FM World 7 May 2015 by Redactive Media Group

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 7 MAY 2015

FMWorld www.fm-world.co.uk

Why FM should play a critical role in any masterplanning project

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VOL 12 ISSUE 9 7 MAY 2015

CONTENTS

13| Better safe than sorry

20| In the thick of it

24| FM, cross-borough style

NEWS

OPINION

FEATURES

06 Employers don’t offer workers a healthy lifestyle 07 BIM use ‘falling’ ahead of 2016 deadline 08 Project of the fortnight: New Balance European HQ, Warrington 09 Think Tank: Is flexible and remote working increasing productivity in your workplace? 11 News analysis: Workplace wellbeing is a many-faceted matter 13 News analysis: Why didn’t the police respond to the alarm at Hatton Garden? 14 In Focus: Haydn Mursell, chief executive of Kier 16 Business news: Graeme Davies: Heat is on for firms in energy audits race 17 Kier Group acquires Mouchel for £265 million

18 John Bowen calls for take-up of BIM Level 3 19 Five minutes with Graham Salters, global head of growth at Urbanise

28| Honing a sharper edge

Influencing the experience: FM should be involved in building masterplanning operations, for both economic and practical reasons

Starting small – thinking big: Can FM be used as a transformation catalyst? This was the question posed by a TFM contract for three London boroughs

Thinking big to get an edge: ThinkFM 2015 offers a chance to hear speakers explain how FM can and has helped them get the competitive edge

MONITOR 32 Insight: Market intelligence 33 Technical: Resilience for critical cooling systems 34 Technical: The hygienic properties of antimicrobial copper 35 Technical: Sit-stand desks 36 How to: Pest practice – dealing with nuisance birds

REGULARS 38 41 42 43 44 46

BIFM news Diary of events Case in point Behind the job Appointments Calls to action

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

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

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

visit twitter.com/fm_world FM WORLD | 7 MAY 2015 | 03

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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

ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior sales executive: Darren Hale (020 7880 6206) ⁄ senior sales executive: Jemma Denn (020 7880 7632) ⁄ sales executive: Jack Shuard (020 7880 8543) / Case in Point sales: Greg Lee (020 7880 7633) recruitment sales: Sabmitar Bal 020 7880 7665 PRODUCTION production manager: Jane Easterman senior production executive: Aysha Miah PUBLISHING publishing director: Joanna Marsh Forward features lists and media pack available at www.fm-world.co.uk/about-us

ll things being equal, you’ll be receiving this edition of FM World on or around polling day. By which point, dare I suggest, you’ll just be grateful for the sweet mercy of an end to the constant campaigning. However, we’re going to feel the aftermath of this particular election well past the morning of Friday 8th May – assuming the polls end up consistent to the reality. There are two reasons for thinking that our political future will remain far from settled as the month of May 2015 moves on. Firstly, the composition of the next government is likely to take a while as our politicians set new world records by reneging within days on their promises never to work with each other. Secondly, the cuts to public services we’ll be seeing between 2015 and 2020 are going to happen no matter what, putting huge pressure on whichever combination of parties ends up sitting to the Speaker’s right. By all accounts, if you’re in the public sector and you thought 2010 to 2015 was austerity at its worst, you ain’t seen nothing yet. Fortunately, some of the local authorities that will be in the forefront of experiencing new levels of public wrath have already taken significant steps to wrest control of their FM costs. Whether combining services between authorities is strictly a form of service innovation is for others to decide. ‘Economies of scale’? Perhaps not. Management of service providers? Maybe. But the upshot is facilities services provision that spans far greater boundaries under slick new management models designed and brought up to speed by consultants and outsourced providers. Initiatives such as the Tri-borough agreement between Hammersmith & Fulham Council, Westminster City Council and the Royal Borough of Kensington and Chelsea needed extensive buy-in from inspired council management before the joint project got off the ground. And you’ll read elsewhere in this issue about how FM for the Triborough project was a ‘transformation catalyst’. I’m not apologising for the amount of space we’ve given over to this deal in recent months because we’re bound to see much more of this kind of thing in the years ahead. Our interest in the mechanics of this particular deal is because of the likely impact it will have in the near future. But there’s something else in the development of these cross-boundary deals. In the course of this next parliamentary term (assuming it’s a full five-years), we’re likely to see local authority FM contracts becoming ever-larger deals won by those capable of servicing them – the largest of FM service providers. And while big can be beautiful, the challenge will be for larger service providers to do the difficult thing of (contentious statement alert) innovating service while simultaneously trying to keep costs down on a service spread across a wide geographical area. Who knows what state of unity will exist come the morning of 8th May. But in any event, there exists in local authority FM the chance to do things differently and for these new ways of working to spread throughout the UK.

SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, Europe £120 and rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media.co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services visit www.bifm.org.uk/bifm/knowledge/ resources/goodpracticeguides. EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenﬁeld, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 12,744 (Jul 13 – Jun 14) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reﬂect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Polestar Stones ISSN 1743 8845

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“The upshot is facilities services provision that spans far greater boundaries under slick new management models designed and brought up to speed by consultants and outsourced providers”

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EMPLOYEE WELLBEING

SHUTTERSTOCK

Employers failing to offer workers a healthy lifestyle Only a quarter of employers support healthy eating and drinking at work and fewer than half of all workers believe their employer cares about their mental and physical health. A survey by Virgin Pure – a water cooler company that is a subsidiary of Richard Branson’s brand – suggests that employers are not doing enough to nurture their workers’ mental and physical health and wellbeing. Of the 2,022 British workers polled, only a quarter (28 per cent) of workers said their employer offered them support and/or facilities to eat and drink healthily while at work. More than two thirds (68 per cent) said their employer doesn’t offer any support or facilities to maintain or increase their physical activity. Half (52 per cent) said their employer didn’t offer support to “fortify their mental wellbeing and positivity”. More workers want their employers to provide free or subsidised food and drink than want health care insurance and more workers would choose free or subsidised gym membership than they would life insurance. People who work from home are more likely to feel positive, never take any time off sick, and believe that their employers support and facilitate their mental wellbeing and positivity. Of these, more than half (54 per cent) hadn’t taken a sick day in the past year while nearly a third (29 per cent) said that they feel fantastic at work. There’s more on worker wellbeing in News Analysis, page 11

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WHICH, IF ANY, OF THE FOLLOWING EMOTIONS DO YOU EVER FEEL AT WORK? AT OFFICE

AT HOME

FANTASTIC

14%

29%

AT OFFICE

71%

STRESSED

74%

49%

AT HOME

AT OFFICE

PRODUCTIVE

67%

52%

HAPPY

53%

AT HOME

BORED

33% TIRED

59%

74%

47%

COMMERCIAL MARKET

Office rents grow as consumer confidence returns Recovery in the UK commercial office market continued during 2014, as both business and consumer confidence began to return, according to figures from AMA Research. The report says demand increased across most key regional cities, representing “a significant growth in take-up and falling supply, and office rents are now also returning to growth”. As a result of improved market conditions, total take-up for 2014 was estimated to be at its highest since the onset of the global recession in 2007, highlighting a return to growth for the office market as a whole. Most of the take-up in 2014 was for grade-B space, reflecting the limited supply of grade-A stock available. In addition, a sustained recovery in the Central London

City led the revival in space take-up

office market in 2014 saw take-up at its highest annual rate since 2001 and all London markets have seen increased occupier demand over the past 12 months; the City of London saw particularly high levels of take-up, driven

predominantly by a resurgence in demand from the financial sector, which saw significant growth during 2014. The technology, media and telecommunications sector also continued to help drive take-up across Central London. Construction output over the past 18 months or so has seen renewed demand, intensifying across the wider UK office market and leading to output rising by an estimated 13 per cent in 2014. According to the report’s authors, the outlook over the next four years to 2019 remains buoyant for the commercial office market, driven by an acute lack of existing stock across many regional cities, increased demand for space from occupiers and a significant number of lease expiries due over the next few years to further fuel demand. www.fm-world.co.uk

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NEWS

BRIEFS 60% fear workplace crime

BIM use ‘falling’ ahead of 2016 deadline The use and awareness of building information modelling (BIM) has decreased since last year, according to the NBS National BIM Survey. This is the fifth year that the survey has been published, tracking attitudes to, and adoption of BIM. The report states that: “Until this year, the story of BIM usage and awareness has been straightforward. Year on year, the total usage and awareness have

increased, as has the proportion of those using BIM. This year the story has become more nuanced. “Last year we saw a majority telling us they had adopted BIM on at least one project they had worked on in the preceding 12 months. This year we have seen no growth in BIM usage. Indeed, we see a very small drop (6 per cent, from 54 per cent to 48 per cent).” The authors suggest that rather than this meaning that BIM has

reached a peak it would seem that “it’s more of a plateau before the 2016 deadline for BIM adoption”. The survey also finds that respondents believe a larger adoption of BIM for governmentfunded buildings will lead to wider adoption in the private sector. “The next natural step after 2016 is for BIM to trickle down to private enterprise,” says the report.

SHUTTERSTOCK/GETTY

UK continues to embrace flexible working Opportunities for flexible working are increasing in UK firms as remote working has increased by 37 per cent in the past three years, research from recruitment consultancy Robert Half reveals. This trend seems to be growing worldwide, with figures suggesting that more than 30 million Americans work from home now, while Forrester Research’s US Telecommuting Forecast predicts that number will rise to 63 million by next year – meaning 43 per cent of the US workforce will be working remotely by 2016. The Robert Half study, based on interviews with 200 HR directors, revealed that 60 per cent believe that giving employees greater autonomy over their working styles and practices – including remote working and flexitime – results in a growth in productivity. www.fm-world.co.uk

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Staff can work just as effectively remotely

Furthermore, research reveals that respondents also feel that offering greater autonomy to employees results in positive business benefits. Fifty-one per cent believe that greater employee autonomy boosts creativity, while 45 per cent say it makes employees easier to manage. Robert Half’s managing director, Phil Sheridan, said: “Just because employees are at their desks in the office doesn’t mean they are

always working productively. Employees can work just as effectively remotely, especially now that advancements in technology have enabled us to share files, communicate with colleagues and collaborate on projects, without the added burden of a commute or office distractions. With UK businesses facing a skills shortage, companies need to consider offering a positive working environment that supports the needs of a modern workforce to attract top talent.” The survey also revealed that public sector workers are leading the remote working revolution. Figures show remote working in this sector is up by 47 per cent over three years. The private sector is following, but more slowly – only a third of companies increased their remote working in the past three years.

More than 60 per cent of employees are concerned about their personal security at work, according to a report by NG Bailey’s IT Services division. In a survey of 1,017 UK workers carried out by research provider The Leadership Factor, 63 per cent of respondents say they have experienced a security issue, such as theft or violence, in the workplace. The report also states that 60 per cent of respondents would feel more comfortable if there was an effective security system in place.

Climate change is pressing Climate change will soon be affecting the work of building services engineers, delegates were told at CIBSE’s 2015 Technical Symposium, held in London recently. Tadj Oreszczyn, CIBSE vicepresident and director of the Bartlett School of Environment, Energy and Resources at UCL, said the United Nations climate talks in Paris later this year would aim to agree a legally binding global agreement on carbon emissions in a bid to limit the rise in global temperatures to 2°C. He said: “This is a critical year in determining what we have to do in environmental services. We’re approaching a point where the 2°C limit in temperature rise will be difficult to achieve. The task of making buildings close to zero carbon is an easier challenge than adapting to a rise of more than 2°C.”

BIFM Scotland Awards The winners of the BIFM Scotland Recognition Awards were announced on 25 April. FM Professional of the Year was won by Steve Gordon at Hilton Coylumbridge Hotel, and FM Team of the Year went to Serco at Forth Valley Royal Hospital. FM Project of the Year was awarded to Spectrum Service Solutions for the XX Commonwealth Games in Glasgow. The Awards “recognise and showcase the achievements and accomplishments of exceptional FM professionals, teams and projects in the Scotland region”. Sponsors were Richard Irving Energy Solutions, Mitie Technical FM, FES FM, Macro, Murray Recruitment, Sodexo, and Search Facilities Management. FM WORLD | 7 MAY 2015 | 07

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Study shows city office take-up rising in Q1 Office take-up across the UK’s nine major regional cities was 5 per cent above the five-year quarterly average during the first quarter of the year, totalling 1.98 million square feet, according to research from GVA and Bilfinger. The study says there was “an appreciable slowdown in city centre take-up, which at 1,090,600 sq ft made up 56 per cent of the total, 5 per cent below the five-year quarterly average”. However, it found that out-of-town take-up was 20 per cent above the quarterly average, at 881,400 sq ft. Take-up across city centres was dominated by activity in Manchester city centre, supported by above-average activity in Glasgow and Edinburgh. Activity in Manchester was boosted by large deals in Salford Quays, including BUPA’s 120,000 sq ft pre-let deal at Peel’s Harbour City. Elsewhere across many of the cities take-up was below average during Q1, although the research says, “news around deals, such as HSBC’s relocation to Birmingham and ongoing requirements is nonetheless exceptional”. The quarterly review of the regional office occupier markets is available at www.tinyurl.com/kdvnoxv

NEW BALANCE EUROPEAN HQ, WARRINGTON PROJECT: Relocation and interior fit-out DESIGN AND PROJECT MANAGEMENT: CBRE CONTRACTOR: ADT Workplace BUILD TIME: 11 weeks (Pre-tender and tender process: 18 weeks)

New Balance fit-out wins award Commercial property and real estate services organisation CBRE’s design and fit-out of a new European headquarters building has secured a British Council for Offices award win. CBRE designed and completed a relocation project for New Balance, a sportswear brand, to its new office site in Birchwood, Warrington. The project helped CBRE win the British Council for Offices ‘Fit-Out of Workplace’ Award, Northern Region. CBRE was commissioned by Boston-based New Balance to design and manage its office relocation project. The brief noted the requirement for storage, display and handling capabilities of thousands of product items. New Balance also wished for its European HQ to instil a ‘feeling of pride’ in its employees. The offices contain four large showrooms, product development spaces and meeting spaces, as well as a cafeteria and gym. The 30,666 square feet building also includes a 3,000 sq ft outlet store. The fit-out was completed within 11 weeks. CBRE used reclaimed materials such as bricks, sports hall flooring, as well as salvaged period furniture. Desks were manufactured using reclaimed oak. Marzia Panizzutti, CBRE associate director, said: “This New Balance project presented us with a fantastic opportunity to create an environment which excites and engages people, whilst taking a tremendous leap forward from a design perspective.” The British Council for Offices Awards recognise excellence in office space. Other categories highlight the corporate workplace, commercial workplace, refurbished or recycled workplace, and innovation. The winners of the regional awards will go forward to be judged at the National Awards dinner in October. 08 | 7 MAY 2015 | FM WORLD

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Tougher laws to fight fly-tipping on vacant property New legislation is set to enforce tougher penalties for those found guilty of fly-tipping at vacant premises. The Control of Waste (Dealing with Seized Property) Regulations 2015 came into force in England and Wales on 6 April. The bill broadens the range of offences for which a vehicle involved in fly-tipping can be seized, removes the need for a warrant to be obtained before seizure, and sets out the circumstances under which the enforcement authority may sell or destroy seized property. Waste crime like fly-tipping affects the work of FMs who take care of vacant property – the buildings that are most targeted by fly-tippers. Anthony Owen, managing director of Vacant Property Services (VPS), said: “Fly-tipping is endemic in the UK. Last year the Department for Environment, Food and Rural Affairs reported a 20 per cent increase in fly-tipping on the previous year. Local authorities recorded 852,000 incidents of fly-tipping.” He added: “We specialise in managing vacant properties, which are amongst the most vulnerable places for both fly-tipping and arson attacks. VPS have always urged facilities managers and owners to clear empty sites of combustible materials and to keep checking they remain clear.”

