FM World 12 February 2015

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 12 FEBRUARY 2015

FMWorld www.fm-world.co.uk

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VOL 12 ISSUE 3 12 FEBRUARY 2015

CONTENTS

06| Keeping up a guard

18| Prescription for success

24| Moving the goalposts

NEWS

OPINION

FEATURES

06 UK security industry expects faster growth in 2015 07 Services sector calculated at £263 billion 08 Project of the fortnight: The Theatre Royal, Glasgow 09 Think Tank: How likely is the next government to invest in a retrofit programme for public buildings?

10 News analysis: BBC must make its estate pay 11 News analysis: IFMA report: The case against open-plan offices 12 Business news: Graeme Davies: Builders look to FM-backed deals for revenue 13 Canadian firm to build ‘global leader’ in FM 14 In Focus: Scott Hill, HR director at Interserve

16 Roger Amos on the power of positive feedback 17 Five minutes with networking expert Andy Lopata 46 No Two Days

28| Fat is an FM issue

18

Medicine man: NHS Property Services’ Dennis Markey is about to prescribe a £400 million market opportunity for facilities services

24

Team players: When BT Sport moved into Broadcast Centre on the Olympic Park, staff had to run TV studios during ongoing construction work

28

A weighty threat: A landmark decision by the European Court of Justice in Luxembourg could have consequences for employment rights

MONITOR 33 Insight: Market intelligence 34 Best practice: Print management services 35 Debating point: Cleaning with chemicals 36 How to: Top tips for reusing or recycling used carpet 37 Technical: How to balance heat in future buildings

REGULARS 38 41 42 43 44

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MANAGEMENT

2015

facilities NEC, Birmingham 24 – 26 March 2015 Discovering innovation at the heart of the facilities industries

REGISTER NOW! After a hugely successful launch event, Facilities Management 2015 will return next month for a bigger and better second edition – this is your best opportunity to source new suppliers, network and gain industry knowledge.

Register online today for free admission and avoid the queues – www.fm-birmingham.com

Co-located with

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

MARTIN READ EDITOR COMMENT

LEADER

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hanges to the NHS, whenever suggested (never mind implemented), tend to polarise opinion. Those introduced by this coalition government three years ago have proved no exception, and you can be sure that they’ll be placed front and centre – together with the future of the NHS in general –when the political debate ahead of the coming election gets into full gear.

NHS Property Services came into being as a relatively unheralded part of the contentious 2012 Health and Social Care Act. You can read elsewhere in this issue about how the company has since been seeking to establish performance benchmarks across its vast portfolio. Essentially, it’s the first time such a disparate estate has been subjected to what in other environments would be a logical assessment of FM need (the creation of benchmarks for comparison, the subsequent evaluation of performance, and the dialogue with clients about the balance of services and facilities required in future years).

Achieving this looks even more daunting when you factor in the sheer scale of the operation; upwards of 4,000 properties across England and a myriad service contracts procured in a myriad different ways. Only by bringing NHS Property Services into existence has this massive centralised performance analysis operation become possible, and it has uncovered compelling potential for savings. Over the coming months it will be interesting to watch as the balance of outsourced to in-house provision shifts markedly in favour of the latter, and as the country’s major FM service providers realise the extent to which their relationships with this particular client have to change irrevocably.

NHS Property Services’ Dennis Markey puts talk of potential savings to the fore, reckoning that costs will fall in many cases as variations in performance and contract price are evened out. That’s a reasonable position to hold. And as an incentive to management, the company can equate any savings found with the increased number of operations the NHS can afford to carry out as a result.

But what we must surely all hope is that this significant shift in the way FM is procured and managed within this part of the NHS is not presented to the general public simply as a case of massive savings gained following historically poor management and procurement practice.

That these management issues are now being addressed by Dennis Markey’s team is important to the story. But in terms of how we’d all like the bigger picture of FM presented, the story has two other components of far more importance: 1) the value to the NHS of its FM staff, with a better defined career path for its facilities workers; and 2) the creation of a joined-up FM department, core to the estates operation, that takes an equal and indeed lead role in defining future NHS facilities priorities.

In the election bubble, any savings might be given both a positive (costs slashed!) or negative (avoidable costs identified!) spin – but a spotlight on either or both of those latter components could do wonders for the wider ‘value of FM’ debate.

C

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EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenfield, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 12,744 (Jul 13 – Jun 14) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

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

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“As an incentive to management, the company can equate any savings found with the increased number of operations the NHS can afford to carry out”

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SECURITY AND MANNED GUARDING

ALAMY/SHUTTERSTOCK

UK security industry expects faster growth in 2015 The UK security guarding services market could grow to £5 billion in size, according to new research.

A study by independent market research provider Apex Insight states that the sector has grown in recent years despite the hesitant economy. And, it points out, although crime rates have fallen, public perception and fear of crime have not.

Retail, airports and government security contracts are likely to be the main growth segments in the market.

The development and rate of growth of the industry is being affected by a series of important trends including the growth of integrated facilities management contracts, the application of new technology and consequent re-engineering of services, government spending cuts and outsourcing of services with the aim of achieving savings, the increase in levels of security in airports and other sensitive locations.

Apex Insight’s report states that retail locations have seen the deployment of security guards increase especially in larger outlets of national chains and shopping centre locations.

Airport security has continued to increase in the post-9/11 world with more spending on both technology – such as body scanners – and the labour required to operate them.

Prison management is also a key segment, given the longterm growth that has occurred in prison populations combined with the government’s desire to use outsourcing to achieve cost savings.

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Across the market, technology, such as CCTV and remote monitoring, continues to be deployed extensively, both as a complement to, and in some cases, a substitute for, human guards.

However, the report also warns “the market is not without risk”.

It concludes: “The most obvious is the potential for a change in government policy towards the outsourcing of prison and probation services.

“In the retail sector, if changes in store formats, such as the decline of the large supermarkets, were to occur more quickly than expected, the overall requirement for security could be lower.”

Apex Insight is forecasting

Deployment of security guards has increased in the retail sector

growth to be ‘faster than historical rates’, putting the market increase down to the continuing recovery of the UK economy. The research also cites the continuation of prison and probation services outsourcing, which it says is due to start in April this year.

This range of policing activities

could increase market revenues by up to 30 per cent, Apex predicts.

It expects the market to consolidate further, with a ‘small number of very large companies becoming increasingly dominant’ a likely prospect due to an increase in larger contracts on offer.

FM BUSINESS CONFIDENCE MONITOR

BIFM launches FM business confidence monitor The BIFM has launched its Facilities Management Business Confidence Monitor survey.

The institute intends the research to act as a “complete picture of FM sector confidence” by collecting the views of the sector’s decision-makers and the teams delivering those services on the ground throughout the UK. The survey covers areas including current business performance, business outlook for the coming months, and the individual career prospects of people working within facilities services organisations, at all levels and encompassing all roles.

The research is run in partnership with i-fm.net and Barclays. FM World will be reporting the results.

FM Business Confidence Monitor

BIFM chief executive Gareth Tancred said: “The FM services market is estimated to be approximately £111 billion and employs almost 10 per cent of the working population in the UK. The sector’s sheer size and prominence means it absolutely should be considered a bellwether of the UK’s economic performance.

“The market is as competitive as ever and commercial pressures haven’t eased even as we exit the recession. This project aims to accurately reflect the attitudes of those in the heart of the sector so that we can begin to assess what the medium term has in store.”

Nicki Thomson, managing director and head of business services at Barclays, said: “As a bank with a long history of industry specialism in FM, we are committed to contributing to growth in the sector and the wider support services industry. From our interactions with clients, we believe there is a good degree of optimism in the sector.”

The FM Business Confidence Monitor survey can be taken at www.bifm.org.uk/bcm www.fm-world.co.uk

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NEWS

BRIEFS Clean offices boost work

ISTOCK

Services sector calculated at £263 billion Turnover across all service sector activities in the UK amounted to £263 billion in 2013, according to recently released research by the Business Services Association (BSA). The figure is equivalent to 8.75 per cent of economy-wide output.

The report, carried out by Oxford Economics for the BSA, sets out the business services sector economic contribution to the UK economy at national, regional, and constituency levels.

The sector consists of five categories: Facilities management,

business process outsourcing, IT and digital services, construction services and frontline outsourced public services.

Researchers calculated that the turnover of businesses classified to the ‘combined facilities management’ sector was £11.6 billion in 2013.

The number of jobs directly dependent on cleaning and related activities in the business services sector is calculated at around 367,000 with an annual turnover of £7.4 billion in the UK, according to the report.

Landscaping services amount to £3.5 billion in turnover, while the turnover of all security services in 2013 was calculated at £7 billion.

The report goes on to suggest that 30 per cent of turnover is accounted for by the public sector. Outsourced frontline public services turnover for local government services stood at £32.2 billion in 2013, while central government services was £3.7 billion.

The report can be read in full at: tinyurl.com/q3vsb4f

GOVERNMENT FINANCE

REX

Government ’could pool’ departmental budgets Central government is “significantly” interested in pooling budgets in order to deliver services, delegates at the Social Value Summit heard recently.

Hazel Blears MP, speaking at an event organised in London by Interserve and Social Enterprise UK, said: “Whoever is the next government, money will be tight, that’s an economic reality. So we have to be creative [in how we spend].”

Blears revealed: “There is significant interest at the top of government to look at interdependent departmental budgets after the general election.”

She said this would “drive collaboration” and take budgets further.

The review of the Social Value Act would be likely to criticise the low awareness and use of the legislation by central government departments, www.fm-world.co.uk

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Blears: “We have to be creative”

according to Blears, a member of the review panel.

“The review is not going to shake the world, but there’s a clear analysis that we want to do more awareness… central government

needs to embed it in the system as a normal way of running things.”

Last year the government formed a panel to review the act and its implementation.

Blears said it had looked at the commissioning practices across different sectors and had found central government to be “the weakest link”.

She pointed out that the review was also likely to call on public bodies to seek out “social value champions” to encourage implementation of the social value act within their organisations.

Blears also said “alliance contracts” – which usually involve a number of parties entering into an agreement to work cooperatively and to share risk and reward, measured against set performance indicators – would be an ideal way to take social goals further.

Workers in messy offices are up to 72 per cent less productive.

A study by ContractCleaning. co.uk of 1,500 workers in 300 offices in the UK found that staff in offices with a low emphasis on cleanliness do not work as hard.

Where staff thought their employers cut corners on cleaning, 72 per cent said their surroundings made them less productive, 46 per cent said they took longer lunch breaks and spent less time in the office, and 25 per cent said they took sick leave because office conditions depressed them.

BBC must use space better A report by public spending watchdog the National Audit Office (NAO) contends that the broadcaster has made good progress in rationalising and upgrading its estate.

The report, ‘Managing The BBC’s Estate’, says that the overall cost of running the estate is distorted

by Broadcasting House, which accounted for a third of the annual cost of £273 million in 2013-14.

The BBC ended a 10-year refurbishment and extension of Broadcasting House in late 2012, but the report says its running cost was three times the UK average for comparable buildings.

The BBC also failed to cap its estate costs at 6 per cent of licence fee income by 2013, with 7.3 per cent spent last year. (See more on this story on p.10)

Apprenticeships ‘lacking’ Only one in six members people believes that big businesses provide enough apprenticeships.

A survey of 2,061 members of the public, commissioned by Interserve, also reveals that 78 per cent think providing jobs or apprenticeships is the way business can contribute to the community.

Forty-five per cent did not think that these same firms are doing enough to support those who are unemployed or who need flexible working hours.

The survey shows that there is “a marked need for greater communication around business’ involvement in the local community”.

A preview of the research was published at the Social Value Summit held by Interserve.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Global trends call for ‘lifelong learning’

THEATRE ROYAL, GLASGOW PROJECT: Refurbishment of the theatre’s public spaces DESIGN: Page\Park PROJECT MANAGEMENT: Capita SUPPORT: Heritage Lottery Fund, Creative Scotland, Glasgow City Council and the Scottish Government COST: £14 million

Theatre Royal transformed The Theatre Royal Glasgow was recently re-opened to the public following a £14 million revamp project.

The 147-year-old theatre, owned by Scottish Opera, underwent the refurbishment project, which set out to transform its public spaces.

The works, undertaken by Capita, included the installation of a new box office, bars, toilets and a roof terrace. New lifts were also installed for access to all levels of the theatre.

The project also involved the construction of education rooms in order to provide space for community activities run by Scottish Opera and the theatre’s management organisation, The Ambassador Theatre Group.

Scottish Opera’s general director Alex Reedijk said: “I’m tremendously proud of the newly transformed Theatre Royal. We wanted to create 21st century facilities fit for the next 100 years of Glasgow theatregoers and also to deliver a great new addition to the city’s social and cultural life.

“It was past time to bring the Victorian public spaces up to the standards that today’s audiences expect, and I know audience members will enjoy the facilities and access that the new foyers provide. But it’s also a great new space that is open all day now, as well as for performances, and I hope as many people as possible will take the opportunity to pop in and spend some time there.”

On winning the work in 2012, architect Page\Park said: “One of the challenges of the design team has been to make a special and memorable corner at the junction of Hope Street and Cowcaddens Road. It will be as if a little bit of the splendid interior has escaped and flourished on the street edge, the auditorium and the lantern crowning the busy junction, working together to celebrate performance in the city.”

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Workers need to be “lifelong adaptable learners” to fit with the changing world of work, says a global trends workplace report by Sodexo.

To be successful in the next decade, people will need “to demonstrate foresight in navigating a rapidly shifting landscape of organisational forms and skill requirements”. Workers will “increasingly be called upon to continually reassess the skills they need and quickly put together the right resources to develop and update these skills” says the report.

Businesses must also be alert to the changing environment and adapt their workforce planning and development. As the “airport city” is multiplying rapidly on a global scale”, corporate functions are now found in airports, with business travellers meeting in concourse-connected, business-class hotels.

There changes are compounded by an increase in ‘rateocracy’ – consumers rating restaurants and local companies.

The report says: “Soon, we will also rate corporations on their behaviour and have real-time mobile access to the aggregated, stakeholder-generated reputation scores of nearly every corporation on the planet… Corporations, managers and employees will learn to live with ‘coveillance’ – a world in which nearly everyone observes and rates the behaviour of everyone else.”

The importance of “mindfulness at work” will also increase in order to deal with medical costs, absenteeism and workplace productivity, it adds.

To download the guide, visit www.tinyurl.com/bifmguidesuppchain

Construction growth shows signs of slowdown According to data from Barbour ABI, the construction sector expanded last year by 2.8 per cent over the previous year, but this compares with a 25.2 per cent rise in 2013 and 29.1 per cent in 2012.

Barbour ABI’s Economic & Construction Market Review cites the slowdown in growth in the residential sector as one of the key reasons.

Michael Dall, lead economist for Barbour ABI, said: “Over the past couple of years we’ve seen housing projects dominate. In 2014, for example, the market represented just over a third of all contract value. So while buoyancy in the residential sector helped to drive growth in 2013, our reliance on this sector meant that as the rate of growth slowed in housing in 2014, it had a significant impact on the industry’s UK-wide performance.”

He added that the infrastructure sector saw a 29.7 per cent fall in contracts with fewer big-budget projects during the political uncertainty of a looming election, and fewer schemes in the pipeline.

London accounted for 24 per cent of the total value of UK construction contracts in 2014. This is closely followed by the South-East at 12 per cent.

The report says the total value of new UK construction contracts awarded in 2014 was £64.8 billion – an increase of 3.7 per cent compared with 2013.

Most boards not ‘engaged with sustainability’ Fewer than half of company boards are engaged with sustainability, despite most firms believing directors should play a strong role in driving it.

A study by MIT Sloan Management Review, The Boston Consulting Group (BCG), and the UN Global Compact looked at collaboration and board engagement as a driver of sustainability success. It surveyed 3,795 executives and managers from 113 countries.

Overall, 86 per cent of respondents said boards should drive their company’s sustainability efforts. But only 42 per cent of respondents thought boards were moderately engaged with the firm’s sustainability agenda.

The study, Joining Forces: Collaboration and Leadership for Sustainability, also indentified ways to overcome barriers to board participation.

