FM World 21 May 2015

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 21 MAY 2015

FMWorld www.fm-world.co.uk

Our salary survey paints a picture of an increasingly dynamic market for FMs

MOVING ON UP

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VOL 12 ISSUE 10 21 MAY 2015

CONTENTS

06| ThinkFM 2015

16| FM’s fortunes rising

22| Stick or twist

NEWS

OPINION

FEATURES

06 This year’s ThinkFM focused on how FM can give organisations the competitive edge 07 FM must adapt to the ‘Nation of Now’ 08 Project of the fortnight: Lotherton Hall, Leeds 09 Think Tank: Are there signs that FM is becoming a better-paid, better-appreciated profession. Are you feeling positive about the future?

10 Business news: Graeme Davies: UK productivity should form the basis for growth 11 Cushman & Wakefield and DTZ merge into global force 13 In Focus: Martin Corbett, managing director of Acis Student Housing Group

14 Simon Francis and Emma Vincent on FM at the coalface 15 Five minutes with Nick Mead, president of the Chartered Institution of Building Service Engineers

REGULARS 37 38 41 42 43 46

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

32| Off to foreign climes

16

FM 2015: Steady as she grows: This year’s FM World Salary Survey shows wider variety of facilities managers than ever before

18

Gradual growth in pay rates: The number and type of FMs completing the 2015 survey remained stable – as have the rates at which pay levels rose

22

Should I stay or should I go now? FMs are increasingly likely to rank their desire to challenge themselves ahead of pay and bonus packages

26

What FMs look like – change is afoot: The FM stereotype of middle-aged men from a trade or M&E background is no more, as our survey demonstrates

32

Broadening horizons: Moving from in-house to an outsourcer, or to a role outside the UK? FMs making career-defining moves must look before leaping

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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: NEIL STEVENS

visit twitter.com/fm_world FM WORLD | 21 MAY 2015 | 03

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Selected forthcoming features in FM World:

4 June issue: Facilities Show 2015 edition, Innovations in cleaning 18 June issue: Innovations in catering, Health and safety equipment 16 July issue: Recruitment, office ergonomics 20 August issue: Manned guarding 10 September issue: Benchmarking 24 September issue: Disability access, fleet management 8 October issue: Health and safety systems 22 October issue: Remote monitoring

Call us to advertise in our special feature issues and reach the largest targeted FM audience of over 24,000 readers. Contact Jack Shuard on 020 7880 8543 For a full 2015 features list visit:

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

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

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

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

Future FeaturesWORLD HPH 210515.indd 1 04 | 21 MAY 2015 | FM

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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: Wasim Akande

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

f you’re reading this sentence, then for the next few seconds at least I can be certain of achieving one thing today: I’ve engaged you. At this moment you are fully engaged in the process of reading this comment column (well, until the end of this paragraph).

Still here? Thank you. Because as it happens, engagement – the state of being enthused, involved and ‘in the now’ regarding what you do, your work and your working relationships – is a critical element of business productivity. Now, OK, that should sound pretty obvious. But for three reasons it bears repeating. Firstly, if the workplace isn’t full of engaged workers, how the hell can any survey of workplace effectiveness result in meaningful, actionable data with which FMs and workplace designers can plan? Secondly, recent pronouncements from the governor of the Bank of England have made clear that this country seems to have its work cut out to improve our levels of productivity compared with five of our fellow G7 competitor nations. And thirdly, surely we should all be concerned if the people around us aren’t engaged in the work they do with or for us?

A couple of years ago, Dr Craig Knight at the University of Exeter conducted experiments showing that when you give employees control over their working environment it can result in as much as a 30 per cent boost in productivity. Knight’s work was referenced at ThinkFM last week by the organisational behaviourist Monica Parker, who put the problem of disengaged employees in perspective.

Two of the three reasons for people leaving their jobs, she says, are culture and motivation. Lost productivity through ‘actively disengaged’ employees costs the UK economy £106 billion annually. Billion, mark you. And, get this, there’s a study out there that suggests businesses that give their teams greater control of their work and workplace grow four times faster than those that don’t.

So engagement means giving individuals as much freedom as is practically possible to work how and when they want. But it’s also a deeply social thing. The collaboration that organisations want from workers is, says Parker, the output of community – primarily the people they work with, not necessarily the places they work in. Allowing workers to develop this sense of community is key, with individual workers developing it rather than having it imposed upon them.

So if a sense of community is what workers crave, and that a sense of community breeds collaboration, and that addressing those issues leads to engagement? Then it surely follows that the primary focus of any workplace should be the support and development of that community feel.

Parker’s firm’s own research suggests that 89 per cent say of workers rate relationships with their colleagues as the primary contributor to their sense of engagement in the workplace. That’s pretty powerful stuff – and surely something that should generate a healthy debate.

I

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

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

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“Engagement – the state of being enthused, involved and ‘in the now’ regarding your work and your working relationships – is a critical element of business productivity”

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THINKFM 2015

FM’s job is to keep you happy, says workplace consultant

PETER LIVINGSTONE

The facilities manager’s job has changed from maintaining the infrastructure of buildings to keeping workers happy, delegates at ThinkFM heard last week.

Monica Parker, founder of workplace strategy firm Hatch, warned a room of mostly FM suppliers – but also consultants and architects and designers – that the “world was changing at a rapid rate” and one must “embrace change or be consumed by it”.

Parker said: “There was a time when you [facilities managers] were charged with looking after the infrastructure of buildings, but now your job is to make people happy.”

She said collaboration in the workplace had been overemphasised when businesses should be focusing on cause (the reasons for disengaged workers), control (giving workers more autonomy increases productivity), contemplation (stimulates new ideas) and community (a sense of connectedness among employees eventually leads to greater collaboration).

Parker said the work of FMs would be helped if businesses looked at ‘return on engagement’ as well as the ‘return on investment’ to make their workplaces better environments and increase staff retention.

A detailed report covering all of the presentations at this year’s ThinkFM conference will appear in our next issue (4th June.)

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THINKFM 2015

Whole-life performance is key, says Datta All aspects of the property sector need to be appraised on the whole-life performance of the buildings that they produce, says the head of Plan A and facilities management for Marks & Spencer.

Speaking at last week’s ThinkFM conference, Munish Datta explained how M&S intends to introduce an ethical auditing policy for its property supply chain.

“We’re anxious about it, and it may mean we have to stop working with some of our suppliers,” said Datta.

“The property industry as a whole is not very used to being ethically audited. We’re anxious about this, but we prefer to go into our negotiations with eyes wide open. By 2020 we will have ethically audited all of our tierone suppliers.”

Datta went further, arguing that all elements of the construction

Datta expounds on ethical auditing

chain need to be gauged on a building’s whole-life performance, something that would help to highlight the true impact of a building’s design and construction phase – “particularly when what they’ve proved is a built legacy

that will last for many years”.

“Because just like an M&S shirt, the buildings we get do not come with a refund policy.”

Plan A’s net benefit to M&S since launch has been £465 million – including £145 million for the past year alone.

“We believe that, just like our broader Plan A, our property plan has to show that sustainability goes beyond carbon, water, and waste. It’s also about the timber, the concrete and all materials our buildings use.”

FM teams are an essential pillar of Plan A, he said.

“They make sure that technology is not overridden by naive colleagues, and that our store colleagues segregate waste properly, and that closed loop recycling systems are developed that are both practical and usable.

Our FMs are essential to us.” www.fm-world.co.uk

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NEWS

BRIEFS Fears over skills shortage

FM must adapt to the ‘Nation of now’ Economic volatility, the digital revolution and greater workforce diversity need to drive a sea change in the perception of FM. The suggestion, made by a team of representatives from the infrastructure management business AECOM, came in a presentation at the FM & Property event at Celtic Manor.

Hillary Jeffery, workplace strategy director, said facilities managers needed to stop focusing

on cost reduction and dayto-day operational tasks, and instead seek to outsource tactical delivery in order to focus more on organisational strategy.

“People, process and place are becoming joined up,” said Jeffery. “As well as affecting how people work, technology is also changing attitudes to work.

People’s tolerance for complexity is reducing pretty rapidly.”

“We’re becoming a nation of

now. We expect everything to be on demand.”

The impact of four generations in one workplace and the impact of globalisation, resulting in more multicultural teams also have an effect on the broadening nature of the FM role, said Jeffery.

“We need to shift the primary focus from the building on to the employee experience. We need to change the way that FM is perceived.”

SHUTTERSTOCK

Winner of Workplace Conversation revealed

A ‘workplace Wikipedia’ for professionals has been selected as the winning idea in The Workplace Conversation launched three months ago.

The Workplace Conversation is a joint research project between the BIFM and CIPD, the professional body for HR and people development.

It aimed to identify the challenge that workers would like to solve most. Users logged onto the Workplace Conversation website and submitted ideas that were voted for by other members of the community.

Dan Pilling, from Pick Everard and a BIFM Workplace committee member, posted the suggestion for the ‘Workplace Wikipedia’ which www.fm-world.co.uk

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is “an online, neutral, knowledge sharing community for workplace professionals”.

Pilling said the wiki would “open up workplace terminology, demystifying techniques for measuring and improving the workplace, knowledge sharing and promoting best practice”.

The idea would enable strands of facilities management, human resources, IT, design and culture to co-exist, and enable active workplace professionals to quickly diagnose challenges and find solutions right for their organisation.

Chris Moriarty, head of insight and corporate affairs at BIFM, who has led the Workplace Conversation project, said: “The

concept of collaboration was at the heart of this initiative so to arrive at an idea that looks at how we improve collaboration is great to see.”

Thoughts on the project were presented at the ThinkFM conference on 13 May and a report will be produced next month that will include looking at how to take ideas forward.

The Workplace Conversation saw more than 280 people discuss 100 ideas on how FM and HR, and other professional communities, can work together to create better workplaces. .

Further information on The Workplace Conversation can be found at www.workplaceconversation.com

The new Conservative government must tackle the “catastrophic skills shortage” in the utilities and facilities management industry, says the chief executive of a training firm.

Chris Wood, chief executive of Develop Training, said he hoped the new government would “recognise that the country is storing up a massive problem and that it must respond with coherent action”.

“The UK faces a catastrophic skills shortage in the sectors where our clients operate – most especially in the utilities industry.

This has been brought about over the last 20 to 30 years by a failure of many firms to make adequate provision for an ageing workforce.”

Meetings ‘hurt productivity’ The biggest causes of UK professionals’ delays and distractions at work are traffic jams.

Of the 3,000 professionals asked about interruptions to their working day, more than a third identify traffic jams as a productivity killer.

Travel-related grievances feature heavily in the results, with transport delays (27 per cent) and road works (20 per cent) also shown to be prohibitive to productivity.

Other prominent distractions include long meetings and dealing with incoming cold calls, both of which are highlighted by roughly a third of respondents (35 per cent and 27 per cent respectively).

Stress ‘must be prevented’ The business community must work together to help prevent a ‘stress and anxiety epidemic’ in the workplace, according to a psychologist.

Speaking during National Anxiety and Depression Awareness Week (held 11-17 May), cognitive neuroscientist Dr Lynda Shaw said that the current generation of workers faces more stress than any in the past.

Shaw said the workforce faces a “constant bombardment of information, multi-tasking and the need to be available 24 hours a day”.

“We are unable to wind down and… more anxious than ever before,” said Shaw.

The HSE reported that stress accounts for 40 per cent of all workrelated illnesses.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Investment in energy management on the up

LOTHERTON HALL, LEEDS, YORKSHIRE PROJECT: Refurbishment works PROJECT MANAGEMENT: SPIE PROJECT DURATION: Four months

Manor house gets a facelift SPIE, a multi-technical services provider, has completed refurbishment works at Lotherton Hall.

Dating from medieval times, the manor was once home to the historic Gascoigne family. The hall is now owned by Leeds City Council. It was presented to the City of Leeds in 1968 by Sir Alvary Gascoigne and his wife, the last of the Gascoigne family line which owned the estate.

SPIE began the renovation of the hall’s Fashion Galleries in January 2015, with the aim of creating a contemporary space capable of hosting thousands of visitors each year.

Repairs and maintenance works were carried out around the house.

They included the replacement or refurbishment of all original sash windows and electrical upgrades in each of the period rooms.

The development incorporated fire strategy improvements. Doors were upgraded to provide half-hour fire protection, and new fire signage was installed and fire escapes updated. Additional emergency lighting and an external fire escape were also fitted.

SPIE installed a DDA (Disability Discrimination Act) compliant platform lift, a task that required a newly constructed roof area. The existing lower roof was demolished and other lift-enabling works implemented. In keeping with the period décor of the building, the entrance to the lift features mock panelling designed to match that already existing in the hall.

Andy Shuttler, branch manager, SPIE, said: “When you work on a building as beautiful as Lotherton Hall you know that there are a lot of people placing their trust in you – including the general public.

“We had to move quickly; the building needed to be reopened as soon as possible and all work had to be delivered to an incredibly high and detailed standard.”

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More companies are investing in solutions to gather energy data, with nearly 50 per cent of respondents to a survey indicating that they have energy or building management systems in place.

Research by Ecova, a US-based energy management company, shows professionals are taking a more strategic, long-term view when it comes to embedding energy and sustainability measures into their buildings.

Almost 30 per cent of respondents say they have budgets approved for future systems or are considering installing them.

