listed building.

Beginning with the priceless and eclectic Robert and Lisa Sainsbury Collection in the Living Area and gathering around Alberto Giacometti’s Standing Woman sculpture, Tony told the www.fm-world.co.uk

30-31 Facilities in Focus.indd 31

collection’s story.

The Sainsburys became friends with young unknown artists such as Jacob Epstein, Lucian Freud, Francis Bacon, and Henry Moore, whose Mother And Child sculpture in Green Hornton stone was their first purchase. Allowing themselves £1,000 a year, they bought objects from across the world and across millennia, some tiny and some huge.

The collection includes works by other major artists such as Pablo Picasso, Edgar Degas and Amedeo Modigliani.

In 1973, Sir Robert and Lady Lisa donated the collection to the university and worked

extensively with Norman Foster in the first 10 years of his career to develop a building with the largest (at the time) unsupported roof in the world with minimally obtrusive temperature and humidity control and subdued, greys internally so that the colour all came from the collection. It was Foster’s first public building and he had taken some of his ideas from warehouse design in the US, which he subsequently developed and refined in his later buildings. Foremost in his mind were clear sight lines and, only recently the blinds at the east end have been changed and respond to natural light levels to control the amount of light the art is exposed to. When at least partially open, the view over the grass to The Broad and surrounding woodland is like an Impressionist painting.

Johnson said the building went underground to the east to provide offices that enjoyed the vista just described and a

“DELEGATES WERE TOLD THAT THIS MASSIVE DEVELOPMENT THROWS OPEN SOME SPLENDID FM OPPORTUNITIES”

major exhibition space, such as for “Masterpieces from East Anglia” for the university’s 50th anniversary in 2013.

At the time of our event, the centre was hosting ‘Reality’, curated by artist Chris Stevens, which includes his own work featuring young men and horses, Lucian Freud’s nude Standing By The Rags, and Alan Macdonald’s two intriguing paintings in the style of earlier centuries called Spam Dragon and The Candy Man, captioned with Kate Bush’s line “He’s here again, the man with the child in his eyes”.

The shop was moved up to the ground floor and was remodelled with the reception area in 2013 to a circular layout.

Descending the spiral staircase – there is a platform for wheelchairs, which presents some FM challenges – to the underground area, Johnson said the corridor leading to the far end had been deliberately made narrow to give visitors an impression of being ‘closed in’ before emerging into light.

Again, maintaining sight lines – including minimalist safety marking on glass – had been important.

After a walk down a long corridor, we returned to the Reality Exhibition. Eyes were now opened to the huge amount of work that goes on behind the scenes of such an important building. The Sainsbury Centre has a tremendous outreach programme, with events planned for each season and short introductory courses to art history and archaeology.

BIFM East Region is grateful to Norwich-based Norse Group for its sponsorship of this event http://scva.ac.uk/whats-on/events/ category/special-events https://www.uea.ac.uk/art-history/ introductory-courses

FM WORLD | 29 JANUARY 2015 | 31

22/01/2015 15:29

FM WORLD is the only officially audited title in the market

ISE BE WISE WHEN YOU ADVERT

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

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

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 FM MWorld www.fm-world.co.uk

32 | 29 JANUARY 2015 | FM WORLD

p32_FMW290115.indd 032

21/01/2015 11:46

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.

OUTPUT IN THE CONSTRUCTION INDUSTRY – NOVEMBER 2014

VAT rates: Standard rate – 20% (from 4 January 2011) Reduced rate – 5% Zero rate – this is not the same as exempt or outside the scope of VAT Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 8 January 2015.

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

IN NOVEMBER 2014, OUTPUT IN THE CONSTRUCTION INDUSTRY WAS ESTIMATED TO HAVE DECREASED BY

2%

COMPARED WITH OCTOBER. BOTH ALL NEW WORK, AND REPAIR AND MAINTENANCE CONTRIBUTED TO THE FALL.

COMPARED WITH NOVEMBER 2013, OUTPUT IN THE CONSTRUCTION INDUSTRY SHOWED AN INCREASE OF REPAIR AND MAINTENANCE (R&M) WAS THE LARGEST CONTRIBUTOR TO THE FALL, FALLING BY

4.5%

ALL WORK TYPES EXCEPT PUBLIC HOUSING R&M SHOWED DROPS – NON-HOUSING R&M FELL BY 6% AND PRIVATE HOUSING R&M FELL BY 4.1%

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

3.6%

THERE WERE INCREASES IN BOTH ALL NEW WORK AND REPAIR AND MAINTENANCE OF 5.7% AND 0.1% RESPECTIVELY. WITHIN ALL NEW WORK THERE WERE INCREASES IN NEW HOUSING

21.9% 8.8%

AND PRIVATE INDUSTRIAL

Consumer Price Index (CPI): The Consumer Prices Index (CPI) grew by 0.5% in the year to December 2014, down from 1.0% in November.

The main contributions to the fall came from the December 2013 gas and electricity price rises falling out of the calculation and the continuing drop in motor fuel prices.

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)

www.fm-world.co.uk

33_Insight.indd 33

LONGER-TERM GROWTH IS CONFIRMED WHEN COMPARING SEPTEMBER 2014 TO NOVEMBER 2014 WITH THE SAME THREE MONTHS A YEAR AGO. OVER THIS PERIOD, THE COMPONENTS OF ALL WORK – NEW WORK AND REPAIR AND MAINTENANCE, INCREASED BY 4.6% AND 2.5% RESPECTIVELY.

UK GREENHOUSE GAS EMISSIONS Q3 2014

SOURCE: OFFICE FOR NATIONAL STATISTICS

WITH OTHER WORK TYPES REPORTING FALLS.

SSTREET FURNITURE & LIGHTING 2014-18

Total greenhouse gas emissions have been estimated at 532.2 million tonnes C02 equivalent (MtCO2e) over the four quarters to Q3 2014, a fall of 8.5 MtCO2e (1.6 per cent) compared with the year up to Q2 2014, when they were estimated at 540.7 MtCO2e.

On a temperature-adjusted basis, greenhouse gas emissions for the year to Q3 2014 are estimated at 548.9 MtCO2e – 1.2 per cent lower than in the four quarters to Q2 2014, when emissions were 555.5 MtCO2e. Emissions measured on a temperatureadjusted basis were higher than actual emissions.

■ PLANTERS 6% ■ POST & RAILS 6% ■ BINS FOR WASTE GRIT ETC 16%

■ CYCLE STANDS 21% ■ BENCHES & SEATS 22%

■ BOLLARDS & BARRIERS 29%

1. Figures are annual totals including the preceding 5 quarters

The market for street furniture is estimated at £350 million across a range of sectors. The local authority market accounts for £280 million. Bollards/barriers are the largest sector and cycle stand orders reflect cycling’s growing popularity.