Knut Haanaes, senior partner at BCG and co-author or the study, said: “They include appointing members with sustainability expertise, creating an external advisory board, integrating sustainability into the duties of the overall board and established board committees, and establishing a broader vision of the board as steward of all stakeholders and managers of risk versus the traditional maximising only of shareholder financial value.” www.fm-world.co.uk

05/02/2015 16:31

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Likely, as all political hues are headed in a ‘sustainable’ direction (11%)

THINK TANK

OUR READERS SAID… We asked our LinkedIn and mailing list members how likely is the next government to invest in a retrofit programme for public buildings?

The Building & Engineering Services Association (B&ES) is calling for the next government to do more to incentivise carbon efficiency in buildings.

In its business manifesto B&ES president Andy Sneyd highlighted issues that it believes the government elected in May must address to ensure that the public sector estate remains ‘fit for purpose’.

The B&ES calls for the next government, ‘whatever its political colour’, to commit to a complete carbon audit of the public sector estate, followed by a retrofit programme to maximise carbon reduction in its building stock.

We asked you how likely you think such a retrofit programme is. Only an idealistic 11 per cent

agreed that it would be likely because all political hues are headed in a ‘sustainable’ direction.

A mammoth 89 per cent, however, were more sceptical, saying it was not likely because it would prove too costly.

Cost seems a major hinderance to such an endeavour. One respondent said: “It is a lot easier to implement on newbuild schemes. With frontline government services hit hard in achieving the governments austerity measures, I can see this taking a backstage position.”

Another replied: “It is not likely because it is not a priority. Yes, cost will have something to do with it, but no election has been won around buildings.”

Someone else remarked that

Unlikely– too costly (89%)

as ‘sustainable’ issues had been factored into planning policy for which taxpayers already footed the bill, any government would be less likely to prioritise a retrofit programme.

Said another respondant: “Can it really be sensible to ask politicians to spend extra taxpayers’ money ‘carbon’ auditing publicly owned buildings and incentivising so-called ‘carbon efficiency’? The UK has already been plunged into serious debt; sustainable development policies forced into central and local government planning policies (Local Agenda 21) already cost taxpayers considerable amounts,” he added.

Yet another commented: “Whilst I believe sustainability in its widest forms is a sincerely held belief and target for all parties, at the start of a new government there are other priorities and most governments are looking to slim down the estate and move it out of older buildings in London. The same objectives can be achieved by leasing more sustainable, newer buildings without the need for retrofitting.

“Therefore the audit will probably happen, but it does not follow that this will lead to retrofitting.”

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

ALAMY

London borough induces businesses to pay Living Wage The London Borough of Brent agreed this week to become the first local authority in the country to approve new business rate incentives to pay the London Living Wage.

Businesses in the north-west London borough – home to Wembley Stadium – are to be the first in the country to be offered business rates discounts as an incentive to pay the Living Wage in a “groundbreaking policy” that aims to boost living standards for low-paid workers.

Companies in the London borough will be offered discounts of up to £5,000 on their business rates – if they become Living Wage-accredited employers – from April 1, 2015. www.fm-world.co.uk

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Representatives from current London Living Wage employers in the borough – including medical communications agency Synergy Vision, which is about to become the first accredited small

business in the borough – recently joined Brent councillors and representatives from the Living Wage Foundation and Citizens UK to celebrate the council’s decision in Willesden Green.

Some of the capital’s lowestpaid workers could now get pay rises of around £2.50 an hour if local business takes up the council’s offer.

The Living Wage was increased last November as the outrage surrounding unjust pay in the FM industry was growing.

One of the recommendations made in Invisible Workforce, a report published last summer by the Equality and Human Rights Commission, was for more employers to implement the Living

Wage to improve conditions for workers.

Research released at the end of last year by the Centre for Local Economic Strategies (CLES) suggested that what Brent is doing is a way for employers to take up the Living Wage pledge.

It noted that pushing forward with plans to encourage businesses to pay this rate is “a key role of local government in the low-pay agenda”.

The Living Wage is an hourly rate set independently by the Living Wage Foundation and updated annually. It is calculated according to the basic cost of living; in London the current rate is £9.15 an hour, and £7.85 an hour in the rest of the UK. FM WORLD | 12 FEBRUARY 2015 | 09

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It adds that although the corporation has set an overall target cost for its estate there is “little evidence that it was sufficiently mindful of the target when taking decisions on individual estate projects”. The report acknowledges that the broadcaster has improved its use of available space and adds that the cost of running much of the estate compares well with external cost benchmarks. The corporation has replaced many ageing buildings with a smaller number of modern facilities better suited to its needs.

But over the past 15 years the corporation has taken out long leases that cannot be surrendered until the 2020s or 2030s on properties that it no longer needs.

Maintaining flexibility

NATIONAL AUDIT OFFICE REPORT

BBC must make its estate pay

ALAMY

HERPREET GREWAL newsdesk@fm-world.co.uk

A National Audit Office (NAO) report published last month concludes that the BBC needs to make better use of space to optimise the value for money of its estate.

The NAO’s Managing the BBC’s Estate says the broadcaster has made good progress in “rationalising and upgrading its estate”.

But the public spending monitor adds that the estate’s overall running cost is distorted by Broadcasting House at Portland Place and Langham Place, London,

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which accounted for a third – £89 million – of the annual cost of £273 million in 2013-14. The landmark building is arguably a bigger star of BBC Two mockumentary W1A than any of the actors.

The BBC completed a 10-year refurbishment and extension of Broadcasting House in late 2012, but the NAO report says its running cost was three times the UK average for comparable buildings. The BBC also failed to meet its target to cap estate costs at 6 per cent of licence fee income by 2013, with 7.3 per cent spend last year.

Amyas Morse, head of the NAO, said that despite the progress, the corporation would need to make better use of space to achieve value for money. The report says it would need better information on estate use for this to happen.

“The BBC will also need to maintain enough flexibility in its leasehold and freehold portfolio to allow its estate to adapt quickly to the changing needs of an organisation operating in a fastchanging sector,” he said.

In response to the report, the BBC executive said that it favoured longer leases when they are cost effective and that it could and has sublet or reassigned leases on properties to retain flexibility.

It also said that it had included a requirement to conduct six-monthly and annual use surveys in its new contract with FM partner Interserve.

It is also implementing a swipe in/ swipe out system in major buildings for accurate information on use.

Chris Kane, CEO, BBC Commercial Projects, says the NAO report has “encouraged me to wonder why so many of us tend to focus on the negative aspects of an issue”. He said: “The conclusion is that the BBC has made good progress in

rationalising and upgrading its estate but the end result is distorted by the Broadcasting House costs. This is fair comment. However, looking back over the last decade Broadcasting House was a difficult project and it gave rise to a lot of challenge and sleepless nights. For me, the end result justified the effort in that the BBC has secured a value for money solution which will be regarded as one of the great public buildings of the 21st century.”

He says the new Broadcasting House is “three buildings in one” which includes the staff at the BBC’s major TV and radio teams.

This includes the BBC World Service – formerly at Bush House, BBC Television Centre in West London, and the original Broadcasting House.

Kane believes the result has been a “media powerhouse” of a building that has few comparisons.

It is not a typical office building, says Kane. “Finding comparisons for this creative powerhouse is nigh on impossible as it’s not an office,” he says. “Indeed Westminster planners classified the development of a new home for the BBC under the generic term ‘sui generis’ a use that cannot be classified using standard categories such as office, retail or residential.” Kane says the only comparisons “may be the Bloomberg building in New York or the ABC headquarters in Sydney”.

Agility and creativity Kane says that the new building is geared towards “collaborative and smart and agile working”, where teams from different media can interact with much more space for digital kit technology. There are also 14 people for every 10 desks.

As a result, Kane says: “Creativity has gone through the roof… and the firm is better equipped to deliver good, diverse content in a competitive marketplace”.

In spite of the cost overrun, Kane predicts the design will mean “savings of £700 million over the next 10 to 20 years”. www.fm-world.co.uk

05/02/2015 17:57

IFMA WORKPLACE STUDY

The case against open-plan offices

ALAMY

HERPREET GREWAL newsdesk@fm-world.co.uk

Open-plan offices do not increase communication, according to a guide that cites “scientifically backed evidence” of what strategies promote a harmonious workplace.

In a sector where reports on workplace trends are common, it can be tricky to know what really works to improve the work life of employees.

Kate North, vice-president of global development at e-Work.com and the founder and chair of WE, said: “Navigating the options in the modern workplace can feel like reading tea leaves if you don’t have a strong foundation of empirical research to base your decisions on.”

But Applying What Scientists Know About WHERE And HOW People Work Best However’, published last month, claims to have collated information from workplace strategy summits, www.fm-world.co.uk

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industry polls and surveys and expertise derived from firsthand experience and outlines hundreds of scientific workplace strategy guidelines, each supported with citations. It has been published by Workplace Evolutionaries (WE), a community of practice within the International Facility Management Association (IFMA).

Post-occupancy data The document details how the implications of sensory experiences, worker experience and basic architectural forms affect employees’ working lives.

It also provides scientific data on the psychological factors affecting worker performance. The resource can help FM professionals and business owners facing decisions about which workplace designs will best meet their needs to make better-informed decisions.

One of its findings is that

according to various peer-reviewed journals such as the Journal of Environmental Psychology, openplan office design has not been found to increase communication among co-workers and their satisfaction with their workplaces.

As academics Jungsoo Kim and Richard de Dear from the University of Sydney learned through an analysis of postoccupancy data, “results categorically contradict the industry-wide accepted wisdom that open-plan layout enhances communication between colleagues and improves occupants’ overall work environment satisfaction… occupants’ satisfaction on the interaction issue was actually higher for occupants of private offices.”

The report says open offices don’t promote the exchange of information. People working in open offices “don’t learn more through informal interactions than those in enclosed workspaces…

A high degree of physical enclosure provides the climate for high ease and quality of communication, while a low degree of physical enclosure is a causal factor in low ease and quality of communication… open offices, rather than helping support such interactions [informal interactions and impromptu meetings], help people less than enclosed workspaces”.

Another finding reveals that people working in green buildings have a more positive feeling about the design and image of the building where they work and how well that building meets their needs than people working in conventional buildings. People working in green buildings are also more tolerant of comfort-related problems in their buildings, such as workplaces that are too hot or too cold, than people working in conventional buildings.

Also, when people feel they are working in a more comfortable environment (in terms of factors

such as temperature, noise, lighting, etc) they believe they are more productive “with differences in productivity as high as 25 per cent reported between comfortable and uncomfortable staff”, the research suggests.

Seeing red Other revelations include one that states that seeing even a small amount of red briefly before beginning work degrades people’s performance on analytical tasks.

The colours of red tested were similar to those found in teachers’ marking pens.

Satisfaction with lighting can increase worker engagement.

The report says “people who appraise their lighting as good will also appraise the room as more attractive, be in a more pleasant mood, be more satisfied with the work environment, and more engaged in their work”. Other findings add that sunlight, without glare, enhances workers’ cognitive performance and that being in sunlight and experiencing the warmth of the sun were desirable when people were relaxing and working, not in a meeting. Seats for relaxing supported control and privacy.

Dr Andrew Laing PhD, global practice leader, strategy+ at AECOM and WE research adviser, said: “The workplace is a powerful tool that can improve health and quality of life, boost productivity and protect the environment…

To achieve these benefits and many more, facility management professionals have access to a tremendous amount of useful scientific research to take the guesswork out of key strategic decisions. This paper is a gateway to unlocking the potential of any workplace.”

Applying What Scientists Know About WHERE and HOW People Work Best by Dr Sally Augustin, PhD, is available at www.tinyurl. com/ntes54f

FM WORLD | 12 FEBRUARY 2015 | 11

05/02/2015 17:57

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

ANALYSIS

Builders look to FM-backed deals for revenue GRAEME DAVIES newsdesk@fm-world.co.uk

In the months leading up to a general election activities exposed to the public sector – such as construction – often experience a hiatus. It is four months until the UK goes to the polls, and the industry is starting to run out of steam. Indeed, it may have been losing momentum for some time.

But how much of this is down to political impasse, and how much

to a wider cyclical downturn?

Figures published by built environment industry-watcher Barbour ABI suggest that construction began to see a fall in activity throughout 2014.

According to Barbour API, the sector grew by just 2.8 per cent in 2014 against 2013 after two strong years of rebound in 2012 and 2013, driven primarily by house building. The most recent Purchasing Managers Index data

for construction market activity corroborates this. In December the sector continued to expand, but at its slowest rate since July 2013 as house-building slowed and, notably for FM companies with exposure to construction, civil engineering output contracted.

In the years before the financial crisis, construction operations were teamed up with support services such as FM under one umbrella, with companies picking up construction contracts backed with long-term FM deals to follow once the build was complete. The crisis and its aftermath, which saw construction output slump, meant many companies scaled back construction operations or hived them off to concentrate on longterm revenue streams rather than lumpy construction deals.

But the upturn has seen confidence return, even though the forecast wave of government-

Contract wins

NEW BUSINESS Mayor of London Boris Johnson has confirmed that Vinci Stadium – a subsidiary of Vinci Facilities Management and Vinci Concessions – has been appointed to run and manage all aspects of the former Olympic Stadium at Queen Elizabeth Olympic Park. The 25-year contract, which is initially valued at £100 million, includes catering and stadium operation throughout events.

Derwent FM has taken a five-year contract worth almost £4.3 million to carry out services for LaSalle Investment Management on three of its client’s student accommodation sites.

The deal covers delivery of hard and soft FM services at: Shand House, a 193-bedroom residence in Cardiff; the 12 | 12 FEBRUARY 2015 | FM WORLD

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Hub, a 93-bedroom facility in London; and the Mews in Oxford, which has 112 bedrooms.

Balfour Beatty has been appointed preferred bidder for the University of Sussex’s East Slope Residences project.

It will design, build, finance and operate the project under a 50-year contract in partnership with the university. Subject to planning approval, the project will replace an existing 600-bed facility on the campus with 2,000 new bedrooms within a range of formats, some with en suite facilities.

Caterer Charlton House has won contracts worth £1.8 million with global healthcare company Sanofi and information technology provider

SSCL. The three-year deals will provide staff and visitors catering for three additional facilities all outside London area – one for SSCL in Newport, and two for Sanofi at its offices in Haverhill, Suffolk, and Holmes Chapel in Cheshire.

Portico has won a three-year contract to provide front-of-house services at the Leadenhall Building in the City of London. Under a three-year deal worth £200,000, Portico will work in partnership with Broadgate Estates, which is responsible for managing the 51-storey building, also known as ‘The Cheesegrater’.

Sunderland AFC has signed a new long-term contract extension with hospitality provider Centerplate for catering services. Centerplate will continue to provide public match-day catering at the Stadium of Light, which it has done since 1997.

Carillion has signed two contracts worth up to £200 million to provide FM to the National Offender Management Service for public sector prisons. The UK Ministry of Justice selected Carillion in November as the preferred bidder.

funded infrastructure deals has yet to be realised in full.

There has been an uptick in government activity, but the house-builders have provided most of the growth in construction over the past two years. The national infrastructure plan outlined late last year was a bid to kick-start the plans again. But many of the projects have been proposed before and funding them is as difficult as ever because of the government’s desire to balance the books.

Pockets of potential remain.

Education still provides some opportunities. In recent weeks Galliford Try has won a number of school building projects in Scotland through its Morrison construction arm, which promise facilities deals once they are completed. And Balfour Beatty won a notable contract from the University of Sussex to build new student accommodation with a 50-year management and maintenance contract attached.

Of course, a change of government could bring a change of fortunes, but the chances of a New Deal-type infrastructure splurge are practically nil.

Although a Labour-led administration may want to pump more into the UK’s infrastructure, its pre-election message has emphasised financial stability and rectitude.

Government finances remain parlous enough to mean we are several years away from any significant opening of the coffers.

But the construction industry has always dealt in cycles, hence the growth of multi-disciplinary businesses to ensure that such bumps in the road can be negotiated without disastrous consequences, and for most operators this will remain the case.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

05/02/2015 14:58

Canadian company to build ‘global leader’ in FM business International property firm Brookfield Asset Management Inc. is to acquire the remaining 50 per cent of the Canadian and Australian facilities management businesses from Johnson Controls Inc. Both companies previously held the businesses in a joint venture arrangement.

This acquisition, worth about US$200 million (£132 million), will merge with Brookfield’s wholly owned businesses in the Middle-East and South America as part of a broader plan to create a global facilities management business.