Companies too complacent about ESOS take-up Companies should not be complacent in meeting the Energy Savings Opportunity Scheme criteria with only eight months to go to the mandatory take-up deadline, an industry body warns. Richard Griffiths, policy adviser at the UK Green Building Council, was responding to the third annual Energy Management: Procurement, Planning and Purchasing Priorities report for 2015/16, which was published recently. The research conducted 381 interviews with those responsible for energy management within their organisations and found many of those affected are yet to take action to comply with the regulations. Griffiths said: “It’s certainly a concern if a large proportion of organisations have failed, so far, to engage with ESOS. The scheme has significant potential to help build momentum in the energy efficiency market, but will only do so if affected organisations take it seriously and commission ESOS audits that go above the bare minimum and which identify genuinely deliverable energy-saving opportunities. “The eight months up to the compliance deadline will fly by, and companies shouldn’t be complacent about commissioning their assessment if they want to do something worthwhile.” The report, which conducted 381 interviews with those responsible for energy management, also found that the majority of those affected by the regulations have yet to take action. www.fm-world.co.uk

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FM NEWS

THINK TANK

OUR READERS SAID… We asked our LinkedIn and mailing list members: Is flexible and remote working increasing productivity in your workplace? And is your organisation changing as a result? Research by recruitment consultant Robert Half reveals that the prevalence of remote working in the public sector has increased by 47 per cent in the past three years, with the private sector not far behind. Concerns that remote working without direct physical supervision leads to a fall in productivity seem unfounded, say the researchers. The study also reveals that 60 per cent of HR directors (65 per cent in the public sector) believe giving employees greater autonomy over working practices, including remote working and flexitime, leads to a growth in productivity. We asked if flexible and remote working is increasing productivity in your workplace. Half of you said yes, people are definitely becoming more productive. One

respondent, who works from home, said: “I do not believe that working without direct supervision affects productivity. It does make the manager’s role more complex and phone (rather than e-mail) contact becomes critical in passing on praise or seeking improvements.” Another said: “We’re a charity and flexible working is more than just increasing our productivity – it’s opening up avenues in our work that simply wouldn’t be possible or affordable without it.” He agreed that flexible working created greater autonomy and the possibility of decreased productivity, but said: “In our experience, the new and inventive ways of engaging remote/ flexible staff to keep abreast of their workloads and goals is actually putting in place far more effective

No, people are not – 27%

Yes, people are becoming more productive – 50%

There is a slight increase in productivity – 23%

management systems than we previously had. Working next to someone in an office actually allows for complacency, whereas flexible working keeps us on our toes.” Remote working also means “travel time is hugely reduced and productiveness is increased” and “staff can work around other commitments such as child care” said another respondent. But keeping good team cohesion is a challenge. One respondent said: “It becomes paramount that when the team does meet up, the time spent is meticulously planned so that each enjoys some one-on-one time with the manager. “ He added: “There should also be

a spell whereby the team simply socialise to keep the bond alive.” A sceptical 23 per cent felt people were not more productive. “How do you measure increased productivity?” said one person. “Is it because people generate more emails, close a deal quicker, have time to think of solutions or catch up on admin? The key is people having more choice if they want to work more agilely – that is where they’ll increase their productivity.” But 27 per cent of you replied that a change was happening and saw a slight increase in productivity. Join the FM World Think Tank: www.tinyurl.com/fmwthinktank

ISTOCK

Workers can be ‘nudged’ into healthy eating, claims new book Drinking and eating healthily at work by making small changes could have a big effect on health, according to a new book. In Work Rules, to be published later this year, Laszlo Bock describes how Google employees cut three million calories from their diets – one of the reasons, he argues, that makes the company one of the most coveted places to work. While researching for the book, Bock discovered that the power of suggesting healthier choices had much more impact than more direct, linear ways of communicating alternatives to sugary and caffeinated options. Bock says: “Even if you don’t have cafés in your office, you may have a break room, a vending machine, or a mini-fridge. www.fm-world.co.uk

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“We decided to test three types of intervention: providing information so that people could make better food choices; limiting options to healthy choices; and nudging. Of the three, nudges were the most effective. Nudging involves subtly changing the

structure of the environment without limiting choice.” The idea was sparked by David Laibson, a professor of economics at Harvard University. In his paper, A Cue-Theory Of Consumption, he demonstrated mathematically that cues in the environment contribute

to consumption patterns. He argued that people eat not just because they are hungry, but also just because the clock tells them it’s lunchtime or because people around them are eating. The researchers found that hiding sweets and making fruit more visible nudged workers into snacking more healthily. The British Water Cooler Association says the same thinking could help UK workers to increase the amount of water they drink. Phillipa Atkinson-Clow, general manager of the BWCA, said: “One of the most obvious items in any office is often the water cooler. If people position these more prominently, this proven ‘nudge’ effect can work to promote healthy hydration.” FM WORLD | 7 MAY 2015 | 09

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EMPLOYEE WELLBEING

HERPREET GREWAL newsdesk@fm-world.co.uk

Businesses need to do more to care for their staff’s financial wellbeing, according to research. A YouGov survey commissioned by Barclays found that having savings is the most relevant factor in determining financial wellbeing - and that 59 per cent of workers were just ‘balancing’ – juggling finances while concentrating on today’s pressing financial issues rather than saving. In the workplace, employers must recognise that a wellbeing strategy needs to cover more than just physical or career wellbeing to truly address all aspects of wellbeing in the workplace, the report’s authors say. The report was launched and discussed at Virgin Disruptors, an event about workplace wellbeing

that took place in San Francisco on 23 April. Speakers pointed out that workplace happiness was dependent on many factors ranging from emotional, environmental and financial. One speaker, Sarah Attia, is founder of Somadome, producers of “peace pods” – described as personal meditation pods that combine “ancient healing practices with modern technology”. To reduce stress and anxiety at work, Attia says employers need to “provide a space, in any form, that gives a bridge to get back to ourselves” in a distracting work environment. Workers, she continues, will then be “more focused, present, calmer and connected to ourselves and to each other”. Another challenge for employers is designing wellbeing

ISTOCK

Workplace wellbeing is a many-faceted matter An office-based worker’s needs will differ from those of a blue-collar worker

programmes tailored to different types of workers – white-collar and blue-collar. The computerbased white-collar worker’s needs are likely to be quite different from those of a blue-collar worker, whose work will tend to be more physically demanding. Fran Melmud, founder of communications consultancy Context, says: “These differences in work realities make tackling wellbeing a challenge for any employer. Add in differences in wages, lifestyle habits, and job security between white and bluecollar workers and you have the makings of substantial differences in employee health, with blue-

collar workers more likely to face challenges with tobacco use, obesity, heart disease, and depression.” Employers, said Melmud, had to “bake in” changes, not have them as a limited bolt-on. For instance, she thinks companies should focus on environment, culture, and values over participation in wellbeing programmes. “When all systems point to health, making the healthy choice is a no-brainer. Some of the more visible ways include cafeterias designed to market and promote healthier foods, and physical office environments designed to increase movement.”

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SECURITY INDUSTRY

HERPREET GREWAL newsdesk@fm-world.co.uk

The gang that raided a safe deposit vault in London’s jewellery district of Hatton Garden over the Easter weekend were inside the building when police decided not to respond to an alarm that could have led them to interrupt the multimillionpound heist. This development has left many in the security industry concerned. One facilities manager from AIUK, said: “How many of us have our fire/intruder/panic alarms (Red Care) connected to the fire and or police via a central monitoring station? This seems to me to be a worrying development from lots of aspects.” The oversight in responding meant that the thieves could take their time raiding dozens of safety

deposit boxes. Some suggest that not responding to the alarm was a Metropolitan Police policy because there had been a number of false alarms within a 12-month period. Im a statement, the Metropolitan Police Service (MPS) said a call had been received at the MPS Central Communications Command (MetCC) from Southern Monitoring Alarm Company. “The call stated that a confirmed intruder alarm had been activated at the Hatton Garden Safe Deposit Ltd. The call was recorded and transferred to the police’s CAD (computer aided despatch) system. A grade was applied to the call that meant that no police response was deemed to be required. We are now investigating why this grade was applied to the call.”

REUTERS

Why didn’t the police respond to the alarm at Hatton Garden? The MPS is reviewing why officers were not sent to investigate

But this problem could have been dealt with, according to people working in the sector. Paul Field of WFP Fire and Security Wire-Free Protection, said: “The client should have been made aware that this was the case and if they were using an accredited company, then this company should have been asked to solve the false alarm problem, which could have been solved through technical means or even just advise on misuse of the system (if it was user error). All of which is simple to solve; for example, if they keep forgetting the code then [they could] change the method to proximity tag

therefore negating the issue of incorrect codes.” Field adds that there should have been more “questions about why alternatives were not in place given the risk involved”. Dave Thomas, director of Domino Safety Management Ltd, says: “There were failings by more than one organisation, especially the hard-pressed Metropolitan Police and the security company.” Security company Crown Protection Services says: “It’s common practice for police not to respond to alarm activations, which is why most FMs have a security company in place for these situations.”

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29/04/2015 17:11

FM BUSINESS

IN FOCUS

The interviewee: Haydn Mursell, chief executive of Kier The issue: Kier Group’s acquisition of Mouchel for £265 million

Kier’s vision is now in focus Property, residential, construction and services group Kier has announced that it has entered into a conditional agreement to buy French repairs and maintenance company Mouchel. Kier has agreed to acquire Mouchel for a total consideration of £265 million in cash from the Mouchel sellers to be financed by a £340 million fully underwritten rights issue. The deal is expected to be finalised in June (see page 17). The conditionality of the deal depends on the approval of shareholders. Kier first indicated interest in snapping up Mouchel in December 2014. In June of that year Kier announced mixed financial results in the year to June 2014, reported in September. It also stated that revenue had grown by more than 50 per cent, but profits had significantly fallen at the construction company – precipitating its need for growth in other areas of its business.

to a statement from Kier. Combining corporate support functions (including shared services and IT) is estimated to drive savings of £3.1 million a year. The board also expects that the integration process and the realisation of these cost synergies will result in one-off exceptional costs of about £2 million in the financial year ending 30 June 2015, approximately £13 million in the financial year ending 20 June 2016 and around £2 million in the financial year ending 30 June 2017. It will mean an acceleration of Kier’s strategy for growth in the infrastructure sector, allowing greater focus on transport opportunities. Kier’s presence in the local authority roads markets means a strengthened position in the highways maintenance and management market for the alliance between the two companies. The acquisition will mean an expansion of its facilities management portfolio.

Haydn Mursell, chief executive of Kier, tells FM World: “Kier has expressed its strategy to grow its facilities management offering, with new leadership in that area in the recent recruitment of Steve Davies.” Davies, who is on the board of the Building Futures Group, joined Kier in February with an intention to build on its existing public and private portfolio. The plan is to build the business in line with its five-year strategy – including winning more facilities management contracts. Mursell says: “We are keen to grow the business as set out in Vision 2020.” But he adds that the total value of the FM offering as a result of the acquisition was “currently being reviewed as it’s early days”. According to its strategy, Kier is aiming to be a “top-three participant in its chosen markets”. Mursell also says: “In regard to Mouchel we will be looking

Aims of the alliance There are obvious boons to Kier forming an alliance with Mouchel. For example, the acquisition is expected to deliver pre-tax cost synergies of about £10 million in the financial year ending 30 June 2016, according 14 | 7 MAY 2015 | FM WORLD

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“The plan is to build the business in line with its five-year strategy – including winning more facilities management contracts”

at all options [at how it can be involved and integrated with the FM business].” In December 2014, Kier secured two partnership agreements with local authorities in deals totalling £600 million. It was selected as the preferred bidder for a 10-year, £400 million contract with Staffordshire County Council and the Police and Crime Commissioner for Staffordshire. Kier was also awarded a four-year extension to its existing contract with Northamptonshire County Council. It involves Kier and its joint venture partner WSP continuing to provide highways services across the county.

Vision 2020 Mursell adds that Kier is “looking to provide more integrated offerings to local authorities as set out in Vision 2020; the Mouchel business is complementary to this”. Grant Rumbles, chief executive of Mouchel, has said both Kier and Mouchel are “an excellent fit” because the enlarged company “will enable us to improve our offer to customers and to enhance the career opportunities of our employees”. The acquisition is the latest for Kier and fits into a bigger plan to increase its FM offering. In 2013, it acquired support services business May Gurney for £221 million. At the time former Kier chief executive Paul Sheffield said May Gurney was a “good fit” with Kier as it would expand Kier’s services division that offers maintenance, FM and waste management. Sheffield also said Kier had been eyeing May Gurney for about two years. The acquisition has contributed to a rise in group revenue to £2.99 billion, up from £1.98 billion. HERPREET GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

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ANALYSIS

Heat is on for firms in energy audits race GRAEME DAVIES newsdesk@fm-world.co.uk

It has long been accepted wisdom that improving energy efficiency among the UK’s business sector is one of the ‘low-hanging fruit’ of the ambitious targets to cut carbon emissions. But, just months away from a deadline to comply with energy efficiency audits that could be accompanied by hefty fines, a large percentage of companies still appear to be underprepared.