The street lighting market is worth £600 million, with an estimated 8.2 million street lights. About 25 per cent of UK lighting columns are older than 30 years, and about a million are 40-plus. Industry estimates suggest that the UK’s backlog in investment for street lighting is £1.3 billion. About 3,080 miles of highways are now unlit and switch-off on motorways means that 70 per cent of the network is unlit at night.

From year year to Q1 onwards,onwards, figures includefigures provisional data 2. 2.From to 2013 Q1 2013 include provisional data

SOURCE: AMA RESEARCH

SOURCE: UK GOVERNMENT

--- Actual emissions --- Temperature adjusted emissions

1.

Figures are annual totals including the preceding 4 quarters

FM WORLD | 29 JANUARY 2015 | 33

22/01/2015 15:29

FM MONITOR LINDA FLETCHER

LEGAL UPDATE

Linda Fletcher is a legal director at Pinsent Masons

AIR CON DITIONI N G A N D R EFR I GER AT I O N COSTS AN D TH E BA N N I N G O F R 2 2

n the light of new rules on I hydrochlorofluorocarbons (HCFCs) the next time the building’s air conditioning system breaks down FMs will have much to consider, says Linda Fletcher From 1 January it has been illegal to use recycled or reclaimed hydrochlorofluorocarbons (HCFCs), which include the ozone-depleting refrigerant gas R22, to maintain existing refrigeration, heat pump and air conditioning (RAC) systems.

R22 is common in pre-2004 RAC systems and so its ban will have a big effect on airconditioning and refrigeration costs. HCFCs have not been legal for use in new RAC equipment since 2004. In 2010 a ban was imposed on the use of ‘virgin’ HCFCs to maintain existing RAC equipment. Since then, only recycled HCFCs obtained from decommissioned RAC equipment or reclaimed HCFCs can be used to maintain existing systems.

Now RAC systems can no longer be maintained or serviced, including any topping up of the systems, with any HCFCs. So when RAC systems using HCFCs break down or need servicing or topping up, FMs must consider: ● Replacing the system with new RAC equipment that uses a different, permitted non-ozone depleting substance; and ● Converting the existing system so it can use a non-ozone depleting substance. This will involve having to replace parts of the current RAC system.

Several factors influence the cost-benefit analysis, including: ● The age of the RAC system; ● The efficiency of the system; 34 | 29 JANUARY 2015 | FM WORLD

34 Legal update.indd 34

Leakage problems; Compatiblilty of alternative non-ozone depleting substances; ● Efficiency and availability of non-ozone depleting systems; and ● Equipment manufacturers’ advice about using modern nonozone depleting substance.

Some manufacturers say using modern non-ozone depleting substances in converted RAC systems means poorer performance and higher energy costs – something owners, tenants and FMs will want to avoid given laws such as the Carbon Reduction Commitment Energy Efficiency Scheme and the proposed laws on Minimum Energy Efficiency Standards (under the Energy Act 2011).

The proposed Minimum Energy Efficiency Standards will be published soon, making it unlawful in England and Wales to let properties with an EPC rating of ‘F’ or ‘G’ after April 2018 without making energy efficiency improvements. It will also be unlawful to let those properties (i.e. for a lease to continue if granted before April 2018) from April 2023. Works to improve the EPC rating may include replacing inefficient RAC systems. ● ●

F-gases In addition to banning the use of HCFCs there are also prohibitions on using certain fluorinated greenhouse gases (F-gases), the most important of which are

hydrofluorocarbons (HFCs).

F-gases are also used in many RAC systems. This law regulates the reduction of emissions of F-gases (mainly through better containment). A new 2014 EU regulation limits the amount of F-gases that can be sold as it: ● Introduces a phase-down measure to cut F-gas emissions by two-thirds by 2030, mainly by phasing out HFCs; and ● Bans use of F-gases in most new equipment and ensures leakage checks and recovery of F-gases used in existing equipment.

Property owners, occupiers, FMs and RAC maintenance contractors must also comply.

Issues for FMs Who will pay for these changes?

This will depend on the wording of the lease. Service charge schedules, repair clauses and statutory compliance clauses will be particularly relevant.

In a multi-let building the service charge provisions will determine if the costs of dealing with the prohibition can be recovered by the landlord from its tenants. Review whether the provisions allow for the costs of repair, improvement and/or replacement of any RAC system can be charged to the tenants.

What constitutes repair, improvement or replacement is not always clear. If the RAC equipment still functions, although not in the most energyefficient way, does that mean it is in disrepair? The RICS Code for Service Charges in Commercial Property (Third Edition) has advice on how to distinguish between the costs of repair, improvement and replacement when deciding whether to charge costs to the service charge. Service charge

costs should not generally include the cost of improvements beyond repair, maintenance or replacement.

For current tenants it may be that those responsible for repair, improvement or replacement of RAC equipment will factor that responsibility into their decision on whether to exercise a break option. They will wish to review the existing terms of their leases on repair and service charges. The issue could also be significant to discussions about dilapidations at the expiry of a lease. How the ban will affect rent reviews remains to be seen; a split market could emerge with greater rents being obtainable for premises with new or converted RAC systems For prospective tenants, including those renewing a lease, carrying out due diligence will include checking whether the RAC systems use HCFCs or F-gases. Repair obligations and the extent of the service charge will be relevant to discussions at the start of a lease, with new tenants likely to try to negotiate the exclusion of such costs from these clauses and/or requiring a cap on service charge liability.

Tenants may also demand that such equipment be replaced or converted before the lease starts.

Pre-lease surveys are vital; FMs will need to take account of the status of the RAC systems and potential costs relating to these. They should plan for the upgrade of older RAC, and establish who is going to be responsible for the costs during lease negotiations. FM This article does not constitute legal advice. Specific legal advice should be taken before acting on any of the topics covered.

www.fm-world.co.uk

22/01/2015 14:21

FM MONITOR PROCUREMENT

BEST PRACTICE M ANAG E SU PPLY CH A I N R EL AT I O N S H I P S

arlier this month, the BIFM and its Procurement Special Interest Group produced a guidance note for facilities managers, outlining the key factors in a successful supply chain relationship. This is an extract from the guide, which is available online

E

Selecting a supplier of goods and services can be a complicated and costly process that should be carefully prepared and executed in order to engage the most appropriate provider. It is however, only part of the story.

Once the contract has been awarded or the order placed, it is essential to establish a mutually beneficial working relationship between the supplier and customer in order to successfully deliver the service or goods.

SHUTTERSTOCK

Terminology When discussing supply management there are two main terms used: supply chain management (SCM) and supplier relationship management (SRM).

The differences between the two are outlined below.

1. SCM is described by the Chartered Institute of Procurement and Supply (CIPS) as the mechanics of the supply chain itself, defining how the goods and services are produced or delivered. The emphasis is on the management of relationships and the flow of the goods and services. Value is created within this area through the formation of a competitive workspace, with a drive to maximise supply and demand. Performance measurement is a part of SCM. 2. SRM is concerned with the management of the supplier www.fm-world.co.uk

35_how to.indd 35

relationship. CIPS explains that this “involves managing the interfaces between organisations supplying goods and/or services to an organisation in order to maximise their value”. It is about building relationships.