As it ends its joint venture agreements with Johnson Controls, Toronto-based Brookfield will launch its facilities management businesses in the United States and Europe, building on client relationships across its property portfolio of 340 million square feet.

BUSINESS BRIEFS Councillors slam Cofely JV

Brookfield Asset Management Inc has its North American base in Toronto, Canada

Brookfield will offer FM services to tenants around the globe.

In addition to its real estate relationships, Brookfield is one of the world’s largest servicing organisations for executive relocations to Fortune 500 companies and intends to align this service offering for its customers.

As one of the largest global owners and operators of infrastructure assets, Brookfield will also launch infrastructurerelated FM services.

Cyrus Madon, CEO of Brookfield Capital Partners, said: “As the largest property owner in the United States, expansion to the US was always natural, but not feasible under our previous agreements.”

Madon added: “The consolidation of our Canadian and Australian businesses is a first step toward our goal of creating a global, industry leader in facilities management.

“We look forward to providing best-in-class service to our clients.”

GETTY/SHUTTERSTOCK

Capita buys procurement outfit Constructionline Outsourcing company Capita plc is to buy the assets of Constructionline for £35 million, said the Department for Business, Innovation and Skills (BIS).

Constructionline is a large UK procurement and supply chain management service set up by BIS (formerly the Department of the Environment, Transport and the Regions) for public sector works.

It aims to reduce the annual cost (£165 million) for construction industry buyers and suppliers, particularly SMEs. As the new owner, Capita will be able to further invest and commercialise Constructionline, delivering www.fm-world.co.uk

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Capita is set on reducing costs for SMEs

enhanced services to both the private and public sectors.

Capita will extend the range of “value added procurement services” it offers contractors

and suppliers. Initially focusing on construction, it will also develop similar services for other industries. It will invest in a new IT system to make the business more agile and improve efficiency.

Capita was awarded the original concession to run Constructionline in 1998. Andy Parker, Capita chief executive, said: “Capita has run Constructionline successfully for more than 16 years, building one of the largest buyer and supplier service organisations of its kind…

But under public sector ownership, there have been a number of constraints to the service reaching its full potential.”

Cheshire West and Chester Council’s (CWAC) joint venture with Cofely is “wrong in every respect” say opponents.

CWAC’s executive approved plans for a new company to deliver customer and integrated workplace services at the town hall. Transferring 304 council staff – cleaners, maintenance and customer services workers – to the company would, says CWAC, cut costs and enable it to shift funds to frontline services.

But opposition councillors “fundamentally disagreed” with privatising the “front face” of the council by handing its call centre to a private outfit.

ESS retains gas site deal ESS Support Services Worldwide (ESS), part of Compass Group UK and Ireland, has retained its contract with Wintershall Noordzee B.V. for three years.

The deal continues several years of ESS providing catering and hygiene services at Wintershall’s offshore platforms, operating across eight sites in the Netherlands. The latest contract will see ESS cater for Wintershall workers across these platforms.

14forty still serving Essar Oil Integrated FM business 14forty, part of Compass Group UK & Ireland, has extended its contract with Essar Oil UK for three years.

Under the £8.85 million deal, 14forty will provide services to more than 1,000 Essar oil workers at the Stanlow manufacturing site. The work includes cleaning, industrial services, maintenance, catering, vending, laundry and pest control. The Stanlow facility, near Ellesmere Port, Cheshire, is the UK’s second-largest refinery.

FM WORLD | 12 FEBRUARY 2015 | 13

05/02/2015 14:59

FM BUSINESS IN FOCUS

The interviewee: Scott Hill, HR director at Interserve The issue: Improving conditions for employees in the cleaning industry

Industry’s ready to come clean When the Equalities and Human Rights Commission published a report last year revealing that employers in the commercial cleaning industry were failing to meet certain responsibilities to their staff, one could have been forgiven for viewing it as just another review that would soon be forgotten.

But momentum for turning some of its recommendations into a reality seems to be seriously picking up traction. One of the report’s recommendations was the creation of a task force to make sure changes were made.

Task force members, reading like a who’s who of FM and the cleaning industry, include: ISS, Enhance Office Cleaning, Interserve, Principle Cleaning Services, Facilicom, Sodexo, KPMG, RBS, NHS Property Services, Go Ahead Group, TUC, Tesco, British Institute of Cleaning Science, Living Wage Foundation, Unison, Building Futures Group, RMT, the Health & Safety Executive, and BIS. Representatives from these companies have overseen the formation of three working groups to tackle particular areas the report saw at problems.

One group, chaired by Guy Stallard of KPMG, is handling ‘responsible procurement’, aiming to ensure that practices take into 14 | 12 FEBRUARY 2015 | FM WORLD

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account the working conditions of cleaners. The second group is exploring ways to make sure workers are treated with more respect to counter their feelings of being the “lowest of the low” – a common feeling highlighted by the EHRC report.

Scott Hill, HR director at Interserve, chairs a third group to raise awareness of employer obligations and workers’ rights such as entitlement to holiday and sick pay.

Making a difference Hill says: “All three work streams are moving forward with proper tangible output. It’s not just a getting together of industry to talk about things, it’s really about encouraging things to happen.”

One measure agreed upon, says Hill, is to provide a postcard explaining an employee’s rights when issuing payslips.

Hill told FM World: “We want to be able to give employees some really clear guidance on what their basic employment rights are and one of the ideas we have is a hard-copy postcard that can be attached to payslips and sent out… a very simple twosided postcard, but with very powerful information that can be translated into a multitude of different languages… This idea was received really positively by

the task force... and we will take those kinds of ideas forward.”

The postcard will detail the minimum expectations that an employee should have when they join a cleaning company – terms and conditions, right to work being checked, payslip, health and safety and an induction.

“It doesn’t have to be overly complicated,” says Hill. “That’s one of the things we’ve spoken about from the start – to keep things as simple as possible for employers and employees.”

Will this make a difference?

“I genuinely believe it will because there is the desire [in the industry]… it will go a long way to improving things… but the work needs to carry on. We can’t stop everything in five months [when the task force disbands].

This work can’t stop in May, but what we need to do is set those standards that people agree on so the momentum can carry on.”

The cleaning industry is worth £8 billion and employs thousands of people, says Hill. “We need to engage with all of them.”

Where do Hill and Interserve stand when it comes to moves such as the Responsible Cleaners Scheme (RCS) launched recently by the Business Services Association (BSA)? One may see the commitments laid out in the initiative as being rather obvious.

RCS is for firms working in the contract cleaning sector and aims to “to protect and promote the welfare and development of their employees, to make sure their experience and capabilities are recognised and developed, and to promote the professionalisation of the industry itself”.

The series of commitments is about “valuing, recognising and rewarding the hard work and dedication of RCS members’ employees”, says the BSA. Hill says: “A lot of what goes on in our industry is not hugely consistent if truth be told. I don’t think it’s hugely visible. There are perceptions of the industry – what it is and what it isn’t in terms of its professionalisation, the ability to have a career in cleaning and the specialist and technical areas of it and the opportunities cleaners can have.”

Held to account But there is no body to ensure that cleaning companies commit to such a scheme, so how effective can it be?

Hill says: “It is true that there’s no governing body or watchdog sitting on our shoulders policing us, but the RCS commitments come from the sub cleaning group within the BSA which has 19 members and we hold each other to account. If one person doesn’t do it, it damages the scheme for everyone.”

He says there are few places to hide. “Cleaners have multiple roles… there are hundreds of cleaners who have worked for me who have also worked for ISS and Mitie and we talk to each other and we find out about their other roles. Because of the way this industry works, it’s actually hard to conceal whether a company is not addressing any of those commitments.”

HERPREET GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

05/02/2015 14:59

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Selected forthcoming features in FM World:

31/10/2013 09:55

26 March issue: Energy management - wind, solar 9 April issue: Workwear 23 April issue: Workplace interiors 7 May issue: Data security, Pest control - birds 21 May issue: PAT testing 4 June issue: Facilities Show 2015 edition, Innovations in cleaning 18 June issue: Innovations in catering, Health and safety equipment

Call us to advertise in our special feature issues and reach the largest targeted FM audience of over 24,000 readers. Contact Norbert Camenzuli on 020 7880 7551 For a full 2015 features list visit:

www.fm-world.co.uk/about-us

Features are subject to change - please contact the editor for further details. FM World welcomes contributions and ideas for articles.

Send a short synopsis to Martin Read at martin.read@fm-world.co.uk.

Please note that we reserve the right to edit copy submitted for publication in the magazine.

Future Features HPH 120215.indd 1

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03/02/2015 16:15 FM WORLD | 12 FEBRUARY 2015 | 15

03/02/2015 16:27

FM OPINION

THE DIARY COLUMN ROGER AMOS

“FEEDBACK THAT COMES IN AT A CUSTOMER’S INSTIGATION RATHER THAN IT BEING REQUESTED IS ALSO A LOT MORE COMPELLING WHEN CONVEYING IT BACK TO THE TEAM”

FM NHS Trust University consultant Estates

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

THE POW ER OF P O S I T I V E FEEDBACK

eep up a good performance and every now and then your customers may report back – and that’s a tonic for the troops

K

One Friday recently was one of those days that put a spring in your step; we had two compliments paid to my team for their work. It is always satisfying to hear positive feedback.

Interestingly, the feedback was complimentary about doing the basics well – turning up on time, doing a good job, communicating well and being polite and courteous to the customer. A similar letter came in last week from a member of the public about our staff receptionist.

Every time I receive positive feedback from customers I not only share it with the team, but also with our executive director.

As well as proudly showing off our good work it is also nice for the FM workforce to see their efforts being acknowledged at the top of the organisation. There is no better means of motivation.

Although we strive for perfection, it is inevitable that we will get complaints from time to time. We can still make use of negative feedback, but in a

constructive way. By doing so we can not only assure the customer that we have taken a complaint seriously, but also put corrective measures in place without demotivating the relevant staff member or team in the process.

And, by using good feedback we have had as a shining example of how things can be done well, it is a great way of getting the right message across to ensure that lessons are learnt.

Positive feedback is a powerful management tool, especially in local government, where ways to incentivise our workforce are limited. Speaking to and writing to an employee to say “well done” makes them feel

good, especially when that praise hasn’t come from their line manager, but further up the chain, and has also been copied to the executive.

Feedback that comes in at a customer’s instigation is also a lot more compelling when conveying it back to the team.

That is another reason why I always like to write back to thank customers for such feedback. Coming to work and feeling valued means a lot to us all and, while times have been tough for a few years now, we mustn’t lose sight of taking just a few moments to do our management and leadership basics well.

BEST OF THE WEB Views and comments from across the web Advice on RFID card entry points (BIFM group) Jason Choy: For general card access control, if you budget for around £1,000-£1,500 per door you should be reasonably accurate. You should consider functionality – is this a standalone or do you need it linked into any existing system either in the building or other offices around the world? If all you need is something simple don’t forget that you could just 16 | 12 FEBRUARY 2015 | FM WORLD

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have a ‘Digi-lock’ installed for under £150 – this is purely a mechanical lock.

It’s not as convenient, but might be an option.

Paul Wood: I have just had an additional one installed, but as it had to match and suit the current security and log systems the cost was £4,800, so may be experiencing similar system restrictions.

Recycling paper towels (BIFM group) Rory O’Callaghan: I am looking into alternatives

for recycling paper hand towels at an NHS trust. I am aware of the limitations of ordinary recycling due to the fact that they are contaminated after people washing their hands and heavy due to the water content. Does anybody have any alternative suggestions such as building companies looking into recycled cavity wall insulation etc, that can be used across a wide area and is costeffective?

Ian Hoy: I have the same problem in a leisure club.

It is awful to have to send masses of paper towels to landfill or incineration just because they may have a drop or two of sweat on them.

Robert Garrett: Hospital hand towels are biologically contaminated waste and are not recyclable and must be incinerated. You could reduce your costs by installing hand dryers, but that raises other issues in the NHS setting.

Are you all ready for the major changes to CDM (construction design and management) coming in the spring? (BIFM group) Charles Smith: There are lots of concerns with understanding the new regulations. A simplistic way of looking at them is that the CDM co-ordinator duties are largely taken up by a new role called the principal designer.

To join the BIFM LinkedIn group, visit www.tinyurl. com/linkedinbifm www.fm-world.co.uk

04/02/2015 17:27

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

BEST OF THE

FMWORLD BLOGS Psychology & FM: how do you create more hospitality?

Jos Knops, Planon In psychology, behaviour is part of a chain. Interpretation of an event, the thoughts, leads to feelings that determine behaviour. This has consequences for the situation in which someone finds himself and how he behaves. Five steps: Event, Thought, Feeling, Behaviour and Consequence. Every event leads to thoughts: I might get soaking wet, I am going to be late for my appointment. Thoughts trigger a feeling – irritation, stress or resignation. Feeling shapes behaviour: we shelter, wait for the shower to pass, jump the queue, or ask that an extra cash register be opened. Behaviour leads to a consequence: our clothes stay dry, we have a row at the cash register, or are on time for the meeting.

Psychology suggests that feelings and behaviour are determined by thinking. Here a distinction is drawn between positive and negative thoughts (getting soaked), wrong conclusions (will you really be late?), or taking things personally. An FM example: in good time you book a meeting room for a key external presentation, but you find it is occupied (event). What will the client think? You must get yourself out of this (thought). Tense (feeling), you express displeasure (behaviour). You look for another room and move in there (consequence) – but it is booked. The process repeats itself.

Process-oriented automation can prevent double-booking. If an undesirable event happens, practically oriented IT and smart software applications can help towards finding a solution fast. Be aware of the process and capitalise on it; problems can be resolved before a bad consequence is reached.

Read the full article at www.tinyurl.com/ph9jgjt

Looking down the wrong end of the telescope?

Chris Moriarty, BIFM website My bike cost me £150. I use it for the occasional jaunt. My friend has spent thousands on bikes. To me, that’s a waste of money, but I’m not going down Alpine tracks.

So when the BBC was criticised over the running costs of New Broadcasting House I was curious to see where it placed the value. The report said the BBC should make “better use of space to achieve value for money”. The broadcaster has rationalised its portfolio, but needs to consider how it delivers as an organisation rather than thinking about property as an overhead to be reduced to show real value. This reframes the debate from one that looks at the size of a property based on the number of workers there to one that looks at how a building can help the organisation achieve its objectives. What if all firms assessed workplaces as investments to support activity to deliver objectives, e.g. gave people the tools to make them as productive as possible?

Alan Bainbridge, BBC property, estates and projects director, said MediaCity was structured on ‘activity driven design’ (he told FM World about it in August 2012). The BBC aims to be “the most creative organisation in the world” so went about creating an environment to deliver that. Creativity is difficult to measure, but you can measure results. Doctor Who’s 50th anniversary special was seen in 98 countries.

The BBC aims to “make the most creative and distinctive output”, “innovate online to create a more personal BBC”, “serve all audiences” (it reached 96 per cent of UK adults in 2012/13) and “improve value for money through a simpler, more efficient and more open BBC”. Who’s to say that if cost was reduced at BBC workplaces that the shows wouldn’t suffer? That it might lose the people behind these successes? Workplaces are crucial investments that support our objectives and while it is always a cost line we must ensure it is seen as an investment, like marketing or IT spend, to succeed.

Read the full article at www.tinyurl.com/osf8sjc

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Andy Lopata JOB TITLE: Networking specialist

When promoting who we are, we too easily just talk about ourselves – we see ourselves from our own position. Here’s the hard truth – nobody cares. Your future employers don’t care that you’re good at what you do. They don’t care that you’re reliable, energetic, passionate, enthusiastic or whatever it may be. They couldn’t care less – until they know why they should care.

The mistake we make is to talk about our qualities before we consider who is going to be listening. Who’s going to be interested? We need to step into other people’s shoes.

What prospective employers want to hear is that you excel in the particular aspect of FM they’re interested in. Do your research, look for the qualities they’re looking for; that’s the language they’ll understand. Our tendency is to think from ourselves outwards, rather than from the person we want to reach inwards.

It’s not what you know or who you know, but who knows you – and what they say about you when you’re not in the room. Who do you want to hear about you?

Make friends when you can, not when you need them. Don’t reach out when you’re looking for a job, reach out when you’re looking for nothing – that’s when you can make the biggest impact.