FM companies have been concentrating on energy efficiency and monitoring in recent years, aware that an ability to offer a client the chance to monitor and cut energy use as part of its service package could give them an edge in competitive tendering. And for these players, it appears that the coming months could offer the chance to win more work. The deadline for submitting

energy efficiency audits under the government’s Energy Savings Opportunity Scheme is 5 December, by which time large UK businesses must report their annual energy use or face hefty fines. ESOS has been set up to comply with the European Commission’s Energy Efficiency Directive and requires companies with a turnover of more than £39 million or with more than 250 staff to submit energy audits. But some companies cite a failure to understand the scheme, while others appear to have stuck their heads in the sand. A possible weakness in the proposed regime is a lack of requirement for firms to comply with any recommendations that their assessments produce, and that after the first audit they are only compelled to conduct an assessment every four years, meaning it will be almost the end

Contract wins

NEW BUSINESS NG Bailey’s facilities services division has won a three-year contract with the UK arm of global car manufacturer Toyota to provide planned preventative and reactive maintenance at five sites, including Toyota’s Carbon Trust-accredited flagship head office at Epsom, and centres in Bristol, Nottingham, Burnaston, and Rainham. Servest Group’s security arm has been appointed to a four-year guarding contract for the Crossrail project in London. Servest Security, selected by joint venture ATC (Alstom, TSO and Costain), will be responsible for manned guarding and mobile patrol services to the construction project, due to be completed and in service by 2018. 16 | 7 MAY 2015 | FM WORLD

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ISS Facility Services has been awarded a contract with Perth & Kinross Council for golf course maintenance services at the North Inch Golf Course in Perth. The contract began in April for one year with an option to extend for a further year. Securitas has been awarded a contract to provide security at the Port of Dover – Europe’s busiest ferry port. The Port of Dover is “a vital international gateway” handling 13 million passengers and £100 billion of trade a year. It is also the second-busiest cruise port in the UK and hosts some of the world’s most prestigious cruise lines. Cambridge University Hospitals NHS Trust has awarded Vinci Park UK a

contract to provide a car park and security management service at the country’s leading biomedical campus, which employs 8,000 staff and has nearly 600,000 visitors each year. The contract, which was previously operated by APCOA, will see nearly 40 staff transfer into Vinci Park’s business. Capital Properties has been appointed to undertake property management services for Westside, a Hemel Hempstead office campus. Capital Properties will be responsible for M&E maintenance, security, health and safety and cleaning services. In addition, the firm has implemented a placemaking strategy, which involves a series of pop-up events including a rooftop viewing of the recent solar eclipse. Arthur McKay has taken a three-yearplus-two contract with Moog, a global designer and manufacturer of aircraft components and systems, to provide engineering services maintenance, including electrical, mechanical and public health services at Moog’s support centre in Wolverhampton. The contract encompasses air-conditioning, heating and ventilation systems.

of the decade before the second round of audits are required, a time lag that could be too long to focus minds on the constant work required to cut energy use. Surveys carried out suggest that many companies have not started working on their assessments – 61 per cent of companies surveyed by Energy Live News had not yet appointed an assessor, and only a quarter were compliant with ESOS’s requirements. Earlier this year it was reported that 49 per cent of businesses in the manufacturing industry were unaware of the scheme while 40 per cent of contractors in construction had nothing in place to monitor their energy use or emissions. Despite the government’s push to expand the use of smart metering in commercial premises, it appears that a huge chunk of corporate Britain is in the dark when it comes to its energy use. But for FM companies, delivering energy use monitoring and improving energy efficiency are increasingly important facets of their work. Companies such as Sodexo, Ameresco, Verdantix and Frontline Energy among others offer services that could aid clients to comply with schemes such as ESOS. FM operators, especially those contracted to manage new buildings, are using technologies such as BIM to enhance their service offerings and save on client’s energy bills. But what of those businesses who being complacent about their ability to comply with ESOS requirements? The next six months will provide a chance for service companies able to step in and conduct assessments to pick up business, although those tendering should not underestimate the time required to comply. Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

29/04/2015 15:23

Kier Group acquires Mouchel for £265 million Property, residential, construction and services group Kier has announced that it has entered into a conditional agreement to buy French repairs and maintenance company Mouchel. Kier has agreed to acquire Mouchel for a total consideration of £265 million in cash from the Mouchel Sellers to be financed by a £340 million fully underwritten rights issue. The acquisition is expected to deliver pre-tax cost synergies of about £10 million in the financial year ending 30 June 2016, according to statement from Kier. The purchase creates an enlarged group with a combined order book of £9.3 billion (as at 31 March 2015), comprising Kier’s order book of £6.5 billion

Hayden Mursell: “Combination creates a leader in a growing marketplace”

and Mouchel’s order book of £2.8 billion. Haydn Mursell, chief executive of Kier, said: “Over the last three years Mouchel has been transformed into a strong business with market-leading positions. The combination of Kier and Mouchel, particularly

BUSINESS BRIEFS

in the provision of UK highways maintenance services, creates a leader in a growing marketplace.” Grant Rumbles, chief executive of Mouchel, said: “Kier and Mouchel are an excellent fit. The enlarged company will enable us to improve our offer to customers and to enhance the career opportunities of our employees. This deal is testimony to the successful turnaround of Mouchel following its 2012 restructuring.” In its financial results, announced in February, Kier reported an 11 per cent rise in group revenue to £1.6 billion in the six months to 31 December 2014. Profit before tax dipped to 2 per cent in the same period. Its services division experienced a 3 per cent fall in profit, to £23.7 million.

Mitie retains Fujitsu security contract Mitie has retained a multimillionpound security contract with Fujitsu, an IT systems, services and products companies in the UK and Ireland. Over the next three years, Mitie’s total security management business will provide integrated services including security personnel, key holding, alarm response and mobile patrols. Mitie will also provide remote monitoring through a dedicated pod at Mitec, Mitie’s technology centre. This will monitor more than 40 of Fujitsu’s vital UK locations, including head offices, data centres and satellite locations. Bob Forsyth, managing director of Mitie’s total security management business, said: www.fm-world.co.uk

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Mitie is an “innovative partner”

“Becoming a trusted and innovative partner to Fujitsu has been key to providing an innovative offering. We look forward to continuing to protect the firm from asset theft, as well as data theft and breaches.” The Fujitsu deal comes as part of a raft of contract wins in recent months for the service provider.

In April, Mitie secured a responsive repairs and maintenance contract with Circle Housing. It is now responsible for all maintenance services, including emergency repairs, for 6,500 homes in East London. The win followed housing maintenance contract awards with the London Boroughs of Hammersmith & Fulham and Kingston upon Thames. In February, Mitie’s Environmental+ business was awarded a three-year cleaning contract with bank Santander. It is to provide cleaning services across the bank’s 1,000 UK branches. More than 1,000 employees transferred across to Mitie as part of the deal.

Mears to give tailored care Mears has been awarded a contract to deliver domiciliary care in Plymouth. Individual care support packages, created with service users, will enable people to stay in their own homes. The 2,500 hours-a-month contract awarded by Plymouth City Council and NHS NEW Devon Clinical Commissioning Group was due to start on 1 April. Mears will support adults with a wide range of needs including people with learning disabilities, dementia, sensory impairment and physical disabilities.

Sodexo to serve Terminal 2 Sodexo has won a three-year contract at the new Singapore Airlines First and Business Class lounges at the new Heathrow Terminal 2. The contract began in April. Sodexo will provide hospitality catering, housekeeping and front-of-house services to around 300 first and business-class passengers every day. The deal adds to Sodexo’s growing aviation portfolio, which already includes Virgin and United Airlines.

Incentive on innovation trail Incentive FM has been awarded a two-year contract extension to continue providing a fully integrated TFM solution at St Stephen’s Shopping Centre in Kingston-upon-Hull. Managing agent Munroe K renewed the contract until 2017 because of the continuous improvement, innovations delivered, and high standard of work carried out by Incentive in the past three years. The new agreement will provide further cost savings. FM WORLD | 7 MAY 2015 | 17

29/04/2015 15:23

FM OPINION

THE DIARISTS

WHY BIM COULD BE A BOON FOR US ALL

‘

JOHN BOWEN

is an FM consultant

Reading about the impending rollout of BIM Level 3 coming. I am intrigued by the seeming indifference from many parts of the FM sector to integrating systems in general, let alone in terms of what BIM can offer. Perhaps my logistics background influences my thinking, but the benefits of joined-up information systems seem so obvious. For a start they aid the decision-making process through allowing the available options to be modelled. Planning and forecasting becomes much easier and allows cost management to be effective once most of the routine aspects of managing are automated. Back in the second half of the 1990s my team was beavering away on our portfolio, building up retrospective CAD layers and developing what we could with

CAFM. In terms of the latter we would have given our right arms for the benefits that BIM could have brought us. We were an in-house FM team, albeit that we were outsourcing services, and so were able to focus our support of corporate strategy by using and integrating systems. I wonder if it is the level of outsourcing that we have seen that is behind the indifference towards systems? With clients looking for savings and suppliers driving costs down are investment and deployment

“I WONDER IF IT IS THE LEVEL OF OUTSOURCING THAT WE HAVE SEEN THAT IS BEHIND THE INDIFFERENCE TOWARDS SYSTEMS?”

of systems suffering? If so, this is a shortsighted policy, especially where the relationships are based on us and them. If we want to move forwards we need systems that cross client-supplier boundaries and that provide mutual benefit. Fully integrated supply chains are viable; just look at the logistics and retail sectors. FM can do it too. Perhaps BIM Level 3 will open the door. Too often FM is seen as a marginal aspect of operating an organisation and maybe that is an issue. If it is, we have a classic chicken-and-egg situation. Do we wait for the change to come to us or do we drive the change? My vote will always be for the latter. BIM Level 3 could turn out to be a pivotal moment for the FM profession, but will we seize the opportunity?

BEST OF THE WEB Views and comments from across the web FM contract mobilisation – what is happening in the market? (BIFM group) Mike Henderson: There never has been any joinedup process between the bid team and the mobilisation team within incoming suppliers, and this is why the majority of new contracts begin to fail from implementation – service delivery is doomed from the start. Chris Austin: One of the key issues faced is in understanding and 18 | 7 MAY 2015 | FM WORLD

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meeting the expectations of the client. While needs are clearly defined in the tender documentation (including SLAs and KPIs), they don’t always reflect the needs of the client, which can cause friction. Richard Frost: Only continuity of key bid team members into the service delivery period can effect the truly seamless transition and it may well be that only responsible supplier commitment to this, or a tender stage contractual

obligation introduced by the consultant or procurement function. Hatton Garden safe deposit heist: no response to alarm by police (BIFM group) James Allen: The Met Police have a policy that if there are three false alarms within a 12-month period then anything after that will not be dealt with. Rob Farman: ACPO’s ‘3 strikes and you are out’ rule on security alarms has been around since I

came into FM about 20 years ago. When securing personal property of great value is its core business, there no excuse for such a firm not knowing this rule. Aidan Anderson: Having been involved in one of these incidents that captured global media attention, any failures and the remedy of them had little to do with technology. FM maintenance – how to reduce costs? (FM group) Scott Stahl: Replacing

the “little” items on equipment will often prolong the life and is far less expensive than replacing the entire thing. Chris Wojciechowski: Ask your team where we waste their time. They will give you a huge list of opportunities. Kirt Garrison: Using all of the knowledge available is a mark of an outstanding manager. You’re paying your staff to be there, you might as well benefit from what they know as well as what they can do. www.fm-world.co.uk

29/04/2015 14:02

You can follow us at twitter.com/FM_World www.tinyurl.com/fmthinktank

BEST OF THE

FMWORLD BLOGS How apps have changed the business world and FM Paul Raybould, Planon I use apps every day — from the moment my morning alarm app wakes me up, I use them for for messaging, social networking, watching videos, reading the news, checking the weather, checking train times/delays; I even have apps that enable me to watch UK TV from my home in Holland (essential for any English expat). With apps being such an integral part of life, it’s hard to believe that they only became mainstream in the last decade. According to comScore’s Mobile App report, 2014 became the first year that mobile usage surpassed desktop, with the majority of all digital media time being spent on mobile apps. PC Magazine recently published a list of the 100 best apps for business and productivity, indicating that apps are changing the way we do business with functionality such as voice transcription, 3D scanners, file sharing/synchronisation and note-taking. The growing use of smartphones, blurring borders between personal and business mobile usage, together with pressures to improve agility and efficiency in using facilities, have all had an impact on FM and the role apps play. GPS location awareness, built-in cameras and QR codes mean that apps are apps are increasingly being used to book meeting rooms and equipment, find colleagues available workspaces; and report incidents by submitting a work order. For maintenance staff, apps are increasingly being used to: receive and track maintenance requests, automate health and safety checks to ensure compliance, and provide meter readings. Read the full article at www.tinyurl.com/o6fhxmq

Party manifestos and the outsourcing industry Michael Rose, BSA blog The political parties have laid out their programmes for office. Normally the principal focus would be on Labour and the Conservatives. But 2010 showed us that the platforms of smaller parties, in that instance the Liberal Democrats, are not to be ignored. With a hung Parliament anticipated, the manifesto commitments of the smaller parties are being pored over more feverishly than ever. The influence a party outside of the Conservative/Labour duopoly may be greater than many would have predicted. Changes to government procurement practices can be expected no matter who is in office. Labour has pledged to use government procurement to ensure more employers pay a living wage. The Conservatives have committed to raising the government target for SME procurement to a third. Both express a keenness for public services to show value to taxpayers. This is an opportunity for the industry to show an incoming government its ability to provide cost-efficient services and best practice. Both major parties have expressed a desire to improve public sector services, particularly in the NHS. Outsourcing companies will need to show that they can ‘do more with less’. Devolution of procurement decision-making will be on the agenda should a powersharing deal be struck with nationalists. A deal between Labour and the Scottish Nationalists will likely see additional powers to Scotland as part of any agreement. Further devolvement of power to Wales will likely form part of any arrangement with Plaid Cymru. Service providers will have the chance to tailor their offering to these legislatively emboldened devolved power centres. As an industry that employs 10 per cent of the workforce and contributes 8 per cent of total economic output, it has a voice to be heard. Read the full article at www.tinyurl.com/pabndvt

www.fm-world.co.uk

19_Opinion.indd 19

FIVE MINUTES WITH NAME: Graham Salters JOB TITLE: Global Head of Growth, Urbanise

My son is three years old – and I already know what to get him for his eighth birthday. Right now, a digital printer is capable of printing intricate 3D objects and costs in the region of £4,000. By the time my son reaches eight, I’d imagine the same printer will cost £125. It also means that after his eighth birthday, I will never have to buy him anything again – except insurance for his 3D printer! What we knew 15 years ago is almost unrecognisable now. Until 1994, if we wanted books we would go to WH Smith, if we wanted music we went to HMV. Now it would be heresy to consider anything other than buying or leasing music from Amazon or downloading on iTunes. We cannot dispute the effect technology has had in shaping the way we work, nor the impact it will continue to have. Disruption is defined as: ‘radically reconfiguring a business or sector by implementing new technology’. It starts when sectors are disrupted by service providers who design everything they do to satisfy the consumer. I’d argue that FM is an industry that hasn’t – as yet – been disrupted by technology. Expensive technology has been wrapped around highly inefficient processes designed by engineers for engineers, not by consumers for consumers. But disruption has started. Give it six years, and it will look very different. Do you really need reactive maintenance? How’s this for an idea? Instead of relying on your building managers to tell you something has gone wrong, why not get assets to start monitoring themselves, and when they sense something is deteriorating they either self-repair or go to the right person for help? If assets are not diagnosing themselves how do you cost-effectively diagnose the status of assets and respond when they need you to? FM WORLD | 7 MAY 2015 | 19

29/04/2015 15:29

FM FEATURE

MASTERPLANNING

NICK MARTINDALE

INFLUENCING THE EXPERIENCE Managing the services and processes that support the core business of an organisation gives FMs an ‘inside out’ perspective – one used all too rarely to inform that organisation’s site development strategy. Nick Martindale reports

ILLUSTRATION: JACOB STEAD

f the phrase ‘facilities management’ came up in an after-dinner word association game, the chances are that it would either be met with blank stares or references to one of cleaning, catering or security. Those working in the profession know its influence extends way beyond this, but this perception is an ongoing hurdle in the battle for recognition. Aside from bruising a few egos, this presents a serious issue to those working in FM – not least because it can prevent those tasked with operating and maintaining buildings from having an influence into how they fit into an organisation’s wider business strategy. Nowhere is this more keenly felt than in the design or masterplanning of a site or

20 | 7 MAY 2015 | FM WORLD

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building, whether an entirely new development or a significant renovation project. “Quite often FM are often the last people to the party,” says Andrew Mawson, founder of Advanced Workplace Associates. “On many of the projects we’ve done, a project manager and a design team will be put together but rarely is there any FM involvement at the outset. If there is an involvement it comes further on in the day, when people eventually think about how the building is going to be managed.” There are a number of reasons why FM should be involved in masterplanning such operations, both economic and practical. “A lot of developers talk about capital value, but my currency is total expenditure value, so it’s

the build, the operational and the refresh cost,” says Ed Baldwin, partner and head of FM consulting at EC Harris. “That is then influenced by the design choice of that infrastructure or the build type, and the ability to refresh and modify the asset over time as the business changes. Some designers don’t really get that and that’s where FM can help. That could be in retail, aviation, a school or a hospital; no business remains static for 50 years.”