Why is it necessary?

Purchasing the goods or services is just the start of a procurement process, which in many cases receives most of the focus. The success of the process, however, can only be judged by how well the service or goods meets the requirements of the stakeholders.

A continuous process on award of contract should be to clarify expectations, which will assist with developing the service or products. Agreeing service level agreements (SLAs) and key performance indicators (KPIs) between the two parties is part of SCM, however, establishing the nature of the relationship may be an important part of this.

Establishing clear and robust terms and conditions of contract is a key element of SCM, which will have a bearing on the management of the supplier relationship. The contract between supplier and customer should specify how the relationship will be managed.

For example, dispute resolution procedures, exit strategies and ownership of intellectual

property rights should be explained.

Key components Two-way information flow: The customer must ensure that the supplier has all of the information necessary for delivering the service or goods.

The supplier must inform the customer of any internal issues that could affect the supply of goods and services. This could be related to resources or materials, but it is important that the customer is aware of any potential risks to the delivery of goods or services in advance.

Mutual tolerance: Both parties need to be tolerant of any changes that may be necessary to the initial agreement and be prepared to adapt in order to fulfil the contract. There should be a shared interest and benefit, although in most cases the customer will be driving the service requirements. If supplier and customer are both mutually supportive of the occasional problem, then there is likely to be a better outcome in the long term.

Multiple points of contact: A multi-tiered approach is desirable for creating a close working relationship. Multiple points of contact between the supplier’s and customer’s organisation will facilitate open dialogue at different levels, which binds the two organisations together. The nature of the communication may vary between each personto-person relationship, combining formal and informal approaches.

This produces a more holistic view of the delivery of the services or goods, removing any

bias or personality clashes.

Joint learning: The supplier and customer should be able to share their views on the problem and put forward suggestions for remedying in an honest and non-judgemental way. This builds cognitive trust and encourages risk-taking and innovation. Learning from mistakes is a valuable way of creating service improvements and both organisations should work together to do this. Taking an interest in what the supplier is doing and showing appreciation will encourage a positive response from the supplier, who will be motivated to exceed expectations.

Sharing success: It is important that both suppliers and customers believe they will be more successful working together rather than separately. Removing the need for opportunistic behaviour, with one party exploiting the other to gain an advantage is necessary to create the environment described in the previous points.

A mechanism for sharing success should be agreed in advance, which will encourage cooperation and supports transparency and trust. A fair and open system for assessing the success of the delivery will need to be established in order to agree a risk and reward structure.

If both parties share an equal responsibility and desire to make the relationship successful then this will be evident in the service or product being delivered. FM The full guidance note is available at www.bifm.org.uk/supplychain.

Further information on the Procurement SIG can be found at www.bifm.org.uk/procurement.

For more advice from the BIFM, visit www.bifm.org.uk/knowledge

FM WORLD | 29 JANUARY 2015 | 35

22/01/2015 15:16

FM MONITOR JAMIE HARRIS

DEBATING POINT

Jamie Harris, FM World reporter

THE LED LIG HT I N G CO N UN DRUM

ED lighting is the technology to slice energy costs – it’s the future, we are told. Or is it? Jamie Harris speaks to Dominic Meyrick, partner at Hoare Lea, about the myths and misconceptions of lighting in the workplace

L

An idyllic picture has been painted by the lighting industry that LED lighting will dramatically cut maintenance time and costs, as well as cut the energy used by fittings to illuminate a room.

But Dominic Meyrick, a partner at Hoare Lea, a consultancy specialising in mechanical, electrical and environmental engineering, has not been entirely convinced by the continuing plaudits.

“Fluorescent is fighting back against LED,” says Meyrick.

“The lumen per watt for LED is very close to the fluorescent’s efficacy.”

A key factor in the LED argument is its lifespan in comparison with other forms of lighting – an LED lamp is expected to last up to 50,000 hours, compared with a fluorescent lamp’s estimated 10,000 hours. Low maintenance costs may work in the LED’s favour, but Meyrick explains that should a fault occur, the whole unit needs to be replaced.

Other factors such as the quality of LED produced is often impaired because of the manufacturer’s cost restrictions.

“The quality of LED and its colour is generally sacrificed, as fittings are very expensive.

36 | 29 JANUARY 2015 | FM WORLD

36 Technical.indd 36

“The quality of LED is already one step below the best available, which will generally be purchased by the automotive industry.”

Misleading manufacturers In November 2014, Meyrick spoke at Lux Live, a lighting exhibition held in London. He called on manufacturers to “tell the truth” about their products.

Meyrick pledged to pass on misleading product information to clients and end users, should a light fitting not produce the amount of lumens it claims to.

“I’ve worked on ESOS (Energy Savings Opportunity Scheme) and other energy legislation. These energy audits are going to separate the liars from those telling the truth.”

Ultimately, says Meyrick, the facilities manager will suffer the consequences of the technology that is installed.

Learning curve Meyrick is, however, keen to stress that the human eye is best suited for natural daylight, rather than harsh indoor office light.

“Lighting and electricity is just over 130 years old,” says Meyrick. “We’ve just started in comparison with architecture.”

“Most of the population moved to work inside,” he says, explaining that the industry is still working towards the best complement of colour, brightness and intensity for the human eye to work in.

Meyrick believes that the end user is falsely following a ‘more is better’ mantra.

“There is a relentless conversation revolving around ‘more light, less energy’. But this is not necessarily a good thing.”

He explains that the fitting size over time has stayed the same - but the light has become brighter, giving a higher Unified Glare Rating (UGR) – often more than we can cope with.

Other factors such as the colour temperature of the light, use of natural light in the design and space planning of an office, and where light is dissipated, should be taken into account, he says.

“Facilities managers should establish that flicker (and glare onto screens) is not an issue.

“Switching the fitting on and off also significantly reduces the life of the lamp,” he continues, citing behavioural issues that can affect the choice of lamp.

Next steps Cost is a continuing concern for facilities managers looking to upgrade their lighting units.

LEDs are still significantly more expensive to purchase, but with an increased requirement to produce energy savings, it is hard to ignore the lamp’s significantly longer lifespan. FM More information on energy efficient lighting can be found on the Carbon Trust website at www. tinyurl.com/carbontrustlighting

Glossary: Some key terms in lighting: Colour temperature: Measured in Kelvin (K), the colour temperature measures the amount of ‘white’ the light is. Colour temperature ranges from 1,800K (amber, very warm) to 8,000K (cool).

Efficacy: The ration of light emitted by a single lamp to the power it uses. This is measured in lumens per watt.

LED: Light-emitting diode – a semiconductor that emits visible light when an electric current passes through it.

Lumen: Unit of luminous flux, a measure of the total amount of visible light emitted by a source.