That’s when people enjoy interacting with you, rather than when you’re begging for attention.

There’s a real danger that you spend your career surrounding yourself with people like you. You’ll be severely limiting yourself if you do.

We can all too easily cluster around people like us, so we get the same ideas, the same contacts, same experiences. In fact, what you need is a diverse network; networking means opening yourself up to other people’s ideas and world views.

FM WORLD | 12 FEBRUARY 2015 | 17

04/02/2015 17:28

MARTIN READ

PHOTOGRAPHY: PETER SEARLE

FM FEATURE NHS PROPERTY SERVICES

18 | 12 FEBRUARY 2015 | FM WORLD

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www.fm-world.co.uk

05/02/2015 17:37

MEDICINE MAN

Having consolidated the FM requirements of more than 11 per cent of England’s NHS estate, Dennis Markey explains to Martin Read how NHS Property Services has developed a £400 million FM market opportunity for one of the largest property portfolios in Europe

A

lthough money spent by the National Health Service on its estates is small compared with provision of actual healthcare, no one should underestimate the huge role that FM plays in day-to-day NHS life. After doctors and nurses, the next single largest expense by the NHS is on FM staff. And now, an organisation barely three years old is about to make the measurement of FM performance across the NHS estate in England – and the services it subsequently procures – one of the FM sector’s major talking points.

The 2012 Health and Social Care Act abolished the bodies in England that controlled local spending on medical care – primary care trusts (PCTs) and strategic health authorities (SHAs) – and replaced them with 200 GP-led clinical commissioning groups (CCGs).

At the same time, NHS Property Services, a company wholly owned by the Secretary of State for Health, was set up to manage, maintain and improve those NHS properties previously owned by the SHAs and PCTs. Today it’s responsible for 4,000 properties – doctors’ surgeries, health centres, and administrative buildings – across more than 11 per cent of the NHS estate. www.fm-world.co.uk

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05/02/2015 17:37

FM FEATURE NHS PROPERTY SERVICES

Before 2013, each PCT and SHA had its own estates department working to an annual budget – a figure typically released half way through the financial year once healthcare priorities had been met, and hardly an ideal arrangement for dealing with FM, particularly requirements such as planned maintenance and capital repairs.

This is where Dennis Markey comes in. A chartered surveyor by qualification, his role as NHS Property Services’ chief operating officer is his first in the public sector following posts with outsourcing giants including Capita and Serco.

Markey has, he says, been ‘flying below the radar’ in restructuring the management of FM across the 11.5 per cent of the NHS portfolio entrusted to NHS Property Services, bringing together all of its many estate departments under the common NHS Property Services banner.

“Suddenly we’re now a £846 million turnover property company which offers enormous opportunities for efficiencies to benefit the whole of the NHS,” says Markey. “We’ve essentially set up one of the UK’s largest property companies in just two years.”

He also believes that the result of the firm’s work over the past two years will be the delivery of a huge market opportunity for facilities services – one dramatically affecting the wider FM market.

MARTIN READ

Management restructuring Markey’s first task was to get a handle on the company’s vast estate and its many disparate approaches to FM provision. The watchword was consistency, with the rationalisation programme seeing the property in each of NHS England’s newly prescribed 14 regions split further into three or four operational areas.

Establishing the total number of properties in the overall region and the geographic size of the area allowed for each area to have a common mix of properties and services – an exercise allowing for central measurement and area-to-area comparison of FM performance for the first time.

With areas demarcated, adapting the management structure was crucial.

“In some departments I acquired more managers than I needed,” says Markey, “while in others I had very few. I also had people whose skill sets did not match the job titles and roles they were meant to have.”

Markey introduced a new tier of management for each area.

Area service managers, or ASMs, have since been weighing up their area’s performance against others. These ASMs report to regional directors, who in turn report to Markey.

“I now have a management team that I believe can run effectively what the business will look like in 18 months once we’ve completed this next stage,” he says.

“FM has every right to be seen as the professional service it is. There’s huge opportunity for people to find employment and careers in what we are doing here” 20 | 12 FEBRUARY 2015 | FM WORLD

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Area service managers have been able to compare performance between areas

www.fm-world.co.uk

05/02/2015 17:38

NHS PROPERTY SERVICES

The £400m opportunity That next stage is a huge procurement programme that’s a result of the business cases devised for each area by the ASMs. These have been informed by like-for-like comparisons that mean an outsourced supplier’s service provision in one area can be compared with the same level of provision – by the same contractor, or a competitor – in any area of the country.

With the matrix of individual regions defined, Markey’s team has been able to work out the extent to which FM provision varied across the estate. Some areas outsource all elements, some deploy a network of sub-contractors, while others still combine elements of selfdelivery with outsourced supply.

A central service improvement team was set up consisting of experts on all areas in FM to www.fm-world.co.uk

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define the NHS Property Services ‘way’ of delivering specific services, then benchmarking them against the market and adding the data for all of the company’s FM contracts to a central system for comparison.

“For example, if we see one contract on which there are 170 people cleaning, we can now look at our overall model. If that model says that, in fact, 140 cleaners is typical for that kind of cleaning operation, we can work to that figure. Addressing just one such contract in this way could deliver us tens of thousands in savings.”

Markey’s team has acquired supplier performance data from each area.

“You can see specifications that have not been properly specced, work going on that isn’t part of the spec (but that the supplier is charging for) and customers who don’t really understand what it is they are paying for or what services they should have had provided,” says Markey.

The variety has been enormous, with some services provided separately, others in bundles and others still using multiple suppliers to provide the same service.

What’s more, says Markey, “you can see where we’ve been charged different rates for exactly the same services – simply because one area had a better negotiator buying in the services than another area.”

Overall, the NHS Property Services rationalisation project encompasses about £400 million of FM spend a year. Broadly split, that’s £200 million in self-delivery costs and the rest outsourced. Packaging that all up represents a £400 million market opportunity likely to have a major effect. With all of the analysis and business modelling work now complete, a

NHS PROPERTY SERVICES – TRANSFORMATION TIMELINE APRIL 2013 NHS Property Services takes over responsibility for estate functions from the 161 previous Primary Care Trusts and Strategic Health Authorities.

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JULY 2013 Dennis Markey is appointed chief operating officer of NHS Property Services

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JANUARY 2014 Service business redesign process launches

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SEPTEMBER 2014 New management structure is put in place supporting 14 newly demarcated areas across England

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OCTOBER 2014 Area service managers, newly created, review all FM contracts and arrangements as part of FM review

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DECEMBER 2014 Business cases for potential in-house service delivery are presented to NHS Property Services’ FM committee for consideration

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JANUARY 2015 FM rationalisation programme starts

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JULY 2016 FM rationalisation programme scheduled to complete through phased review and procurement processes.

procurement time table is to be published at the end of February - representing the initial call to the market.

What’s amazed Markey is that no one in the FM service market has picked up on what he and his team have been doing.

“FM providers are so keen to be seen as strategic players,” says Markey. “They talk about the importance of being strategic – but you’ve got to know what your market is doing if you want to play strategically. We work with the major FM players, many operating multiple contracts with us, yet it hasn’t dawned on them what we’re doing here. They just haven’t put the jigsaw together.”

New conversations The ability to compare service provision will open up new forms of discussion with the CCGs, allowing each group’s commissioners to spot any jarring differences in the cost of the service they receive.

“We’re the people responsible for all FM services – cleaning, catering, security, maintenance – to the quality our occupier client, the CCG, specifies. So it’s important that we show each CCG first that their level of service has been maintained, but also that we can charge them less for providing it.”

And because procurement reports to Markey, local occupiers will struggle to justify contract variations. Anything that compromises the service delivered within the area against an agreed specification will be exposed.

“We won’t dictate,” says Markey. “But we will lay out the NHS Property Services way of doing things for a given service.”

He accepts that in the short term a significant shift to in-house provision is likely, particularly in soft services. But cases put by ASMs to bring hard FM in-house FM WORLD | 12 FEBRUARY 2015 | 21

05/02/2015 17:38

PHOTOGRAPHY: PETER SEARLE

FM FEATURE NHS PROPERTY SERVICES

may not prove so successful.

“In some areas we’ve inherited fantastic, top-end internal M&E maintenance provision, but in others it’s sub-optimal. To bring those up to the same level we’d need to invest more than it would cost using established outsourced providers, so while some of my ASMs may aspire to bringing hard FM in-house it’s unlikely in most cases.”

The consolidation exercise has also exposed the use of hundreds of help desks, many of which are unlikely to meet the new specifications.

Whatever his ASMs’ preferences, Markey believes the huge buying power in the company’s hands will at last elicit a response from FM’s major suppliers.

“We run 11 per cent of the NHS’s portfolio and, as our clients become more demanding, we’ll expect them as suppliers to start sharpening their pencils. But as the market engages and reacts to what we’re doing, it may develop new ideas and forms of wider service delivery that work for us. I’ve no preconceived idea about what will happen.”

Markey sees this procurement exercise as historic in terms of realignment of expectations on both sides – client and provider.

The big savings will be tied to the changes to service being defined through the procurement exercise. Future savings are likely to be incremental once the new FM structure, its management and procurement across the estate, settles down.

It’s also just the start of a new kind of relationship with the CCG client. Not only is NHS Property Services both landlord and provider of support services, it also has a role buying new facilities and disposing of others.

“Remember, the ASMs are geared up to be constantly looking for efficiencies now,”

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MARTIN READ

NHS Property Services is working with Renova Developments, Community Health Partnerships and Liverpool and Sefton Health Partnership as part of the NHS Merseyside Property Partnership (MPP) to provide estate and facilities services within the NHS Merseyside area.

Priority has been given to procuring hard and soft FM services, and with the elimination of six different PCTs,º NHS Property Services has been able to oversee the rationalisation of FM services into one contract.

NHS MPP is now the largest NHS landlord in the Merseyside area, with the buying power to achieve a more competitively priced service; local CCGs can now see how FM and asset management are integrated.

Markey calls his firm;s approach to procurement a ‘third way’ – FM services provided neither from the public sector nor private sector, but by a commercialised vehicle whose ‘profits’ feed into the NHS.

says Markey. “We’re having regular conversations with directors of finance at the CCGs about different ways of doing things.” That, says Markey, includes more logical discussions about new facilities acquisition, with FM directly involved.

Career opportunities When his restructuring has been seen to deliver, Markey hopes that the secretary of state will consider giving NHS Property Services a wider brief.

Successful partnership activity in Merseyside has already led to an approach from another NHS organisation – its estates department outsourced entirely – asking whether NHS Property Services could take it over.

And the newly restructured business should also lead to more career development opportunities and apprenticeships.

“An FM business of the size we are has so many opportunities for engineers, carpenters, cleaners, caterers. As we bring our asset management and FM businesses

together, I don’t want FM looked down on. FM has every right to be seen as the professional service it is, and there’s a huge opportunity for people to find employment and careers in what we are doing here.”

The end of working to annual budgets will have a significant effect, says Markey.

Conversations about the potential of specific facilities projects will now be seen through to their logical conclusions, all part of concentrating FM spend on buildings with longterm capacity. The impact, for example, of a decision to cut specialist lift engineering jobs will now trigger a conversation between CCG commissioners and local NHS Property Services personnel about the viability of such a decision and its impact conversations giving FM a voice within the NHS for the first time.

“What really annoys our people delivering the service locally is when they’re not listened to. But now, for the first time, they have a voice; if our employees are better engaged they’ll do a better job, and ultimately our patients’ experience will improve. All this while we’re reducing waste and inefficiencies. You can’t help but be motivated by that.”

Indeed, Markey’s enthusiasm for his work is infectious.

“All my business life I’ve been judged on the delivery of the profit my activities derive,” he says. “Here, everything I do is measured by the savings I create – the money I can give to patients. That makes motivating my staff easy.

“The opportunities that we’re creating through the consolidation of this business are vast. This is cutting-edge, and if we get it right we could have a substantial effect on the FM market. There is a lot to play for here.” FM www.fm-world.co.uk

05/02/2015 17:38

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03/02/2015 11:10

FM FEATURE

BT SPORT

JAMIE HARRIS

The L-shaped studio, laid with miles of cables (left), is home to BT Sport’s football, rugby and tennis programming.

A

day as a facilities manager rarely passes by without the odd unexpected problem cropping up. But moving into unchartered territory, for example by supporting a new TV channel launch from a building in the middle of a building site?

That presented BT Facilities Services (BTFS) with an entirely different set of challenges.

The variety of sites served by BTFS is unrivalled, ranging from the BT Tower in central London to its unmanned telephone exchanges across the Scottish Highlands (see ‘On the edge’, FM World 25 September 2014). But a TV studio in London’s former Olympic Park presented a new kind of FM adventure - one with just three months’ preparation time.

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A rush for moving pictures BT, the official communications services provider at the London 2012 Olympic and Paralympic Games, moved into Broadcast Centre - the former Olympic International Broadcast Centre on the Queen Elizabeth Olympic Park – in 2013. It’s one of three buildings in a developing media production complex now known as Here East.

BT was about to launch BT Sport, underpinned by a £246 million-a-season deal to show live Barclays Premier League matches from August 2013 alongside a raft of other live content and studio-based shows.

“The FM team came on site on 1 May (2013), and on 1 August

When BT Sport moved into the former Olympic International Broadcast Centre in Stratford, staff at BT Facilities Services had to deal with supporting live TV studios as major media complex redevelopment work carried on around them. Jamie Harris reports

TEAM PLAYERS www.fm-world.co.uk

05/02/2015 15:34

BT SPORT

BT SPORT, STRATFORD, LONDON FACTS AND FIGURES 3 STUDIOS (WITH CAPACITY FOR 200 AUDIENCE MEMBERS) 220 DESKS IN AN OPEN-PLAN OFFICE 12 DRESSING ROOMS 3 GREEN ROOMS 35 FILM AND SOUND EDITING ROOMS A 200-SEAT RESTAURANT FM TEAM: 28 ONSITE CATERING: EUREST WASTE REMOVAL: BIFFA PEST CONTROL: ECOLAB HYGIENE SERVICES: PHS

we went live on air,” explains Andrew Vizor, the client services lead at BTFS who has overseen the provision of FM services at Stratford. “We had our first group of people moving into the building to start work at the beginning of July.”

The speed of the studio build provided a number of logistical issues. The park was still closed, and Here East did not even have a postcode. There was only one entrance for deliveries, and no public transport connections through the park.

Indeed, BT Sport’s earlierthan-expected opening pushed forward the opening of the Olympic Park. It also contributed to the split of the park into two sections; the north of the park www.fm-world.co.uk

24_27 BT Sport.indd 25

re-opening to the public in July 2013, nine months before the southern section was ready. The FM team was on site throughout construction, and it continues to be involved in expansion and development plans today.

Although the prospect of FM informing the work of designers is still an ideal the industry aspires to, BT Sport and BTFS were able to use the speed of construction to full advantage.

“We recruited our maintenance team to be here (during construction), because it’s very valuable when you’re handed a building over to know, for example, that if I lift this floor up [in one of the green rooms], there’s a track running across it to where the power is

connected.”

This close working enabled Vizor to keep the site compliant as construction continued, and also enabled building plans to be amended to the benefit of the FM team. Important space requirements not specified at the outset, such as storage space for drinking water and toilet paper, were included in later plans.

Making connections Vizor and his FM team found that they also had to build up a working relationship with a number of freelance workers and external TV production companies, as well as Olympic Park management.

As one of the first organisations on site after the

“Somebody accidentally took a cloth with water and it worked.

So now the desks are only cleaned with water” FM WORLD | 12 FEBRUARY 2015 | 25

05/02/2015 15:35

FM FEATURE

BT SPORT

games, BT Sport was party to the park’s security meetings.

“It was deemed one of the highest criminal areas for the police. We were part of that [security] to make sure that the equipment in this building was protected.”

BTFS has since brought the security function in-house (from Securitas). The officers who now oversee access control and CCTV monitoring at the studios became the first in-house security officers employed by BTFS. “When we were doing the construction and people were in the building, we had no access control. But we had security officers and we needed people to wear their passes. In time, every single door will have access control.”

Vizor was also keen to ensure good communication with BT Sport’s studio and production teams. BTFS also provides the FM function for Broadcast Centre’s other tenants, a number of external TV production companies that work on site to produce programming with BT Sport, including Sunset & Vine, Boomerang and Timeline TV. BT Sport’s on-site FM, Theo Häusler, has to liaise between many different groups, sometimes external to BT, on a daily basis.