Ecova surveyed more than 500 US-based energy, facility, finance and sustainability professionals, 57 per cent of whom believe their organisation will increase time or money spent on energy and sustainability management in 2015.

Other findings reveal that waste is an important issue for 60 per cent of respondents across a wide range of job functions and industries.

While respondents cite lighting projects as the smartest energy and sustainability investment made for the second year in a row, this was 5 per cent lower than the year before, which indicates a desire to go beyond the lowhanging fruit, according to the findings.

The survey was carried out in November and December of 2014 and the results were aggregated in the report 2015 Energy And Sustainability Predictions: Findings From Leading Professionals.

Fire door failures pose danger to many buildings Despite a heightened awareness of fire door safety among facilities managers, fire doors inspected in many organisations are still not up to standard, according to research by a certificated fire door inspector body.

The Fire Door Inspection Scheme (FDIS) undertook a review of its cases carried out by their certificated inspectors earlier this year and concluded that many organisations were “sleepwalking into danger”.

The research revealed that: More than 61 per cent of fire doors inspected had problems with fire or smoke seals, and more than a third had incorrect signage; 230 fire doors inspected had gaps bigger than 3mm between the door and its frame (as specified in BS9999:2008 and BS8214:2008); More than 20 per cent had unsuitable hinges; and Almost one in six had damage to the door leaf.

Clive Reilly, a fire door inspector, said: “There is no doubt that many facilities managers are waking up to the need to have fire doors inspected.”

He added: “I regularly come across organisations which are either unaware of their obligations under current fire legislation or who simply choose to do nothing. Some do make an attempt to inspect and maintain their fire doors, but often use untrained, inexperienced staff who do not have detailed inspection criteria to follow.”

Asbestos regulations change for FMs The Control of Asbestos Regulations 2012 requires medical surveillance for workers undertaking licensed asbestos work, and as of 1 May 2015 it also covers workers carrying out Notifiable Non-Licensed Work (NNLW) on asbestos.

A worker planning to carry out any NNLW must have a medical examination before this work can be started, unless the worker has had a suitable examination in the previous three years. An example of NNLW is cleaning up small quantities of loose or fine debris containing ACM dust.

These examinations can be carried out by an appropriate fully registered medical practitioner and must be repeated every three years (or before, if advised by the medical practitioner) while this type of work is expected to be undertaken.

Steve Sadley, chief executive of the Asbestos Removal Contractors Association, said: “For workers in the asbestos removal industry medical vigilance is vitally important due to the serious health issues related to exposure to asbestos. Covering NNLW will provide workers with facts on their health, as well as emphasise to them the importance of control measures and good working practices within the industry.” www.fm-world.co.uk

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FM NEWS

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THINK TANK

Yes, things are on the up – 41%

OUR READERS SAID… We asked our LinkedIn and mailing list members whether there are signs that FM is becoming a better-paid, better-appreciated profession. Are you feeling positive about the future?

FM World’s annual salary survey allows FM World to take a snapshot of pay and benefits trends across the sector, as well as the critical issues that matter most to FMs in the development of their careers.

You’ll see further on this issue where we’ve reported on confidence and pay levels (for the results please see page 16 onwards. The salary results have been incorporated across a series of features this year).

We asked whether you think the lot of facilities managers in general (in terms of salary and appreciation) is on the up or not, whether you felt more valued in your role and whether you think your own potential for professional development is improving. And the kicker – are there signs that FM is

becoming a better-paid and betterappreciated profession?

Forty-one per cent of you agreed that things were “definitely on the up”. Broadly speaking, the signs are more positive than negative.

“I would suggest there has been an appreciation of FM as organisations are coming out of recession and with a certainty that was never expected post-election,” said one respondent.

And others took this further by saying how it has manifested in their work lives, with some of you saying you felt fortunate to be working for a high profile service provider with a high profile client.

“I have a great team training and benefits package,” said one.

A more cautious 39 per cent,

however, said that while there were signs of improvement, they were just that - signs. What’s more, a dissillusioned 20 per cent said that they had seen no change in the past year and that nothing looked likely to be improving. Others felt that a changing workplace had precipated a re-evaluation of the role of facilities managers more generally.

Said one: “Organisations are refocusing on the workplace, budgets are being found to develop the workspace and organisations need FM expertise to ensure they spend the money appropriately.”

This has led to boons for the industry. The respondent

Signs of improvement are just signs – 39%

Nothing is getting better for us – 20%

added: “This has given increased opportunities to FM professionals.

These opportunities have resulted in the movement of more people around the industry than I have seen for some time.”

This has been reflected in pay, but further professional development while in the job was still an issue.

“Salaries are generally increasing but in general as a profession we have not increased professional development sufficiently,” remarked the respondent.

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

SCIENCE PHOTO LIBRARY

More stringent controls needed to eradicate norovirus The stomach bug norovirus is “frequently detected in the air of health care facilities” despite control measures by cleaning teams, say Canadian experts.

Their study investigated the presence of norovirus – sometimes known as the winter vomiting bug – during gastroenteritis in health care facilities.

Noroviruses are a major cause of food-borne illnesses.

The researchers from Laval University in Quebec, Canada, took a total of 48 air samples during norovirus outbreaks in eight health care facilities and the results show that norovirus genomes were detected in six of the eight premises.

The viruses were detected in 54 per cent of the rooms housing www.fm-world.co.uk

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patients with gastroenteritis, 38 per cent of the hallways leading to their rooms, and 50 per cent of nursing stations. Virus concentrations ranged from 13 to 2,350 particles per cubic metre of air. A dose of 20 norovirus particles is usually enough to cause gastroenteritis.

The findings “could have an important impact on the infection control practices and recommendations for managing norovirus outbreaks in health care facilities”, the report suggests.

Other measures such as the use of respirators, the closing of

patient rooms’ doors and the use of negative pressure rooms “could help prevent transmission of this troublesome virus”, says the report.

Professor Caroline Duchaine, who led the research team, said this mode of norovirus propagation could go some way to explaining why gastroenteritis outbreaks are so tough to contain.

“The measures applied in hospital settings are only designed to limit direct contact with infected patients.… these rules need to be reviewed to take into account the possibility of airborne transmission of noroviruses.

“Use of mobile air filtration units or the wearing of respiratory protection around patients with gastroenteritis are measures worth testing,” she added.

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ANALYSIS

UK productivity should form the basis for growth GRAEME DAVIES newsdesk@fm-world.co.uk

One of the key planks of opposition campaigning during the election centred on the ‘cost of living crisis’, with one area of focus the weak wage growth the average UK worker has had to contend with for several years.

Few industries have been exempt from low wage growth. And FM workers are among those who have seen living standards come

under pressure as growing bills have outpaced income.

But there are signs the pressure is beginning to ease. If the results of the 11th annual BIFM salary survey follow the trend seen last year, wages in the industry on average should have grown ahead of inflation in the past year. A year ago respondents reported that wage growth was picking up, although it remained below 4 per cent and

more respondents reported wage rises than the previous two years, when a significant number had experienced wage freezes.

Improving economic conditions have fed through to green shoots in wage growth, and this has coincided with the slump in inflation, primarily because of the fall in the oil price, which has seen fuel and energy bills shrink – as well as a supermarket price war. This combination has taken some of the heat out of the cost of living debate, but we are still only in the early stages of wage growth recovery and, viewed over the lifetime of the last Parliament, there has been minimal growth.

It has been one of the biggest curiosities of the gradual recovery in the UK economy over the past two years that although employment has picked up at a healthy clip, wages failed to keep pace. Indeed, the most recent

Contract wins

NEW BUSINESS Bellrock has agreed a deal with premium fashion retailer Hugo Boss UK. The service provider is to manage planned and reactive maintenance services across the retailer’s portfolio, as well as compliance across the airside stores. Hugo Boss UK has more than 50 stores, trading from prominent high street locations and in-store concessions to outlets and airports.

Devon Norse has won primary school cleaning contracts across the county worth about £195,000. These cover a range of services including daily cleaning of classrooms, corridors, sports halls, toilets and school offices plus an annual window clean. Devon Norse will undertake legionella testing, maintenance jobs and fire alarm tests.

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Building services group Optimum has been awarded mechanical and electrical work with Elmbridge Borough Council in Surrey. It will undertake mechanical and electrical and reactive works. The five-year deal spans a portfolio of 70 mixed-use buildings.

Wilson Vale has been contracted to cater for Lafarge Tarmac at Stancombe Quarry near Bristol. The three-year deal is an extension to an existing catering contract at Lafarge Tarmac’s UK corporate headquarters in Solihull, West Midlands.

Eric Wright Facilities Management is to provide FM services for a new health centre in Chester for Fountains Property Management. The deal runs

for a year with a possible two-year extension. Works include planned and reactive building maintenance, as well as energy management, cleaning provision, and site-based premises management.

Julius Rutherfoord has taken a cleaning contract for nine Hanover Housing estates in London. Each estate contains 50 self-contained units for older people, including communal lounges and dining areas, kitchens, massage and therapy rooms. The company will clean communal and laundry areas and offices, as well as window cleaning, with an option to clean residents’ quarters.

ISS Facility Services has renewed its contract with a luxury London hotel to deliver housekeeping and public area cleaning for another three years. ISS will continue working with the 140room Caesar Hotel, a restored Victorian townhouse near Hyde Park in Central London, with each room decorated to a minimalist standard with modern amenities. The four-star hotel is part of the handpicked portfolio of exclusive ‘WorldHotels’.

figures showed a record 31 million people in work in the UK, with the jobless rate having dipped to 5.6 per cent – its lowest since before the financial crisis hit in 2008. But at the same time wage growth has stalled; the latest figures show average wage growth of just 1.7 per cent for the year to February, down from 1.9 per cent the month before, although this may have been skewed by changes to the way bankers’ bonuses are being paid.

This has led some to argue that only inflation dipping to zero has helped to ease the cost-of-living crisis. Without sustained upward momentum in wage growth there is a distinct risk that if inflation were to spike upwards once more, which is likely given the fact that oil is not going to stay in the doldrums, workers would begin to feel the pinch again.

This feeds into another concern that many economists have picked up on but has not been widely discussed elsewhere – the UK’s productivity problem.

Usually, when an economy picks up, better productivity among the workforce is recorded alongside job creation. But this has been conspicuous by its absence, with productivity growth proving negligible.

Indeed, had UK productivity per worker remained on its prefinancial crisis path for the past seven years it should be 15 per cent higher than it is today.

It is not a subject that grabs headlines and, as such, failed to grab many column inches in the election campaign short of the usual commitments to apprenticeships and training.

So, even though wage growth is welcome, for the long-term health of the economy it is not the only factor that we should all be aware of.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

14/05/2015 15:32

Cushman & Wakefield and DTZ merge into global force Cushman & Wakefield and DTZ have reached an agreement to merge and become one of the largest global real estate services companies.

The new company, which will operate under the Cushman & Wakefield brand, will have revenues of over $5.5 billion (£3.5 billion), more than 43,000 employees and will manage more than 4 billion square feet globally on behalf of institutional, corporate and private clients.

The expanded full-service offering will provide a combination of “deep, local market presence with significant scale in core services in the major global markets”.

Brett White, who will assume the role of chairman and chief executive officer of the

Brett White: “It’s about local expertise and deep customer service”

combined company, said: “The companies have remarkably complementary skills and reach in different geographies – whether in New York, London or Shanghai, this will be a formidable combination.”

He added: “While breadth and depth are important to serve

BUSINESS BRIEFS

clients, it’s not just about size.

It’s also about local expertise and deep customer service, which are strong traits of Cushman & Wakefield and DTZ, and ultimately what will differentiate us going forward.”

White has more than 30 years’ experience and his previous role was as CEO of CBRE. Upon completion of the merger, Carlo Barel di Sant’Albano, current international CEO of Cushman & Wakefield and EMEA CEO, will take a senior global leadership role. John Santora, current CEO of North America at Cushman & Wakefield, will become chief operating officer and chief integration officer, and Tod Lickerman, current global CEO of DTZ will assume the role of president of the global company.

YUMI WILSON PHOTOGRAPHY

BAM Construct aims to broaden range of FM clients BAM Construct UK’s FM business is set to grow and offer life cycle options to customers after solid financial results for the construction company were released this month.

BAM Construct UK reported turnover for 2014 of £886 million (2013: £839 million), with a profit before tax of £6.6 million (2013: £10.9 million) at a margin of 0.8 per cent.

The forward order book is valued at £1.79 billion. The company deposited its 2014 report and accounts at Companies House last week. As well as construction, BAM engages in property development, design, services engineering, and facilities management services.

Graham Cash, chief executive, www.fm-world.co.uk

10-11_BusinessNews.indd 11

Graham Cash: “Offering reliability, quality and certainty to our clients”

said: “BAM Construct UK steered a prudent course throughout the recession, aimed at keeping the shape of our business stable, and being able to offer reliability, quality and certainty to our clients. A 0.8 per cent profit margin reflected the final phase of recession.

In the new conditions, we aim to improve this by using BIM,

lean technology and efficiency.

Most construction divisions have nearly full order books for 2015… The commercial property market revived in 2014. BAM Properties achieved considerable success letting and selling the portfolio of offices that it has developed in recent years.”