Lumen maintenance: Compares the amount of light produced when it is brand new with the amount of light output in the future. Lumen maintenance is specified as reaching (for example) L70 at 30,000 – the 70 stands for the percentage of light output remaining after 30,000 hours.

Luminaire: A light fitting and lamp, including all components and electricity connections.

Lux: A unit of measurement used to determine the intensity of light emitted.

UGR: Unified glare rating – measures the intensity of light from a lamp in comparison with the background light intensity.

www.fm-world.co.uk

22/01/2015 18:31

FM MONITOR

PHIL GREENWOOD

HOW TO...

Phil Greenwood, is commercial director at Iron Mountain

DOCU M EN T M A NAGEM EN T – G OIN G PAPER-FR EE

eeping all your company data on paper is not only old-fashioned and cumbersome in the modern world – it could pose as much of a threat to your business as computer hacking, warns Phil Greenwood

K

Last December, just as everyone was preparing to head home for the festive break, a worrying story hit the scientific research press. A team at the University of British Columbia had been attempting to collect original research data from a random set of 516 studies published between 1991 and 2011.

They discovered that 80 per cent of the scientific data that informed the studies had been lost.

They noticed that for the first two years after publication, data was properly filed, protected and stored. Then it started to disappear, at a rate of 17 per cent a year – never to be found again.

It is easy to convince ourselves that this couldn’t happen today in our connected, backed-up, datadriven universe. But the fact is that most business information still spends much, if not all of its lifespan on paper.

Every January the information management sector stops to take stock of whether and how firms are reducing their dependence on paper. Every year it discovers that once again that progress is slow. The American Institute of Information Management’s (AIIM) 2013 study showed that just one in four organisations have a specific goal to drive paper out of the business.

Somehow we just can’t seem to wean ourselves off the hard copy.

According to Waste & Resources Action Programme (WRAP), the www.fm-world.co.uk

37 How To.indd 37

average office employee still uses about 45 sheets of paper a day, with around half of the paper discarded almost immediately.

Security threat The truth is that, left unmanaged, paper can pose a very real threat to your business. According to the firms Iron Mountain and PwC spoke to for our latest iteration of the Information Risk Maturity Benchmark study[i], employee management of paper records represents the single greatest threat to information safety. It topped the list for 66 per cent of UK firms, more than double the numbers concerned with external threats such as hacking and malware.

We also found that the challenge presented by paper is becoming greater, not lesser, as firms move towards integrated and automated processes.

Two-thirds of firms in the UK[ii] are struggling to integrate paper into their digital customer management processes and 63 per cent say someone has to enter the details manually into the automated system, a process vulnerable to error and inaccuracy.

Four in 10 (39 per cent) office workers admit that they don’t really know what to do with paper when it comes in and it just gets filed somewhere.

Paper can be photocopied, shared and removed – not just once, but many times. It can be left lying around on desks and printers, filed randomly in unlocked drawers or cabinets and thrown in a public bin. It can be lost, damaged or destroyed in a way that is near-impossible to track.

We found that very few companies are addressing their concerns with concerted action. Only 31 per cent of the UK organisations we spoke to have introduced guidance for employees on how to store and dispose of paper documents and then monitored the effectiveness of these measures. In contrast, 39 per cent had done so for digital data.

How to go paper-free Taking paper out of the equation

“Four in 10 (39 per cent) office workers admit that they don’t really know what to do with paper when it comes in and it just gets filed somewhere”

can remove many of the risks but it’s hard to achieve. If a paperfree environment feels beyond reach, try starting with a paperlight approach. Decide what information is business-critical, sensitive, confidential, most frequently used or just new – and scan that into a digital format so it can be injected seamlessly into automated processes and systems. Make sure the journey of each digital document can be tracked end-to-end and that someone is accountable for its integrity. Then you can securely archive the rest of your paper off-site, where it can be indexed, managed and protected.

Alongside this you need to make sure your employees understand the risk and vulnerability of information; educate and support them and provide them with the tools they need to get it right.

The enduring use of paper by employees is often the result of its convenience. It’s easy to scribble on, read on a train and useful to have to hand when the Wi-Fi connection to the office gets a bit shaky. If employees can access and use information just as easily in digital format, they will do so. This is the perfect opportunity to take the first step in this journey. FM [1] The third Information Risk Maturity Index surveyed 1,200 mid-sized businesses (250-2,500 employees) and 600 enterprise businesses (2,500 employees) in Canada, France, Germany, Hungary, the Netherlands, Spain, the United Kingdom, Norway and the US [ii] Opinion Matters for Iron Mountain, February 2014. Opinion Matters surveyed 1,257 office workers who work in either, manufacturing and engineering, legal, financial, pharmaceutical or insurance from the UK, France, Germany, Netherlands and Spain between: 10-22 January 2014

FM WORLD | 29 JANUARY 2015 | 37

22/01/2015 15:58

BIFM NEWS BIFM.ORG.UK

CONFERENCE

entry level through to advanced strategic levels. www.bifm.org.uk/qualifications

ThinkFM: gain an edge ThinkFM, the BIFM’s groundbreaking conference is back.

Supported by Sodexo and building on the success of last year’s event, this strategic business symposium will explore the role the workplace plays in supporting organisational performance.

The conference will take place on 13 May 2015 at Kings Place, London N1 9AG, and will once again be hosted by Daisy McAndrew, the former economics editor for ITV news.

A panel of expert industry leaders, all leading practitioners in their field, have seen first-hand how, with an appropriate culture and management approach, the workplace is able to become a competitive differentiator in its own right. They will share their insights with delegates and explore how compelling workplace environments can result in efficiencies and higher levels of productivity. The influence of environment and processes on human behaviours will be a key theme at the event. It will showcase organisations who are rethinking the world of work and creating spaces designed to inspire, build and deliver success.

Speakers will go on to discuss the role that the workplace plays in enhancing corporate brand and making it easier to attract and retain the right talent.

BIFM is partnering with ITN Productions to produce a news and feature programme that will launch at ThinkFM and which will expand on the conference theme.

‘Competitive advantage through the workplace’ will be presented

by Natasha Kaplinsky from the studios at ITN in Central London.

Join professionals from across industry and learn more about 38 | 29 JANUARY 2015 | FM WORLD

38_40_BIFMNews.indd 38

BIFM training: Take a training course to develop a particular skill or area of knowledge; our training programme is designed to help you tackle new challenges throughout your career. www.bifm-training.com Get connected and network: Want to attend more events and network with fellow FM professionals? Book on to one of our many events taking place during the year. www.bifm.org.uk/events WORK PLACEMENTS

The ThinkFM conference will again take place at Kings Place, London

the co-dependency of the environments, the people, the culture and the practices within organisations as well as what practical steps businesses can take to secure competitive advantage through the workplace. i Book your place now to take part in the debate at www.thinkfm.com/ register. Take advantage of our early bird offer and book before 20 March to receive a £50 discount

YOUR CAREER

2015 resolutions The New Year is traditionally a time of reflection and renewed focus when many choose to set personal and professional goals for the year ahead. Here are some ideas on how BIFM can support you in approaching your development: CPD: Focusing on your Continuing Professional Development (CPD) helps keep you on the front foot, stay informed and helps you reach

your potential. CPD is all about you as a professional maintaining and enhancing your knowledge, skills and capabilities to be an effective facilities management professional. www.bifm.org.uk/cpd Are you at the right membership grade?