“They need to tell us when they’re on air, as the procedures are different,” says Vizor.

When studios are on-air, fire alarms are required to be silenced and flashing lights used to notify staff of the fire. The evacuation process also differs; the last people to leave the site will be those in the main control room, where a final decision is made on which pre-recorded loops are to be broadcast while the building is evacuated.

And there have already been one or two scares, says Vizor.

“We’ve had two World War II bomb scares. Because of the 26 | 12 FEBRUARY 2015 | FM WORLD

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JAMIE HARRIS

to be strict about what areas the FM team would or would not be expected to support.

As the building has expanded, “we might expand a couple of hundred square metres, and be asked to carry on cleaning it.

We measure every minute of every day, and every inch of this building, so that we could provide a five-star service, but we don’t have the luxury of anything additional without increasing the size of the team.”

“In the FM world that’s what you do. You always say, ‘I’ll see what I can do’, or ‘I’ll try to stretch it’ – whereas here we’re pretty much running at capacity already.” construction around here, they found two unexploded German bombs and they had to evacuate the building because of it.”

The science of cleaning “We had to be very scientific about how long it takes to vacuum a specific carpet, how long to clean a dressing room, clean a studio [or] a green room.

By doing those calculations we got the minutes, and after doing the minutes we got the people.”

Häusler’s FM team consists of 28 staff. Vizor says he was careful

“Because of the construction around here, they found two unexploded German bombs and they had to evacuate the building”

Behind the scenes Because of the demands on the studio, the housekeeping service operates 24 hours a day.

“We need to know when the shows will be on, when the guests are coming and when rehearsals take place,” says Vizor.

“We’ve got daytime, evening and overnight housekeepers to clean when it is quietest.”

Following the Olympic legacy plan, as devised by the London Legacy Development Corporation (LLDC), BTFS had to hire locally. www.fm-world.co.uk

05/02/2015 15:35

BT SPORT

The L-shaped studio is one of the largest of its kind, and is fitted with a LED-lit glass floor (bottom left)

“We hired one housekeeper from a Hackney Council unemployment day. He worked with us for a year; the council was really happy that he was progressing in his life.

“We’ve had very little turnover, and we’ve tried to promote. One cleaner who studied photography started here cleaning the dressing rooms. Six months later he got a job as a runner for one of the production companies.”

As green as the park

Ad hoc FM BT Sport’s studio houses an LEDlit floor to recreate a full sized football or rugby pitch as well as courts for various other sports such as tennis and basketball.

The floor’s lights can be adapted to show lines on a football pitch, rugby pitch and tennis court among other things.

“It’s a tool, not a gimmick – it’s used to very good advantage in explaining the technical aspects of a sport.”

Each floor panel requires eight people to lift and change a light fitting. And cleaning it proved more troublesome than first envisaged. Before the facility went live, the air conditioning units used to keep dust out of the studios were not in use. www.fm-world.co.uk

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because chemicals leave streaks.”

The TV studio was operating on a construction site, so inevitably Vizor had to deal with issues as they confronted him.

One such issue was that the building had been initially fitted out for the Olympics – “and in the summer you have no need for heating; so there was no heating in the building. Getting that organised was a lot of work.”

Also, BT’s engineering team worked without a building management system for months.

“All the temperature adjustments had to be done manually, by hand, by crawling around to adjust them. It was very much a primitive system at first; we had to adapt our engineers to it. We didn’t have the choice then. But our engineers were truly fantastic.”

The Clare Balding Show is one of a host of regular programmes

“The glass floor was muddy from all the building work, almost like a real football field.

We tried to hose down the glass floor, but we just left piles of mud everywhere. We tried chemicals, but in the end we were cleaning it with microfibre mops and water for six hours.”

Anyone touching the studio desks tended to leave fingermarks.

“Then, somebody accidentally took a cloth with water to it and it worked. Now the desks are only ever cleaned with water,

Since those early days, a BMS system has been installed, and the building connected up to district heating (the park’s energy centre is run by Cofely).

BT wanted the studio to be operated in as sustainable a way as possible. The LLDC’s Olympic legacy set out to transform Stratford into a worldclass, sustainable and thriving neighbourhood. This tied in with BT’s sustainability ethos.

“We had requirements around legacy, which could work around what we wanted to do. For all the construction and beyond, for example, we had to give them a detailed waste management strategy,” says Vizor.

“BT is very strict about waste management – we want to reduce our waste to landfill completely.

We’ve had to educate the building’s users, but a BT building is very easy to educate as we all work for the one employer.

“This building has about 30 per cent BT people. The rest are either freelancers or with

TV production companies. They came in with different cultures and different expectations.”

BT Sport’s studio teams use up to 50 kg of batteries for its radio microphones every quarter.

The studios won’t take the risk of batteries dying while the studio is live on air, so each microphone battery pack, which uses AA batteries, is replaced after each use with the only slightly used batteries saved for use during rehearsals.

Incredibly, more than 20 per cent of all document printing across the BT estate comes from BT Sport’s document printers in Broadcast Centre.

“Printing scripts is a massive part of every day here,” says Vizor, “so we need to make sure we’ve got paper stacks and toner replacements always available.”

In setting up the facility, Vizor followed BT’s policy of reusing desks, chairs and other furniture from the BT estate, recycling kitchen fittings and cabinets. “Instead of spending up to £50,000 on furnishings, the total came to around £800 in transportation costs,”says Vizor.

Evolve and adapt Next season, BT Sport is the exclusive UK broadcaster of the UEFA Champions League and UEFA Europa League. In preparation,another 80 people have moved into the production offices. A new floor has been added and new studio is also being completed.

Hackney Community College and Loughborough University are also moving into the building.

The landlords, says Vizor, plan to build retail outlets and restaurants to develop Here East.

As BT Sport evolves, so too will the requirements of the BTFS team on site. BT’s foray into broadcasting has been celebrated by critics. Behind the scenes, it appears to be a similar story. FM FM WORLD | 12 FEBRUARY 2015 | 27

05/02/2015 15:35

FM FEATURE

OBESITY

ABIGAIL HALCARZ

A WEIGHTY THREAT A recent landmark decision by the European Court of Justice in Luxembourg could have consequences for employment rights in the UK

IKON

W

hen Karsten Kaltoft, a 25-stone Danish childminder, was dismissed by his employers because it was claimed he was unable to tie the laces of the children he was looking after without a colleague’s help, few would have predicted the likely ramifications for employers in the UK, writes Abigail Halcarz, an employment lawyer with leading commercial law firm SGH Martineau.

While this case attracted a lot of media interest at the time, it is worth considering how we arrived at a situation where, under certain conditions, obesity may be regarded as a disability.

Mr Kaltoft was dismissed in November 2010 after 15 years of service as a childminder for the Municipality of Billund in Denmark. At the point his employment was terminated he had a body mass index (BMI) of 54. It categorised him as severely obese by the World Health Organisation [standards], which consider any individual with a BMI in excess of 40 to be severely or morbidly obese.

Mr Kaltoft believed he had been dismissed because of his obesity, and subsequently brought discrimination proceedings against his former employer. The Danish Court sought clarification from the Court of Justice of the European Union (ECJ) on whether there is a general prohibition in European Union law on all forms of discrimination that includes obesity, or alternatively, whether obesity should be classified as a disability within the scope of the ‘Equal Treatment Framework Directive’.

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www.fm-world.co.uk

04/02/2015 17:28

Defining disability Although the directive does not define ‘disability’, case law has established that; ‘disability’ means limitations resulting from long-term physical, mental or psychological impairments which, in interaction with various barriers, may hinder the full and effective participation of the person in professional life on an equal basis with other workers.

The ECJ decided that whilst generally there is no law prohibiting discrimination on the grounds of obesity, in certain circumstances it might be considered a disability within the scope of the directive. In reality, every case will be considered on its own particular merits and national courts will have to decide whether the person’s obesity should be considered a disability.

The severity of the condition will dictate whether obesity satisfies the definition of disability under the Equality Act 2010, but it is clear that obesity in itself is not sufficient to be considered a disability.

Obesity could amount to a disability, however, where severely or morbidly obese employees suffer problems with mobility, endurance and mood, for example. This is likely to affect how an employer manages its workforce and may result in some difficult conversations when assessing the impact of an employee’s weight.

To ensure that they comply with their statutory duties and avoid claims for disability discrimination, employers should be fully aware of the issues surrounding obesity and its potential to affect an employee’s ability to do their job.

When might obesity become a disability?

The definition of disability under the Equality Act 2010 is similar to that under the directive as outlined previously and indicates the circumstances under which an obese employee may be considered as disabled.

A few examples might include, but not be limited to: someone suffering from type 2 diabetes, who needs to attend hospital regularly or is often absent because of the condition; someone who suffers from depression as a result of their weight; someone who has breathing difficulties or a heart condition linked to their weight; someone whose level of obesity means they have severe mobility issues, perhaps requiring them to use a wheelchair, which makes it difficult for them to use public transport. www.fm-world.co.uk

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FM WORLD | 12 FEBRUARY 2015 | 29

04/02/2015 17:29

FM FEATURE

OBESITY

ABIGAIL HALCARZ

Employers’ duties

GALLERY STOCK

It is important for employers to take note of the issue regarding obesity as a disability, as the duties under the Equality Act 2010 in respect of people who are classed as ‘disabled’ will not only apply to disabled employees, but job applicants as well.

Under the strictures of the Equality Act 2010, it is unlawful for any employer to: ● Discriminate directly by treating a job applicant or employee less favourably than others because of a disability.

However, employers are allowed to positively discriminate in favour of disabled job applicants or employees; ● Discriminate by treating a job applicant or employee unfavourably because of something arising as a consequence of disability without objective justification.

For example, an employer dismisses a worker following a prolonged spell of sick leave, despite knowing the worker suffers from type 2 diabetes and the sick leave was disabilityrelated – in this situation the employer’s decision to dismiss was not based on the worker’s disability, but the worker has been treated unfavourably because of something arising as a consequence of their disability.

(There are situations where it would be possible to ‘justify’ such discrimination and so avoid liability for it); ● Discriminate indirectly by applying provisions, criteria or practices that disadvantage job applicants or employees with a disability, again without objective justification; ● Fail to comply with its duty to make reasonable adjustments where a disabled job applicant or employee is placed at a substantial disadvantage;

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“CASE LAW HAS ESTABLISHED THAT ‘DISABILITY’ MEANS LIMITATIONS RESULTING FROM LONG-TERM PHYSICAL, MENTAL OR PSYCHOLOGICAL IMPAIRMENTS” ● Subject a job applicant or employee to harassment related to a disability; ● Victimise a job applicant or employee because they have made, or intend to make a disability discrimination complaint; or ● Ask job applicants preemployment health questions

other than for a prescribed reason.

ensuring that they cover all disability discrimination issues including – in some cases – obesity.

Reviewing the training for those managers responsible for dealing with sickness absence and possible issues that may arise from obesity is a good idea.

It ensures that they understand the current legal position and how it now applies in the UK workplace.

Employers must understand the ruling in this case and be more aware of the health consequences of obesity and how they can affect an employee’s performance.

Importantly, in some cases employers must make reasonable adjustments to an individual’s work or working arrangements to help mitigate the effects of disability, which could include obesity.

It is also interesting to note that the ruling also indicates that it may not be necessary for an obese employee to make an employer aware of a related medical condition (such as diabetes or a cancer, that may have contributed to the obesity) before they can be categorised as a disabled person – if obesity causes reduced mobility it may be sufficient to constitute a disability.

Finally, if an employer dismisses an employee because of any physical attribute, it is likely to be unfair and potentially discriminatory, unless it affects their ability to do their job and no reasonable adjustments can be made to alleviate this – if in doubt, seek professional guidance. FM

Reducing the risks If nothing else, the Karsten Kaltoft case has again highlighted the need for employers to undertake a detailed review of their equal opportunities and sickness absence policies,

Abigail Halcarz is an employment solicitor in the commercial group at law firm SGH Martineau LLP, acting for a variety of private companies, educational establishments and individuals in both contentious and non-contentious employment matters

www.fm-world.co.uk

04/02/2015 17:29

EN T CLO RIES 22 SE MA Y

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www.bifmawards.org

awards@bifm.org.uk

29/01/2015 15:21

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

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03/02/2015 11:35

ADVERTISEMENT FEATURE

Amend and improve Amendment Number 3 to BS 7671:2008 Requirements for Electrical Installations aims to improve safety, says Jim O’Neil, director of technical at the Electrical Contractors’ Association (ECA) Keeping pace with changes Technology evolves rapidly, which means regulations governing electrical installations and maintenance need amending to ensure that they keep pace with the change. In the case of amendment number 3 to BS 7671:2008, these changes aim to improve safety and reduce the damage and distress caused by electrical malfunctions and their results.

These amended requirements should lead to safer working and living environments, which is a high priority for everyone involved in facilities management.

ELECTRICAL ENGINEERING AND BUILDING SERVICES CONTRACTORS YOU CAN TRUST

Minimising consequences of fires For instance, a key amendment to the regulations is the requirement to wire systems in escape routes to be supported in a way that makes them less liable to collapse in the event of fire. This means that plastic clips, cleats, ties or PVC trunking can’t be used in corridors used as escape routes, regardless of building type. Instead, cables must be restrained by fire-resistant supports and restraints that will keep wiring secure in the event that the escape routes need to be used.

RCDs and bathrooms In addition, low-voltage RCDs (‘residual current devices’ – sensitive safety devices that switch off electricity automatically if there is a fault) are required under the new regulations for any low-voltage circuits serving bathrooms or passing above the bath or shower within a height of 2.25 metres or a radius of 60 centimetres. Bathrooms are often considered to be a special location owing to water increasing the risk of an electric shock, and the new requirement to use RCDs should reduce the risk of people suffering shocks in the rare event of anything going wrong with the wiring.

32 | 12 FEBRUARY 2015 | FM WORLD

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Jim O’Neil, director of technical services at the ECA

Improving safety It is this desire to reduce risk in both commercial and domestic buildings that is at the heart of the amendments to BS 7671:2008. Although electricity is the lifeblood of modern society, it’s also something that can have devastating consequences for anyone involved in an accident. It is hoped that the new regulations will mean the likelihood of this happening will be kept to a minimum.

Timescale The new edition of BS7671 was published on 1 January and comes into force on 1 July this year. These changes are not retrospective, but all new installations from that date should incorporate them.

For the gold standard on your building project hire an ECA member who will be: ● Covered by the ECA guarantee of work scheme and ECA bond; ● UKAS-assessed for technical competence; ● Safety prequalified and/or SSIP-assessed; ● Adherent to the ECA Code of Fair Trading; ● Kept up to date on the latest regulations and standards; and ● Fully supported by ECA expert advisers.

Visit www.eca.co.uk to find an ECA contractor in your area.

Join ECA for free as a Client Associate for: Free technical helpline; ● Free health and safety advice; ● Free subscription to ECA Today magazine; ● Access to ECA’s BIM and Energy Solutions e-forums; ● ECA website login for exclusive memberonly content; ● Discounted BSI and IET publications; and ● Preferential rates on training. ●

Visit www.eca.co.uk/client or contact ECA membership on 020 7313 8400, quoting FM World 1

www.fm-world.co.uk

05/02/2015 15:36

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.

EU E-COMMERCE AND INTERNET USE 2013

VAT rates: Standard rate – 20% Reduced rate – 5% Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 5 February 2015.

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

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)

In 2013, 20 per cent of UK business turnover was generated by e-commerce sales, the third highest of any European Union state (of those recording data on the Eurostat website). This compares with the level for the EU of 15 per cent. In Ireland 52 per cent of turnover was from e-commerce sales and in the Czech Republic it was 29 per cent. Nations with the lowest turnover from such sales were Bulgaria (3 per cent) and Greece (2 per cent).

E-commerce sales were made by 22 per cent of UK firms, below Denmark and the Czech Republic at 28 per cent (EU average was 18 per cent). Romania and Italy were the lowest (8 per cent).

The UK had the 7th highest proportion of firms buying cloud services (24 per cent); the EU average was 19 per cent.