He said BAM Construct’s facilities management business now has a total FM capability of hard, soft and mobile services and “has broadened its range of customers. As well as being an efficient business and profit earner in its own right, the expertise of the facilities management team adds value to our design, property development and construction teams”.

B&M Waste Services expands Waste management company B&M Waste Services has acquired Stockdale & Sons Ltd, a waste services provider based in Manchester.

According to B&M: “As a family-run organisation with a recycling focus, B&M Waste has an ethos which matches that of Stockdale & Sons.”

Carl Stockdale, managing director, said: “It has been important to ensure that the level of customer service continues.”

Rentokil revenue rises Pest control firm Rentokil has reported an increase in revenue from ongoing operations of 6.2 per cent in the first quarter of 2015, according to a trading update. Of this, 2.5 per cent was organic growth and 3.7 per cent was from acquisitions.

Growth in the emerging (+26.4 per cent) and growth (+9.7 per cent) quadrants was strong, according to the update.

Its growth has been driven by the UK, North America, Asia, Pacific and Latin America.

PTSG in record results Premier Technical Services Group PLC (PTSG) has reported pretax profits of £3.7 million for 2014, up by 22 per cent on the previous year.

The results for the year to 31 December 2014 also highlighted a 30 per cent surge in group revenue, from £13.9 million in 2013 to £18 million last year.

Boosted by its expansion into high-level cleaning, acquisition of Acescott Management Services Limited and strengthening of its senior management team, PTSG achieved an 85 per cent renewal rate over the same period.

FM WORLD | 21 MAY 2015 | 11

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08/05/2015 14:37

FM BUSINESS IN FOCUS

The interviewee: Martin Corbett, managing director, Acis Student Housing Group The issue: How the growth in student housing is leading to new competitors in the sector

Acis digs into a growing market This month housing association charity Acis Group launched Acis Student Housing to provide an integrated student residential management and FM service.

It includes a range of services for student residences including marketing, rent collection, tenancy management, helpdesk, security, mechanical, electrical, plumbing and fabric maintenance, waste disposal and recycling, pest control and energy management.

The company will provide a ‘fixed-price, long-term

expenditure wrap’ as well as the expertise to market and let the accommodation to maximise rental income and to manage the property assets professionally.

Acis Group created the firm with Martin Corbett, former managing director of Derwent FM, a part of Derwent Living, a student accommodation body.

Corbett says the launch “will create a major new player in the student accommodation market… and allow Acis Group to generate revenue streams

to expand its housing stock”.

Acis, he says, differs from its rivals. “We are the only public/ private sector operator of student accommodation where 60 per cent of our profits go to charity.”

Acis Group knows the sector well – it manages more than 1,150 student accommodation beds in Nottingham and Sheffield.

Corbett said: “The market is growing from around 1.68 million students now to 1.91m students by 2021/22 and then to 2.41m students by 2029. There is also

a structural shortfall of 500,000 beds and universities need to spend more than £5 billion on outdated stock within 10 years.”

After disposing of his Derwent FM interests, Corbett felt he “still had a story to complete” having grown the student division to 18,000 beds over four years.

“I got together with my original management team and we agreed that we wanted to replicate and refine our previous approach.”

The market is buoyant, he says.

“Sales in the first quarter of 2015 were a staggering £3.3 billion as overseas investors understand the value of the long-term income streams which are considered robust even in the direct let market.” This, he says, has “pushed up the demand for companies like Acis Student Housing, who can market and let the buildings, collect the rent and provide FM services”.

“We now have a robust infrastructure in place… to help support the planned expansion over our five-year business plan.”

HERPREET KAUR GREWAL newsdesk@fm-world.co.uk

SIT-STAND: THE TIME IS NOW FASTER, QUIETER, BETTER LOOKING AND AT JUST £400, MORE AFFORDABLE THAN EVER. Sit-Stand: The Time is Now find out why at www.thetimeisnow.co.uk

www.fm-world.co.uk

13_BusinessFocus.indd 13

FM WORLD | 21 MAY 2015 | 13

14/05/2015 21:52

FM OPINION

THE DIARISTS

AN APPETITE FOR IMPROVEMENT AND EXPANSION

‘

SIMON FRANCIS

is head of estate services at London South Bank University (LSBU)

It has been a good few years since I managed catering as part of an FM service, so I have relished the chance to take responsibility for a service that is such a big part of the student experience.

In the past couple of months, we have had business cases approved for work that will significantly improve catering at LSBU. Works start this summer on a full refurbishment of the kitchen in our main campus restaurant. It has been 15 years since the kitchen was overhauled so we’re excited about the opportunities for expanding our offering. My team is working with our projects colleagues to finalise the specification, run the procurement exercise and programme the works. Our plans are complicated by the need to

run catering services for summer schools, when the work is to be undertaken, so contingency plans are being developed to minimise the impact on our customers.

As part of a larger project to introduce space dedicated to new teaching and learning practices and technologies, we are moving one of our small cafés onto the main concourse of our largest building. We’ve negotiated funds to create a larger, free-flowing café and social space, bringing life to the underused concourse.

“IN THE PAST COUPLE OF MONTHS WE HAVE HAD BUSINESS CASES APPROVED FOR WORK THAT WILL SIGNIFICANTLY IMPROVE CATERING AT LSBU”

The project is challenging, particularly maintaining fire safety while opening out the frontage of the space, but work is due to start and plans are afoot as to how to use the space. We hope to not only improve the offering we provide, but to bring life and energy to what is now a sterile, functionless space.

Another area where we hope to make improvements before the next academic year is the main student bar. The bar, which is run by our catering service partner, is underused. In conjunction with the Student Union and the Student Services team, we are consulting to identify what students would prefer and what events they would like to see.

We hope to freshen the bar over the summer to create a more welcoming space.

HONORARY FACILITIES MANAGEMENT ASSISTANTS…

‘

EMMA VINCENT

is facilities manager at Sevenoaks District Council

14 | 21 MAY 2015 | FM WORLD

14_Opinion.indd 14

I have never been involved in the elections at Sevenoaks District Council.

Other teams have always completed these, so to say the past month has been a learning curve is an understatement. We were flat out making deliveries, making thousands of ‘grass skirts’ (counting sheets for long ballot papers) and setting up the count hall. Some of us stayed until the early hours of the morning to help with the Parliamentary count, then came back on 8 May to help with the district and parish counts.

We also helped unload cars returning from polling stations, delivered packed lunches, set up a TV room for candidates and agents, and moved ballot boxes to different ends of the hall. By the end of Friday, the FM team

was shattered.

I am not good at accepting help; I like to be able to let people get on with their lives without the worry of the background work that FMs do. Even if I am offered help I usually think, “No, it’s our job to do this”. But at the end of the count, when just I, an FM assistant and two other council staff looked at what we had to clear away, my mind could not fathom the task ahead. So I have never been so grateful as when more than 15 Sevenoaks District

“THE ELECTION WAS A HUGE PROJECT THAT WAS A MUCH LARGER EXAMPLE OF THE SMALLER EVENTS WE HAVE HELPED TO SET UP”

Council staff started dismantling the count hall. And it wasn’t just a case of dismantling everything – it had to be loaded onto our vans and taken back to our offices. For that night, they were all honorary FM assistants. They all stayed until the tables and chairs had been cleared and put on the vans, a task that would have taken four of us more than double the time. Others stayed on later to help us load other equipment.

The election was a huge project and a much larger example of the smaller events we have helped to set up. But it was a surreal feeling, after just seven months at management level, to have senior managers, heads of service, chief officers and the chief executive asking: “What next, Emma?” www.fm-world.co.uk

14/05/2015 15:34

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

BEST OF THE

FMWORLD BLOGS Tesla’s Powerwall: a game-changer for BIM? Martin Brown, fairsnape isite Following the announcement from Elon Musk, we have seen energy and sustainability commentators proclaim the new Tesla PowerWall a game-changer for energy management. Tesla estimate that with only 9 million Powerwall devices, carbon targets to address climate change can be achieved. What happens when every home, office, building has a Powerwall enabling local energy management, connected to the internet. The Powerwall has also been heralded as an example of the emerging ‘world view’ age. We are leaving the Age of Information to enter an Age of Infrastructure that will focus on the way not only energy but how information is managed, transported and communicated, constantly and in real time – the Infrastructure of Information.

Imagine BIM models that update instantly and constantly based on data from building’s internet of things. The Age of Infrastructure, in which the internet of things is a key element, will mash up physical and cyber spaces. Will BIM also blur the boundary between physical and web space, making Augmented Reality the tip of an iceberg? Building Infrastructure Management, anyone?

There are the inevitable dangers. People will hack your building; they’ll inject malicious code into delivery drones; stealing your phone might become the same thing as stealing your car. Whilst this could well give us near-perfect buildings, it could also take us closer to the Blade Runner vision of cities and buildings that is the antithesis of the restorative sustainability thinking movement. It is shaping up to be an incredible fast-paced journey ahead for the built environment.

Read the full article at www.bit.ly/1ci7SYA

Explicit focus on experience Bram Aarntzen, Planon At the CeBIT 2015 exhibition floor in Hanover, I see two worlds coming together. One world is about technology, with impressive opportunities in the domain of the Internet of Things (IoT), Big Data, Mobilisation, Security, and Industry 4.0. CEOs, CTOs and VPs R&D are presenting their vision on how these trends are conquering the world.

The other world is that of guests and customers, who are also consumers in their non-working life. They are already influenced by these technologies as consumers and this trend will exponentially influence their working life too.

Most technologies present themselves only when they’re useful to you. You are hardly aware that when you are moving lines in a shop you are tracked by multiple technologies. This data is captured by large B2C companies who build entire market strategies around you. Are you concerned about these trends? No, because it helps you.

As an FM, imagine that your guests and customers are your consumers. Imagine what you could offer them if you started using consumer-focused technologies like the IoT, Big Data and Mobilisation. They can be informed about their ideal workplace in their favourite building, knowing that their colleagues will start working in that same spot, without worrying about parking slots. Interactive kiosk screens tell them the shortest way to the meeting room and presents data about the air quality, temperature, humidity and noise. A mobile app provides indoor navigation and tells them which colleagues are already on that floor. A lot of data is captured in the process, but I am sure that as long as it helps your guests and customers explicitly, these implicit technologies represent a considerable value for you and your board.

Do you have what it takes to accept this challenge?

Read the full article at www.bit.ly/1QiT7mH

www.fm-world.co.uk

15_Opinion.indd 15

FIVE MINUTES WITH NAME: Nick Mead CEng FCIBSE JOB TITLE: President, Chartered Institution of Building Service Engineers

As services engineers we are responsible for almost all of the energy using systems in buildings. These systems are responsible for 40-45 per cent of primary energy demand and carbon emissions in most developed economies.

Those same systems also use large quantities of metals and rare earths which are scarce, expensive resources, and some of them only currently available from certain parts of the world.

Policy-makers around the world face what is termed the “energy trilemma” – the need to improve security of supply, reduce energy costs to consumers and businesses, and to reduce carbon emissions to minimise the increase in global average surface temperatures.

We need to be at the top of our game if we are to deliver the improvements in design, construction and lifetime performance of the built environment that society needs. And we must deliver that improved building performance with a collaborative approach, working with others.

We may have limited influence as individuals.

But as building services engineers we are the key professionals in the delivery of building performance. That may sound as if we are blowing our own trumpets, but it also identifies the very significant professional responsibility that building services engineers have.

We cannot deliver better building performance on our own. Better building performance requires collaboration with other professions, as together we focus on meeting the needs of our clients and of building occupants, and delivering better buildings that use less energy whilst meeting those needs.

Then, along with other engineering professional bodies, we can also hold ‘open’ debates with government to raise the profile of our industry and its own sustainability.

FM WORLD | 21 MAY 2015 | 15

14/05/2015 21:49

PAY & PROSPECTS

INTRODUCTION

SALARY SURVEY 2015

ILLUSTRATIONS: NEIL STEVENS

STEADY AS SHE GROWS IN THE FM MARKET

16 | 21 MAY 2015 | FM WORLD

16_17_INTRO.indd 16

www.fm-world.co.uk

15/05/2015 14:49

SALARY SURVEY 2015

This year’s FM World Salary Survey involves a wider variety of facilities managers and a more even spread of FM employment types. And more importantly, as we report later in the magazine, there are signs of an increasingly dynamic employment market

I

t has become customary at the beginning of our annual salary survey report to comment on the balance of responses from those FMs working in-house versus those from outsourced service providers. That figure has been stubbornly fixed at around 65/35 in favour of the former for years.

For 2015, however, we can point to a slight rebalancing – it’s now a 60/40 split.

What’s more, the number of industry sectors represented in this year’s survey continue to dazzle in terms of sheer diversity,

showing a further increase in the number of sectors, with FMs from the oil, chemicals and engineering sectors right through to transport, leisure, healthcare and retail. This really is a broad spread, helping to further debunk any stereotype about facilities management as a purely officebased discipline.

Of course, plenty of officebased sectors are represented.

FMs from finance, banking and legal firms continue to make up the largest cohort of respondents (albeit at 12 per cent, a smaller percentage than last year), and

we’ve seen 10 per cent from engineering, construction and manufacturing, 6 per cent retail, 5 per cent health care and more than 10 per cent from the charity and non-profit sectors.