A longer-term perspective Indeed, FM’s input can provide a compelling insight into whether or not the business case stacks up at all, by taking a longer-term perspective. “We would like to be involved right at the start, where they decide whether to develop

or to move, looking at what the operational cost of running that building would be over a period of time,” says Ken Raisbeck, vice-president of portfolio performance at Johnson Controls Global Workplace Solutions. “Architects have a way of doing that, but they’re very building-centric, whereas an FM standpoint looks at it more from the inside of the building out.” There are also intensely practical issues FM can help with when designing buildings or entire sites. Martin Pickard, managing director of FM Guru, warns of the risks that can occur when facilities are designed without the needs of the people who will be occupying or maintaining it in mind. “At the extreme end, when they don’t engage us, we end up having to run buildings that haven’t got cleaners’ cupboards, where you can’t access the plant because they’ve put panels in the way, atriums where you can’t clean the glass, or light fittings so far off the ground you need to spend a fortune to get scaffolding in to change a light bulb,” he says. Mawson goes even further, stressing the need for FM to ensure not just the practicalities of the building but to influence the “experience” those working there will have, in the same way that Disney would with a ride at one of its theme parks. “It’s thinking very carefully about every piece of behaviour that touches the consumer; every smell, every sound,” he says. “Nobody really brings it together in a way that recognises the experience that the consumer is going to have. FM needs to step into that space.”

Joined-up approaches There are cases where FM is more involved in masterplanning building and site design. Raisbeck gives the example of The Shard, www.fm-world.co.uk

29/04/2015 17:27

LINDA HAUSMANIS

www.fm-world.co.uk

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FM WORLD | 23 APRIL 2015 | 23

29/04/2015 17:27

FM FEATURE

GETTY

London’s Shard – a selfcontained case study in master planning

22 | 7 MAY 2015 | FM WORLD

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MASTERPLANNING

NICK MARTINDALE

where all the relevant parties were brought in early on. “Our role there was to think about how the logistics would work, so how does vertical transport work, how do you get goods in and out of a multi-use building, and how do you clean the windows,” he says. Corporate headquarters, data centres and scientific manufacturing sites are all areas where this kind of joined-up approach is needed, he adds. Private sector businesses tend to be quicker to grasp the business case around such models, adds Baldwin, stressing the potential in areas such as airports, retail complexes and pharmaceutical sites. “The private sector cannot afford to wait if the cost of their asset is increasing and it’s impacting on downtime so they’re not getting the performance,” he says. But the use of building information modelling (BIM) systems – now mandated in the public sector – is starting to raise the profile of FM in building design, he adds, while in the public sector the public finance initiative (PFI), which revolved around design, build and operation, also prompted a greater focus on the longer-term effectiveness of buildings. The UK, however, has much to learn from other countries, in particular the US, about how it approaches building design and the role of FM within that. “The biggest change factor in the US is scale,” says Raisbeck, giving the example of one organisation with a 12-mile wide site. “We don’t necessarily have sites of that magnitude within Europe.” Yet how FM is viewed as a profession is also different in the UK. “In the US it’s seen more as asset leadership as opposed to an FM operator, which is probably known as a concierge or a caretaker,” says Baldwin. www.fm-world.co.uk

29/04/2015 17:27

MASTERPLANNING

“Our role was to think about how the logistics would work, so how does vertical transport work, how do you get goods in and out of a multi-use building, and how do you clean the windows?” “In Europe it’s a much more recognised profession and people are elevated up to an executive role.” He believes the profession needs to change the type of talent it brings in, focusing on business acumen as much as technical skills. “It’s having that economic, technical and strategic thinking in your skill bag rather than just the ability to specify and procure supply chain and operate the building,” he says. “If we can get to the top table we can show the value and influence of design, as opposed to being a bit down the chain ourselves.” Pickard, too, believes education is part of the solution, not just in the talent coming into FM, but also in stressing to other building environment professionals the benefits of involving an occupier perspective at an early stage. Initiatives such as the Leesman Index – a compilation of staff satisfaction surveys based on employee feedback around their working environment – can help here, he says. “When you’ve got incontrovertible statistics which show that the buildings that are currently being designed are not as fit for purpose as anyone would want them to be, that’s something that we should be making a lot more noise about,” he says. For Chris Kane, ex-head of BBC Workplace and principal of www.fm-world.co.uk

20-23_Master planning.indd 23

CK Associates, the challenge for FM is to ensure that it remains relevant in an ever-changing world, and break down some of the silos that have traditionally restrained it. “The demand side – the consumption of buildings and facilities – is really about how those buildings enable the organisation that is housed within it to do great work, so it moves from a building to a people-focus, particularly where there are a growing number of organisations offering their workforces different ways of working,” he says. For Kane, a modern FM practitioner needs to be able to switch seamlessly between the practical realities of the day-today operations and the wider strategic viewpoint, which can help shape that broader people agenda. “There are days when you have to deal with a security crisis or the fact that something has gone wrong with the toilets, but there are other days when you have to deal with financing a new scheme,” he points out. “You have to be a helicopter operator; you need to be able to hover down to the coalface to get things done and then go back up to a strategic level to talk to senior leaders, and all points in between.” FM

THE BUSINESS CASE

CASE STUDY: AIRBUS

When Airbus looked to develop the Airbus Aerospace Park at Filton, near Bristol, it was agreed that a full engagement process was required with the wider Airbus community for the proposed new facilities. “We developed a site strategic master plan which was agreed by all stakeholders and was the enabler to deliver an outline planning consent with the local authority to protect this development concept for the foreseeable future,” says David Adams, head of UK Real Estate and Space Management. The involvement of those tasked with operating the site in the future was instrumental in helping to secure the investment required. “The business case which embraced everything from design right through to operational issues allowed us to carry out a hard and soft services review on-site,” says Adams. “We had an old and fragmented site and this was an opportunity to consolidate significant operational improvements within this investment by bringing teams closer together.” From an occupying perspective, the facilities team helped to design a completely new office furniture layout and design for the new building incorporating new conference and meeting room facilities with new state-of-the-art audio-visual equipment and new automated booking utilisation hardware to improve efficiency. Adams says there was a degree of concern associated with the imposing layout plans for the new offices designs, which was only overcome when people were able to see how it would work in practice with the aid of office pilot studies. “It wasn’t until we moved the significant numbers of staff into their new facilities that they realised their fears were unfounded. We managed to turn it into a positive experience which is now considered a benchmark for decisions within Airbus.”

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FM FEATURE

TRI-BOROUGH FM

STEVE MCDOWELL AND DAVID CARTWRIGHT

STARTING SMALL – THINKING BIG Can FM be used as a transformation catalyst? That was the question raised on a project to procure a total FM contract for the London boroughs of Westminster, Hammersmith and Fulham and Kensington and Chelsea. Steve McDowell and David Cartwright of Comet Advisory explain.

ALAMY/GETTY

ll good ideas have to be turned into reality at some time and there is a need to convince senior stakeholders of the value of the total facilities management project. In local government, as in most businesses, a business case needs to be made. Here, the business case was extensive and wide-ranging as three separate councils were involved. The business case first needed to set out clear objectives that looked far into the future. This was not going to be another short-term cost-cutting exercise. The key objective was to protect frontline services as far as possible from cuts in expenditure imposed upon local authorities. There already existed a Tri-borough collaboration used to align services where possible

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across the three councils. This collaboration was used as the umbrella for this project, which had the following objectives. This alignment was aimed at optimising costs and headcount, improving the standards of service, improving management information, and driving greater operating consistency in each of the participating boroughs. The drive for increased efficiency in procuring services, the challenge to reduce overall costs and the need to attain improving performance standards are shaping the need for a more centralised, consistent and visible service delivery model.

mentioned and are expanded upon in the benefits section below.

Project objectives

Primary objectives: ● At least £2 million per annum in savings in accordance with Triborough requirements; ● Additional savings and overhead reduction beyond target in longer term; ● Lower total cost of ownership; ● Ongoing statutory compliance – create an enhanced audit trail and improved accountability; and ● Headcount reduction – outsourced models offer the retention of knowledge and experience, but not the fixedcost overhead of directly employed staff.

The following project objectives have been defined that align with the strategic objectives

Secondary objectives: ● Process efficiency and

standardisation of processes; Better cost and operating data and management information; and ● Scaleability – ability to flex the workforce numbers in direct relation to scale of the estate. ●

Improvement opportunities: ● Future growth opportunity and commercialisation of service delivery; ● Finance and delivery risk transfer to supply chain; ● Intelligent client function across the three boroughs; and ● Service quality improvement. The project started with a high-level options appraisal of the alternative supply-side models and a review of the procurement options. The appraisal included consideration of retaining existing independent arrangements in each borough, as well as a range of outsourcing options. In evaluating the alternatives a consideration of practical delivery issues, potential costs and savings were assessed, along with the risks and benefits www.fm-world.co.uk

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TRI-BOROUGH FM

of engagement with other internal disciplines such as human resources (HR), legal, procurement, IT and with external contractors. The high-level supply-side options appraisal, which was summarised in the business case, concluded that an outsourced total facilities management model – to be procured through an open competition under the OJEU Competitive Dialogue procedure – was best suited to the requirements. The subsequent service provider would be managed by an intelligent client team made up of specialist managers chosen for their specific skills in managing a partnership.

This decision was made on the basis that a complex contracting arrangement would be required to account for the aligned interests of each of the three sovereign authorities in the Triborough alliance. In order to provide a comprehensive service delivery that met the performance aspirations and economic rationalisation objectives of the Tri-borough initiative, a major FM provider would need to be engaged. Consequently, it was decided not to pursue the limited supply chain framework provided by the OGC Buying Solutions (Government Procurement Unit). Rather, this project would focus on as

In October 2010, Westminster City Council, Hammersmith & Fulham, and Kensington & Chelsea joined forces for specific areas of service delivery in response to funding cuts www.fm-world.co.uk

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FM FEATURE

TRI-BOROUGH FM

broad a range of providers as possible. As the level of interest in this initiative is expected to be intense, a Competitive Dialogue procedure was chosen to help the Tri-Borough project team identify the key issues and develop an effective solution in close collaboration with the best-in-class range of contractors available. The effect of pursuing this process will be to bring economies of scale to bear, by combining the FM expenditures of the three boroughs. This will make the project more attractive to the supply market so that we can consider the widest possible range of competition to arrive at the most economically and operationally advantageous choice of supply partner. It was also decided to open up the procurement to all London local authorities owing to the interest shown on this initiative. The business case ran to some 115 pages, covering every aspect of the three councils’ potential concerns and setting out the case for a transformational initiative.

STEVE MCDOWELL AND DAVID CARTWRIGHT

performance management system, payment mechanism, commercial strategy, pricing models and working with legal team on the project agreement.

A more detailed rundown of this process will be outlined in the next article and mini-case studies can be found on the website. (www.cometadvice.com/ case-studies.php)

Procurement phase

ALAMY

How do you make it happen? In some ways the business case seemed to be the harder part of the initiative. Once the approval was given to move to the next stage of the initiative there was an increase in activity that required a focused specialist team consisting of a lead for procurement, legal, HR, finance and commercial, and IT data and systems. A communications lead will also be required to keep stakeholders and staff informed with occasional newsletters and regular information messages. We at Comet provided the necessary specialist support in the technical, financial and commercial aspects of the complex procurement. This entailed writing specifications,

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This phase can take many forms such as using existing call-off contracts for specialist support, simple OJEU procurement for single service liens and more complex arrangements such as integrated property and facilities management using the Competitive Dialogue process. It is also worthwhile considering at this stage different forms of joint ventures or mutuals. Depending on the option appraisal conclusions the procurement can be just sourcing specialist bespoke suppliers to support the internal team to a full outsourcing of all aspects of property and total facilities management such as commissioning councils might use.

Transformation The impact of a major outsourcing initiative or change of service delivery will require training and development of client team as well as the supplier team. This is more effective when carried out jointly between the two parties so that a true partnership culture can be attained. Writing up a target-operating model (TOM) that all parties sign up to is an essential starting point. From this, a skills analysis of the teams can be performed to ensure the right skills or professional development is in place to align with this TOM. This TOM and training and development plan can be used as a catalyst for other departments

to emulate, thereby extending the transformation reach beyond property and facilities management. Providing intelligent client functions to other departments and local authorities as a joined-up service is yet another way to extend the reach of transformation.

Conclusion This article has sought to outline how to start an initiative using business cases and option appraisals. It has not at this stage gone further into the procurement and transformation process in detail, so this miniconclusion is that a fully thoughtthrough and well-presented business case supported by an option appraisal is essential to convince senior stakeholders of the benefits of transformational procurements. Making savings is one of the main objectives, but protecting frontline services from costcutting is the ‘big carrot’. FM www.fm-world.co.uk

29/04/2015 15:24

NEC contracts Best practice in facilities management procurement NEC combines contracting, project management and procurement in one best practice process. NEC contracts empower facilities managers to deliver projects on time, on budget and to the highest standards. NECâ&#x20AC;&#x2122;s unique philosophy of collaborative partnering is transforming the acquisition of services and supplies in a variety of industries around the world. NEC for FM is a suite of contract documents and guides published in partnership with the British Institute of Facilities Management (BIFM) to support good practice in facilities management procurement in the public and private sector.