■ No internet connection ■ Between 10 and 100 Mb/s

■ Less than 10Mb/s ■ Greater than 100Mb/s

Denmark Sweden Finland Latvia Belgium Lithuania Netherland Luxemborg Portugal Slovenia Malta Austria Romania Ireland Spain European Union Germany France Slovakia Hungary Czech Republic Bulgaria United Kingdom Estonia Poland Italy Greece Croatia Cyprus 0%

SOURCE: OFFICE FOR NATIONAL STATISTICS (ONS)

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

EMPLOYMENT

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

PERCENTAGE OF TURNOVER BY SECTOR

UK EMPLOYEE HEALTH

MEDIAN VALUE ADDED FOR REGISTERED BUSINESSES 2013

DOES COMMUTING AFFECT WELLBEING?

In 2013, production sector businesses reported the largest median value added, but those in the service sector had the highest value added as a percentage of turnover. Distribution sector companies showed the lowest value added as a percentage of turnover.

Large firms (250+ staff) had the largest median value added (£17.8m) compared to £2.6m for medium firms (50-249 staff), £0.4m for small firms (10-49 staff), and £51K for micro businesses (1-9 staff).

Commuting negatively affects workers’ wellbeing, taking its toll on on happiness and anxiety*. The analysis draws on workers’ experiences in their mode of travel. Commuters have lower life satisfaction, a lower sense that their daily activities are worthwhile, lower happiness levels and higher anxiety on average than non-commuters. On average changes were noticed after the first 15 minutes of the way to work.

Those whose journey lasts 61-90 mins suffer most. But when commuting takes three hours-plus (one way), negative effects lessen, suggesting that the minority of long-distance commuters fare better than the majority. Those in private vehicles were less happy on average for all journey times over 16 minutes than those travelling up to 15 mins only.

Bus journeys of 30+ mins hit all aspects of wellbeing.

Travellers by train, underground, light rail or tram on journeys for over 30 mins felt anxiety grow. The toll of cycling and walking depended on duration. Those cycling for 16-30 mins were less happy and more stressed on average than those taking just 15 mins.

But cycling 30 mins+ to work gave similar levels of wellbeing as those cycling only up to 15 mins.

SOURCE: ONS

* DATA COLLECTED BY THE ONS FROM APRIL 2012 TO MARCH 2013

SECTOR Category of worker

Hourly rate from 1 Oct 2014

DISTRIBUTION

10%

Aged 21 and above

£6.50 (up from £6.31)

PRODUCTION

31%

Aged 18 to 20 inclusive

£5.13 (up from £5.03)

CONSTRUCTION

39%

Aged under 18 (but above compulsory school age)

£3.79 (up from £3.72)

SERVICE

49%

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

£2.73 (up from £2.68)

ALL SECTORS

UK Living Wage: NOTE: The following rates are set by the Living Wage Foundation: Category of worker

Hourly rate from Nov 2014

UK Living Wage

£7.85 per hour

London Living Wage

£9.15 per hour

www.fm-world.co.uk

33_Insight.indd 33

29% 0%

10%

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FM WORLD | 12 FEBRUARY 2015 | 33

04/02/2015 17:29

FM MONITOR JAMES GILDING

BEST PRACTICE

James Gilding, managing director, Mitie Total Document Management

PR IN T M ANAG E M EN T S ERV I CES

rint management services covers everything from sourcing paper, ink and printer hardware to document management and some mailroom services. But what are the trends in the market? James Gilding of Mitie’s total document management business explains

P

The managed print services (MPS) market continues to gain momentum as enterprises seek to tackle escalating print costs and drive greater business efficiency.

A recent survey from Quocirca, a business and IT advisory company, estimated that almost half of large enterprises (more than 1,000 employees) are now using some form of MPS, with there being a stronger prevalence in very large enterprises. Overall, another 20 per cent are planning to use MPS within the next year, reflecting an expanding market.

At the same time, the report found that even more businesses are entering the second and third phases of their MPS engagements; 76 per cent of the survey’s respondents have used MPS for between one and four years, with 15 per cent having used MPS for five or more years.

An increasingly mature market has created some exciting new challenges and opportunities.

MPS providers are finding key differentiators, such as expanded services and solutions that support broader process automation.

The most mature regions for MPS are the UK, Germany, and the US, with the financial services and business and professional services sectors showing the highest propensity for current and planned MPS use.

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Move to outsourcing 10 years ago specialist companies were at the forefront of putting different manufacturers’ software together and integrating it as part of a total MPS solution.

This trend continues today, with most large UK organisations outsourcing their print management requirements as a specialised single service.

This work is contracted mainly to established hardware print solution manufacturers and print management companies – especially those who can offer online ordering, digital store front, fulfilment and distribution services.

Going green Printing is being made ever more efficient as organisations increasingly seek to demonstrate their commitment to protecting the environment. The outsourcer will naturally source paper, ink and printers, although it is important to note that not all are vendor independent. Mitie’s Total Document Management business, for example, is vendor agnostic,

which means it chooses printers and technology based on client needs.

Energy consumption is reduced through device consolidation.

The efficiency of modern multi-function devices (MFDs) enables a reduction in energy use. Businesses also reduce their need for copiers because of the enhanced performance of MFDs. Furthermore, paper use can be reduced through responsible printing practices such as duplex, booklet and secure printing.

Excess paper and ink/toner use through ‘lost’ output that is just left in printer trays or is picked up by the wrong person is also avoided through the use of pull printing. MPS programmes also offer environmentally friendly provision and disposal of consumables as well as recycled paper being a ‘must’ in most environmentally aware businesses.

In short, new technology is making the modern mailroom and business far more environmentally friendly than in years past.

Going paper-free Offices are significantly reducing their reliance on paper, with some predicting a move towards paper-free workspaces.

Consumption of paper has decreased because of innovations such as the digital mailroom, which is becoming ever more commonplace.

“Consumption of paper has decreased because of innovations such as the digital mailroom, which is becoming ever more commonplace”

A particularly exciting development, the digital mailroom, is a fairly modern system whereby both paper and electronic mail are digitised through document scanning and capture technologies.

Although still used by only a few businesses (a recent AIIM survey estimated that only 10 per cent of organisations use a full digital mailroom), it is an area of huge potential. Its standardisation is a boon as corporate strategy demands traceability and compliance. Customer service is also enhanced as a digital mailroom better fulfils the needs of an agile workforce and provides far improved data quality.

Not only is paper-free seen as green, but it is also more in line with workers who are connected through mobiles and are not deskbound, as evidenced by employers provisioning portable devices to capture documents. There is a strong case to predict a further shift towards paper-free, especially given the potential of electroniconly filing.

BYOD The bring-your-own-device (BYOD) ownership model is here to stay. However, with the plethora of mobile device choices available to employees, this model introduces inconsistent user experiences, data security challenges and potential deployment complexity.

But when both the strategy and execution are correct, businesses can experience significant benefits – ranging from increased employee productivity to a potential decrease in device support costs – all without compromising a business’s security posture or employee privacy. FM For more MPS best practice, visit www.tinyurl.com/fmwmds www.fm-world.co.uk

04/02/2015 17:29

FM MONITOR JAMIE HARRIS

DEBATING POINT

Jamie Harris FM World reporter

CLEAN IN G W IT H CH EM I CA L S

ost day-to-day cleaning operations will require a number of chemical products to carry out the work. But just how toxic are cleaning supplies? And is there a safer alternative? Jamie Harris reports

M

Commercial cleaning typically requires two elements: people and product. The people are required to carry out cleaning tasks, and the product is used to ensure adequate levels of ‘spick and span’.

There is much debate surrounding cleaners’ rights, and facilities teams have also been leading efficiency drives on cleaning services for a considerable time.

But innovation in the product – which Martin Booth, managing director at Green World Innovations, a sanitiser and disinfectant manufacturer, believes poses significant threats to workers and the environment – is arguably a lower priority.

Booth believes that cleaning products can have a significant impact on employee wellbeing.

“The range of chemical cleaning products that are regularly used now have a greater impact on employee health.

There is an increased focus on workplace health initiatives and reducing chemical exposure for employees.

“Hundreds of cleaning products, even some of those marketed as ‘green’ or ‘natural’, can inflict serious harm on unwary users.

“This is highlighted by the World Health Organisation’s study on the impact of certain carcinogenic properties in www.fm-world.co.uk

35 Technical.indd 35

chemical cleaning products on asthma suffers.”

Mike Boxall, managing director at cleaning consultancy i-Clean Systems, is also concerned about the risks that can arise from the chemicals in cleaning products.

“Mixing an acidic toilet cleaner with bleach, for example, produces chlorine gas which can be fatal, particularly if used by a cleaner in a restricted space such as a toilet cubicle.”

However, if the right precautions are taken, says Boxall, cleaners can operate safely. “The risks are easily controlled through the use of appropriate PPE and the adequate training of users. Any cleaner that has completed a framework qualification from awarding bodies such as City & Guilds, for example, will have covered an element of chemical competence.”

Down the drain “Disposing of cleaning chemicals can also pose a problem for businesses and those using them,” says Booth.

Boxall concurs: “Even dirty mop bucket water cannot be disposed of via storm water drains without risk of prosecution from the water authority or the Environment Agency.”

Phosphates, says Booth, are water-softening mineral

additives that were once used in detergents and cleaning projects.

The phosphates would act as a fertiliser, spawning overgrowth of algae in waterways, thus depleting the water’s oxygen supply for other wildlife.

“Many products continue to use other chemicals that are petroleum-based, “contributing to the depletion of this nonrenewable resource,” says Booth.

“The plastic bottles used to package cleaning products pose another environmental problem by contributing to the mounds of solid waste that must be landfilled, incinerated or, in not enough cases, recycled.”

Legislation nation European regulation stipulates that classification, labelling and packaging of cleaning substances and mixtures must adhere to European Union standard, as set out in European Regulation (EC) 1272/2008, which came into force in January 2009.

The Classification, Labelling & Packaging (CLP) regulations require organisations to reclassify, label and package products, denoting hazards and dangerous substances. The latest European CLP Regulation will be enforced from 1 June 2015.

It will apply to all EU member states, including the UK. More information on the CLP Regulation is available on the Health and Safety Executive website at tinyurl.com/hseclpreg.

Additionally, under the Control of Substances Hazardous to Health (COSHH) legislation, it is the employer’s responsibility to protect staff from risks when using classified substances in the workplace.

This, says Boxall, involves

assessing workers’ health and determining ways to remove or reduce them and then “informing, instructing and training workers in the nature and degree of the hazard and the precautions to take to protect themselves and others”.

To achieve this, it is usually necessary to conduct a COSHH risk assessment on each product in use.

Adapt to survive “The cleaning industry has been good at adapting to change with regard to the use of chemicals,” says Boxall. “The entire window-cleaning industry was revolutionised when it began using reverse osmosis to treat tap water for cleaning windows. Since then, a number of ionisation and electrochemical activation systems have been developed that minimise the use of chemicals within the cleaning process.

“Certain manufacturers return recycled water back into the environment cleaner than it is taken out and there has been significant investment by many of them to be truly sustainable.”

Indeed, some surfaces are more effectively cleaned without chemicals – BT Sport’s LED floor, for example, is cleaned by just using water (see page 24 of this issue).

A number of FM organisations, including ISS Facility Services, and Coca-Cola Enterprises in the Netherlands, are reported to have transferred to chemical-free cleaning.

Although this method may not be effective for every surface, the threats chemical products pose to both people and the planet are evident. FM FM WORLD | 12 FEBRUARY 2015 | 35

05/02/2015 18:10

FM MONITOR LAURANCE BIRD

HOW TO...

Laurance Bird is director of Carpet Recycling UK

R EU SIN G OR R ECYCL I N G US ED CA R P ET

ew guidance has been published to encourage more reuse and recycling of carpet from all types of refurbishment schemes.

Laurance Bird shares some of the top tips to help facilities professionals

N

Floor finishes contribute around 12 per cent towards a building’s environmental impact.

Carpets in particular have a high environmental impact because of their frequent replacement for aesthetic or design reasons long before the end of their lives, meaning a loss of valuable non-renewable resources.

Around 400,000 tonnes of waste carpet is produced each year in and, historically, little has been reused or recycled.

More recently, used carpet has developed from a waste to a resource with a second life – especially carpet tiles – providing significant social and environmental benefits, or recycled into new products.

Supply chain success Carpet Recycling UK (CRUK) is tasked with finding recycling opportunities for carpet. Through the creation of more outlets for carpet, the landfill diversion rate has increased from 2 per cent in 2008 to 28 per cent in 2014.

CRUK worked with WRAP, the UK’s resource efficiency expert, to develop a practical guide to show how used carpet can be a valuable resource and reused or recycled in new goods, from carpet tile reuse to underlay and insulation products.

The guide, Guidance On 36 | 12 FEBRUARY 2015 | FM WORLD

36_HowTo.indd 36

Reuse And Recycling Of Used Carpets And Environmental Considerations For Specifying New Carpet*, explains how to identify the type of carpet used on the floor; this is an essential part of planning the refurbishment process as the carpet material, structure and condition are important factors in determining its ‘second life’.

There is advice for FMs on how to prepare used carpets for reuse and recycling and best practice for selecting new carpet.

It also highlights considerations for specifying flooring, which will increase the product’s life on the floor and cut its overall environmental impact.

Pressure is growing for commercial engagement in sustainable practices. This advice aims to help FM professionals demonstrate corporate social responsibility and gain Building Research Establishment Environmental Assessment Method (BREEAM) credits. To achieve these environmental benefits, planning early for reuse and recycling of carpets is crucial.

1⁄

Plan early

In the refurbishment process, consider the intrinsic value of what’s already on the floor. Can the existing flooring be reused or recycled?

Specifications for refurbishment

should include consideration of how carpets might be reused, rather than disposed of in waste skips. Carpet tiles have the greatest reuse potential. Small and more durable, carpet tiles can be lifted, stored and easily cleaned for reuse elsewhere.

separate from different carpet types. Tiles should be uplifted carefully, stacked well to avoid creases and cracks in the backing, palletised and shrink-wrapped for transportation.

2⁄

This cuts transport costs. From Scotland to the SouthWest, all the carpet recycling and reuse organisations are listed in the guide, along with information on accepted material types and volumes and the contact details for each company.

Conduct specialist testing

This will determine material content and structure for reuse by a third party, recycling and energy-from-waste applications.

This may involve test samples or photos of the carpet. Ascertaining the cost and final application of the carpet allows you to factor the cost into your project.

3⁄

Specify the recycling process

Specifying reuse or recycling at project tendering stage ensures that collection and recycling costs are factored in from the start and that the material will be diverted from landfill. Effective management and reduction of construction waste from your refurbishment project can result in up to four BREEAM credits.

4⁄

Uplift tiles early

Early uplift ensures that the carpet is in good condition for its second-life options. Guidelines for recovering tiles are provided by tile reuse specialists. Specify how you want the carpet to be handled.

Where it’s cost-effective, instruct a carpet tile reuse company to uplift the carpet. Keep it dry, free from plaster dust and

5⁄

Find a local recycler

6⁄

Think sustainably

Consider the wholelife costs, including reuse or recycling. Consult suppliers about factors that affect wear such as pile weight, pile density and yarn type (an extended-wear life lowers cost of ownership and increases sustainability value). Tiles leave less waste during installation, with some random lay tiles as low as 1.5 per cent compared with 4 per cent to 5 per cent for directional laid tiles and up to 10 per cent for broadloom. Modular design means they can be uplifted easily at the end of their first life for reuse.

7⁄

Keep carpets clean Following a

planned maintenance schedule will result in a carpet that lasts longer, reduces wholelife cost and has more potential for reuse after the first life. FM

* The report can be downloaded from the WRAP website at www.wrap.org.uk/carpetguide.

Information on WRAP’s work with the FM sector is at www.wrap.org.uk/fm

www.fm-world.co.uk

05/02/2015 15:00

FM MONITOR MARTIN PASSINGHAM

TECHNICAL

Martin Passingham is product manager at Daikin UK

VAR IAB LE REF R I GER A N T T ECH N O LO GI ES

uilding owners are seeking out highly energy-efficient climate control systems to maintain indoor comfort. Martin Passingham explains how variable refrigerant volume (VRV) and variable refrigerant temperature (VRT) technologies can help balance heat output

B

Buildings are responsible for nearly half of all UK carbon dioxide emissions, with nondomestic buildings producing 18 per cent, principally from space heating and cooling, water heating, lighting and other building systems.