You may be eligible for a higher level of BIFM membership – have you gained more experience or achieved a qualification over the past year? If so, you could upgrade your membership and hold post nominal letters. www.bifm.org.uk/upgrade Achieve an FM qualification: Get ahead with a BIFM qualification in facilities management. A professional qualification can add considerable value to your skill and knowledge base. With expertise at a premium in this environment, as employers seek ever more efficient ways to meet their objectives, make sure you have the tools to deliver. Qualifications are available at every level, from

NHTV Breda University International Real Estate & Facility Management work placement third-year students from NHTV Breda University of Applied Sciences need support with work placement opportunities.

Do you think your company may benefit from the assistance of a student of higher professional education?

The work placement period lasts 26 weeks and takes place from February-August 2015.

The internship provides a chance for the student to apply the knowledge and skills learned during the first two years of the study. By working as an intern in an international environment, the student has a chance to demonstrate to his or her immediate supervisor their ability to perform the assigned task and work with others. i For further information contact Marianne Korbijn, International Placement Co-ordinator, on +31 76 5332722 Email: korbijn.m@nhtv.nl

www.fm-world.co.uk

22/01/2015 14:22

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

BIFM QUALIFICATIONS

BIFM COMMENT

Steve Gladwin is Chair of the Judges, BIFM Awards

Recognised Centre BIFM hereby announces it has terminated its Agreement with: •The Training & Learning Company Limited.

BIFM is working with the centre to ensure a smooth transition for any affected learners. Please contact Linda Hausmanis on 01279 712649 or email linda.hausmanis@bifm. org.uk if you are a learner and seeking guidance.

BIFM QUALIFICATIONS

OCS is a BIFM Recognised Centre OCS has gained accreditation as a BIFM Recognised Centre, enabling the international total facilities management provider to self-deliver BIFM qualifications.

Using the BIFM delivery model, OCS can offer the BIFM Level 2 and Level 3 qualifications in facilities management, directly to its staff through an online portal.

OCS is supporting about 140 employees through FM apprenticeship and management training. As a BIFM Recognised Centre, the company will give enhanced support to learners to help them meet the challenge of studying alongside work.

David Smith, interim HR director for OCS Group UK, said: “Recognition as a BIFM centre is an accolade and a testament to the achievement of our OCS Learning and Development Team.

We hope that this will widen the possibilities even further for our staff to gain qualifications, so raising their own professional standards and supporting BIFM’s commitment to developing www.fm-world.co.uk

38_40_BIFMNews.indd 39

PEOPLE. IMPACT. INNOVATION

was delighted that last year’s BIFM Awards ceremony at The Grosvenor House Hotel was an exceptional success.

The feedback provided to the team from the Award winners, finalists, entrants, attendees and our sponsors has been exceptional.

In my first year as chair of the judges, I wanted as much feedback as possible from key stakeholders. We sought to build this feedback into this year’s Awards process and ceremony.

The learning process is ongoing and I am grateful to those people who take the time to provide feedback. As a previous client of mine used to say, “feedback is a gift”. So thank you, and please keep your suggestions and ideas coming.

12 October might seem a long way off, but the process for the 2015 awards started in September, and our nominated lead judges are looking to raise the bar even higher in terms of industry excellence.

This year the award categories are grouped under three themes: people, impact and innovation.

We have a people theme – representing individuals at all stages of their career paths.

This theme includes awards around learning and development and teamwork. Over my years in FM I have worked with many great teams. Sometimes these teams have been a mix of client and service provider working together. Other times bid or mobilisation teams, or teams from the same organisation coming together to make a real impact. By entering the 2015 Awards there is an opportunity for high-performing teams to come together to showcase the difference they have made.

Then we have awards that really make an impact to either the organisation or more broadly to society. Several of the awards in the impact theme build on the success of previous years and provide inspiration for organisations to demonstrate significant contributions to society.

The innovation awards allow organisations to showcase their use of technology, systems, products or services.

What can you showcase to the FM community? How can you best demonstrate your exceptional achievements? What can you share to inspire others to advance the FM profession?

The BIFM awards are the standout Awards within FM. Winning is an exceptional achievement and sends out a strong message from a positioning perspective.

I look forward to seeing your inspirational entries.

I

“THE BIFM AWARDS ARE THE STANDOUT AWARDS WITHIN FM. WINNING IS AN EXCEPTIONAL ACHIEVEMENT AND SENDS OUT A STRONG MESSAGE”

www.bifmawards.org awards@bifm.org.uk #BIFMAwards

FM WORLD | 29 JANUARY 2015 | 39

22/01/2015 14:22

BIFM NEWS BIFM.ORG.UK

excellence for the industry.”

Linda Hausmanis, Director of Education for BIFM, said: “We have worked closely with OCS for many years on its Learning and Development programmes and we are delighted to see them take this next step to become a BIFM Recognised Centre delivering the training internally to support their succession planning and talent management programmes.” i For further details on BIFM qualifications visit www.bifm.org. uk/qualifcations, call the team on +44(0)1279 712 651 or email qualifications@bifm.org.uk

NEW GUIDANCE

Supply chain BIFM has published a new set of guidance outlining the key concepts essential for successful supply chain management.

This guidance is the latest in the series of new and improved guidance to support standards and professionalism in FM. The document highlights how good supply chain management is not just about selecting suppliers, even though this sometimes complicated and costly process is important. Supplier selection is only part of the process. This guidance identifies the importance of establishing a mutually beneficial working relationship between supplier and customer and examines ideas such as ‘information flow’, ‘mutual tolerance’, ‘transparency’ and ‘trust’. Read about the following: ● What is supply chain relationship management and why is a formal approach necessary? ● The key components of good supply chain relationship management. ● The benefits to both supplier and customer. ● Establishing a relationship management strategy.