There’s also been a broadening out of the size of company represented in the poll, with 52 per cent employed at firms employing more than 1,000 people. That figure was up at 58 per cent last year, and we’ve seen a corresponding increase in the number of FMs at companies employing between 201 and 1,000 people.

As for gender balance, the response mirrors the anecdotal evidence from recruitment agencies suggesting that, gradually, women are comprising an ever-growing percentage of the FM workforce. Last year the split was 70/30 in favour of men, this year 66/34. A small change, perhaps, but a welcome one.

And if that’s encouraging, so is the age range. In our 2010 poll, just 18 per cent of survey respondents were aged under 35.

This year it’s 33 per cent – fully a third of those taking part.

Over the following pages you’ll find the rest of this year’s results as well as commentary on the state of the market for facilities managers from some of the sector’s recruitment specialists.

Thanks as ever to the hundreds of you who who took the trouble to fill in the survey – we appreciate it hugely. FM

“The number of industry sectors represented in this year’s survey continue to dazzle in terms of sheer diversity”

SERVICE PROVIDER SALARIES BY FUNCTION HARD FM

£91,000+ £76,000-£90,000 £61,000-£75,000 £46,000-£60,000 £36,000-£45,000 £26,000-£35,000 up to £25,000

www.fm-world.co.uk

16_17_INTRO.indd 17

8% 8% 8% 31% 23% 15% 7%

£91,000+ £76,000-£90,000 £61,000-£75,000 £46,000-£60,000 £36,000-£45,000 £26,000-£35,000 up to £25,000

CONSULTANCY (FM / PROPERTY)

INTEGRATED FM FIRMS

SOFT FM

0% 0% 29% 29% 0% 14% 29%

£91,000+ £76,000-£90,000 £61,000-£75,000 £46,000-£60,000 £36,000-£45,000 £26,000-£35,000 up to £25,000

5% 5% 9% 23% 22% 20% 16%

£91,000+ £76,000-£91,000 £61,000-£75,000 £46,000-£60,000 £36,000-£45,000 £26,000-£35,000 up to £25,000

0% 0% 11% 11% 30% 24% 24%

FM WORLD | 21 MAY 2015 | 17

15/05/2015 14:18

PAY & PROSPECTS

REMUNERATION

SALARY SURVEY 2015

GRADUAL GROWTH IN PAY RATES While the variety has increased, the number of FMs completing our 2015 salary survey has remained stable – as have the rates at which their levels of pay have risen

T

he number of FMs employed with total FM providers has fallen slightly from 72 to 68 per cent of all our supply side respondents, and there’s been a small increase in those indicating that they worked solely for soft FM service providers and a corresponding decrease in those representing FM consultancy organisations.

18 | 21 MAY 2015 | FM WORLD

18_20_Reward success.indd 18

We’ve seen a drop in the number of respondents from service providers working on private finance initiatives (PFI) or public-private partnerships (PPP). These figures are down from a third in 2013 and 26 per cent in 2014 to just one in five.

We’ve also seen a reduction in the number of in-house FMs responsible for regional or multisite roles this year, down from 33 and 26 per cent in 2013 and 2014 respectively to just 20 per cent of all in-house respondents. Those responsible for single sites has grown 8 percentage points to 30 per cent of the in-house total.

The number of supply-side respondents responsible for

multiple sites has dropped since last year; just 30 per cent of supply-side respondents said this description fitted them, down from 44 per cent. Those responsible for single sites stayed at 10 per cent of the total.

Responses from in-house FMs in government organisations rose from 11 per cent in 2014 to 14 per cent, while FMs working in the charity sector comprise 10 per cent of the in-house total.

Professional members People holding BIFM associate status rose significantly. A third of respondents said this, up from 25 per cent last year, and 20 per cent in 2012. www.fm-world.co.uk

15/05/2015 14:49

REMUNERATION

cent the Royal Institution of Chartered Surveyors. And 1.7 per cent were members of the International Facilities Management Association, down from 4 per cent last year.

Some 16 per cent cited membership of bodies outside of our list, including the Royal Institution of Naval Architects, The Royal Town Planning Institute, the Institution of Engineering and Technology, The Institute of Leadership and Management, and the Federation of Small Businesses.

There’s been a slight bump in the number of respondents working in London and the South-East. Those regions still account for just over 50 per cent of the total. Most of the response to the poll by region has otherwise stayed constant, albeit there was a fall in those from the North-West (5 per cent, down from 8 per cent).

Responses from FMs in Scotland and Northern Ireland remained similar to 2014 at 9.4 per cent.

PAY RISES RECEIVED

Increase of 1-2% – 41% Increase of 3-4% – 15% Increase of 5-6% – 4% Increase of 7-10% – 8% Increase of 11% or more – 5% No Change – 27%

SUPPLYSIDE FMS

Increase of 1-2% – 47% Increase of 3-4% – 22% Increase of 5-6% – 8% Increase of 7-10% – 4% Increase of 11% or more – 2% No change – 17%

CLIENTSIDE FMS

Pay rates

Those respondents with BIFM member-grade status fell to 46 per cent from 57 per cent. A further 15 per cent hold certified member status.

We’ve remarked before on how closely the roles of FM and health & safety manager are and, again, membership of the Institution of Occupational Safety & Health (IOSH) – at 37 per cent – remains the other professional body that FMs are most likely to join, in addition to the BIFM. Fourteen per cent said they were members of the Chartered Management Institute (nearly twice the number than in 2013), 14 per cent the Chartered Institute of Building Services Engineers, and 13 per www.fm-world.co.uk

18_20_Reward success.indd 19

The most popular salary band was £26,000 to £35,000, a range selected by 25.5 per cent of respondents. This is a rise of five percentage points on our 2014 figures, the likely result of an increase in younger participants (the number of respondents earning up to £25k has effectively doubled year on year to 19 per cent). Our last two surveys had the £36,000 to £45,000 bracket as most popular, but respondents here have dropped from 23 to 20 per cent of the total. We also saw a drop in respondents earning between £61,000 and £75,000 – 7.4 per cent compared to 11.5 per cent last year.

As for the gender gap, 25 per cent of male respondents said they earned £36,000 to £45,000.

This compares with 17.78 per

YOUR SALARY INCREASE AT LAST REVIEW Increase 1-2% Increase 3-4% Increase 5-6% Increase 7-10% Increase 11 plus% No change 2014 2013 2012

Decrease Respondents

0%

10%

20%

30%

40%

50%

FM WORLD | 21 MAY 2015 | 19

15/05/2015 14:50

PAY & PROSPECTS

REMUNERATION

SALARY SURVEY 2015

WHAT DO YOU EXPECT YOUR SALARY INCREASE TO BE AT YOUR NEXT PAY REVIEW 2015 45%

Increase of 1-2% Increase of 3-4%

20%

Increase of 5-6%

5% 6%

Increase of 7-10% Increase of 11% or more

4%

No change Decrease

19% 0%

2014 Increase of 1-2%

45%

Increase of 3-4%

26%

Increase of 5-6% Increase of 7-10% Increase of 11% or more

5% 3% 1%

No change Decrease

20% 1%

2013 Increase of 1-2%

47%

Increase of 3-4%

18%

Increase of 5-6%

3%

Increase of 7-10%

3%

Increase of 11% or more

1%

No change Decrease

27% 1%

2012 Increase of 1-2%

44%

Increase of 3-4%

17%

Increase of 5-6%

6%

Increase of 7-10%

2%

Increase of 11% or more

2%

No change Decrease

0%

20 | 21 MAY 2015 | FM WORLD

18_20_Reward success.indd 20

28% 2%

20%

40%

cent of female respondents. But in the salary band below we see 35 per cent of women earning £26,000 and £35,000 compared with 21 per cent of men.

One in five respondents saw a pay freeze this past year, a figure similar to last year’s (21.6 per cent), while salary increases of 1 to 2 per cent continue to represent the sizeable plurality of increases received over the past two years. Just under half (44.3 per cent) received such an increase in salary in the past year, albeit that’s a figure down on the 36.25 per cent of FMs who had to settle for such an increase last year.

Salary bumps of 3-4 per cent were obtained by 19 per cent of respondents, matching our 2014 results. But while levels of salary increases remained stable this year across all respondent groups, in-house FMs saw a smaller increase than their supply-side counterparts – 46 per cent of in-house FMs reporting a 1-2 per cent rise compared to 41 per cent on the supply-side. What’s more, 27 per cent of supply-side FMs reported no change in their salary compared with just 16 per cent of in-house FMs. Last year’s figures showed more women than men getting more sizeable increases. That trend continues – 9 per cent of female respondents saw a pay rise of 5-6 per cent compared with just 3.7 per cent of men.

Expectations of salary rises remain conservative; 45 per cent of all those we asked expect a rise of only 1-2 per cent in their next pay review, with a further 21 per cent estimating a boost of 3 to 4 per cent. Nineteen per cent expect no change at all.

In-house FMs appear more optimistic; 26 per cent expect a rise of 3-4 per cent compared with just 11 per cent of those on the supply-side.

“In-house FMs appear more optimistic; 26 per cent expect a rise of 3-4 per cent compared with just 11 per cent of those on the supply-side” Despite anecdotal evidence of a recovering economy there is little improvement in terms of salary. Those who said they earned under £25,000 are pessimistic about future rises; 36 per cent expected no change, and 35 per cent in this salary range expected a rise of just 2 per cent.

Most respondents (82 per cent) have a pension plan as part of their remuneration, and half have a health plan. Performance-related bonuses are received by 48 per cent, and 19 per cent are in a profit-share or share-save scheme.

Petrol allowances remain at 18 per cent – more FMs at outsourced providers get that perk.

The level of annual bonus recipients – and what those bonuses comprise – is consistent with previous figures. Half get an annual bonus (51 per cent), 11 per cent receive a bonus of under £1,000, (a slight increase on last year, 9 per cent) and 23 per cent receive a bonus of between £1,000 and £4,999. Under 10 per cent of respondents had a bonus of more than £10,000, as in past surveys, but the top 6 per cent received bonuses of between £15,000 and £30,000. FM www.fm-world.co.uk

15/05/2015 14:50

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FMW.210515.021.indd 2

08/05/2015 14:39

SWITCHING EMPLOYERS

SALARY SURVEY 2015

IKON

PAY & PROSPECTS

22 | 21 MAY 2015 | FM WORLD

22_24_Value of longevity.indd 22

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15/05/2015 14:32

SWITCHING EMPLOYERS

SHOULD I STAY OR SHOULD I GO NOW? When weighing up whether to stay with an employer or strike out elsewhere, facilities managers are increasingly likely to rank their desire to challenge themselves ahead of the size of their pay and bonus packages

A

bout one in five FMs reported to us that they had been promoted over the past 12 months. That’s nothing out of the ordinary compared with past years – but we can report an increase in the number of FMs promoted over a two-year period – up from 14 to 17.3 per cent year on year. A further 11 per cent received their last promotion four years ago. These responses are consistent for both in-house and supply-side facilities managers, and across genders.

Given the fairly static numbers in terms of pay rises, it’s interesting to report how FMs are becoming less concerned about pay than in previous years. By ‘less concerned’, let’s be clear – pay is still the most important factor when FMs weigh up a job’s potential. But in the years to 2013, up to 70 per cent of respondents cited salary as the most important reason for choosing a job. We saw that start to change last year, and in this year’s survey we saw only 60 per cent indicate pay as the main determinant of a job’s value.

Career prospects and job security (41

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22_24_Value of longevity.indd 23

and 29 per cent respectively) continue to prove important, but that pay figure represents a sizeable drop, one made all the more interesting when you factor in that FMs are putting more emphasis on the appeal of more ‘challenging work’ (up 6 percentage points year on year).

Health cover (3 per cent) and fringe benefits (1 per cent) are not enough to entice an FM into a new role, but respondents continue to value location (27 per cent) a good

working environment, and strong relationships with their colleagues (17 per cent).

Staying put Broadly a fifth of respondents have been with their current employer for between two and four years – the largest proportion of respondents. While this figure is up substantially in comparison with previous surveys, those reporting 4-6 years, 6-9 years or longer service has remained constant. It’s at the

YEARS WITH CURRENT EMPLOYER

SERVICE PROVIDER

1 year or less 1-2 years 2 - 4 years 4 - 6 years 6 - 9 years 9 - 14 years 14 - 20 years 20 years +

IN-HOUSE

18% 13% 21% 15% 18% 5% 4% 6%

1 year or less 1-2 years 2 - 4 years 4 - 6 years 6 - 9 years 9 - 14 years 14 - 20 years 20 years +

14% 18% 15% 19% 12% 9% 8% 5%

FM WORLD | 21 MAY 2015 | 23

15/05/2015 14:32

PAY & PROSPECTS

SWITCHING EMPLOYERS

“The industry is very competitive. There are always more candidates than jobs available”

SALARY SURVEY 2015

REASONS FOR PLANNING TO STAY WITH CURRENT EMPLOYER My employer:

Service provider

I enjoy working for my employer

In-house

Salary / benefits package Job Security in current climate

lower end where the difference is seen. Those reporting just a year or less with their current employer have increased by a factor of four to close to 15 per cent of all respondents. What remains true to previous results is that men tend to stay with one employer for longer – 16 per cent have been with their organisation for 4-6 years (compared with 12 per cent of female respondents).