When designing new buildings, many organisations use BREEAM as a mandatory standard to ensure that they meet the exacting requirements for CO2 emission reductions. In addition to this, the new Part L of the Building Regulations came into force in April 2014.

It requires energy efficiency standards of new non-domestic buildings to improve by 9 per cent on the 2010 regulations.

The new rules also apply when specific building services work, including climate control, is carried out.

With these rising demands for sustainable buildings, plus volatile energy prices and a warming climate, the business case for reappraising whole building energy strategies for efficiency savings is growing. To meet the new requirements, FMs are increasingly looking to HVAC systems that deliver heat into all building areas in a balanced, efficient and controlled way. www.fm-world.co.uk

37 Technical.indd 37

Use VRV technology Variable refrigerant volume (VRV) technology with variable refrigerant temperature (VRT) and integrated heat recovery offers one of the few whole building solutions that achieve both efficiency and zoned building user comfort at reduced energy cost and CO2 emissions.

Unlike traditional HVAC solutions, which are commonly powered and operated separately from each other, an integrated three-pipe VRV system that provides simultaneous heating and cooling makes better use of the primary energy source.

Additionally, VRV with heat recovery effectively reuses the ambient heat produced by equipment and lighting, refrigeration units, solar gain and body heat, which otherwise would be rejected and released into the atmosphere, for heating and generating hot water.

Such a total climate control system supports building operators in achieving their CO2 reduction targets and lowers operating cost in the long term, contributing to a more sustainable built environment.

At the same time the latest generation of VRV manipulates evaporating and condensing

temperatures to help the system to meet the required loads at all times, consistently aiding optimum balance between efficiency and tenants’ comfort across varying building zones.

No rejected energy The ultimate operating condition for VRV systems is usually during autumn and spring temperatures and demands in the building may balance to 50 per cent heating and 50 per cent cooling. This is where VRV operates at maximum efficiency, with almost no rejected energy.

For example, a regular office building requires cooling and heating to maintain the indoor temperature between 20°C and 24°C, with 200 litres of water storage being required for washrooms and 150 litres of water storage for kitchens.

By recovering the heat from indoor units in cooling mode, a coefficient of performance (COP) of four can be achieved.

In milder conditions, when 75 per cent of the indoor units are in cooling mode with 25 per cent in heating mode, the efficiencies rise to COPs of six. When a VRV system is fully balanced between heating and cooling, however, performance efficiencies can reach in excess of seven.

The key is to design the system so that it operates as close as possible to a balanced heating and cooling operation for the maximum amount of time, according to the building’s energy use statistics. The heat use of new buildings is typically balanced by integrating a number of peripheral functions, including the use of waste heat from cooled areas, such as IT rooms or hotel kitchens, heating water overnight

or connecting to low temperature hot water modules for underfloor heating.

Maintain the balance To achieve higher COPs, in any case, it is vital to analyse right from the start a building’s use patterns, varying occupancy levels and likely energy consumption. This will enable the design of an intelligent modular system that maximises seasonal efficiency and capitalises on existing sources for heat recovery.

Individual design also allows the VRV system to be scaled to fit any size of commercial building over its lifetime and to be reconfigured easily if occupant needs or internal layouts change.

This adaptability reassures building owners and managers that VRV with heat recovery will suit the application long into the future with minimal disruption to daily operations when reconfiguration or upgrading does become necessary.

The benefits of a total HVAC solution using VRV technology are clear. Increased energy efficiencies cut the building’s carbon footprint and energy bills, while flexible, modular design options for balancing heat and cooling in buildings across the retail, healthcare, offices, hospitality and public sectors future-proof the whole building to deliver indoor comfort.

Property owners and FMs looking to integrate a greener, high-performance HVAC system in their buildings without compromising the comfort of users should seek advice from a reputable manufacturer at the design stage to fully capitalise on the development of the optimum HVAC solution. FM FM WORLD | 12 FEBRUARY 2015 | 37

04/02/2015 17:30

BIFM NEWS BIFM.ORG.UK

Winners of the BIFM Awards 2014 salute their victories 2015 BIFM AWARDS

also create a positive workplace that drives increased job satisfaction, productivity for its employees and organisational performance.

Showcase your achievements

Societal Impact: For initiatives demonstrating impact of the profession on the fabric of society including the wellbeing of individuals, productivity of industry, economic health and the natural environment, bringing to life the very real impact that the profession has on societal change.

The BIFM Awards recognise and showcase best-in-class facilities management (FM) and evidence its impact on business, the economy and society. Entries are now open for the 2015 BIFM entries in the following categories: People Facilities Manager of the Year: A role model who has delivered cutting-edge service, is an ambassador, has achieved notable career success and who demonstrates support and commitment to the wider FM profession.

Innovation Innovation in Technology & Systems: Recognising the most innovative application of systems or technology in FM, the primary measure of success will be how the innovation improved the solution to a problem or challenge.

Learning and Career Development: For FM teams and organisations to demonstrate the contribution learning and career development has made to success.

New Product or Service of the Year: Recognising the product or service that through its development and utilisation has had the most positive impact in the work and/or social environment in which we live.

Rising Talent in Facilities Management: Recognising an individual who has made a significant impact and contribution to their organisation and to FM.

Entries close on 22 May 2015. i Full details on all categories are available at www.bifmawards.org

Team of the Year: Recognises exemplar FM teams that deliver innovation and value to their organisation and customers.

Impact Brand Impact: Initiatives working to support the brand of a customer, or project teams who have developed and promoted the brand of the organisation they work for.

Impact on Customer Experience: How an initiative/ practice has impacted on customer experience, its link into business 38 |â&#x20AC;&#x201A;12 FEBRUARY 2015 |â&#x20AC;&#x201A;FM WORLD

38_40_BIFMNews.indd 38

BIFM NATIONAL GOLF FINALS

Save the date objectives and organisation-wide customer experience principles and programmes.

Impact on Sustainability: Identifying and rewarding sustainable and environmental initiatives that can objectively demonstrate the positive impact

that they have had on the organisation and society at large.

Impact on the Workplace: Recognising working environments or direct FM activities, systems and processes that not only deliver sustainable and functional workplaces, but

The 2015 BIFM National Golf Finals will take place on Thursday 10 September at the Marriott Hanbury Manor, Ware, Hertfordshire.

Entry to the finals is through regional qualifiers, so please check updates from your BIFM region for further details.

For details of sponsor opportunities please contact Don Searle don@c22.co.uk www.fm-world.co.uk

04/02/2015 17:31

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

BIFM COMMENT

Emma Crake is Community Development Executive at BIFM

FACILITIES SHOW

Register for 2015 event Facilities Show will return to ExCeL London from 16-18 June 2015.

With exclusive industry support from BIFM, Facilities Show 2015 is a must-attend event in the FM calendar.

Facilities Show celebrated its 15th birthday in 2014 with a successful move to London, bringing together more than 10,000 visitors and 300 exhibitors for networking, education and sourcing opportunities.

Building on the successes of 2014, plans for Facilities Show 2015 are gathering momentum, with industry leading names signed up to exhibit and a host of new and exciting features planned for the show floor.

Among the many new exciting features for this year is the BIFM Careers Zone. For those in the industry looking at CPD, formal training, management skills or career opportunities, the zone is being designed to provide advice, support, and practical help.

Over the three days of the show BIFM will host and coordinate a series of advice clinics, workshops and seminars, together with training partners, careers experts, skills coaches and specialist recruiters.

With the ever-expanding remit of facilities professionals, attending Facilities Show in London also gives access to four co-located shows – IFSEC International, FIREX International, Safety and Health Expo and Service Management Expo – providing solutions to all security, fire, safety and health or service management requirements. i Register now at www.facilitiesshow. com/2015-BIFM

www.fm-world.co.uk

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PROFESSIONAL DEVELOPMENT THROUGH VOLUNTEERING

014 saw a great contribution made by BIFM’s Regional and Special Interest Group (SIG) committees for the benefit of our membership. They delivered more than 150 events, with more than 7,600 delegates having registered.

This was approximately a 50 per cent increase in the number of events being delivered, which is a hugely impressive achievement by our communities.

In 2015 we will continue to build on and support the hard work and dedication our volunteers bring to the many groups and communities within BIFM. Throughout BIFM we have ambitious plans to improve the services we deliver to members across the institute and our regional and SIG committees will play a crucial role in this.

In 2015 we are starting an exciting journey of supporting our regions and SIG committees to function in a much more collaborative way.

This will include the sharing of knowledge, contacts and resources to improve the quality of our events. We are extremely excited to start focusing on increased support for our voluntary members internationally. We already have a branch in the Republic of Ireland, a networking group in the United Arab Emirates and we hope to develop more groups internationally during 2015.

This is an exciting time to volunteer and support the BIFM in achieving its mission to be “The professional body responsible for promoting excellence in FM for the benefit of practitioners, the economy and society”.

Volunteering is not only a chance to help others, but also provides you with an opportunity to learn new skills from other professionals, network and have fun with like-minded professionals. BIFM volunteers contribute to the institute in a wide variety of ways: ● Becoming a committee member on a region or SIG; ● Being a FM technical expert; ● Taking part in ‘FM Leaders Forums’; ● Writing articles for BIFM; ● Promoting FM in schools, colleges, universities and places of employment; ● Reviewing papers and ‘Good Practice Guides’ in your area of expertise; ● Speaking at region, SIG and national events; and ● Helping to author new publications.

With 26 regions, branches and SIGs and many other opportunities to get involved, there is something that will appeal to anyone wanting to support the direction of the institute, its members and the development of FM as a profession.

BIFM would like to thank our network of volunteers who enable the institute to support and grow the FM profession.

2

“WE ARE STARTING AN EXCITING JOURNEY OF SUPPORTING OUR REGIONS AND SIGS TO FUNCTION IN A MUCH MORE COLLABORATIVE WAY”

If you are interested in volunteering in any capacity, please contact emma. crake@bifm.org.uk. @BIFM_Emma

FM WORLD | 12 FEBRUARY 2015 | 39

04/02/2015 17:31

BIFM NEWS BIFM.ORG.UK

ThinkFM 2015 will again be held at Kings Place, London

BIFM TRAINING WHAT THEY DON’T TEACH YOU AT HARVARD

o you’re up for a challenge. You’ve decided it’s time to run your own show and you want be head of FM. It’s Day One of your new job, and the board announces that the company is about to launch a bold new product that will change the whole business model. You thought you might have a little time to learn the ropes, understand the company, get to know people, ease yourself in gently. But now you’ve got two weeks before you have to go and present your way forward to the board.

How do you prepare? Where do you focus? There are all sorts of things that you can see aren’t quite right – but where do you need to invest your time, energy and resources to make the most impact? This is the challenge you work on with your team during case study sessions at BIFM Training’s three-day FM Business School.

Sessions on property strategy, FM options, new ways of working, culture change and technological innovation are interleaved with team working sessions where, working with the facts and figures of a fictional company (and its lively cast of imaginary board members), you identify the key issues, explore the options and develop your proposition. The course ends on the third day with a pitch to the board. Delegates find this course enables them to reflect immediately on the practical application of the theories and principles covered in the sessions. It also presents a chance for peer-to-peer learning, as the groups discuss their experiences and approaches, lessons learned and plans.

If you’ve attended the 2 three-day intermediate level courses (PFM1 and PFM2), or are an experienced FM professional wanting to extend your learning, this is a great choice. The presenters are all senior experts in their respective fields, and the case study sessions – while challenging – are supported by a facilitator who can answer questions and keep each group on course.

Employers these days expect to see that job applicants or candidates for promotion have committed to continuing professional development (CPD). This course brings the added bonus of working through FM options and presenting them at board level. If you are investing time in building your skills, knowledge and networks the opportunity for you to do this in the workplace might come about sooner than you think!

Lucy Jeynes of Larch Consulting is the facilitator for the case study sessions of FM Business School. The next course runs on 3-5 March 2015.

S

SCOTLAND REGION

Regional Awards For the first time the BIFM Scotland region is running its own regional awards – the BIFM Scotland Region Facilities Management Recognition Awards 2015.

There are three categories within the awards: ● FM Professional of the Year, which recognises outstanding personal and professional performance of an individual employed within facilities management in the private, public or voluntary sectors in Scotland. ● FM Team of the Year, which recognises the outstanding contributions made by an in FM team operating within the private, public or voluntary sectors in Scotland. ● FM Project of the Year, projects entered into this category can include any business or building type operating within the private, public or voluntary sectors in Scotland.

Entries for the awards close on Friday 20 March. Winners will be announced at the BIFM Scotland Region 2015 Gala Ball and 40 | 12 FEBRUARY 2015 | FM WORLD

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Awards, taking place on 25 April at The Marriott Hotel, Glasgow.

Tickets to the event cost £80+VAT per person and are available from www.regonline.com/ bifmscotlandregiongalaball awards2015 i For full details visit www.bifm. org.uk/scotlandawards

THINKFM CONFERENCE

Award finalist The annual BIFM conference, ThinkFM, has been shortlisted as for the ‘Best Association Conference in London’ at the c.

The awards have been developed to celebrate best practice and excellence in all aspects of associations.

By bringing together an outstanding panel of judges, representing associations from every sector, the awards recognise individuals, teams and initiatives and highlight excellence in how associations operate and serve their members.

Winners will be announced on 27 February 2015.

See more about the ThinkFM conference at www.thinkfm. com. Bookings are now open for the 2015 conference, which takes place on 13 May, at Kings Place, London.

i Larch Consulting offers the largest range of FM training courses in the UK. To contact one of the team, call 020 7404 4440, email +44 (0)1926 314312, or visit www.larch.co.uk

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04/02/2015 17:31

FM DIARY INDUSTRY EVENTS 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.

4-5 March | Facilities Management Ireland 2015 Supported by BIFM. Now in its seventh year, the conference programme covers issues such as sustainability, efficiency, FM trends and more. Exhibitors cover both hard and soft FM services.

Venue: RDS (The Royal Dublin Society), Merrion Road, Ballsbridge, Dublin 4 Contact: See more at: www. fmireland.com 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 Cleaning Expo, as well as Maintec 2015 and the Health & Safety Event.

Venue: National Exhibition Centre, Birmingham Contact: See www.tinyurl.com/ lkks8t8 1 April | NHS Innovation in Facilities Management Expo 2015 Event designed to explore five core components in which innovation can drive an improvement in patient care while reducing cost and improving compliance.

Venue: Great Hall, Barts Hospital, London Contact: To find out more, visit www.ascentevents.co.uk/ifm-expo.php

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

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

Venue: Glasgow Contact: To find out more, visit www.emfc-conference.com 16-18 June | Facilities Show The annual conference, in association with BIFM, and colocated with IFSEC International, FIREX International, Safety & Health Expo, Energy & Environment Expo and Service Management Expo, returns to ExCeL. Speakers and programme to be confirmed.

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

Venue: London, TBC. Contact: Visit www.bifm.org.uk or email membership@bifm.org.uk 10 September | BIFM National golf finals Details of regional qualifier days will be available soon. Visit the BIFM website to find out more.

Venue: Hanbury Manor Marriott Hotel & Country Club, Ware, Hertfordshire, SG12 0SD. Contact: For details of sponsor opportunities, contact Don Searle at don@c22.co.uk 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, London Contact: Visit www.bifmawards.org or email awards@bifm.org.uk Follow @BIFMAwards on Twitter.

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

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18 March | London region conference Speakers include the FM at the US embassy, discussing its relocation project and security experts on the recent Paris attacks. Tickets, cost £75 for BIFM members and £125 for non-members.

Venue: Churchill War Rooms, King Charles Street, London SW1A 2AQ Contact: Email cathy.hayward@ magentaassociates.co.uk

SCOTLAND REGION 24 February | Building tour and presentation A building tour of BSkyB’s state-ofthe-art call centre, followed by presentations from the FM team (Mitie) and the client.

Venue: BSkyB, 1 Macintosh Road, Livingston, West Lothian EH54 7BW Contact: Email Tony McKee at tony.mckeebifm@hcsuk.org or visit www.tinyurl.com/paflb4w to book tickets.

27 February | Quarterly training day - understanding ESOS The region’s first training day of 2015. A morning session on the legislation surrounding the Energy Savings Opportunity Scheme. Speakers from SEPA, Resource Efficient Scotland and FES FM. From 8.30am.