The box set includes: s BIFM Good Practice Guide on Procurement s How to use NEC3 contracts in facilities management s NEC3 Term Service Contract s NEC3 Term Service Short Contract s Supporting how to guides, guidance notes and ďŹ&#x201A;ow charts

Find out more at neccontract.com/fm

Endorsed by the Crown Commercial Service

FMW.070515.027.indd 2 NEC FP.indd 2

23/04/2015 15:49 15:27

FM EVENT THINKFM 2015

THINKFM 2015: THINKING BIG TO GET AN EDGE ThinkFM 2015 is upon us – offering a chance to hear speakers explain how FM can and has helped them get the competitive edge With the inclusion of the Guardian Group’s Alison Hall and former John Lewis director Andrew McMillan, this year’s ThinkFM boasts an impressive roster of top-line speakers. Speakers will address some of the defining workplace issues of our times – and how FM is best placed to deal with them. What’s clear from the speakers is the way in which FM is changing in order to prove its value; witness the Edge Hill University student welcome

programme, or how the FM team is meeting the needs of scientists on the Human Genome Project. ITN Productions also returns to present a news and feature programme that expands on the conference theme. For those considering it, please contact the ThinkFM team (thinkfm@bifm.org.uk) to see if any tickets remain. For those unable to attend, FM World is running a live blog during the event – visit www.fm-world.co.uk and follow the link.

JOHN SANDERS

QUOTES...

“INDIVIDUAL FMS, AND THE SECTOR AS A WHOLE, NEEDS TO BECOME BETTER AT INFLUENCING DECISION MAKING ABOUT THE WAY THE BUILDING’S DESIGNED”

“IF SOMEONE COULD MEASURE PRODUCTIVITY THEY’D BE A VERY WEALTHY PERSON. WHAT WE NEED TO MEASURE IS THE PERCEPTION OF PRODUCTIVITY”

“THE TWO THINGS THAT ARE GOING TO AFFECT YOUR RELATIONSHIP IN TERMS OF CUSTOMER SERVICE ARE YOUR PROCESSES AND YOUR PEOPLE”

– MUNISH DATTA

– MONICA PARKER

– ANDREW MCMILLAN

“WHAT’S INCREASINGLY CLEAR IS THAT PHYSICAL ENVIRONMENTS PLAY A KEY ROLE IN SUPPORTING CHANGE IN THE ORGANISATION”

“OUR DEFINITION OF PRODUCTIVITY – OFFICEBOUND, PROCESS-FOCUSED, AND UNIMAGINATIVE – LIES AT THE VERY HEART OF OUR PROBLEMS”

“IN TOO MANY ORGANISATIONS FM IS SEEN AS THE CARETAKER, NOT SEEN OR HEARD BUT JUST TO GET THINGS DONE. HERE IT IS PART OF A MARKETING PACKAGE”

– DAVE COPLIN

– BILL HANCOX

– ADAM SMITH

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Headline sponsor p

KINGS PLACE, LONDON, 13TH MAY 2015

Programme 08.00 Networking breakfast 09.10 Welcome, Julie Kortens, BIFM chairman 09.20 Welcome, Daisy McAndrew, ThinkFM host 09.25 Alison Hall, director of change at Guardian News & Media explains how, over the past 10 years, Guardian News & Media has completely shifted its strategy to accommodate the new world of digital media, for which a relocation was required. 09.55 Munish Datta, head of Plan A & FM, Marks & Spencer, talks about applying M&S’s sustainability programme, Plan A, to its property estate. He will explain areas of future focus to make M&S’s buildings more sustainable, and the critical role of the retailer’s FM team in achieving its aims. 10.25 Bill Hancox, director of FM at Edge Hill University and Steve Igoe, its deputy vice-chancellor, talk about the use of exceptional customer experience as a differentiator in higher education – and how FM at Edge Hill is now recognised as a fundamental component of the product offer.

11.05 Networking break 11.30 Monica Parker, founder of Sponsors

consultancy Hatch, talks on the subject of ROE, or ‘Return on Emotion and Engagement’ in the workplace, and how to understand the value of your people’s perspective.

12.00 Sean Jones, head of property and facilities management (corporate) at Three explains the “every day wonderful” challenge; how Three created a connection between employees to the working environment that built the bond and emotional contract between the individual and the organisation.

12.40 Networking lunch 13.45 Dave Coplin, chief envisioning officer for Microsoft UK, on ‘how to outsmart the digital deluge’ – how the rapidly rising volume of information is affecting all aspects of our lives as individuals, consumers and customers, and how we should be using technology to reimagin reimagine how we live, work and do business.

14.15 Frank van Massenhove, chairman of the board of directors for the Federal Public Service Social Security in Belgium, on how we find a balance between our private and professional lives, convincing employees that they can decide for themselves when and where they work.

14.45 Jim Hood, director of customer services, Wellcome Genome Campus, on how the FM team is at the centre of creating and developing the facilities needed to meet the needs of the Human Genome Project, now and in the future.

15.30 Networking break 16.00 Adam Smith, Summit ONE project lead for BMW Group shares his company’s experiences of bringing together three BMW Group companies onto one campus, and how they quickly realised that this was about much more than the buildings. 16.30 Chris Moriarty, head of insight and corporate affairs for BIFM, explores the findings of the BIFM and CIPD’s Workplace Conversation initiative to identify the top challenges facing today’s workplace and their solutions. 16.50 Andrew McMillan, formerly of John Lewis Partnership and current chair of the British Council of Shopping Centres’ customer experience committee, talks about how customer service should reflect internal culture to give competitive edge. 17.20 Conference wrap-up, Gareth Tancred, BIFM CEO

www.thinkfm.com

17.30-19.30 Drinks reception

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FM NEWS EFMC 2015

EFMC COMES TO THE UK The annual European Facility Management Conference (EFMC) takes place in a different European country each year – and for 2015, it’s the UK’s turn. The Scottish Exhibition and Conference Centre in Glasgow opens its doors to FM professionals from across the continent between 1st and 3rd June ‘People, Performance, Partnership’ is the theme for this year‘s EFMC, with parallel business conference tracks and two research and education tracks. The event is being hosted by the European Facility Management Network (EuroFM) and the International Facility Management Association (IFMA), with BIFM as national host. “We look forward to welcoming our European FM colleagues to the UK for what promises to be a wonderful occasion to share insights, best practice and new ideas,” says BIFM CEO Gareth Tancred. “EFMC is a compelling opportunity for facilities management professionals across Europe to benchmark their activities, training and qualifications on a pan-national basis. We look forward to sharing our ideas with delegates on these themes and in particular the framework that BIFM provides.”

Recreation The first EFMC Golf Tournament takes place on 1st June at the Carrick Golf Club – Scotland’s newest and perhaps most scenic course. All funds raised will go directly toward FM students’ scholarships. Opportunities for international networking and knowledge sharing come via a reception to be held at Glasgow City Chambers.

will be placed on partnerships in the FM in airports and health care, as well as on the breakthrough of women in FM. Interactive workshops on the challenges of talent management and knowledge transfer in the FM profession will engage the participants to find the answers to the pressing questions. Innovation in FM will be presented by leading academics from European universities throughout the research tracks of the conference (see programme highlights, below). Further information is available at www.efmc-conference.com

PROGRAMME OVERVIEW Tuesday, 2 June 2015 Business Conference Track 1 1.1 Future of public sector procurement and outsourcing 1.2 Strategic FM, real estate and asset management

Business Conference Track 1 1.3 Building Success – Women in FM 1.4 FM in Airports

Business Conference Track 2 2.1 Partnerships in managing the change 2.2 Trends and future outlook for Facility Management

Business Conference Track 2 2.3 Energy management 2.4 21st century workplace

Site visits

ISTOCK/ALAMY

EFMC participants get a chance to peek behind the FM scenes of BBC Scotland, new South Glasgow University Hospital, and Burrell Collection museum during the organised study tours. In the evening of 2nd June, the extravagant black-tie Gala Dinner and the EuroFM Awards ceremony will be held at the Hunter Halls of the University of Glasgow.

Conference programme Close to 100 speakers will share their expertise in sessions ranging from strategic FM and change management to procurement in the public sector and the future outlook for the workplace. A special focus www.fm-world.co.uk

31 EFMC.indd 015

Tours of New South Glasgow Hospitals Campus, BBC Scotland Pacific Quay and The Burrell Collection are available to attendees

Research Symposium Track 3 3.1 People make FM: Introduction Service Excellence in FM 3.2 People make FM: Service Excellence in FM

Research Symposium Track 4 4.1 Sustainability in FM: Managing energy efficiency 4.2 Added Value of FM: Creating value in organisations

Research Symposium Track 3

Research Symposium Track 4

3.3 People make FM: Communication and learning 3.4 People make FM: Service excellence in FM (cont.) 3.5 People make FM: Reflections and disc ssion

4.3 EuroFM Research Project Campus retrofitting 4.4 People make FM: Educating facilities managers

Research Symposium Track 3

Research Symposium Track 4

Wednesday, June 3, 2015 Business Conference Track 1 FM under pressure: 1.5 Aging workforce and talent development 1.6 Skills shortage and knowledge transfer

Business Conference Track 1 1.7 Interactive Workshop Finding and keeping young talent

Business Conference Track 2 2.5 FM in Healthcare

Business Conference Track 2 2.6 Performance through technology

3.6 People make FM: Professional development

Research Symposium Track 3 3.7 People make FM: Hospitality and Health

4.5 FM innovation: Space and organisation

Research Symposium Track 4 4.6 FM Innovation: Workplace management

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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.

OFFICE CONSTRUCTION

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

Bank of England base rate: 0.5% as of 9 April 2015. Source: Bank of England (bankofengland.co.uk)

Consumer Price Index (CPI): This was unchanged in the year to March 2015, no change from the 12-month rate of 0.0% in the year to February. Decreasing rates in clothing and gas prices produced the largest downward contributions to change to the rate, which was offset by a rise in the price of motor fuels and smaller upward contributions from food products.

UK COMMERCIAL OFFICE CONSTRUCTION MARKET REPORT - 2015-2019

THE PAST 18 MONTHS

DURING 2014 THE COMMERCIAL OFFICE MARKET RECOVERED ON RENEWED BUSINESS AND CONSUMER CONFIDENCE. DEMAND

SAW RENEWED DEMAND ACROSS THE UK OFFICE CONSTRUCTION MARKET – OUTPUT ROSE BY AN ESTIMATED

INCREASED IN KEY REGIONAL CITIES

13% IN 2014.

, REPRESENTING A LARGE GROWTH IN TAKE-UP AND FALLING SUPPLY – RENTS ARE ALSO GROWING.

TOTAL TAKE-UP FOR 2014 WAS ESTIMATED TO

BE THE HIGHEST SINCE 2007, HIGHLIGHTING A RETURN TO GROWTH FOR THE MARKET AS A WHOLE. MOST WAS FOR GRADE-B SPACE, REFLECTING THE LIMITED SUPPLY OF GRADE-A STOCK. CENTRAL LONDON SAW TAKE-UP AT ITS HIGHEST ANNUAL RATE SINCE 2001 AND ALL LONDON MARKETS SAW OCCUPIER DEMAND GO UP OVER THE PAST YEAR; TAKE-UP IN THE CITY WAS PARTICULARLY HIGH, DRIVEN BY THE FINANCIAL AND TECH/MEDIA SECTORS.

13%

PROSPECTS FOR OFFICE CONSTRUCTION ARE ON THE RISE AND, GIVEN, THE STRENGTH IN DEMAND, IT IS EXPECTED THAT OUTPUT WILL CONTINUE TO GROW BY BETWEEN

6 PER CENT AND 8% IN THE NEXT FEW YEARS.

Source: (www.ons.gov.uk)

EMPLOYMENT

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

Hourly rate from 1 Oct 2014

Aged 21 and above

£6.50 (up from £6.31)

Aged 18 to 20 inclusive

£5.13 (up from £5.03)

Aged under 18 (but above compulsory school age)

£3.79 (up from £3.72)

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

£2.73 (up from £2.68)

UK Living Wage: 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

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SOURCE: AMA RESEARCH

UK HEALTH & SAFETY MARKET

WATER HEATING MARKET

This market is mature and relies on construction and manufacturing, a strong economy and steady employment. The market fell in value between 2011 and 2013 but saw some growth in 2014. The sector is pricedriven, so this has sucked in cheap imports. Personal protection equipment leads the market in value terms, with a share of 40 per cent in 2014. Products include head, face, eye, hearing and respiratory protection, as well as clothing, gloves, safety footwear and fall protection equipment. Hygiene and first-aid products are also significant, but these sectors are mainly cheaper and unbranded refill items. Updated legislation has driven growth, as have HSE initiatives in sectors such as construction. Health scares, such as the 2014 Ebola crisis, have also driven sales and stockpiling of equipment by public sector and essential SOURCE: AMA RESEARCH services.

Core product sectors of the space and water heating market include hot water storage systems (70 per cent of the market), instantaneous water heaters and boiling water heaters and taps. Between 2010 and 2012, the market was volatile, but since 2013 sales of domestic and nondomestic water heating products have picked up. The number of homes with hot water storage has fallen – most new ones have a mains-pressurised system – an unvented storage cylinder in larger properties and a combination boiler in small-tomedium ones. Instantaneous water heaters are increasingly popular in commerce, but demand for multi-point instantaneous water heaters has given way to combination boilers. This sector is dominated by replacement demand, a large but falling market. Sales of boiling water heaters for hot drinks are up over the past five years at staff canteens, hastened by energy efficiency and legislation on SOURCE: AMA RESEARCH carbon emissions.

70%

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29/04/2015 14:24

FM MONITOR GARETH HOLDEN

TECHNICAL

Gareth Holden is managing director of Excalibur Energy

R ESILIEN CE F OR CR I T I CA L CO O L I N G SYST EMS

ith summer on its way, Gareth Holden offers advice on keeping the heat off through deployment of a critical cooling systems strategy

Buildings requiring critical cooling, including data centres, production facilities and office complexes, can pose difficult issues for FM professionals. In some circumstances, system resilience may seem at odds with ever-mounting sustainability and energy targets. This should not be an issue for newer plants and buildings, but that assumes that the original design parameters or occupancy of the building has not changed. When new, cooling systems provide sufficient cooling capacity, in reality site conditions often mean that it is difficult to maintain the required temperatures, which puts the whole installation under pressure. Summer temperatures are due – how can systems struggle to meet demand?