Supply-side FM professionals are more likely to move more often between employers. Only 40 per cent have been with their organisation for more than four years compared with 64 per cent of in-house FMs. Those working for service providers are also more likely to consider leaving their current organisation in the next two years (44 per cent compared with 31 per cent).

These figures suggest a return to the mobility of the FM workforce we reported back in 2013, when a quarter of respondents told us they had been with their employers for two years or less.

Deciding to leave A third of our respondents expected to leave their current employer within the next two years, with 17 per cent expecting that day to come within the coming 12 months. Compare that with the 11 per cent expecting to leave within two years in our 2014 survey.

At the other end of the scale, 14 per cent are planning for the long term, expecting to serve 24 | 21 MAY 2015 | FM WORLD

22_24_Value of longevity.indd 24

Increased prospects of promotion Promise of bonus payments Promise of pay rise Achieve full pension entitlement Convenient location Other benefits Other 20%

with their current organisation for the next seven years or longer. That, though, is a reduction on previous years (it was 17 per cent in 2014).

Concerns about pay, benefits and career prospects are the main reasons cited by FMs for wishing to leave their current employer over the next 12 months. One in four cited unhappiness with pay, and another quarter put lack of career opportunities as their primary reason for getting itchy feet. In fact, these are slightly lower figures than we’ve seen in recent years, with more in-house FMs expressing their concern over both issues. Lack of management support is also seen as a motivating factor (8 per cent, marginally up on last year), but it’s notable just how little the stress of the job plays in these decisions (only 2 per cent mentioned it). Redundancy

40%

60%

remains the reason of departure for 4 per cent of our sample.

That perceived lack of career opportunities is also the key driver for those who’ve actually made the leap to another employer in the last year. One in four cited a lack of career opportunities as the primary reason, a figure up from one in five just 12 months ago. A further 19 per cent left their previous employer because of redundancy, while at the other end of the spectrum 10 per cent were head-hunted into their role.

Factors such as the number of working hours (3 per cent), lack of management support (4 per cent), and concerns about pay and benefits (6 per cent), also registered as reasons for leaving.

Respondents happy to stay with their employer for more than a year said that general enjoyment of the role was the

80%

100%

main reason. One in 10 cited job security, down from the 16 per cent citing it last year and the 22 per cent in 2013 – figures suggesting a more confident market.

Another 11 per cent of respondents told us they were staying because of the increased prospect of an internal promotion. And again, salary is rarely a reason for staying put – 9 per cent or our sample cited it.

For those recently moved to new employment, more than a quarter of respondents (28 per cent) cited a fresh challenge as the main reason. Better longterm prospects (15 per cent) and an improved salary or benefits package (11 per cent) were also key drivers, while a position of seniority (11 per cent) was also popular. Just one in 20 moved because of their new employer’s perceived market reputation. FM www.fm-world.co.uk

15/05/2015 14:50

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23/04/2015 08/05/2015 15:27 14:39

PAY & PROSPECTS

FM’S CHANGING DEMOGRAPHICS

KEVIN STANLEY

WHAT FMs LOOK LIKE –

CHANGE IS AFOOT IKON

The stereotype of a facilities manager – male, aged 40 to 60, from a trade or M&E background – no longer rings true, as our survey demonstrates

26 | 21 MAY 2015 | FM WORLD

26_30_Demographic.indd 26

www.fm-world.co.uk

15/05/2015 14:32

FM’S CHANGING DEMOGRAPHICS

T

he facilities management workforce is evolving, with some recruitment consultancies telling us that new FMs represent something closer to a 50/50 male/female split, while routes into the sector – from service backgrounds such as customer service and hospitality, or directly from university – are helping to dissolve some wellworn stereotypes.

In this year’s salary survey more than 6 per cent of respondents reported having been in FM for under two years – compared with 3 per cent of our 2014 respondents. Most (78 per cent) have been in FM for more than four years, and more than half boast in excess of nine years in the profession. But as we see more younger practitioners, we are also seeing a tailing off in the number of FMs with 20 or more years’ service, down from 20 to 18 per cent year on year.

Those entering FM directly from university are helping bring down the median age – albeit not quickly enough for some.

“The BIFM’s surveys prove the age shift in the profession is favouring the 25-35 bracket,” comments Don Searle, projects & contracts manager at recruitment consultancy Catch 22.

“But the industry has an imbalance in the older age group, between 50-65, where ‘lifers’ are at the top of their profession and likely to stay until retirement.

There will be a shortfall at the top of the profession in the next 10 years or so unless FM providers put some senior succession planning into place.

“The organisations that stimulate the market – in our case large FM providers – need to establish a conveyor belt of talent at every level of their organisations to ensure continuity,” argues Searle.

“There’s been a move towards www.fm-world.co.uk

26_30_Demographic.indd 27

organisations using in-house recruiters, and many of those have expressed support for apprenticeship schemes – but in the medium term, service providers need to drive the on-boarding process by displaying FM as a profession with prospects.”

Our salary survey bears out Searle’s concerns. The proportion of respondents entering the FM profession from building services or engineering is consistent with previous findings, gradually reducing and currently at 17 per cent. Office management and administration accounted for a further 15 per cent of respondents, with 9 per cent coming to FM from the armed forces.

A third of the female FM professionals we surveyed entered the industry from office management, compared with just 6 per cent of male respondents.

Searle ascribes the growth in female FMs to a number of factors. “The focus of FM as a whole has shifted from being a reactive service to one that anticipates its clients’ requirements. FM starts at reception rather than the plant room, and opportunities to lead this service have encouraged more women to consider FM as a career.”

Despite the younger age profile of our respondents this year, 6 per cent said they were in their first role after leaving full-time education compared with 8 per cent in the 2014 survey.

But Gary Binder, section manager at recruitment company PRS, says FM today is far from the old cliché of a role into which people ‘fall’.

“There are now a lot of younger and more ambitious people in the industry, both male and female,” he says. “FM is now a career with its own pathway.

Companies are increasingly keen

to capture talented individuals and give them broad career experience before allowing them to focus on a business stream that suits their skill set best.”

There remains a fine line between the value of education compared with experience, and it’s one that can be dependent on who is controlling the recruitment process, says Binder.

Right now, recruiters see FM increasingly moving to becoming a profession with a customer-centric mentality. FMs are increasingly required to demonstrate top-class customer service skills.

“A lot of new FMs are coming into the sector from client-facing roles within hospitality, five-star

“A lot of new FMs come into the sector from client-facing roles within hospitality, five-star hotel and airline businesses”

DO YOU AGREE WITH THE FOLLOWING STATEMENTS? My employer:

Agree

Offers excellent succession planning and career opportunities

Disagree

Always encourages equal opportunities and diversity Has a high turnover of staff Has a high degree of staff morale and a strong sense of belonging Does everything to empower staff wherever possible in order to make their own decisions Has a strong public image and performs well against competitors Offers exit interviews to all staff who leave the company Offers a competitive salary and package compared to other organisations in the facilities market Offers staff the opportunity to work flexibly, both in terms of time and location, where possible 20%

40%

60%

80%

100%

FM WORLD | 21 MAY 2015 | 27

15/05/2015 14:32

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FM’S CHANGING DEMOGRAPHICS

CERTIFICATION

OTHER QUALIFICATIONS Many respondents to the FM World Salary Survey hold a number of qualifications from both inside and outside the sector. Fifteen per cent are studying for, or currently hold, a BIFM Level 4 qualification, 5 per cent hold Level 5 and 2 per cent hold Level 6. Seven per cent of respondents hold BIFM qualifications under the former qualification system.

A third of facilities professionals also hold a Nebosh qualification, and nearly half (44 per cent) are IOSH-qualified.

One in five has completed a bachelor’s degree in a non FM-related discipline, and 12 per cent hold an NVQ Level 3 in a non FM-related area.

BIFM membership was quoted by 46 per cent of respondents, with certified membership of the institute rising year on year to 15 per cent. A third of respondents are associate members of the institute, while the number of BIFM corporate member organisations continues to rise – 9 per cent are now in this bracket.

BACKGROUND BEFORE FM

MALE

Accounts / finance / law 5% Architecture / interior design 1% Armed forces 13% Building services / engineering 24% Civil service including prison service 3% Construction 6% Customer services 3% Hotel and leisure 3% IT services 3% Office manager / administration 6% Property 4% Purchasing 1% Retail 3% Sales and marketing 3% Soft services, such as catering or security 7% This is my first job after leaving full-time education 5% Other 10%

“FM starts at reception rather than the plant room. Opportunities to lead this service have encouraged more females to consider FM as a career” hotels and airlines,” says Nikki Dallas of Talent FM. “They have the training to be client-facing and are the sort of people who will always give the client what they want, with nothing too much trouble. Clients are increasingly more demanding www.fm-world.co.uk

26_30_Demographic.indd 29

in terms of the culture fit – there’s a greater focus on frontof-house and meet-and-greet skills. First impressions within corporate environments are especially important.”

It’s not just the human dimensions. A focus on

FEMALE

Accounts / finance / law 5% Architecture / interior design 0% Armed forces 0% Building services / engineering 1% Civil service including prison service 0% Construction 2% Customer services 6% Hotel and leisure 11% IT services 1% Office manager / administration 35% Property 6% Purchasing 0% Retail 3% Sales and marketing 3% Soft services, such as catering or security 2% This is my first job after leaving full-time education 7% Other 15%

sustainability issues will also set FMs apart.

“As the push for greater sustainability increases, more people are beginning to specialise in energy management and sustainability,” says Chris Moriarty, the head of insight and corporate affairs with BIFM. “The role of energy manager within the FM team will grow as more people become involved in sustainability.”

Peter Forshaw, managing director at recruitment consultancy Maxwell Stephens, believes that as we see these demographic shifts from old

to young, organisations may struggle on the technical and engineering side because of a massive shortage of skilled people. He hopes to see more schemes launched to attract new skilled people into the sector.

As for now, “the industry is so diverse that it can be very challenging from a recruitment point of view,” says Forshaw.

“It’s hard to predict which new jobs roles might appear as FM is becoming so broad now. We’ve recently seen a merging of disciplines and roles becoming dual-focused, for example, head of facilities and IT or health and FM WORLD | 21 MAY 2015 | 29

15/05/2015 14:33

PAY & PROSPECTS

FM’S CHANGING DEMOGRAPHICS

safety, and FM roles that include elements of environmental and sustainability management.”

Martin Davies, training manager at BIFM Training, believes the profession has become demonstrably more professional. “There’s a career path benefiting from training and qualifications at all levels and across all specialisms within FM, most of which simply wasn’t available in the past.

“Employers are already looking to hire people who either have FM qualifications or are working towards them. It’s going to be increasingly difficult to ‘fall into’ FM unless candidates have the right qualifications or the willingness to undertake them and further learning and development.”

KEVIN STANLEY

ORGANISATIONS

OTHER MEMBERSHIPS With so much written about FM’s wider role within organisations and its place in wellbeing and workplace initiatives, the more prosaic factors of day-to-day FM life are evidenced by our respondents’ memberships of organisations other than the BIFM. For example, over a third identified themselves as members of IOSH, the Institution of Occupational Safety and Health (37 per cent), a figure slightly up on surveys in previous years.

Other popular memberships include those for the Chartered Management Institute (14 per cent), the Chartered Institute of Building Services and Engineers (14 per cent) and the Royal Institution of Chartered Surveyors (13 per cent). The Chartered Institute of Purchasing and Supply (5 per cent), and the British Institute of Cleaning Science (5 per cent) were also represented. Some 4 per cent were also members of the Institute of Directors.

The shifting demographics within FM, if occurring at too slow a rate for some, are nevertheless a cause for

excitement. As older FMs leave the industry, knowledge and experience is lost. But as the new generation enters in their place

SERVICE PROVIDER RESPONSE TO SURVEY

“There are now a lot of younger and more ambitious people in the industry, both male and female” – full of enthusiasm and aided by the emergence of a defined career path – the opportunities they have are considerable. FM

IN-HOUSE RESPONSE TO SURVEY

Total FM and managed services 68% Consultancy (FM/Property) 8% Hard FM services 11% Soft FM services 13%

RESPONDENTS’ BIFM MEMBERSHIP LEVEL

Member grade 46% Associate 33% Certified member 15% Large enterprise corporate member 5% Fellow 1% Honorary fellow 0% Small enterprise corporate member 4%

30 | 21 MAY 2015 | FM WORLD

26_30_Demographic.indd 30

Accounts / finance / law 5% Architecture / interior design 1% Armed forces 7% Building services / engineering 14% Civil service including prison service 2% Construction 6% Customer services 4% Hotel and leisure 6% IT services 1% Office manager / administration 21% Property 4% Purchasing 2% Retail 4% Sales and marketing 1% Soft services such as catering or security 5% This is my first job after leaving full-time education 5% Other 10%

www.fm-world.co.uk

15/05/2015 14:51

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08/05/2015 14:40

PAY & PROSPECTS

WORKING ABROAD

KEVIN STANLEY

BROADENING HORIZONS

32 | 21 MAY 2015 | FM WORLD

32_36_BroadHorizons.indd 32

www.fm-world.co.uk

15/05/2015 14:51

WORKING ABROAD

Whether it’s a move from in-house to outsourced provider, or to a position based outside of the UK, facilities managers considering such potentially career-defining moves must prepare for the leap they’re taking. Kevin Stanley reports

T

he grass – it’s always greener on the other side.