Access the full report at www.bifm.org.uk/supplychain i

40 | 29 JANUARY 2015 | FM WORLD

38_40_BIFMNews.indd 40

COMPLIANCE

F-gases Are you compliant with the latest F-gases legislation? Fluorinated gases (F-gases) are a family of man-made gases used in a range of industrial applications. FMs are most likely to have come across the most common F-gases, hydrofluorocarbons (HFCs) in refrigeration, air-conditioning systems and heat pumps. With common uses ranging from fire extinguishers to solvents, these gases are often used as substitutes for other ozonedepleting substances. But as emissions rise, their global warming effect is significantly increasing. There is a worrying warming effect, 23,000 times greater than carbon dioxide, so two pieces of legislation have been adopted by the European Union to control emissions from F-gases: ● The ’MAC Directive’, targeting air conditioning systems used in small vans and cars; and ● The newly revised ‘F-gas Regulation’ covers all other key applications in which F-gases are used with an objective of reducing emissions of fluorinated GHGs. ● See the full document at www.bifm.org.uk/fgas Did you know that BIFM has teamed up with Barbour, who produced the F-gas document, to offer a comprehensive database of health, safety, environment and FM information.

Members receive a quarterly update of resources and tools to assist them in their roles, pertinent materials on key issues and legislation as well as a discounted annual subscription to the full Barbour Estates and Facilities Management library. i Go to www.bifm.org.uk/barbour for more information about the BIFM partnership with Barbour Estates and their resources

BIFM TRAINING DARE TO THINK AHEAD – AND TAKE SOME PERSONAL RISKS!

ticking to New Year’s resolutions can be tricky – especially when (as now) the world seems like an increasingly hostile and confusing place.

Against this kind of background it’s understandable to avoid looking too far ahead. But as we know from the received wisdom about managing change – the ability to regain some kind of influence and control can help to turn the process around from bruising and bewildering into something fresh and positive.

This could be a good opportunity to set some new personal goals – not just for the year ahead but for the next five or even 10 years. According to the BIFM chair, Julie Kortens, you can become the best possible kind of FM if you genuinely want to grow and change. So how does your personal transformation plan look?

Maybe expanding your horizons will involve gaining new skills or undertaking formal learning, as part of a wider reassessment of life choices. Signing up for that long-dreamed-of professional qualification may feel like a risk too far when you may not have studied for many years, but sometimes it’s important to take a leap into the unknown to unlock new possibilities.

One of the great things about working with FMs is witnessing their positive ‘can do’ attitudes and willingness to venture into unknown areas of responsibility – but all this can come at a cost when people lack confidence about their abilities. Whatever direction your career is likely to be taking this year, it’s important to give yourself the best possible chance of success. Time invested now in really understanding where your strengths and weaknesses lie could give you a valuable focus against an uncertain background – for example, using the new BIFM Professional Standards and Competences as a jumping-off point for your learning and development planning.

Take a cue from management guru Charles Handy; Take control of your destiny in the face of uncertainty.

He recommends building on three senses – a sense of continuity, a sense of connection and a sense of direction. He says: “These senses are the best antidote I know to the feelings of impotence which rapid change induces in us all.” (The Empty Raincoat, 1994).

Take a look at our understanding FM [foundation], Professional FM1&2 [intermediate] and FM Business School [Advanced] BIFM CPD courses.

Jane Bell – director of learning & development services

S

i Contact us at info@bifm-training.com, www.bifmtraining.com or on 0207 242 4141 to discuss your specific requirements or alternative options

www.fm-world.co.uk

22/01/2015 14:22

FM DIARY INDUSTRY EVENTS 10 February | 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.

12 Feb | RICS BIM Conference 2015 Guidance from experts on how BIM is used on projects, in various sectors, and their experiences of implementing BIM in practice.

Venue: etc Venues,155 Bishopsgate, Liverpool Street, London EC2M 3YD Contact: www.rics.org/uk/trainingevents/conferences-seminars/ rics-bim-conference/london/ to book tickets.

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

Venue: ExCeL, London.

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

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

Cleaning Expo, as well as Maintec 2015 and the Health & Safety Event.

Venue: National Exhibition Centre, Birmingham Contact: See www.tinyurl.com/ lkks8t8

government’s Soft Landings scheme.

Venue: Bute Place, Cardiff CF10 5AL Contact: Email Richard Davies at richard@tdavies.me.uk or visit www.tinyurl.com/mm5zura SPECIAL INTEREST GROUPS

LONDON REGION 13 May | 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.

12 October | BIFM Awards The BIFM’s annual awards ceremony, bringing together the leaders in the sector with the winners to celebrate excellence in FM and giving national recognition to the leaders in the profession.

Sponsorship opportunities are available on the website.

Venue: Grosvenor House Hotel, London.

Contact: Visit www.bifm.org.uk/ bifm/events/awards/awards2015 or email awards@bifm.org.uk Follow @BIFMAwards on Twitter for regular updates.

HOME COUNTIES REGION

24-26 March | Facilities Management 2015 The show brings together FM professionals and exhibitors of innovations and business solutions to the UK market. Visitors will also benefit from the co-located event

Bartlett Mitchell.

Venue: Quintiles, 500 Brook Drive, Green Park, Reading RG2 6UU Contact: Email Jane Wiggins at jane@fmtutor.co.uk or visit www. tinyurl.com/ltfhdrc to book tickets.

4 February | Know your food allergens – site visit and legislation update An update on new compliance legislation for food allergens, presented by catering organisation

Looking to upskill your staff?

12 February | Is workplace management replacing facilities management?

Peter Titus of DCT facilities will present the changing face of FM as the traditional role evolves into a more holistic approach to managing the work environment and its impact on the company’s employees.

Venue: Riverbank House, 2 Swan Lane, London EC4R 3TT Contact: Email Jason Cousins at jcousinsbifm@gmail.com or visit www.tinyurl.com/k74xk2h to book tickets.

SCOTLAND REGION 25 April | 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 awarded. Hosted

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

Venue: The Marriott Hotel, 500 Argyle Street, Glasgow G3 8RR Contact: Email kylie@klevents. co.uk or visit www. tinyurl.com/ bifmscotgala2015 to book tickets.

WALES REGION 19 February | Soft Landings Deborah Rowland, Reid Cunningham and Warwick Smith to speak on the

4 February | Workplace and sustainability – Health, productivity and the workplace John Alker, UK Green Building Council and Marcella Ucci, UCL Institute for Environmental Design and Engineering, speak on building design features that benefit occupational health and physical activity.

Venue: Vitra Ltd, 30 Clerkenwell Road, London EC1M 5PG Contact: Email bob.seddon@ardpm. co.uk or visit www.tinyurl.com/ pcl8ke2 to book tickets.

17 February | Catering and hospitality – improving the quality of food in the workplace Presentation and debate on ethical consumerisation, the Soil Association’s Food for Life Catering Mark, and improving CSR plans.

Venue: Pearson Plc, 80 Strand, London WC2R 0RL Contact: Email Paul Greenwood at paulg@tricon.co.uk or visit www. tinyurl.com/pd8srzf to book tickets.

18 February | Women in FM – transformation technology: what does the future hold?

Presentation and debate on how technology could change our future in organisations.