Retrofit savings In older buildings, the issues are likely to be more pronounced. The cooling load of the building may well have changed and, over time, the efficiency of the cooling system will have declined. Although chiller replacement can be both costly and disruptive, it is not the only answer. In data and call centres, substantial improvements to efficiency are possible. In 50 per cent of the chillers we survey, straightforward retrofit solutions can deliver 25 per cent energy savings. With a typical return on investment of two years, these www.fm-world.co.uk

33 Technical.indd 33

will tick both the resilience and sustainability boxes. The starting point for any work must be a detailed understanding of the system to reveal where the weaknesses lie, with data logging of energy use and cooling capacity for chillers and associated infrastructure. Analysis and modelling of the system as it stands and how it will operate once modified, can then be produced. This stage is most useful to building service managers who might be nervous about planned interventions and to FM staff who will need to make the business case to upper management when capital expenditure is required.

Disguised problems Often chillers or dry coolers are where issues are found. These can be disguised because of the high redundant capacity in a critical cooling installation, the temperature of the building may be maintained but, owing to reduced cooling capacity, considerably more energy than necessary is being used. Poor heat rejection is often the root of the problem. This can be caused by a number of issues, many of

which can be either rectified or significantly improved. Hot air recirculation, where heat rejected from the condenser is not able to escape and is drawn back into the condenser inlet, is a big factor. This can be caused by the proximity of taller neighbouring buildings, the screens that are designed to hide the chillers from view, or by subsequent construction developments. This is frequently exacerbated when the chillers are fitted with low-speed fans that are unable to ‘throw’ the hot air far enough to avoid being recycled. The effect of this will typically increase air temperature entering the chiller by 5°C to 10°C, in turn reducing chiller efficiency by 15 to 25 per cent. It also means that fans inevitably run longer, drawing more power and increasing wear.

Replacing condenser fans An answer is to replace the existing condenser fans with high-efficiency EC (electronically commutated) fans. The advanced aerodynamic blades move a far greater volume of air and ensure that it does not recirculate – they also use much less energy. In addition, the constant magnet motors are speed-controllable between 0 to 100 per cent, which allows accurate and efficient control of discharge pressures to be maintained, which improves

“Often the easily accessible visible surfaces are the only ones effectively cleaned and interior surfaces remain dirty”

overall chiller coefficient of performance. Condenser fouling is another factor. Cleaning is necessary, but it’s a time-consuming exercise usually requiring safety handrail to be erected. Often the easily accessible visible surfaces are the only ones effectively cleaned and interior surfaces remain dirty. The issue may only become apparent during high ambient conditions, but the chillers will have been operating at reduced efficiency throughout the year.

Deep cleaning Deep cleaning of condensers in the opposite direction to airflow will remove compacted. It is a time-consuming process, but is economical if carried out when the fans are removed for an EC fan upgrade. The installation of an electrostatic filter on the face of the condenser ensures that they do not become fouled and future cleaning is a straightforward maintenance task that can be undertaken without the need for costly access equipment. Another way to increase chiller cooling capacity during the summer is to use adiabatic condenser cooling, an affordable way of prolonging your cooling infrastructure’s life. Instead of the harmful practice of spraying water directly onto the condenser, it is sprayed onto a mesh and air passing through is then cooled by as much as 10°C – turning a 35°C day into a 25°C day. With the right approach, it is possible to improve chiller efficiency and system resilience long-term without wholesale replacement while improving cooling efficiency and reducing energy consumption – a win-win for FM professionals and their clients. FM FM WORLD | 7 MAY 2015 | 33

29/04/2015 14:02

FM MONITOR BRYONY SAMUEL

TECHNICAL

Bryony Samuel is communications officer for the Copper Development Association

THE HYG IEN IC P RO P ERT I ES O F AN TIMICROB IA L CO P P ER

ext time you’re planning a new build or refurbishment, consider upgrading the high-touch surfaces to antimicrobial copper, says Bryony Samuel

Copper – humanity’s first metal – has been recognised for its hygienic qualities for centuries. The Ancient Egyptians, Greeks and Romans used copper-based preparations to treat ailments and to prevent wound infection, and today – with more than 200 scientific papers demonstrating its efficacy against pathogens including MRSA, influenza and norovirus – it has an important role to play in reducing the spread of infections. Government and commercial advertising campaigns have raised awareness of the risk to public health posed by bacteria and viruses on hard surfaces, particularly at the height of threats from flu and norovirus. It is reported that 80 per cent of all infections are spread by touch. Good hand hygiene and frequent surface cleaning are the pillars of infection control in hospitals, but in busy environments it is impractical to wash hands and surfaces often enough to keep contamination below levels posing an infection risk. Everywhere that people gather – from health care facilities to gym and sports facilities, schools and mass transport hubs – infections can and will spread. Copper is inherently antimicrobial. Without any additives, coatings or special treatments, it will rapidly eliminate bacteria, viruses and 34 | 7 MAY 2015 | FM WORLD

34 Technical.indd 34

fungi on contact. It shares this benefit with a range of coppercontaining alloys – including brasses, bronzes and coppernickels – a family of materials called ‘antimicrobial copper’.

What is it? Antimicrobial copper is an engineering material used to make a wide range of surfaces – such as door furniture, handrails, light switches and taps – that, unlike other materials, will not allow potentially harmful microbes to breed, actively destroying them so they cannot be picked up on hands. Laboratory work proving its efficacy against headlinemaking pathogens led to clinical trials in hospitals around the world to explore its potential in healthcare. These trials – including one at Selly Oak Hospital in Birmingham – found that surfaces made from antimicrobial copper harbour 80 per cent fewer pathogens than non-copper equivalents. In 2013, a multi-site US clinical trial – funded by the Department of Defense – showed that replacing just six

frequently touched surfaces around an intensive care unit patient with antimicrobial copper equivalents reduced his risk of acquiring an infection by 58 per cent. Many copper alloys are familiar from applications like coins, taps and door furniture and are known for their durability. The range of alloys also offers a variety of colours, meaning antimicrobial copper products can be chosen to match a colour scheme as well as providing long years of service, and, unlike coatings, the antimicrobial efficacy will last the lifetime of the products. With regular cleaning using standard cleaning products items made from solid antimicrobial copper will continuously reduce contamination 24/7 without requiring any further action or special maintenance. Some alloys might undergo oxidation and darken, but their efficacy is not affected.

Are products expensive? Material costs are only a small part of a product’s cost, so only equipment with high material cost or high labour input will be more expensive. But it is important to note that antimicrobial copper components offer additional hygiene benefits over non-copper surfaces, making a simple cost comparison misleading. Cost benefits associated with installing antimicrobial

“Copper is inherently antimicrobial. Without any additives, coatings or special treatments, it will eliminate bacteria, viruses and fungi on contact”

copper surfaces in hospitals have been explored by York Health Economics Consortium (YHEC), which carried out a study comparing expenditure on copper and standard components with improvements in patient outcomes (fewer infections, shorter stays) and other tangible benefits, based on data from the US clinical trial. It developed a spreadsheetbased model showing the cost of upgrading standard products to antimicrobial copper and the associated payback. It predicts that the cost of replacing the six key touch surfaces in a 20-bed ICU with antimicrobial copper equivalents will be recouped in less than two months. Dr Matthew Taylor, YHEC’s director and one of the model’s authors, says: ‘After the initial two months, ongoing cost savings will accrue from the reduction in blocked beds and better-directed staff resources.’ The Copper Development Association (CDA) – the UK office of the Copper Alliance – provides guidance on key touch surfaces to upgrade for healthcare, based on information provided by clinical trial teams around the world and the US Centres for Disease Control and Prevention guidelines for cleaning contamination hotspots. The CDA also operates the Copper Alliance stewardship scheme to help specifiers identify and source approved products. The scheme’s Antimicrobial Copper brand and Cu+ mark are used by leading hospital equipment manufacturers to indicate that their products are made from approved antimicrobial copper alloys, and they adhere to strict use rules. FM www.fm-world.co.uk

29/04/2015 14:03

FM MONITOR ASHLEY HAYWARD

TECHNICAL

Ashley Hayward is UK sales director for Kinnarps

SIT-STAN D DES K S

s technology renders us increasingly sedentary, we need to strike a new pose to combat it. Ashley Hayward has the lowdown on ‘sit-stand’ desks

‘Sit-stand’ and ‘Active Working’ are buzz terms in workplace design, particularly given recent BBC news coverage generated by the ‘On Your Feet Britain’ initiative. It has raised awareness of the health perils risked by the many Brits who spend an average of 8.5 hours a day sitting. Inevitably, savvy employers will be asking themselves if they can afford to ignore the problem. Sitting down all day can cut productivity, increase stress, lead to obesity and cause back pain and RSI. More disturbingly, recent research* tells us that, compared with the shortest time spent sedentary, the longest time spent sitting was associated with a: ● 112 per cent increase in risk of diabetes; ● 147 per cent increase in cardiovascular events; ● 90 per cent increase in death due to cardiovascular events; and ● 49 per cent increase in death due to any cause. When you consider that back problems alone cost UK employers more than 15 million workdays in 2013**, sitting down is an expensive problem. The answer is to introduce sitstand desks to the workplace, as they not only help to get people on their feet for at least part of the day, but also help firms to meet their Disability Discrimination Act (DDA) and display screen equipment (DSE) obligations. FMs need to be clued up about the types of sit-stand www.fm-world.co.uk

35 Technical.indd 35

desks on offer to make sure their choice is cost-effective and safely changes the way people work. In Sweden, Norway, Finland and Denmark 80 per cent of office workers use sit-stand desks. But sit-stand working is in its infancy in the UK, with only 2 per cent of similar workers having access to heightadjustable workstations. So what should FMs be asking suppliers? Producing a safe sit-stand desk is a complex process, not least because the added instability created by extra height has to be factored in at the start of the design process. It is not enough for a manufacturer to add a sit-stand adaptation to a primarily sit-sit or static desk and then use the parent range’s compliance certificates. Whatever you choose, ensure that the sitstand desk has been thoroughly and independently tested as a complete unit in its own right.

Sit-stand desks There are four main categories. Counterbalanced: Counterbalanced or cantilever sit-stand desks are manually adjusted and have two finely tuned springs with a gas-filled

damping mechanism. They draw no power, so there are no transformers to be left on standby and there’s little noise, as there is no electric motor. They are also quick and easy to adjust upwards, but setting them properly relies on accurate prediction of the weight they will need to bear, so they are not ideal for those who might need to use heavy files or books at their desks, or for incapacitated staff who might struggle to apply enough pressure to push them downwards. Given the increasing popularity of energyefficient electric sit-stand desks, there is now little difference in price between them and counterbalanced options. Crank handle: Crank mechanism desks tend to be cheaper, chiefly because they are old technology and have been surpassed in popularity and ease of use by electric and counterbalanced options. They share counterbalanced desks’ benefit of not drawing power, but they can be cumbersome to adjust and often only have limited adjustability. Hybrid: There are several products that allow retrofitting of a standing option to existing desks. They can be budget options, but you can pay the price in compromised ergonomics. As most hybrids tend to be add-ons, they only raise enough workspace to accommodate a laptop, or keyboard and monitor.

“Sit-stand working is still in its infancy in the UK, with only 2 per cent of similar workers having access to height-adjustable workstations”

Electric: Electrically adjustable sit-stand desks are popular owing to their one-button ease of use, which means that the entry price has come down significantly. It’s possible to buy purpose-built, low-energy, electric options from as little as £400. The advantages are that many now draw only 0.3 watts of power on standby, with ultra-eco versions as low as 0.1W. One of the greatest advantages of electric controls is that they can be adjusted for any height of user and regardless of weight load. In Scandinavia specifications are driven by the typical requirements of public sector tenders, and these in turn are based on recent European anthropometric data, which means they are required to adjust safely up to 1,250 cm. Look out for options with three-part telescopic legs, which have a far greater range of adjustability than two-part legs. They can be adjusted to fulfil the lower range as well as the tallest requirements, but most two-part legs make a sit-stand desk less suitable for short employees. Again, make sure your electric desk has been fully tested and holds its own compliance certificates, as the top end of the adjustment range can cause issues with stability. And ask for products with finger-safe mechanisms (as for all sit-stand options), particularly where the desk is part of a benching system. FM * The NHS Choices website features a review conducted by researchers from Loughborough University and the University of Leicester, which was published in the peer-reviewed journal Diabetologia in October 2012. ** Office of National Statistics Report: Sickness Absence in the Labour Market, February 2014 FM WORLD | 7 MAY 2015 | 35

29/04/2015 14:03

FM MONITOR DAVID CROSS

HOW TO...

David Cross, head of technical training at Rentokil Pest Control

PEST PRACTICE : DEA L I N G WI T H N U ISAN CE B IRD S

here are several methods available to help to deter nuisance birds and stop them settling in urban areas, says David Cross

ALAMY

Although most bird life in the UK is rightly celebrated, pigeons and gulls are examples of species that have become a major problem across the country – proving a real headache for facility and building managers. The droppings they leave behind are not only unsightly but, owing to a high acidic content, can erode materials such as metal and so be harmful to the structural integrity of a building. Bird fouling is also a health hazard, harbouring diseases such as salmonella and ornithosis, so tackling pest birds is certainly an issue FMs need to take seriously. Removing food sources will often limit the number of birds nesting in or near your premises. But this can at times be impossible, especially when you are in a town or city and close to takeaway outlets. Simple steps, though, such as sealing your waste in a contained bin, will prevent gulls (in particular) from tearing bags of rubbish apart with their sharp beaks and will at least help limit their presence. One of the most popular methods of stopping gulls and

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pigeons using a building is to use netting, which keeps birds away from ledges, roofs and other nesting spots. Generally, this is a reliable method, although it does require fixings to be put in place, which can be inconvenient and may not suit the infrastructure of some buildings.

Pepper prevention The ornate nature of many historic buildings’ external architecture often includes ledges on which birds are able to land, making them a favourite roosting spot. Bird deterrent spikes are a possibility for these areas, but they can be unsightly. If you want to protect statues or intricate building work from birds, netting and spikes may not be the most suitable solution. In this case you might want to consider alternative approaches.

One such solution is AviGo – a non-toxic gel containing a small amount of chili pepper extract. AviGo is applied to surfaces where birds land, and when they do so the gel is transferred onto their feet. When they fly away the birds tuck their feet up beneath them, and the chili extract transfers to their bodies, which causes a mild irritation. The birds soon associate the landing site with the irritation and are conditioned not to return to the same spot. AviGo can overcome even the strongest homing instincts of pigeons and gulls, reducing the risk of them establishing roosting areas.