Or is it? The issues that FMs need to weigh up when making potentially life-changing decisions about their careers are influenced by myriad factors. Client or supply side? Public or private sector?

Working abroad? All present opportunities and challenges.

Foreign affairs At some stage in their career, most FMs will consider at least the prospect of working abroad.

FM’s status as an immature profession in various territories makes it attractive to UK FMs conscious of this country’s perceived pre-eminence in the field. But while many opportunities exist for those able to demonstrate a specific form of knowledge or experience, the days of going abroad and automatically boosting your pay earning are gone.

“These days, a lot of companies have a strong nationalisation agenda,” says Neil Everitt, business development manager at BIFM. “They want their own nationals in FM roles. UK FMs will need to demonstrate they have the required skills to fill specific gaps.”

And a country’s attitude towards its own nationals is just one issue, says Everitt. While the broad parameters of the job itself may be familiar, much won’t be.

“FMs at different stages of their lives should carefully consider their own personal circumstances before they move abroad,” says Everitt.

“If they are single, it might be easier for them to develop a network and get established quickly in their new surroundings. But if they have a family, they’ll have other things to consider. Housing and education, for example, could be more difficult to arrange. The www.fm-world.co.uk

32_36_BroadHorizons.indd 33

days when a company would pay for its employees to be re-homed with their family, and for their children to be privately educated, are gone. FMs working abroad now are expected to be selfsufficient.”

Those employed with outsourced service providers or directly with organisations that have international divisions will typically have more scope to move abroad with that same company, their network of existing support mechanisms making relocation easier.

Lead role Another factor is the UK market’s status as a market leader in innovation and best practice. This country’s FM brand is strong, and FMs may be able to use this as leverage when looking for a role, particularly in those international markets that are growing quickly.

Demand for FM is linked to volume of spend on construction and infrastructure.

“The United Arab Emirates (UAE), Dubai, Qatar and Saudi Arabia are always of interest to UK expatriates,” continues Everitt. “Their smaller populations, and their lack of

“They want their own nationals in their FM roles.

UK FMs will need to demonstrate they have the required skills to fill specific gaps” FM WORLD | 21 MAY 2015 | 33

15/05/2015 14:51

PAY & PROSPECTS

WORKING ABROAD

KEVIN STANLEY

REASONS FOR WANTING TO LEAVE CURRENT EMPLOYER

Unhappy with pay and benefits – 24% Lack of career opportunity – 24% No communication or involvement in company – 6% Expected Redundancy – 4% Retirement – 0% Perception of job security – 6% Level of workload – 0% Level of working hours – 2% Lack of management support – 8% Stress of the job – 2% Moving away / location – 4% Lack of colleague support – 4% Expected current role to be changed – 6% Other – 10%

THE MAIN REASON FOR JOINING YOUR CURRENT EMPLOYER Fresh challenge – 28% Better long-term prospects – 15% Better salary / benefits package – 11% Was unemployed – 11% Senior position – 11% The company had a good reputation – 5% Job was in a more convenient location – 6% Merger / acquisition of employer etc – 5% Employer decided to outsource FM – 1%

skills to fill senior management roles, make them attractive.”

In some cases, lower living costs are also attractive. But with lower average salaries, many will baulk at the idea of taking a perceived pay cut.

“The UK FM industry is more developed than Europe and the Middle East,” says Nikki Dallas of recruitment consultancy Talent FM. “We are looked to as the benchmark of best practice, so UK FMs have a lot to offer abroad.

“In the late 2000s, before the last recession, there was a mass 34 | 21 MAY 2015 | FM WORLD

32_36_BroadHorizons.indd 34

exodus of FMs from the UK to the Middle East. The UAE is still a good place to be, certainly at the higher levels of management, but fluency in Arabic is becoming increasingly important.”

Dallas confirms the growing importance of experience.

“FMs able to offer up to five years of experience would certainly be attractive to employers. Those with that level of experience would certainly have something to offer, but it’s most often those with greater experience – 10 years-plus – who are most sought after.”

If you are looking abroad a fluency in the native language and having a very broad skill set will obtain you a far better salary

Barriers ahead The Middle East and South East Asia offer exciting possibilities, but response from recruitment professionals to our enquiries suggest that the pioneering days for FM in these countries are coming to an end.

The UK and US still represent the pre-eminent markets for the application of FM. Ultimately, an FM’s choice of country in which to practise will be influenced as much by more prosaic factors such as language, affiliation with the UK education system and availability of work visas as the

professional issue of finding a suitable role.

“It’s best to create a shortlist of places that offer plenty of opportunities, then narrow these choices down to a specific country and a specific role,” suggests Everitt.

“However, keep in mind that a country that might make a great holiday destination may not make a good place to work.”

Across Europe, lack of the appropriate language skills can severely limit an FM’s options.

Nikki Dallas explains that in Germany, where the FM sector www.fm-world.co.uk

15/05/2015 15:08

WORKING ABROAD

MOST IMPORTANT FACTORS IN A JOB? Career prospects

Salary

Location

Degree of responsibility

Job security

Training

Challenging / interesting work

is less developed, there are fewer FMs and, accordingly, more demand for experienced managers. This means good opportunities for British FMs seeking a fresh challenge – but, warns Dallas, “it’s essential that you speak the native language.

Salaries in Germany are higher than those here, and fluency in German could earn you up to around 20 per cent more.”

FMs should also consider the transferability of their broader skill set. Customer service, team management, financial, leadership, communication and problem-solving skills are highly useful anywhere, and as Martin Davies, training manager at BIFM says, “almost all FM skills are transferable from one country to the other as the principles of this profession remain largely the same [wherever you are].”

While local market research is always necessary, the central elements of property and facilities management remain universal. And while legislation www.fm-world.co.uk

32_36_BroadHorizons.indd 35

differs from country to country, it’s as likely to be local customs and cultures as much as the practising of FM that provide the trickier obstacles.

Unless moving to take on an international role with your current employer, the critical decision of what sort of organisation suits you also needs addressing. Duncan Carter, director at Macallam Executive Recruitment, says that differences in employment ‘type’ are worth considering when assessing international FM roles and the firms offering them. The big CRE firms will offer FM roles, but, says Carter, corporate real estate consultancy and facilities management are very different disciplines, with CRE consultancy-led and feebased, and driven by cyclical changes both locally and globally.

By contrast, says Carter, “FM is about service delivery. FM’s long-term contracts make it more resilient to economic recession.”

“Having said that, there’s been

Fringe benefits / perks

Physical working environment

Recognition

Relationship with colleagues

Holiday entitlement

Final salary pension

Health cover 2015 2014

Opportunity to work flexibly

0%

2013

10%

20% 30%

40%

50%

60% 70%

80%

FM WORLD | 21 MAY 2015 | 35

15/05/2015 15:09

PAY & PROSPECTS

WORKING ABROAD

KEVIN STANLEY

“With an outsourced provider there may be more opportunities for progression and promotion across accounts and inter-contract” a trend for CRE firms to venture into FM delivery – for example, Norland being acquired by CBRE – and for some FM companies to go the other way. The lines are getting blurred. The types of people are different, but there is a convergence of the businesses.

“As to which is more attractive, there is still the white-collar ‘surveyor’ type versus the blue-collar delivery specialisms at play. Both are different skill sets.”

“When FMs consider moving abroad they should look at and consider roles that complement their experience and achievements to date, and that also give them an opportunity to develop their potential, says Coleen Cloherty, a director at Build Recruitment.

“Moving abroad as an FM will expose them to new and different environments and bring new ways of working.

From a career perspective that can only be a good thing.”

Client or supply side?

The other hard choice to make for an FM is between an in-house role or one with an outsourced service provider.

The differences between the two are well documented.

“In-house FMs often say that they feel more part of the fabric of an organisation and that they are better able to understand the needs of the business. They will typically stay longer with the company than FMs who work for a outsourced provider, but often have to wait longer 36 | 21 MAY 2015 | FM WORLD

32_36_BroadHorizons.indd 36

to get promoted or enhanced pay and conditions. Service providers often pay very well, but can also be very demanding in terms of hours on the job or high on level of responsibility.

Service providers will reward high performers very quickly, but each opportunity should be viewed on its individual merits,” says Cloherty.

There are clear benefits to both client or supply-side roles.

The key defining factor may come down to personality.

FMs should take the time to investigate their chosen organisation and the role it offers to see if there are good opportunities for learning, development, and progression.

But in terms of variety, it could be on the supply side that the most potential for quicker career development, particularly in terms of overall level of responsibility, exists.

“Outsourced providers may offer more opportunities for progression and promotion across accounts and intercontract,” says Dallas.

“Generally, there is a more prescribed career path in the outsourced model. In an in-house role you might be one of just a few, with your career development trajectory less obvious and possibly tied to someone higher up than you resigning. “Of course, you could move to another in-house role to progress,” says Dallas, “but in terms of ambition I believe outsourced providers can offer better progression.” FM

YEARS WORKING IN THE FM SECTOR IN-HOUSE

SERVICE PROVIDER

1 year or less 1-2 years 2 - 4 years 4 - 6 years 6 - 9 years 9 - 14 years 14 - 20 years 20 years +

5% 4% 12% 12% 16% 22% 13% 16%

1 year or less 1-2 years 2 - 4 years 4 - 6 years 6 - 9 years 9 - 14 years 14 - 20 years 20 years +

2% 9% 9% 13% 10% 23% 18% 16%

BONUSES RECEIVED SUPPLY-SIDE FMS

None – 47% Up to £999 – 11% £1000 - £4,999 – 25% £5,000 - £9,999 – 9% £10,000 - £14,999 – 4% £15,000 - £19,999 – 1% £20,000 - £29,999 – 3% More than £30,000 – 0%

CLIENT-SIDE FMS

None – 50% Up to £999 – 11% £1000 - £4,999 – 21% £5,000 - £9,999 – 9% £10,000 - 19,999 – 3% £15,000 - £19,999 – 3% £20,000 - £29,999 – 1% More than £30,000 – 2%

www.fm-world.co.uk

15/05/2015 15:09

FM PEOPLE

OPERATIONAL PRIORITIES

BEHIND

THE JOB TOP TOPIC TR EN DS

ince 2013, FM World has been asking each facilities manager featuring in Behind the Job to take part in Trending Topics, rating the importance to them, at the time of their interviews, of a fixed list of common FM activities. Here’s what the average of all those responses looks like

S

Methodology

Have you got a story to tell?

We’re looking for more facilities managers to feature in future Behind the Job interviews.

Contact us at: editorial@fm-world.co.uk www.fm-world.co.uk

37_ PEOPLEJOB_Behind the Job.indd 43

THE ACTIVITY DEEMED OF LEAST IMPORTANCE IN OUR FMS’ ROLES WAS ‘ADAPTING THE WORKPLACE/THE LEVEL OF FM SERVICE AS A RESULT OF THE ORGANISATION’S POLICY ON FLEXIBLE WORKING’.

THE MOST IMPORTANT ASPECT OF AN FM’S ROLE, AS SUGGESTED

BY OUR RESPONDENTS, IS ‘WORKING ON INITIATIVES TO ENSURE THAT THE ORGANISATION IS COMPLIANT WITH RELEVANT LEGISLATION’, WHICH SCORED 8.78.

8.78/10

WORKING ON ENERGY INITIATIVES HAS SIGNIFICANTLY GROWN MORE IMPORTANT TO FACILITIES MANAGERS – ITS RATING SURGED FROM 6.6 IN 2013 TO 8.11 TODAY

FELL FROM

6.81 to 5.44

8.78

2013 2015

6.6 8.11

THE MOST IMPORTANT ASPECT OF THE ROLES OF FACILITIES MANAGERS FEATURED IN 2015 IS ENSURING THAT THEIR ORGANISATIONS ARE COMPLIANT WITH RELEVANT LEGISLATION – IT ACHIEVED A RATING OF 9.0

2015

2013

8.78

Organising training 7.07

7.4

2015

THE ACTIVITY TO DECLINE IN IMPORTANCE OVER TIME WAS ‘INTRODUCING/WORKING WITH NEW FORMS OF IT IN ORDER TO DELIVER THE FM SERVICE’. THIS TOPIC FELL FROM 6.81 TO 5.44 TODAY.

Cutting costs

1. Working with our procurement department on buying in/ speccing up FM services 2. Introducing/working with new forms of IT in order to deliver the FM service 3. Working on energy-efficiency initiatives 4. Adapting the workplace/the level of FM service as a result of the organisation’s policy on flexible working 5. Setting up new forms of communication with FM service stakeholders/other departments 6. Maintaining our levels of service while cutting costs 7. Working on initiatives to ensure that the organisation is compliant with relevant legislation 8. Adapting our FM model to changing corporate circumstances 9. Organising training for members of the FM team, or undertaking training myself.

DATA

2013

Each facilities manager was asked to rate the following topics out of 10, with 10 being of most importance to him or her:

OTHER BIG MOVERS WERE FMS’ REQUIREMENT TO MAINTAIN LEVELS OF SERVICE WHILE CUTTING COSTS [7.4 IN 2013 TO 8.78 IN 2015] AND ORGANISING TRAINING FOR FM TEAMS [7.07 IN 2013 TO 8.78 TODAY]

9/10 FM WORLD | 21 MAY 2015 | 37

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BIFM NEWS BIFM.ORG.UK

BIFM AWARDS

Michael Kenny with FM Project of the Year winners Spectrum Service Solutions at the Scottish BIFM Awards, held last month

Lifetime achievement The only BIFM Award category now open for nomination is the ‘BIFM Lifetime Achievement Award’. This Award recognises individuals who have made a significant contribution to FM during the course of their career. The contributions of the individual should have had a lasting impact on the profession and industry.