Venue: RPC LLP Tower Bridge House St Katharine’s Way, London E1W 1AA Contact: Email Pauline Mitchell at pauline.mitchell@rpc.co.uk or visit www.wifmtoft18thfeb.eventbrite.co.uk

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

www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

41_Diary.indd 41

FM WORLD | 29 JANUARY 2015 | 41 www.fm-world.co.uk

22/01/2015 16:35

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 past month or so, and we have yet to see any signs of ‘massive snowstorms’. But, as we move into February, 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 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

PREMIER

Commercial relocation

workplace services

Specialist IT services

Business class moves and changes

Library & specialist relocations

Interior refurbishment

;V ÄUK V\[ TVYL HIV\[ 7YLTPLY >VYRWSHJL :LY]PJLZ HUK V\Y I\ZPULZZ JSHZZ TV]LZ HUK JOHUNLZ ]PZP[ ^^^ WYLTPLY^VYRWSHJLZLY]PJLZ JV \R Secure storage facilities

:\Z[HPUHISL VMÄJL M\YUP[\YL

42 | 29 JANUARY 2015 | FM WORLD

42_Products.indd 42

WINNER Service Provider of the Year (SME) HIGHLY COMMENDED Sustainability and Environmental Impact

T | 020 8976 2100 E | info@premierworkplaceservices.co.uk W | www.premierworkplaceservices.co.uk Premier Workplace Services is a trading name of Premier Moves Limited registered in England No 3250579

www.fm-world.co.uk

22/01/2015 14:24

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

EMMA VINCENT

TOPIC TRENDS

NAME: Emma Vincent JOB TITLE: Facilities manager ORGANISATION: Sevenoaks District Council JOB DESCRIPTION: I manage the property & facilities team, which includes maintaining the council offices and any assets that we own.

What attracted you to the job?

The variety of work appealed to me. I was coming from retail, where every day was the same. So the idea of no two days being the same attracted me.

Being paid to do something I enjoy, as corny as it may sound. I actually enjoy my work, I have a great team and the support of higher management.

I started as a porter for the FM team at Sevenoaks District Council. When I started my manager encouraged me to become a BIFM member and go on some training courses.

I wanted to make a career for myself and having researched FM more after getting the role, I decided to advance in that field.

If I wasn’t in FM, I’d probably be…

Studying to be a film studies lecturer.

I see each responsibility as a learning curve and am happy to take them on for the experience.

“Don’t be scared to try new creative and innovative ideas.

You will come up against opposition, but persevere and your hard work will be recognised”

Working on the 2012 Paralympics. Brands Hatch hosted the Paralympic Cycling event in 2012 and the community team was in charge of setting it up with our involvement. This included conducting multiple deliveries to Brands Hatch before the event, and on the day we were on standby to take anything else that was needed, but also to help with the setup of the main hub back at the offices.

9

7

AVERAGE

EMMA VINCENT

Introducing/ working with new forms of IT

5

5

Not a lot of people know what is involved in FM or how hard we work to ensure that everyone else can carry on with their daily work. We are the underdogs and I feel more recognition could change the perception.

WHAT SINGLE PIECE OF ADVICE WOULD YOU GIVE TO A YOUNG FM STARTING OUT?

What has been your biggest career challenge to date?

Ensuring compliance with legislation

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

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

My top perk at work is…

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

property (asset maintenance). Trying to learn all of the different responsibilities involved in property management, as well as taking on responsibility of the print studio. Luckily, I have a property supervisor and print studio supervisor to deal with the day-to-day management of the teams.

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

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

That outsourcing is better.

I run an in-house FM team, most of whom have been here for many years. When you get the right team who know the company well you do not need to outsource, just expand on the skill set already in place.

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

I think that the industry has grown. We are no longer just seen as the cleaners or porters. People have accepted that if we weren’t completing the background tasks then they would have to do it.

And how will it change in the next five years?

I think outsourcing will become increasingly popular. FM outsourcing has become quite competitive and I think most companies will see it as the way forward.

Working on energy-efficiency initiatives

7 7

Adapting to flexible working

5 9

Maintaining service levels while cutting costs

8

9

Any interesting tales to tell?

I also helped with the Olympic Torch Relay in 2012 through Sevenoaks and the Lizzy Yarnold bus tour when she won gold at the 2014 Winter Olympics.

What’s been your career high point to date?

Going from being a supervisor of 11 FM assistants to a manager of 17 in facilities, print studio and www.fm-world.co.uk

43_Behind the Job.indd 43

Do your friends understand what FM is?

They think we change toilet rolls and set up coffee.

In our last issue, we featured Luke Herridge on this page. The information under the header ‘key responsibilities’ was erronously included. We wish to apologise for this error.

Adapting FM to changing corporate circumstances

8

6

FM WORLD | 29 JANUARY 2015 | 43

22/01/2015 14:25

Appointments

44 | 29 JANUARY 2015 | FM WORLD

RECR_FMW290115.indd 044

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

jobs.fm-world.co.uk

22/01/2015 12:46

Estates, Hospitality & Contract Services The Department of Estates & Hospitality is responsible for capital projects, maintenance, sustainability, facilities, property management, catering, conferencing and residential contract management.

In 2014 the team were recognised by the Times Higher Leadership and Management Awards as the sector’s Outstanding Estates Team. The Department is large and diverse with capital and revenue spend, commercial income and revenue management exceeding £120m in 2014/15.

The University’s Estates Strategy (“2020 Estates Vision”) is innovative and sector leading and establishes a framework for development from which future proposals will be brought forward. The strategy encompasses a capital programme alone approaching £400m with over £150m already on site.

Estates & Hospitality are looking to appoint to the following senior roles:

Assistant Director, Infrastructure & Sustainability

Operations Manager

Up to £80,000

Building Surveyor

Ref: 012339FMW

Head of Facilities Management £47,000 - £53,000

£37,000 - £44,000 £37,000 - £44,000

Ref: 012204FMW Ref: 012342FMW

Ref: 012341FMW

The University of Hertfordshire is the UK’s leading business-facing University and an exemplar in the sector. It is innovative and enterprising and challenges individuals and organisations to excel.

The University of Hertfordshire is one of the region’s largest employers with over 2,600 staff and a turnover of almost c. £240m. With a student community of over 25,000 including more than 2,500 students from 85 different countries, the University has a global network of over 175,000 alumni. It is also one of the top 100 universities in the world under 50 years old, according to the new Times Higher Education 100 under 50 rankings. For more information, please visit www.herts.ac.uk The University is required to meet UKVI visa regulations. Please indicate on your application if you have the right to work in the UK (and the basis for this) or if you will need University sponsorship.

For any further information or discussion please contact Mr Andrew May, Director of Estates, Hospitality & Contract Services on 01707 286003.

The University offers a range of benefits including a final salary pension scheme, professional development, family friendly policies, child care vouchers, waiving of course fees for the children of staff at UH, discounted memberships at the Hertfordshire Sports Village and generous annual leave.

Closing date: 13 February 2015.