Clever hawking Hawking deters birds from nesting in a specific area owing to the presence of trained birds of prey – Harris Hawks are often considered the most effective species. These raptors are natural predators of pigeons and gulls, but are taught to scare away problem birds, not to hunt them. Their regular presence reduces the number of nests in any given area by encouraging the nuisance birds to move to other areas where they will be less disruptive. This effective bird-scaring method is natural, almost invisible, and has been used for many years to provide an alternative to more physical solutions. The number of birds of prey and the frequency of their flights

“Hawking deters birds from nesting in a specific area owing to the presence of trained birds of prey – Harris Hawks are often considered the most effective”

depends on the location, time of year and population of the nuisance birds, although two or three birds are usually sufficient. The presence of the hawks acts as a deterrent because it alters the behaviour of the pigeons, gulls and other pest birds, encouraging them over the course of the treatment to learn to avoid the area and nest elsewhere, as they would do naturally when predators are present in the wild. If the pest birds return over time, then the regularity of hawking visits can be increased to manage this. Using trained birds of prey in this way provides a natural deterrent, similar to those pest birds they would encounter in the wild and this avoids the need for architectural adaptation of buildings and facilities. Hawking is also ideal in large areas such as shipping ports, industrial facilities, campuses, vineyards, farms and even cultural areas such as Trafalgar Square. Hawking has been used since 1999 at the All England Lawn Tennis Club in Wimbledon. In Trafalgar Square, feral pigeon numbers have dropped from 4,000 to around 140 in recent years, and taxpayers are saved an annual £100,000 bill for removing bird droppings from the square and surrounding areas. Whether you’re dealing with an existing bird problem or are simply looking to prevent one, it’s important that you know whom to contact. It’s the role of external contractors to be fully up-to-date on techniques and legislation changes in their area of expertise. Pest controllers are no different, so if you are in any doubt as to what methods to use, then it is always best to check with the experts. FM www.fm-world.co.uk

29/04/2015 14:03

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24/04/2015 10:29

BIFM NEWS BIFM.ORG.UK

BIFM SCOTLAND RECOGNITION AWARDS

Winners! On 25 April, in front of hundreds of guests, winners of the inaugural BIFM Scotland Recognition Awards were announced. Congratulations to the winners: FM Professional of the Year ● Steve Gordon, Hilton Coylumbridge Hotel FM Team of the Year ● Serco at Forth Valley Royal

Hospital FM Project of the Year ● Spectrum Service Solutions for

the XX Commonwealth Games, Glasgow. The Awards recognise and showcase the achievements and accomplishments of exceptional FM professionals, teams and projects in the Scotland Region. Thanks to all entrants, and to the following sponsors for their support: Richard Irving Energy Solutions, Mitie Technical FM, FES FM, Macro, Murray Recruitment, Sodexo, and Search Facilities Management. i See more about the BIFM Scotland region at www.bifm.org.uk/scotland

THINKFM

Competitive edge The ThinkFM conference takes place on 13 May in London, so there is still time to confirm your place – and as a BIFM member you make savings on the delegate fee. The programme is all geared around ‘The Competitive Edge; Gaining competitive advantage through the workplace’ and it includes: 38 | 7 MAY 2015 | FM WORLD

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08.00 – Networking breakfast 09.10 – Welcome, Julie Kortens, BIFM chairman 09.15 – Welcome, Daisy McAndrew, ThinkFM host 09.25 – Guardian: a digital change management story Alison Hall, director of change at Guardian News & Media Michael Kenny with FM Professional of the Year – Steve Gordon

09.55 – Applying M&S’s sustainability programme, Plan A, to its property estate Munish Datta, head of Plan A & FM, Marks & Spencer 10.25 – Making the grade; exceptional customer experience as a differentiator in HE Bill Hancox, director of FM, Edge Hill University and Steve Igoe, deputy vice-chancellor, Edge Hill University

xxxxxxx

11.05 – Networking break 11.30 – ROE: Return on Emotion and Engagement Monica Parker, Founder, Hatch BIFM Scotland chair Michael Kenny with FM Team of the Year – Serco

12.00 – Storyville: The tale of the “every day wonderful” challenge @ Three Sean Jones, head of property and facilities management (Corporate), Three 12.40 – Networking lunch 13.45 – The Rise of the Humans: How to outsmart the digital deluge, Dave Coplin, chief envisioning officer, Microsoft UK 14.15 – Shift or Shrink, Frank Van Massenhove, chairman of the board of directors, Federal Public Service Social Security, Belgium 14.45 –After the Human Genome Project Jim Hood, director of customer

services, Wellcome Genome Campus

17.20 – Conference wrap-up, Gareth Tancred, BIFM CEO

15.30 – Networking break

17.30 – Conference close

16.00 – More than a building project Adam Smith, Summit ONE Project Lead, BMW Group

17.30-19.30 – ThinkFM drinks reception

16.30 The Workplace Conversation, Chris Moriarty, head of insight and corporate affairs, BIFM 16.50 – ThinkFM keynote: Andrew McMillan In his keynote, Andrew will delve into how customer service should reflect internal culture to give competitive edge.

i For details go to www.thinkfm. com, you can also follow @ ThinkFM for the latest news

SUSTAINABILITY/ HOME COUNTIES EVENT

WWF’s Living Planet Centre For those who have not yet visited The Living Planet HQ of www.fm-world.co.uk

29/04/2015 14:04

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

WWF-UK (formerly the World Wildlife Fund), this is a real ‘must-see’. The shape and construction of the building lend itself to a flow of personnel and creates an amazing visitor experience. In particular, the Panda Eyes, an art installation created out of disused collecting boxes is fascinating to watch, if a little spooky from some angles. For the meeting itself we were privileged to be in the auditorium on the first floor that has a huge space which can be configured in many different ways, and for sponsoring this we need to say a big thank you to Assurity Consulting. Pete Best, head of facilities at The Living Planet Centre, provided considerable insight into the challenges as well as benefits of being involved in the delivery of the building from the start. He also highlighted the many sustainable initiatives brought in as part of the project. Greg Davies, head of service development at Assurity Consulting completed the presentations with a really dynamic talk on the value of business case analysis and the benefits that it can make to an organisation financially as well as environmentally. One of the clever and noticeable things about the auditorium, however, is the soundproof lobbies to enter and the only drawback is the colour of the carpet, pale grey, which can be a problem keeping clean. However, we may have resolved the issue by hooking up Pete with the manufacturers who are going to come up with some ideas. That’s what FM and our networking sessions are all about! The open-plan offices give a really spacious feel and in case you are worried about the echo, there is white noise of appropriate birdsong to counteract it. www.fm-world.co.uk

38-40_BIFMNews.indd 39

Peter Brogan is Research and Information Manager at BIFM

BIFM COMMENT DO YOU HAVE TO MOVE YOUR CHEESE?

here are two major events coming up rather shortly and they are ThinkFM and, of course, the UK general election. Both these events have one underlying common theme – to make you think about change and the impact it can have not only on your working environment but everyday life. When I hear the word change it instantly reminds me of the book Who Moved My Cheese?, a tale of two mice and two humans who live in a maze and one day are faced with change: someone moves their cheese. Reactions vary from quick adjustment to waiting for the situation to change by itself to suit their needs. This story is about adjusting attitudes towards change in life, especially at work. Change occurs whether a person is ready or not, but the book affirms that it can be positive. The principles are to anticipate change, let go of the old, and do what you would do if you were not afraid. However, you are still left with questions about making your own specific personal changes. Changes have taken place within the BIFM Research and Information team. For one, the team didn’t exist a year ago, but over the course of the last 12 months we have been focused on creating a team that can deliver on one of BIFM’s core strategic ambitions of being the voice of the facilities management profession. During that time we have been reviewing the support materials that we provide our members and the wider FM/business community, but one of the major changes has been the amount of original research we produce. In the coming months we will be seeing the launch of our FM Business Confidence Monitor, the conclusion of the current phase of The Workplace Conversation and the launch of the latest findings from our Sustainability Survey. All of which are aimed at helping FM professionals understand latest trends and challenges and provide some inspiration on how they might be navigated. Changes are certainly happening within the world of FM and research and information plays a vital role ensuring that BIFM delivers on its purpose of being the professional body that truly represents the FM profession. What we produce may not help you in making a choice at the election (at least we don’t think it will); we do hope that the outputs can help you make some choices when assessing the changing nature of the work we, as a profession, do.

“OVER THE COURSE OF THE LAST 12 MONTHS WE HAVE BEEN FOCUSED ON CREATING A TEAM THAT CAN DELIVER ON ONE OF BIFM’S CORE STRATEGIC AMBITIONS OF BEING THE VOICE OF THE FM PROFESSION”

FM WORLD | 7 MAY 2015 | 39

29/04/2015 14:04

BIFM NEWS BIFM.ORG.UK

i See all BIFM groups at www.bifm.org.uk/groups, and all future BIFM events at www.bifm. org.uk/events

BIFM AWARDS

Celebrating people, impact and innovation Time is ticking for potential entrants in the 2015 BIFM Awards as there are now just two weeks until entries close on 22 May. The Awards recognise and showcase best-in-class facilities management and evidence its impact on business, the economy and society. This year all categories are focused on people, impact or innovation and demonstrate the important role FM plays in relation to business, the economy and society. The categories are: People ● Facilities Manager of the Year (enter or nominate) ● Rising Talent in Facilities

Management (enter or nominate)

● Impact on Sustainability ● Impact on the Workplace

Innovation ● Innovation in Technology & Systems ● New Product or Service of the

Year This year all entries are made online via the BIFM Awards website, www.bifmawards.org. The following steps need to be followed: ● Stage 1: Register your intention

to enter the 2015 BIFM Awards ● Stage 2: Finalise your entry(ies)/

nomination(s) offline, to be ready to submit by 22 May 2015 ● Stage 3: Submit your entry(ies)/

application(s) online by 22 May 2015 If you need any support please contact the BIFM Awards team on awards@bifm.org.uk or call +44 (0)1279 712 640. Finalists will be announced in August 2015. Good luck with your entry(ies)/nomination(s)!

●

Impact Brand Impact (new for 2015)

Tickets and tables Tickets and tables for the 2015 BIFM Awards ceremony taking place on Monday 12 October at The Grosvenor House Hotel, London, are now available. The 2014 event sold out quickly, and a record-breaking 1,350 guests attended.

● Impact on Customer Experience

i Full details are available on www.bifmawards.org/the-ceremony

● Learning and Career

Development ● Team of the Year

STRATEGIC FINANCIAL MANAGEMENT IN FM – NEW DATE 4TH JUNE, CENTRAL LONDON

● Societal Impact

● BIFM Lifetime Achievement

Award (nominate by 31 July)

BIFM TRAINING anaging an organisation’s financial resources to achieve its business objectives and maximise its value is one of the most important aspects of being a FM. It involves a defined sequence of steps that encompass the full range of a company’s finances, from setting out objectives and identifying resources, analysing data and making financial decisions. BIFM Training offers a one-day course that will use a series of practical examples to examine budgeting, review financial proposals and explore funding options for FM. As a senior FM involved in strategic planning aligning FM to the overall business goals, it is critical that you understand the financing to support these plans so you can make a case for change and manage it effectively. Strategic Financial Management in FM one-day course: 4th June, Central London This intensive course will enable you to:

• Understand the options available for funding facilities management and make recommendations appropriate for your organisation; • Interpret legal obligations and requirements with respect financial accountability; • Develop and review facilities management budgets in consultation with relevant others in the organisation; • Evaluate and make recommendations with respect to the financial performance of the facilities management function; and • Evaluate the use of life cycle costing in decisionmaking processes. BIFM Training has been training FMs for over 20 years, and we would like this opportunity to thank you for choosing us as your training provider, so let’s work together to take your career even further. Our series of challenging executive briefings are designed for facilities professionals working at, or aspiring to, senior positions in FM and who want to make an impact at board level. Other courses available are: IOSH Safety for Senior Executives, Trends and Innovation in FM, Quality Management and Customer Service in FM, Introducing and Leading Change in FM, Strategic Procurement in FM, FM Governance and Risk, Property Management and Maintenance Strategy. We are confident that we will able to serve your development needs. i Please call us on 020 7404 4440, email us at info@bifm-training.co.uk, or visit our website: www.bifm.org.uk/bifm/careerdevelopment/training

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www.fm-world.co.uk

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FM DIARY INDUSTRY EVENTS 13 May | ThinkFM – The Competitive Edge: gaining competitive advantage through the workplace The ThinkFM conference will be held at Kings Place, London. Conﬁrmed speakers include Munish Datta, head of plan A and FM, Marks & Spencer; Monica Parker, founder, Hatch; Dave Coplin, chief envisaging officer, Microsoft; and Frank Van Massenhove, FPS Social Security. Venue: Kings Place, London Contact: Visit www.thinkfm.com. Sponsorship and advertising opportunities available.

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

or email awards@bifm.org.uk Follow @BIFMAwards on Twitter. EAST REGION 18 June | WIFM and East event Organised with the Women in FM special interest group. Full details to follow. Venue: Murray Edwards College, New Hall, University of Cambridge, Cambridge, CB3 0DF Contact: Email Victoria O’Farrell (WIFM) at wifm@bifm.org.uk or call 07976 963889. Alternatively call Roy Parrish (East region) at 07545 186409. IRELAND REGION

1-3 June | EFMC 2015 The BIFM, IFMA and EuroFM have partnered to hold the European Facility Management Conference. BIFM members receive a 10 per cent discount on tickets. Venue: Glasgow Contact: To find out more, visit www.efmc-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 include Baroness Karren Brady and Sir Ranulph Fiennes OBE. Venue: ExCeL, London Contact: To find out more, visit www.facilitiesshow.com 24 June | Corporate members event – legislation impacting FM The event is to include details on Construction (Design and Management) Regulations 2015. More information to come soon. Venue: TBC. Contact: Email corporate@bifm. org.uk 10 September | National Golf Finals Entry is via regional qualifiers. Venue: Hanbury Manor, Ware, Hertfordshire Contact: Email 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 available. Venue: Grosvenor House, London Contact: Visit www.bifmawards.org www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

41_Diary.indd 41

22 May | ISO awareness session Hosted by BIFM Ireland region’s North branch, this is designed to keep BIFM members informed of updates and forthcoming changes to ISO standards. It will be run by Gavin Kane of QUADRA. Venue: Old Common Room, Queens University, Belfast BT7 1NN Contact: For more information contact Dan Uprichard, email danuprichard@ymail.com, call 07831 548803, or visit www.tinyurl.com/ln6wa5l

24 June | Regional golf day A qualifier for September’s finals. Venue: Rudding Park Golf Course, Harrogate, Yorkshire HG3 1JH Contact: Visit www.tinyurl. com/bifmnorthgolf2015 to register, or email ian.burgin@ norlandmanagedservices.co.uk 25 June | Delivering social and economic benefit in FM BIFM Lancashire and Manchester group. Three speakers to deliver presentations on how the FM industry can provide lasting social and economic benefits. Dr Margaret Nelson, University of Bolton, and Steve Jackson OBE, Recycling Lives, confirmed so far. Venue: University of Bolton, Deane Road, Bolton BL3 5AB Contact: Email Mark Whittaker at mark.a.whittaker@integral.co.uk to register interest. 9 July | North region summer ball Tickets cost £105 per ticket, and £1,050 for a table of 10. Venue: Hilton Hotel, 303 Deansgate, Manchester M3 4LQ Contact: Email Sue Gott at north@ bifm.org.uk or visit www. tinyurl. com/bifmnorthball2015 to book tickets.