Candidates will be assessed based on a clear demonstration of their commitment to the progression of FM where they have made both a significant and positive impact throughout their career. The nominated person must have: ● An established history and proven track record in FM; ● Exhibited professional leadership and inspiration to others; ● Made a positive and lasting impact on the FM profession; ● The respect of their peers; and ● Integrity and be recognised by the industry as playing a key role in the progression of the profession.

The deadline for nominations is 31 July 2015, and the winner will be announced at the BIFM Awards ceremony on 12 October.

For full details on this Award visit www.bifmawards.org/people/ lifetime-achievement-award/ Tickets and tables Tickets and tables for the BIFM Awards are available now. The Awards are a must-attend event for anyone in – or interested in – FM. Attracting more than 1,350 professionals, this black-tie event is a highlight of the FM calendar.

Alongside acknowledging the best in the FM industry, the event also encompasses 38 | 21 MAY 2015 | FM WORLD

38-40_BIFMNews.indd 38

networking, celebration and fun.

Tables and ticket options include individual tickets, standard tables of 10 or 12, and premium tables of 10 or 12.

Taking place on 12 October at The Grosvenor House Hotel, the timings are: ● 18:30 – Doors open, drinks reception starts ● 19:30 – Three-course dinner, followed by coffee and petits fours ● 21:30 – Awards Ceremony, with celebrity host ● 23:00 – Entertainment, including band and charity casino ● 01:00 – Carriages Dress code: Black tie i See more on the BIFM Awards at www.bifmawards.org. Follow all the latest Awards news on Twitter: @BIFMAwards. You can also contact the BIFM Awards team on awards@bifm.org.uk or call +44 (0)1279 712 640

BIFM CAREERS ZONE

Facilities Show Facilities Show, in association with BIFM, takes place at London’s ExCeL from 16-18 June. Facilities Show is dedicated to providing facilities managers from all sectors with a comprehensive package of needto-know information, bringing

you together with suppliers and specialists to share knowledge, debate current issues and find best-fit solutions and products for your organisation’s needs.

For the first time BIFM is hosting a Careers Zone during the three-day event, which includes a theatre running a series of sessions to help you get ahead in your career. Sessions include: Tuesday 16 June 11.00-11.20 – ‘Investing in yourself through CPD’ Julian Burton, FM consultant and freelance lecturer, jb-fm and training 13.10-13.30 – ‘Overcome your personal skills gap’ Jane Bell, director of learning and development services, BIFM Training 13.40-14.00 – ‘An audience with FMs of the Year’ Hosted by Julie Kortens, BIFM chairman Wednesday 17June 11.00-11.20 – ‘How can we all make FM a career of choice’ Panel led by Gareth Tancred, CEO, BIFM 12.00-12.20 – ‘BIFM Qualifications’ Fraser Talbot, professional standards and education manager, BIFM 13.10-13.30 – ‘Network, network, network!’

Liz Kentish, managing director, Kentish and Co

13.40-14.00 – ‘Nurturing and retaining FM talent’ Ana Canabarro, learning & development manager, Mitie Client Services Thursday 18 June 11.00-11.20 – ‘Taking the step up to management’ Andrew Hulbert, managing director, Pareto Facilities Management Ltd 11.30.11.50 – ‘Career volunteering: building a skills ladder’ David Lale, founder, Career Volunteer 12.00-12.20 – ‘Benefits for the mentor and mentored’ Jenny Garrett, executive coach, Reflexion Associates 13.10-13.30 – ‘The importance of FM’ Martin Davies, director of training, BIFM Training 13.40-14.00 – ‘Surviving the Job Hunt Jungle’ Don Searle, projects & contracts manager, Catch 22 14.10-14.30 – ‘FM World Salary Survey: pay and prospects’ Martin Read, editor, FM World i View full details in the BIFM Careers Zone at www.facilitiesshow.com. You can also register for a free ticket to the show through the site

EFMC

Euro FM event in the UK European Facility Management Conference (EFMC) is a unique high-profile event that takes place each year in a different European country. From 1-3 June, 2015, Glasgow is the destination for executives from all over Europe.

‘People, Performance, Partnership’ will be this year’s focus at the two parallel www.fm-world.co.uk

14/05/2015 15:36

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

business conference tracks and the two research and education tracks at the Scottish Exhibition and Conference Centre.

EFMC 2015 will be hosted by the European Facility Management Network (EuroFM) and the International Facility Management Association (IFMA), with BIFM as a national host.

Organised by BIFM, the first EFMC Golf Tournament takes place on 1 June at the Carrick Golf Club – Scotland’s newest and perhaps most scenic course. The event will feature a demonstration of amazing skills

by David Edwards, the world’s best trick-shot golfer, followed by a round of golf and prizes for teams and individuals. All funds raised will go directly towards FM students’ scholarships.

EFMC offers exclusive opportunities for international networking and knowledge sharing. The welcome reception at the City Chambers will feature a ceilidh to introduce the crowd to the Scottish merry-making.

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

Almost 100 speakers will share their expertise in a variety of thematic sessions, ranging from strategic FM and change management to procurement in the public sector and future outlook for workplace.

Special focus will be placed on partnerships in the FM in airports and healthcare, 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 www.fm-world.co.uk

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BIFM COMMENT

Fraser Talbot is Professional Standards and Education Manager at BIFM

TAKE GREATER OWNERSHIP OF YOUR LEARNING

am pleased to introduce myself to BIFM members as one of the newest members of the BIFM team. I joined BIFM in February as the Professional Standards and Education Manager with responsibility for our awarding function. I have worked in the professional body and education sector for more than 16 years and I am really excited to be working here at BIFM to bring greater opportunities for our members and the wider FM profession.

These are interesting times within the education sector and within the vocational area especially. With the Trailblazer apprenticeships and the UKCES ‘Growth Through People’ report, employers are increasingly being placed at the heart of the vocational skills agenda. This is in response to the perceived skills gap between traditional qualifications and the skills employers need and expect of their workforce. As such the education sector and employers must be better connected to prepare people for work.

People are taking greater ownership of their learning; they are no longer passive in their learning experience. In-work learning must increase, with changes in attitude and uptake of vocational routes into jobs. ‘Earning and learning’ is the gold standard at which vocational education should aim.

BIFM is embracing this shift for the FM sector. We work closely with employers and other industry stakeholders, who contributed to the development and delivery of our qualifications and will also be involved in our forthcoming qualification review. BIFM has developed an e-Learning platform to enable employers and centres to deliver the Level 2 and 3 qualifications. This provides a flexible environment to learners, across multiple devices, to enable them to learn round their careers and personal commitments.

There is growing appeal and acceptance of online learning. Learner expectations are also fundamentally changing. Learners are much more switched on and demanding than previous generations of learners; they have unprecedented access to information, have more choices and are increasingly mobile. Future digital generations will increasingly expect to learn in a manner that reflects the technology and behaviours of their everyday lives. Generation Z has never known a world without the internet and smartphones.

My daughter is typical of Generation Z, born practically with a tablet in her hand. She recently started playing with loom bands. As soon as she got her first set, she took our tablet and was on YouTube to watch a ‘how to’ video. She would follow the tutorial, pause the video to put her learning into practice and go back to watch sections she hadn’t mastered. This is not a solitary activity; she would sit with friends with the looms in-front of them watching the videos whilst also swapping tips, techniques and providing tutorials to each other. For Generation Z virtual, collaborative, peer learning could be their future of education.

I

“IN-WORK LEARNING MUST INCREASE, WITH CHANGES IN ATTITUDE AND UPTAKE OF VOCATIONAL ROUTES”

i

www.bifm.ork.uk/qualifications

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15/05/2015 11:23

BIFM NEWS BIFM.ORG.UK

will engage the participants to find the answers to the pressing questions. Innovation in FM will be presented by the leading academics from European universities throughout the research tracks of the conference. i

www.efmc-conference.com

BIFM HOME COUNTIES & SOUTH REGION

Golf day qualifier This year’s Business Moves Group-BIFM Home Counties and South Region Golf Qualifier takes place at Sandford Springs Hotel and Golf Club at Kingsclere, Hampshire, on Thursday 9 July.

It will be a super day of networking, golfing competitions, food and prizes. Timings are: 08.00 – Bacon rolls and tea 09.00 – Texas Scramble 9 holes competition 11.15 – Lunch 12:00 – 18 holes competitions 17:00 – Evening meal 18:00 – Prize presentation The event costs £65 a person, which includes 27 holes of golf or £50 for those not taking part in the morning session. There are places for a maximum of 48 golfers (teams and individuals).

Bookings can be made at www.bit.ly/1yVDCN1.

This event is a regional qualifier for the BIFM National Golf Finals being held at Hanbury Manor, Hertfordshire, on Thursday 10 September.

Thanks to sponsors: Business Moves Group, Temco, Dovetail Group, Procore, Indepth Hygiene, and FES FM Ltd. i There are sponsorship opportunities available from £100.

For further details contact sophie@fm-recruitment.co.uk or dave@barrettassociates.co.uk For more information on the course go to www.sandfordsprings.co.uk

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BIFM SOUTH REGION

Property matters More than 40 members attended the BIFM South April meeting hosted by Old Mutual Wealth in Southampton.

Nigel McElvenny, head of energy performance contracting at British Gas, gave a fascinating talk on the arguments surrounding planned versus reactive maintenance.

His introduction captured the very essence of the prime issues by stating that the way maintenance is performed has not changed for many years even with the advent of computerised maintenance management systems.

He went on to say that the challenge for any facilities team in addressing the maintenance strategy is to understand the risk of not carrying out maintenance.

If a reactive maintenance strategy works, is there a reason to change this strategy?

In most cases reactive maintenance is only a viable option if assets are past their economic life.

McElvenny firmly believes that plant and equipment failures do not occur spontaneously; they develop over a period of time. Monitoring will identify gradual degradation allowing maintenance and repair operations to be taken in a timelier and appropriate manner.

He recommended predictive maintenance as a proactive approach to maintenance that embraces preventative and predicative techniques.

Thanks to Old Mutual Wealth for hosting and refreshments and to Nigel. i BIFM South Region is supported

by Hays Southampton

BIFM TRAINING ISO14001 CHANGES

he ISO14001 Environmental Management System undergoes review later this year. This has significant implications for those who have achieved certification to the standard as well as FM bodies that provide services to certified companies.

What is ISO14001?

Some 300,000 organisations globally have achieved certification to ISO14001 – more than 15,000 in the UK. The standard is now synonymous with good environmental performance and cost efficiencies and is a prerequisite for many tenders. The ISO14001 standard provides a common approach regardless of country, activity and size. It specifies a framework of control for an Environmental Management System against which an organisation can be certified by an external body to a standard that looks for continual improvement through the identification and control of environmental impacts.

Improving ISO14001: the 2015 version The existing standard dates back to 2004 and largely focuses upon operational management activities and historic environmental impacts. So it is possible to gain certification without affecting the organisational strategy or business activities, which has led to some systems being developed as tick-box and afterthought management systems. An updated standard is expected to come into effect this autumn, which will require FM services to come within scope of the organisation.

Learning the new standard: training and awareness BIFM Training is a recognised partner of the Institute of Environmental Management and Assessment (IEMA) to provide a one-day training course on making the transition to the 2015 version of the ISO14001 standard.

It has been tailored to the FM sector. It provides tools and workshops to help to understand how the new standard will operate and a gap analysis that can be worked through. In particular, the course will: • Equip participants with an understanding of the changes in ISO 14001:2015 and their implications; • Equip participants to help their organisations prepare for and make the transition; and • Encourage participants to take the opportunity provided by the revision of ISO 14001 to reinvigorate their EMSs. The next ISO 14001: 2015 course is on 17th June.

T

Sunil Shah, director, Acclaro Advisory i For further details of the course and the other sustainability courses provided by BIFM Training please go to www.bifmtraining.com or email us at info@bifm-training.co.uk

www.fm-world.co.uk

14/05/2015 15:36

FM DIARY INDUSTRY EVENTS 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: Scottish Exhibition and Conference Centre, Glasgow Contact: www.efmc-conference.com 10 June | World FM Day 2015 A day instigated by Global FM to recognise the work of facilities management professionals across the world. NJW Limited is hosting a conference to debate workplace continuity.

Venue: Global Contact: Visit www.globalfm.org or www.njwlimited.com

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

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.

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.

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.

LONDON REGION

SCOTLAND REGION

9 June | Regional golf day Regional qualifier for September’s finals. £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.

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

12 June | Planning and managing projects and workspace change The region’s quarterly training day.

Full legislative update on CDM regulations; case studies sharing best practice; and sessions on mobilisation and agile working.

Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Beth Goodyear at beth.goodyear@fmhsconsulting. co.uk or visit www.tinyurl.com/ nkzgfe4 to book tickets

NORTH REGION 16-18 June | Facilities Show The conference, in association with BIFM, is co-located with IFSEC International, FIREX International, Safety & Health Expo, Energy & Environment Expo and Service Management Expo.