Price for members: £25 + VAT. Price for non-members: £30 + VAT. Venue: Hilton Strathclyde, Phoenix Crescent, Strathclyde Business Park, Bellshill, ML4 3JQ Contact: Email Isabel Brown at isabel.brown@glasgow.gov.uk 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.

SOUTH REGION 25 February | Qualification taster session An event outlining BIFM qualifications.

Venue: Specsavers, Forum 6, Solent Business Park, Whiteley, Hampshire PO15 7PA Contact: Email Ian Fielder at ian.r.fielder@gmail.com SOUTH WEST REGION 20 March | Capturing and managing FM data This training day will include sessions on the type of data FM teams are expected to capture and what they can then do with that data for meaningful results.

The programme is currently being finalised but planned

sessions include how to capture and manage data relating to asset management, BIM, space utilisation, catering and customer satisfaction.

Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke BS32 4JF Contact: Email Steve Poole at steve.poole@resourcefm.co.uk or visit www.tinyurl.com/n2vc5xd to book tickets.

WALES REGION 19 February | Soft Landings Deborah Rowland, Reid Cunningham and Warwick Smith to speak on the 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 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 26 February | International – Challenging convention: the ultimate sustainable case study Challenger is the headquarters of Bouygues Construction located near Paris. The complex, built during the 1980s, has undergone a major renovation that has significantly improved its’ environmental performance, reducing greenhouse gas emissions and the consumption of non-renewable energy. Bouygues will present the case study illustrating the contribution made by the FM team.

Venue: King’s College London Contact: Email Claire Sellick at clairesellick@btinernet.com FM WORLD | 12 FEBRUARY 2015 | 41 www.fm-world.co.uk

04/02/2015 17:32

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 last year 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 are yet to see any signs of ‘massive snowstorms’. But, now we are 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 completed 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

▶ SpaceVac wins ‘pole’ position SpaceVac Technologies Ltd, the world’s leading manufacturers of high-level and gutter pole cleaning equipment has reached ‘pole’ position – voted best brand in independent comparison tests.

SpaceVac beat its two competitors Omnipole and Skyvac in practical tests on an Essex office block by a national window and gutter cleaning company.

One complete basic set of vacuum-operated gutter cleaning equipment was bought from each of the three UK manufacturers – Omnipole, SpaceVac and Skyvac. Top independent nationwide window and gutter cleaning expert Ian Robson, director of Progress Cleaning Services, put all three brands through their paces and reported on his findings.

SpaceVac Technologies was voted equal or best product in every aspect from ease of use and assembly to effectiveness and efficiency of doing the job. W: www.space-vac.co.uk

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OCS supports education programme Prancing packhorses, mooing cows and even shovel-digging navvies play a starring role in a new digital interactive game, ‘Build a Canal’, launched by the Canal & River Trust on its Explorers education website. Sponsored by total facilities management provider OCS, whose Fountains business provides environmental and vegetation management services for the trust, the game invites children to get their virtual hands dirty and play at being a canal engineer.

Designed for children aged seven to 11, the animated storyline is packed full of interesting historical facts and figures, as well as colourful moving graphics featuring animals, people, boats and buildings. The game comes with comprehensive teacher notes suggesting ways the activity could be used for lessons.

Canal & River Trust education manager Annette Simpson said: “The game is part of the trust’s wider education programme to encourage children to engage with their local waterways.” W: www.ocs.co.uk

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04/02/2015 17:32

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB NAME: Darren Nicholas JOB TITLE: Group facilities manager ORGANISATION: Aurum Holdings Ltd JOB DESCRIPTION: The delivery of high-end hard and soft services across the group.

DARREN NICHOLAS

TOPIC TRENDS What’s been your career high point to date?

Working for Aurum Holdings [owner of retail brands Goldsmiths, Mappin & Webb, Watches of Switzerland, Boutique by Goldsmiths and Watchshop.com] – to be part of such a phenomenally successful business and ensuring that its facilities match its reputation and ambition. I have also assembled an excellent team around me.

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

Ensuring compliance with legislation

9

9

AVERAGE

DARREN NICHOLAS

If I wasn’t in FM, I’d probably be…

What attracted you to the job?

The size of the challenge and working for an extremely successful, prestigious and rapidly expanding organisation.

My top perk at work is…

My staff discount! Seriously, working with leading businessmen and women who are ambitious and realise that FM plays a pivotal role in that arena.

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

Stuck in the civil service, which is a fate I wouldn’t wish on anyone.

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

Introducing/ working with new forms of IT

Managing air conditioning systems! No two people are the same, so you can never please everyone.

5 8

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

To ensure that health and safety are everyone‘s responsibility and to take a far more commonsense approach.

WHAT SINGLE PIECE OF ADVICE WOULD YOU Through career progression GIVE TO A YOUNG FM Which “FM myth” would you really – I started from STARTING OUT? most like to put an end to? university at the Department “From the very outset, create That premises ‘run’ for Work and Pensions, where the strongest team you themselves.

I had a wide variety of roles. possibly can” Having left the civil service, How do you think facilities I joined a national charity as management has changed in an office/admin manager and the last five years? was promoted to the role of Vastly. It has become incredibly FM. After over five years in professional. I think that is partly because of the that role, I joined Aurum Holdings and further great work such organisations as BIFM have done enhanced my experience in the FM field. The and continue to do. It also has developed greatly sheer complexity and variety attracted me to FM owing to the increasing efficiency, hard work and, – it’s an old cliché but, honestly, no two days are again, the professionalism of my fellow FMs. the same. I am also exceptionally well organised, which I believe is a key element of being a And how will it change in the next five years? successful FM. I’m sure it will evolve even further as a key What has been your biggest career challenge element of any successful organisation. The value to date? of a good FM will only increase and the scope of I think one of the key challenges in this field was the role will expand even further. I can also see successfully project managing the development huge advances in FM across the globe. of a new head office from a derelict site to a Do your friends understand what FM is? fully functioning modern, eco-friendly, safe and They do now, but perhaps in not too much detail. I stunning commercial property. Moving an entire will keep working on them! head office from one site to another is also a very demanding process.

Have you got a story to tell? We are looking for Any interesting tales to tell?

None that you could possibly put into print! www.fm-world.co.uk

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facilities managers to feature in Behind the Job. Contact the team at editorial@fm-world.co.uk for more information

Working on energy-efficiency initiatives

7 8

Adapting to flexible working

5

7

Maintaining service levels while cutting costs

8

9

Adapting FM to changing corporate circumstances

8 10

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Appointments

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

FM opportunities Residential Facilities Manager London • £35,000 - £40,000 Cobalt Recruitment is seeking a Facilities Manager to take the operational reigns of a high end residential site in Central London. This is a unique opportunity to join one of the most prestigious managing agents in the industry. You will ensure that the site is maintained to the highest of standards through hard and soft services delivery. Other responsibilities include compliance to health and safety regulations, tenant engagement and contractor management. IOSH/NEBOSH qualifications are essential, as are internal and external stakeholder management skills.

Ref: DaB287181

Assistant Building Manager London • £27,000 - £30,000 Our client is a multi-national managing agent, renowned for its commitment to delivering outstanding total facilities management solutions. The successful individual will take operational control of a commercial multi-tenanted property and assist with the running of another, overseeing major work programmes, setting and managing the service charge budgets as well as building and maintaining relationships with internal and external stakeholders. Therefore, key to your success will be excellent communication skills, a solid understanding of the latest relevant FM legislation and experience with a managing agent previously.

Ref: CS1259980

Offices globally www.cobaltrecruitment.com Please apply for either of the above roles by emailing apply@cobaltrecruitment.com or call 020 7478 2500 to speak with David Bremner or Chris Sycamore quoting the relevant reference number.

PLAN YOUR NEXT MOVE

on the move

The power of people

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 44 | 12 FEBRUARY 2015 | FM WORLD

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Director of Estates and Facilities Very competitive salary – Based in Leicester University Hospitals of Leicester NHS Trust is one of the very largest NHS organisations, with a turnover of over £850m and over 10,000 staff. We operate from three acute sites in Leicester, as well as from a range of community hospitals across Leicestershire and Rutland. We are a vibrant organisation with an ambitious development agenda, all designed to ensure that we deliver our vision of “Caring at its Best”, and in the future.

A key component of our plans is the reconfiguration of our acute sites from 3 to 2. This is a complex programme involving investment of some £320m over 5 years. The first scheme in this programme, the £49m Emergency Floor at the Leicester Royal Infirmary, is underway.

Reporting to the Chief Executive, the Director of Estates and Facilities will be critical in providing technical leadership to the reconfiguration programme, as well as providing professional advice on all property, land and premises matters to the Executive Team and the Trust Board. Equally importantly, you will be responsible for effectively managing our 7 year facilities management contract with Interserve, ensuring the provision of first class support services to patients and staff. You will also be Managing Director of the Leicester, Leicestershire and Rutland Facilities Management Collaborative, a unique partnership across the healthcare system.

In order to be suitable for this role you will need to have very extensive experience of NHS estates and facilities management at a senior level (Director or Deputy Director). You will have a track record of delivering service excellence and be comfortable with leading complex change programmes. You will be an exemplary leader and team player, able to work effectively with colleagues and stakeholders of all kinds. Ideally, you should also have experience of managing large scale outsourced FM contracts.

Applications should be through NHS Jobs, where a full information pack is available. www.jobs.nhs.uk If, having reviewed the pack, you would like to discuss the role informally with our Chief Executive, John Adler, please email lesley.austick@uhl-tr.nhs.uk, including details of your current role.

Closing date: 1 March 2015.

Shortlisted candidates will be invited for an interview with the Chief Executive – 12th, 16th or 18th March. Provisional Panel Interview – 1st April 2015.

This post will be subject to a Disclosure and Barring Service Check.

All our hospitals are working towards Equal Opportunities with flexible working practices. At UHL, all our hospitals are smoke free.

join the team...make a difference

www.uhljobs.nhs.uk

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05/02/2015 14:07

NYU in London is seeking a Facilities Manager Salary: in the range of £42,000 to £45,000 per annum plus USS pension and private medical insurance This is a full time position reporting to the Associate Director. The successful applicant will have responsibility for ensuring that NYUL’s Academic Centre and two student residences offer a safe, ef¿cient and comfortable living and working environment. Candidates should have a demonstrable track record in the successful management of all aspects of building maintenance contracts and minor works in addition to soft services accountabilities. This role will suit experienced strategic and technical managers with strong communication skills who are adept when engaging internal and external stakeholders and we would especially welcome applications from those with experience of working within the student residential sector.

For a full job description, please go to http://www.nyu.edu/global/globalacademic-centers/london/about-us/working-for-NYUL.html Applications should be made in writing with a complete Curriculum Vitae and a covering letter, including details of current or most recent salary, highlighting relevant experience with particular reference to the post’s requirements and essential skills. Applications should be sent to: Eric Sneddon, Associate Director, NYU London, 6 Bedford Square, London WC1B 3RA Alternatively, applications can be emailed to eric.sneddon@nyu.edu If sending your application by email, please include your Curriculum Vitae and covering letter as attachments.

Closing date for applicants is Wednesday 25 February 2015 NYUL plans to hold interviews during week beginning 9 March 2015.

Candidates who have not heard from NYUL by that time should assume their application has been unsuccessful.

Estate Manager Full Time (52 weeks) A talented Estate Manager is required to lead the estate team in this outstanding independent boarding school. The Estate Manager will be the senior member of the College staff with expertise and proven commercial experience at senior management level in running and maintaining effectively and efficiently a range of key operational functions, including Grounds and Gardens, Building Maintenance and Porters/Security.

To undertake this role successfully, the job holder will provide effective management skills and commercial awareness at both strategic and operational level and ensure that they are fully aware of all developments within their allocated areas of responsibility to ensure that Haileybury maximizes its operational and financial potential.

The successful candidate will be a facilities management professional with proven experience of working at strategic, managerial and operational levels. They will have considerable experience of working within estate management or the construction industry as well as a sound working knowledge of up to date building regulations and health and safety obligations in the workplace.

For an application pack, please visit: http://www.haileybury.com/community/vacancies/nonacademic/ or, alternatively, please contact Human Resources on 01992 706224.

For an informal discussion, please contact Paul Watkinson (Bursar) on 01992 706333.

Closing Date: Monday 23 February 2015.

Haileybury is committed to safeguarding and promoting the welfare of children and young people and expects all staff to share this commitment. Applicants for the above post must be willing to undergo child protection screening, including reference checks with previous employers and a criminal record check via the Disclosure and Barring Service.

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05/02/2015 11:44

05/02/2015 16:16

FINAL WORD

NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME HOLY COW! Cow’s urine could soon be used to clean the floors of government offices in India. The cleaning product in question has been developed by – and we promise this is true – the Holy Cow Foundation, a charity set up to care for the cows that roam India’s streets.

Anuradha Modi from the Holy Cow Foundation told AFP: “We have tested the product in labs and we can say that it is much better than the phenyl that you get in the market which is so full of chemicals. We want to create a market for cow urine – and I can say that supply won’t be a problem.”

A deal has been done to supply the product – known as Gaunyle – to a company that supplies housekeeping products to India's government offices. “It’s a great product for the health of cleaners as well as for the cows,” said Jagdish Bhatia. “Cow urine can be a good alternative to phenyl if mixed with the right components of other herbal extracts and then scientifically treated.”

The product has been distilled and scented with natural ingredients including pine oil to disguise the smell.

Remarkably, this is just the latest in a long list of cow-based products to be developed by the Holy Cow Foundation. Soap, medicines, a soft drink and a baldness cure have already rolled off the production line.

Getting wet to get creative Many companies offer showering facilities for their employees, but in general they’re installed to help cyclists and gym-goers prepare for the office after their exercising or commuting activities. But what’s rather less documented is the potential for showers to generate creativity in the workplace.

Shower manufacturer Hansgrohe (which admittedly has some skin in this game) commissioned a doctor, Scott Barry Kaufman

Ph.D, to explore the connection between creativity and the shower.

Can showering make brilliantly creative ideas more likely to occur to you? Apparently the answer may be yes.

Says Kaufman: “The science of creativity suggests that our most insightful creative ideas don’t emerge when we are focused intensely on solving a problem. Instead, creative insights tend to arise in those moments when our prepared mind has wandered away from the task at hand.”

Showering, says Kaufman, “may increase the creative flow of ideas by relaxing our minds, and allowing our thoughts to wander, free from the constraints of our inner critic. Showering also insulates us from the external world, allowing us to resist environmental distractions and focus all of our attention on our deepest desires, daydreams, and memories. In this way, showering may increase the chances that a broader creative connection will be forged”.

So, if your organisation is serious about wanting to boost creativity in the workplace, perhaps it should be looking to build some more showers.

Planning through predisposition?

Forget juggling four different generations in the workplace, how about providing facilities for a focused set of genetic dispositions? In a survey, one in four UK businesses say they would be likely to extend health screening into genetic testing to retain and attract top talent.

Studies undertaken by YouGov for pharmaceutical firm Astellas suggest that UK firms could soon be offering staff a read-out of their genetic blueprint, an “unprecedented insight into their current and future health”.

A quarter of UK bosses would like to genetically screen employees, and 16 per cent of those not so keen reconsider if the results could cut the cost of key person insurance.

One in four business leaders said they would offer full genetic screening to staff, a figure that rises to nearly a third in the IT and banking sectors. That said, 76 per cent of employers fear potential legal repercussions.

Other findings of Astellas’ survey: ● Just 4 per cent of business leaders support genetic screening of CEOs and top management. ● Businesses want to screen staff for: cancers and heart disease (38 per cent); eye disease and blindness (27 per cent); Alzheimer’s (26 per cent); kidney, liver and pancreas disease (25 per cent); Parkinson’s Disease (24 per cent) and mental illness (21 per cent). ● Only 6 per cent want a boss to have health data.

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IN THE NEXT ISSUE OUT 26 FEBRUARY

FEATURE: SOURCING AND SUSTAINABILITY IN CORPORATE CATERING /// REPORT: WORKPLACE FUTURES 2015 /// FEATURE: REBUILDING CHRISTCHURCH, NEW ZEALAND /// NATIONAL APPRENTICESHIP WEEK /// ASBESTOS UPDATE /// R22: PHASE OUT, REPLACE OR MODIFY? /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

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