To apply visit go.herts.ac.uk/jobs

These roles will be at the forefront of shaping an exciting future for this cutting-edge institution, for its students, its staff and its partners. The University is seeking to appoint individuals who can demonstrate a strong track record of leadership, are dynamic, lateral thinking, self-motivated, commercially aware and who can perform to very high professional standards.

PLAN YOUR NEXT MOVE

on the move

JOBS

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

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

RECR_FMW290115.indd 045

FM WORLD | 29 JANUARY 2015 | 45

22/01/2015 12:46

FINAL WORD

NOTES FROM AROUND THE WORLD OF FM

DEVICE SUPPLIED BY ORGANISATION

DEVICE PURCHASED BY EMPLOYEES THEMSELVES

THE NETHERLANDS

THE NETHERLANDS

BELGIUM

BELGIUM

GERMANY

GERMANY

UK

UK

NO 2

DAYS

THE SAME THERE’S AN APP FOR THAT Interesting to hear about Cordant Services’ move to deploy smartphones to their workers in order to keep tabs on who’s where and when, while allowing those same workers to manage their availability. It’s an enterprising initiative, which Cordant is developing through the use of customised Google Apps.

But if communication with FM workers is increasingly seen as a 5-inch screen-based activity rather than one involving any actual conversation, other existing apps might have their place. The ‘like’ option on Facebook and similar social networks allow for crowdsourcing of responses to common requests – for example, when short-notice availability is being considered.

Being able to access a worker’s live location is exciting and scary in equal measure. On the plus side, there’s much greater visibility of the space covered by cleaners (for example); on the downside, the potential for clients to assume the fastest cleaner – tracked live onscreen – should from then on be the typical cleaner on that contract. Given the speed at which these mobile software systems are being deployed, we’re going to see some interesting discussions about client expectations. On the whole, it’s a new dimension to the employer-employee relationship with considerable potential.

0%

20%

40%

60%

80%

100%

■ Smartphone ■ Tablet ■ Laptop

0%

10%

20%

30%

40%

50%

■ Smartphone ■ Tablet ■ Laptop

The BakkerElkhuizen survey shows how countries differ as to the extent that employees should 'BYOD'

A varying approach to flexibility Flexible working and ‘presenteeism’ look set to continue their status as hot topics this year, as greater visibility of office costs and the need for yet more austerity measures in the public sector beyond the coming election put the whole issue of space allocation in the spotlight. In a survey of IT professionals’ attitudes to flexible working published in late 2014, computer accessories manufacturer BakkerElkhuizen found that the Netherlands leads the way in the deployment of flexible working, with the UK, Germany and Belgium not far behind.

The most common reason for organisations to refuse flexible working was organisations seeing the physical presence of their employees in the workplace as “still being necessary”. The issue of IT infrastructure being inadequate to cater for flexible working is effectively dead as an argument – with just 8 per cent of UK businesses citing this as a reason to prevent flexible working taking off.

BakkerElkhuizen surveyed four countries – the Netherlands, Belgium, Germany and the UK – and found that we Brits are rather less

convinced about the most important PC tools than our continental counterparts. In Belgium, a comprehensive 97 per cent of IT professionals ranked the laptop as the most important tool.

In the UK, just 48 per cent did. The tablet scored highest among Brits, with 21 per cent of respondents believing it the most important work tool – not bad for a product that’s only five years old. In the other countries, only a few IT professionals rated the tablet so highly.

A glance at the chart above shows just how much the provision of IT tools to enable flexible working varies between countries. Most organisations equip employees with a laptop, but tablets are provided less frequently. Only in the UK and Germany were most organisations surveyed equipping certain employees with a tablet.

Indeed, tablets are more frequently purchased by employees and then used in the workplace.

Clearly we’re just part-way through a fundamental reassessment of where work takes place and to what extent organisations are involved in the provision of the tools needed to conduct it.

IN THE NEXT ISSUE OUT 12 FEBRUARY

FEATURE: NHS PROPERTY SERVICES – FUNDAMENTAL CHANGES AHEAD /// FEATURE: FM AND THE CONTROL OF OBESITY /// FEATURE: RUNNING BT SPORT'S STUDIOS /// BRING YOUR OWN DEVICE - SECURITY RISKS /// CLEANING WITH CHEMICALS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

46 | 29 JANUARY 2015 | FM WORLD

46_No2Days.indd 46

www.fm-world.co.uk

22/01/2015 17:43

B SA O VI EA O N R K G L S Y N TO - O B 20 IR W M D AR C H

THE COMPETITIVE EDGE "#"# ' % &$"$" &' #$ &' $ !% '$ &' %! &

13 May 2015, Kings Place, London ' ' & & $&' &$'$%' & !' % '% $ $ # "# ' " "$"& ' # ' %! &' # & &#$' & ' !" &'%! #" $"%# &! %! # &'$ !% ' " &!' !% $" "$ '" !% & '$ &#$' " "$"%#' # '!&$&#$"%# '#& '& " "&# "& ' # %!$' %!'$ &' ! # ' % $& ' ' " ' # !& ' %! &!'& %#% " '& "$%!' %!' ' &

Book now at www.thinkfm.com/book +44 (0)1279 712 640 & "#&' %# %!

www.thinkfm.com thinkfm@bifm.org.uk #ThinkFM +44 (0)1279 712 640

!% $'$%' % '

%# &!&# &' !$#&!

BIFM Think FM 186x123.indd 1

19/01/2015 10:40

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

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

BIFM accelerate NEW 186x123.indd 1

p47_FMW290115.indd 2

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

Increase your standing through our recognised professional qualiďŹ cations and accreditations.

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

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

T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk 2/8/10 12:13:00

21/01/2015 10:17

/($',1* 7+( :$< $+($'

/'6 -&", %&5&$5*0/ 41&$*"-*454 -5%

/'6 RIIHU D 1DWLRQDO 1RQ 'HVWUXFWLYH /HDN 'HWHFWLRQ 6HUYLFH WR ILQGLQJ OHDNV LQ DQ\ SLSH ZRUN

+RPHRZQHUV

,QVXUHU

&RPPHUFLDO

)DFLOLWLHV 3URSHUW\ 0DQDJHPHQW

,QGXVWULDO

,QWHUQDWLRQDO

7KHUH DUH PDQ\ /HDN 'HWHFWLRQ &RPSDQLHV EXW ZH DUH WKH 6SHFLDOLVWV $FRXWLFV &RUUHODWLRQ 7UDFHU *DV 7KHUPDO ,PDJLQJ ,QVSHFWLRQ &DPHUDV '\H DQG 6DOW 7HVWLQJ 0RLVWXUH 'HWHFWLRQ

p48_FMW290115.indd 2 LSD FP.indd 1

)RU PRUH LQIRUPDWLRQ SOHDVH FRQWDFW /'6

7HO ZZZ OHDNGHWHFWLRQVSHFLDOLVWV FRP LQIR#OHDNGHWHFWLRQVSHFLDOLVWV FRP

21/01/2015 13:58 10:14 25/06/2014