Venue: ExCeL, London Contact: Visit 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: corporate@bifm.org.uk EAST REGION 22 June | WIFM and East event Organised with the Women in FM Special Interest Group.

SOUTH WEST REGION

SOUTH REGION 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.a.whittaker@ integral.co.uk to register interest.

Looking to upskill your staff?

27 May | FM and the law The latest updates on employment law in facilities management.

Venue: West Sussex County Hall, Chichester.

Contact: E: ian.r.fielder@gmail.com 24 June | Implementing international FM A joint event with the International special interest group.

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.

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 25 June | People management – effective motivation techniques How to engage your team with little or no budget. Ana Canabarro, learning and development manager at Mitie Client Services will explore ways to keep a team motivated using methods which produce tangible results.

Venue: London – to be confirmed.

Contact: Email Ali Moran at alimoran@hrworks.org.uk

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

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

Minimum numbers apply to tailored programmes.

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

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FM WORLD | 21 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

Aston’s water know-how is a winner PROBLEM Building services and FM company the Aston Group has worked for more than 10 years with the University College London (UCL) to maintain a diverse portfolio of buildings, some dating back to the 1850s. The key challenge is keeping facilities available to students and staff and installing new systems without causing major disruption.

“Some of our buildings are very old and sometimes you don’t know what’s behind a wall until you take it down,” says Andrew Pinder, an engineer in UCL’s estates and facilities division.

SOLUTION Aston’s engineers have provided UCL with a full range of mechanical, electrical and building work, delivering services at 270 buildings in London and farther afield.

Aston upgraded the water hygiene systems at the university. Research laboratories were protected from dust and dirt, and a number of projects that required replacing the domestic water pipework were completed. To protect the fabric of historical buildings it repaired, renovated and redecorated, boxing in pipes to blend with the original décor, matching plaster and paint colours.

OUTCOME UCL was able to keep its facilities available to students and staff with minimal disruption from the Aston team, and the long-term relationship between UCL and Aston was demonstrated in Aston’s ongoing efforts to maintain UCL’s heritage.

Call 01708 742046 for more information E: mail@astongroupuk.com Visit www.astongroupuk.com

Condeco puts Sahara Force India in pole position

Scanomat designs a winning idea at RIBA

CHP system reduces Islington’s CO2 emissions

PROBLEM

PROBLEM

PROBLEM

Sahara Force India, a Formula 1 Team, was looking to mirror the speed it produced on the track with its external operations, but the organisation was held back by limited technology.

The Royal Institute of British Architects (RIBA) recently moved into its new Central London office, and required a change in work culture. The new headquarters combined three staff offices into one, and RIBA wanted to create a social space for its workforce.

The London Borough of Islington was faced with the prospect of searching for a more sustainable heating scheme in order to provide heating and hot water to homes and public buildings, while at the same time making it affordable to its residents.

Sahara Force India decided to partner with Condeco Software, a producer of software for workspace management. Condeco installed its room booking software at Sahara Force India’s headquarters. It was integrated with the organisation’s existing intranet system, and touchscreens were fitted outside each room.

SOLUTION

SOLUTION

Beyond the reception area, a large, open-plan social area and café was installed. It was designed to be a collaborative space. Scanomat UK installed two TopBrewer ‘islands’, app-controlled coffee machines, in the social area.

Congenco, a Veolia group company, provided a combined heat and power (CHP) system, suitable for a dense urban environment, which is able to cope with a 11,000MWh heat demand.

OUTCOME

OUTCOME

The RIBA staff can now order coffee using an app on their smartphones, eliminating queues and helping to create a relaxed atmosphere in the organisation’s social space.

The CHP system has saved approximately 1,800 of carbon dioxide a year in the borough. It has also helped to reduce energy costs and lowered fuel bills for the borough’s residents, delivering energy to 850 homes in the area.

SOLUTION

The system brought greater flexibility to the team at Sahara Force India. It also eliminated any confusion about when meeting rooms were in use.

Visit www.condecosoftware.com for more information about its software

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Visit www.scanomat.co.uk for more information

OUTCOME

Visit www.cogenco.com for more information

www.fm-world.co.uk

15/05/2015 11:41

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

jobs.fm-world.co.uk

RECR_FMW210515.indd 043

Appointments

FM WORLD | 21 MAY 2015 | 43

14/05/2015 10:56

Your Future Starts Here The Start of Something New Walsall has redesigned how it delivers its FM and asset management functions and we are looking for dynamic, experienced managers and surveyors to take these functions forward by developing customer and commercially focused services. These newly designed teams will manage the Councils property portfolio and provide services to all of the Council’s customers and clients by utilising a number of frameworks and working closely with our newly appointed partners.

Integrated FM Manager £56,168 - £62,152 pa

Ref: RS30215

We require an Integrated FM Manager to head up both our hard and soft FM teams.

Duties include: • Overseeing the commissioning of all reactive and planned maintenance.

• Overseeing the commissioning of larger construction projects.

• Managing and commissioning Cleaning, Caretaking, Crossing patrol and Curator services.

• Overseeing the monitoring of finance and performance of all framework contracts.

• Overseeing the management of KPI’s set against all contracts and frameworks • Financial reporting • Setting up governance structures and cascading them through the department • Overseeing the Energy management team within the Council.

• Team management including performance management and supporting staff.

You will have a wealth of experience in FM both commercially and within the public sector. Fellowship of BIFM or an equivalent membership of a nationally recognised relevant organisation is a pre-requisite.

Commissioning and Programme Manager £42,053 - £47,056 pa

Ref: RS30415

We require a Commissioning and Programme Manager to lead our Customer Programme team.

Duties include: • Overseeing the commissioning of all reactive and planned maintenance and larger construction projects.

• Programme Management in line with our client’s requirements and the Council’s available resources.

• Customer Liaison offering technical and commissioning advice and ensuring the most suitable Customer Programme officer is assigned to each individual project.

• Ensuring all commissions entered into are commercially viable and in line with E U law, setting out KPI’s against all contracts and frameworks.

• Financial reporting and adherence to governance and reporting structures.

• Managing the progress of projects with direct liaison with our partner organisations.

• Team management including performance management and supporting staff.

You will have a wealth of experience in FM both commercially and within the public sector. Membership of the RICS or an equivalent membership of a nationally recognised organisation is a pre-requisite.

Commercial Manager £38,405 - £42,957 pa

RECR_FMW210515.indd 044

Development Surveyor – (Valuation)

Ref: RS30515

Development Surveyor – (Assets)

Ref: RS31115

£34,746 - £39,267 pa We require Development Surveyors to join our newly designed Asset Management Team managing the property portfolio and supporting the Councils exciting regeneration programme.

Duties include: • Leading the development and preparation of options appraisals in respect of investment decisions and inspections to be made in connection with the property portfolio and the preparation of formal valuations.

• Contract monitoring maximising accommodation and asset use across the estate working with the development surveyors in identifying acquisition and disposal opportunities.

• Ensuring tenancy/lease agreements are fit for purpose and support the Council’s interests.

• Lead in the appointment, instruction and management of external agents and valuers.

• Assist with the programme of asset inspections / valuations in the preparation of valuations.

• Identify opportunities that will enhance the public realm, business, commercial, retail and infrastructure within the borough.

• Lead in the appointment, instruction and management of external agents and valuers.

• Preparing reports and representing asset management at committee/ cabinet and other internal and external meetings.

• Adhering to Governance and reporting structures and team working.

You will have a track record of experience in Asset Management both commercially and within the public sector. Membership of the RICS, and a registered valuer are a pre-requisite.

Visit: Ref: RS30315

We require a Commercial Manager to lead our Contract Monitoring Team.

Duties include: • Overseeing the contract monitoring of all reactive and planned maintenance.

• Overseeing the contract monitoring of larger construction projects.

44 | 21 MAY 2015 | FM WORLD

• Monitoring the Cleaning, Caretaking, Crossing patrol and Curator services.

• Managing the monitoring of finance and performance of all framework contracts.

• Management of KPI’s set against all contracts and frameworks.

• Financial reporting.

• Adhering to governance structures and reporting structures.

• Acting as Primary Officer within the Energy Management Team.

• Team management including performance management and supporting staff.

You will have a wealth of experience in FM both commercially and within the public sector. A cost Consultancy background with RICS accreditation or an equivalent membership of a nationally recognised organisation is a pre-requisite.

www.walsall.gov.uk/jobshop

Telephone 01922 653377 • Textphone 0845 1112910 (for deaf/hearing impaired people only) Closing date for all posts, unless otherwise stated: 26 May 2015.

Shortlisting: 29 May 2015.

Interviews will be held during the week commencing 15 June 2015.

The Authority is committed to safeguarding and promoting the welfare of children and young people/vulnerable adults and expect all staff and volunteers to share this commitment.

jobs.fm-world.co.uk

14/05/2015 11:01

London opportunities Estate Manager London • £40,000 - £43,000 Our client is currently seeking an Estate Manager to take the reigns on a pristine mixed-use site which is situated on the river in London. The successful applicant will have come from a property background and be adept at setting managing service charge budgets, as well as hard and soft services contractor management. Key to your success in this role will be your ability to engage and influence internal and external stakeholders and professionals that have sat between the tenant and landlord will be most suited to this unique opportunity.

Ref: DaB1261628

Assistant Building Manager Central London • £22,000 - £28,000 A boutique managing agent renowned for its organic company culture and commitment to outstanding FM service, requires an Assistant Building Manager at one of its redeveloped Central London properties. Reporting to a hands-on property manager with a wealth of experience, you will be responsible for the day-to-day site queries, contractor management, small projects and issuing permits to work amongst other tasks.

Key to your success will be property management experience in a similar capacity, knowledge of safe systems of work and ideally an IOSH qualification. You will also embrace a close-knit team environment.

Ref: CS1261772

Offices globally www.cobaltrecruitment.com The power of people

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

JOBS PLAN YOUR NEXT MOVE

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

Bright minds illuminated.

Made possible by you.

Your future so sodexo Contract Technical Services Manager Colchester | Up to 58K An opportunity has arisen for a contract technical services manager in our Sodexo Defence Colchester PFI site. This role has responsibility for a large team of technical professionals and the delivery of all technical services.

The ideal candidate will have experience of managing budgets with revenue in excess of £5 million, exceptional leadership skills and the ability to build lasting partnerships with clients through open, transparent relationships based on trust and exceptional performance. Technical M&E knowledge is also required.

In the UK and Ireland, Sodexo employs 35,000 employees to deliver integrated facilities management services to clients at over 2,000 locations in the corporate, healthcare, education, leisure, defence and justice sectors.

To learn more about the role and to apply visit: www.sodexojobs.co.uk/jobs Closing Date: 2nd June 2015.

www.sodexojobs.co.uk/jobs

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

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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 – CUSTOMER SERVICE: ARE WE GETTING IT RIGHT? What The 13th BIFM Leaders’ Forum, a round table event, focuses on the importance of customer service and FM's role as 'first contact' with an organisation's customers, both internal and external.

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. You'll be contributing to an important debate.

Notes Most of the places for this debate will be allocated by invitation, so we're interested to hear from anyone who believes they can contributed, either in London on the day or through your views being presented to, and addressed by, the assembled participants. www.fm-world.co.uk The event will take place in early July – details to follow

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 4 JUNE

FEATURE: THINKFM 2015 – ALL THE HIGHLIGHTS AND REACTIONS FROM BIFM'S ANNUAL CONFERENCE /// OPTIMISING DATA CENTRE PERFORMANCE /// SETTING UP A HEALTH & SAFETY POLICY /// FM BUSINESS CONFIDENCE MONITOR /// FLEET MANAGEMENT: COMPLYING WITH ESOS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 21 MAY 2015 | FM WORLD

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K BOO AY TOD

12 OCTOBER, LONDON

Join us to celebrate the best in FM Tickets and tables are available for the BIFM Awards ceremony taking place on 12 October at The Grosvenor House Hotel, London The BIFM Awards is a must-attend event for anyone in, or interested in, facilities management. Attracting over 1,350 professionals, the black tie event is a highlight of the FM calendar.

Alongside acknowledging the best in the FM industry, the event also encompasses networking, celebration and fun.

SPONSORS

THE 2014 CEREMONY SOLD OUT, SO EARLY BOOKING IS A MUST. www.bifmawards.org/the-ceremony

awards@bifm.org.uk

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FM CALENDAR JUNE/JULY

YOUR CAREER OUR COURSES TRAINING FMs FOR OVER 20 YEARS

Telephone

+44 (0)20 7404 4440

facebook.com/bifmtraining

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Understanding FM Customer Focused FM Making the Change to Agile Working Managing FM Performance & SLAs Strategic Financial Management in FM Waste Management Professional FM 2 Financial Management 1 A to Z of Compliance & Standards Cutting Costs But Maintaining Standards Legionella awareness, Responsibilities and Compliance Advanced Sustainability Making the Transition to ISO14001:2015 Disaster Recovery & Business Continuity Property Management Introducing BIM Building Surveying & Maintenance Managing Relocation, Fit Out and Move Managing Building Services Fire Safety Risk Assessment Creating & Sustaining a Modern Workplace How to Procure a Fit Out for FMs

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

twitter.com/bifmtraining

linkedin.com/company/bifm-training

11/05/2015 14:52

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