LONDON REGION

SCOTLAND REGION

9 June | Regional golf day The day will consist of a 9-hole Texas Scramble and an 18-hole Stableford competition. £80 per person, £320 for a four-person team. Sponsorship opportunities are also available. Venue: Highgate Golf Club, Denewood Road, London N6 4AH Contact: Email Don Searle at don@c22.co.uk or call 07850 098912.

15 May | Quarterly training day Morning session. Updates on legionella, CDM regulations, F-Gas and ﬁre safety. From 8:30am. Venue: Hilton Strathclyde Hotel, Phoenix Crescent, Bellshill, North Lanarkshire ML4 3JQ Contact: Email Isabel Brown at isabel.brown@glasgowlife.org.uk or call 0141 287 0998

NORTH REGION 14 May | Key learning event – performance management A joint event with the Women in FM SIG. The event will focus on effective management of performance in FM. Speakers include Emma Bailey, Interim FM Solutions, Lucy Jeynes, Larch Consulting, and Lucy Black, Facilities Analysis Limited. Venue: NHS Property Services, 3 Piccadilly Place, Manchester M1 3BN Contact: Email Mark Whittaker at mark.a.whittaker@integral.co.uk to register interest. Tickets to be released later this month.

19 May | Sir Chris Hoy Velodrome and Emirates Arena Tour Site visit and presentation. Venue: Emirates Arena & Sir Chris Hoy Velodrome, Glasgow 1000 London Road, Glasgow, G40 3HG Contact: Email Tony McKee at tony.mckeebifm@hcsuk.org or call 07974 191567 28 May | Regional Golf Day Sponsored by FES FM, from 12.30pm. Individual entries are priced at £60 + VAT and includes soup/ﬁlled roll, game of golf and a three-course evening meal followed by the prize giving. Venue: Stirling Golf Club, Queens Road, Stirling FK8 3AA Contact: Email bill.anderson@ telerealtrillium.com

SOUTH REGION 27 May | FM and the law The latest updates on employment law in facilities management. Venue: West Sussex County Hall, Chichester. Contact: Email Ian Fielder at ian.r.fielder@gmail.com 24 June | Implementing international FM A joint event with the International special interest group. More details to follow. Venue: University of Sussex, Brighton BN1 9RH Contact: Email Ian Fielder at ian.r.fielder@gmail.com 9 July | Joint BIFM Home Counties & South Region Golf Day Qualifier for the BIFM National Golf Day in September. Players can play in a team of individuals or with a corporate team. Venue: Sandford Springs Golf Club, Kingsclere, Hampshire RG26 5RT Contact: Email Sophie Buck at sophie@fm-recruitment.co.uk, call 01635 39951, or visit www.bit.ly/1yVDCN1 to book. SOUTH WEST REGION 3 July | Regional golf day Regional golf qualifier for September’s BIFM finals. Venue: Orchardleigh Golf Club, Frome, Somerset BA11 2PH Contact: Email Gareth Andrews at gareth.andrews@gmacl.co.uk or call 07540 079978 SPECIAL INTEREST GROUPS 11 May | Rising FMs – Open building event An open building site visit to the first Jewish Community Centre - a BREEAM excellent building. Venue: JW3, 341-351 Finchley Road, London NW3 6ET Contact: Email Jason Gurd at risingfms@gmail.com or call 07984 295185. 21 May | International – The Internet of Things: breaking down boundaries Nick Cullen, partner at Hoare Lea will explain how the ability to embed or attach sensors to anything opens up a world of possibilities for FMs. Venue: Central London, TBC. Contact: Email Claire Sellick at clairesellick@btinternet.com or call 0208 469 0167. FM WORLD | 7 MAY 2015 | 41 www.fm-world.co.uk

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FM MONITOR

PRODUCTS PUT TO USE

Call Greg Lee on 020 7880 7633 or email greg.lee@redactive.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

CASE

IN POINT FEATURE CASE STUDY

Smooth cable upgrade by Ergoplus PROBLEM Our client had fracturing of the outer insulation of armoured cables in its plant room. The cables were a pair of 95mm 4 core SWAs feeding the main panel, rated at a current-carrying capacity of 251A after de-rating factor a maximum currentcarrying capacity of 170A. (Combined Total 340A.) Higher temperatures were being achieved within the insulation of the cable. The main earthing conductor was a 35mm cable, and insufficient for the potential fault current. SOLUTION Ergoplus Facilities Ltd investigated and Arthur Carrington, MD, worked closely with the client’s facilities manager to put a programme in place for least disruption to the business. This involved upgrading the overcurrent protective device to

500amps, installing 2 x 185mm 4 core cables and upgrading the main earth cable to 185mm. All work was carried out in a live environment and both the UPS and generators were serviced and checked to ensure no loss of power.

OUTCOME Ergoplus Facilities Ltd upgraded the main cabling to accommodate the building demand without disruption to the day-to-day running of the business. The client was also very complimentary of how we planned and instigated the project with minimum disruption to the operations of its HQ. Call 020 3137 3434 or 01488 682806 for more information E: arthur.carrington@ergoplusfacilities.co.uk Visit www.ergoplusfacilities.co.uk or find us on facebook

Remeha maximises heating Cool-Therm supplies chillers 110 Bishopsgate celebrates efficiency at Fitzroy Place in Swindon hospital project recycling success PROBLEM

PROBLEM

A new development for Exemplar in London, Fitzroy Place, required a system that would deliver efficient heating and hot water to its 287 private apartments, offices and retail units.

Swindon Hospital recently undertook a major chiller replacement project, looking to save energy and improve efficiency.

SOLUTION

110 Bishopsgate, a multi-tenanted building in London, invited B&M Waste Services to consult and work on a new waste management strategy in order to maximise savings and the building’s carbon footprint.

Nine high-efficiency Remeha Gas Eco Pro boilers were specified to work alongside a central CHP plant. Remeha configured a sequencer control solution to enable each boiler cascade to sequence independently through the Central Building Management System.

Cool-Therm installed two low-temperature Tonon chillers. The units provide chilled water to the hospital’s catering department. Also installed were low-temperature fan coils in the cold rooms, which are used to take advantage of the lower water temperatures. The project was carried out jointly with service provider Carillion.

OUTCOME

The six high-performance Gas 310 Eco Pro boilers and additional three Gas 610 Eco Pros offer accurate matching of the heat demand of each individual building in the complex for reduced energy costs and greenhouse gas emissions.

The installation allowed the hospital to increase cooling capacity by 30 per cent, without increasing energy consumption. The system also benefits from a greater capacity turn-down, with much smoother temperature control.

Call 0118 978 3434 or visit www.remeha.co.uk

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SOLUTION

Visit www.cooltherm.co.uk for more information

SOLUTION B&M focused on the segregation of recyclables and installed compactors on site. Industrial scales now weigh each tenant’s waste, allowing individual tenants within the building to be invoiced more efficiently. Food waste is sent to anaerobic digestion three times a week.

OUTCOME The compactors reduced the number of collections and increased efficiency. The site has achieved recycling figures of 89 per cent. Monthly carbon savings equate to 17,000 car miles. Visit www.bagnallandmorris.com for more information

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FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

KENNETH GORMLEY

TOPIC TRENDS

NAME: Kenneth Gormley JOB TITLE: Head of estates & support services ORGANISATION: Royal College of Surgeons Ireland

Any interesting tales to tell?

I may be in breach of confidentiality if I did.

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

What’s been your career high point to date?

In 2010 I was handed a fantastic opportunity to work in healthcare in one of the largest PFI hospitals in the UK, but my highlight is joining the team here.

Ensuring compliance with legislation

AVERAGE

KENNETH GORMLEY

If I wasn’t in FM, I’d probably be…

Up until 2010 I lectured on the Facilities Management Diploma at the Portobello Institute in Dublin. So I guess maybe a teacher.

Key responsibilities

I am responsible for the college’s estates & support services across a varied property portfolio; this includes all the usual elements from soft and hard services to new-builds and property compliance. I also have overall responsibility for health and safety, security and front-of-house functions.

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

Report writing and admin are my Achilles’ heel.

5 8

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

What attracted you to the job?

The perception that FM is a necessary evil; worldThe chance to work with a world-renowned health class FM practitioners bring value to clients and can sciences educational institution and support contribute to the bottom line. the creation of healthcare professionals through worldWHAT SINGLE PIECE Which “FM myth” would you class facilities. OF ADVICE WOULD YOU most like to put an end to? GIVE TO A YOUNG FM My top perk at work is… That you can procure services STARTING OUT? The opportunity to develop the on the cheap. In FM you’re “Find a good mentor and listen portfolio to meet the demands ‘buying’ people from many of the college is a privilege. different skill sets and without to their advice. I had exposure the correct investment in those to some great people and How did you get into resources the service suffers. without their guidance I would facilities management and what attracted you to the industry?

Introducing/ working with new forms of IT

have struggled immensely”

I started as a maintenance electrician and worked across a variety of industries from food manufacturing, print industry, healthcare and now to education. I was attracted in the first instance to the satisfaction of fixing things. This drove my intuition to other aspects of the build environment and to total FM. I have retrained and embraced education along with adopting new practices and process, in particular people and process management.

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

Working on energy-efficiency initiatives

7 10

Adapting to flexible working

5 9

The race to the bottom and what I believe is a move away from quality. I also see a greater level of risk management within FM practitioners and not in the standard areas of statutory compliance. And how will it change in the next five years?

The outsourcing model will grow, while large multinationals and government agencies will concentrate on core business. I see real opportunity for FMs willing to embrace this challenge.

Maintaining service levels while cutting costs

What has been your biggest career challenge?

Moving from Ireland to Scotland. Leaving family behind was difficult, the professional challenge was daunting and the responsibility as head of estates in a 120,000 square metres, 12-acre site was a daily challenge. Meeting the requirements of the client and the board of management while managing the estates team was a significant challenge. www.fm-world.co.uk

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Do your friends understand what FM is?

Absolutely not, they actually refer to me as ‘Chandler’, from Friends as none of the guys know or understand what he does. Have you got a story to tell? We are looking for facilities managers to feature in Behind the Job. Contact the team at editorial@fm-world.co.uk for more information

Adapting FM to changing corporate circumstances

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Appointments

JOBS

PLAN YOUR NEXT MOVE

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

Go to www.fm-world.co.uk/jobs 44 | 7 MAY 2015 | FM WORLD

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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

FACILITIES CO-ORDINATORS • • • •

Horley/Orpington/Edinburgh, Temp/Perm, Full Time 37.5 hrs per week, Salary - £23,500-£29,000 dependant on experience 20 days holiday increasing to 25 days holiday plus 8 bank holidays after 12 weeks

A fantastic opportunity has arisen for the recruitment of three Facilities Co-Ordinators to join our client, a large well known company in the Utilities Sector. The roles are based in Horley, Surrey, Orpington, Kent and Edinburgh in Scotland

The main purpose of the role •

• • • • •

To organise, co-ordinate, control and work as part of a team (including direct and indirect staff and contractors). To be responsible for overseeing the facilities management at the designated site ensuring high levels of service to site stakeholders. Performance management to direct and indirect staff, including training and development. Responsible for the delivery of compliance, service standards and ﬁnancial targets for the site under accountability. Deliver statutory compliance and safety standards in line with processes and procedures. Maintain high service delivery standards, through proactive site inspections and audits, actively challenging poor performance. Ensure effective delivery of all site Planned and Reactive Maintenance and oversee the site FM budget.

To apply for this position please email your C.V. to Claire Adaway, Account Manager, Wild Recruitment cadaway@wildrecruitment.co.uk alternatively should you have any enquires please contact Claire Adaway on 02392 851111.

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REQUESTS

Unless otherwise stated, all surveys mentioned on this page will keep your contact details confidential at all times and not use them for commercial purposes

SURVEYS / POLLS / EVENTS / RESEARCH

CALLS TO

ACTION HERE’S WHERE WE BRING TOGETHER ALL THE LATEST REQUESTS FOR YOUR INPUT – AND THE REASONS WHY IT’S WORTH YOUR WHILE TO GET INVOLVED ( = DEADLINE FOR ENTRIES)

What The BIFM Awards celebrate the industry's best individuals and projects. Commitment A £225+VAT application fee per submission (you may enter multiple categories). You’ll also need to prepare a report for review, host a site visit from judges and give a presentation. Why The awards are widely regarded as the most prestigious awards in the industry. Those nominated can benefit significantly from greater awareness of the FM function within their organisation and beyond. Notes The process culminates in awards night at the Grosvenor House Hotel, London, 12th October. www.bifmawards.org 22nd May 2015

LEADERS FORUM BIFM LEADERS' FORUM – ‘FM’S ROLE IN RAISING THE PAY BAR’ What The 12th BIFM Leaders’ Forum, a round table event, focuses on the national debate surrounding low pay rates for those providing facilities services. Commitment It's a two-hour round table starting at 09:00 in central London. Why This is an opportunity to have your say and engage with others on an important topic. Notes Most of the places for this debate have been taken but we're interested to hear from anyone who believes they have a useful perspective on this debate, either to appear on the day or to have your views presented to and addressed by the assembled participants. www.fm-world.co.uk The event takes place on the morning of Tuesday 19th May

What FM World’s event for the annual World FM Day, which celebrates all things facilities. Commitment FM World is asking facilities managers to take part in ‘15 Minutes of FM Fame’. We are looking for participants to answer questions on exactly what you're doing in the specific 15 minutes of the day allotted to you. Why With all interviews brought together, you’ll be helping us paint a picture of a typical day in the life of FM. Your responses will also help form a feature article for this year’s Guide To Careers In FM. Notes Open to all FMs, we’ll require you to be available during your allotted 15 minutes to answer questions for our live blog.

MINUTES OF FM FAME

Email editorial@fm-world.co.uk to register your interest 31 May 2015

IN THE NEXT ISSUE OUT 21 MAY

FIRST RESPONSE: THINKFM 2015 /// SPECIAL FEATURE: RESULTS FROM FM WORLD'S 2015 SALARY SURVEY /// WHAT'S INFLUENCING THE MARKET FOR FMS? /// SHIFTING DEMOGRAPHICS - WHAT DOES A TYPICAL FM LOOK LIKE IN 2015?/// PAY RATES: UP OR DOWN? /// CAREER DEVELOPMENT PATHWAYS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 7 MAY 2015 | FM WORLD

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EN C TRI 22 LOSEES MA Y

Entries are now open for the 2015 BIFM Awards. Itâ&#x20AC;&#x2122;s time to inspire your peers with examples of progressive facilities management in action: B E PA R T O F T H E 2 0 1 5 B I F M A W A R D S