FM World 4 June 2015

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 4 JUNE 2015

FMWorld www.fm-world.co.uk

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VOL 12 ISSUE 11 4 JUNE 2015

CONTENTS

08| FM M&A activity rises

21| ThinkFM: industry insight

27| Bill Hancox’s campus tales

NEWS

OPINION

FEATURES

08 Councils sharing services save nearly £500m 09 Environment Agency’s second ESOS alert 10 Project of the fortnight: Moneypenny’s HQ in Wrexham 11 Think Tank: Has the move to openplan worked for your organisation?

13 News analysis Living Wage helps ‘cut absence and retain staff’ 15 News analysis Get ESOS compliant – or be named and shamed 16 Business news: Graeme Davies: Election result offers hope to FM outsourcers 17 Wates Group poised to acquire Shepherd FM 18 In Focus: Peter Hawes, managing director of Norse Commercial Services

38 Roger Amos on the leap from local authority FM to private practice 39 Five minutes with Chris Wood, chief executive officer, Develop Training

21

ThinkFM 2015: This year’s conference took as its theme FM’s competitive edge – and we were there to hear the speakers

25

The ethical property revolution? Marks & Spencer’s Munish Datta explains how all elements of the property supply chain should be judged on the performance of the building in use

28

A return on engagement: Monica Parker on how the workplace needs to be considered as a place of community in order to be one of collaboration

34

BMW becomes more mobile: The automotive giant moved three of its businesses into one building – benefiting from new operational synergies

35

Broadening horizons: Consultant Andrew McMillan believes ruthless recruitment policies are required to ensure good customer service

MONITOR 41 Insight: Market intelligence 43 Technical: How ESOS will affect your fleet 44 How to: Write a health & safety policy 45 How to: Optimise your data centre operation

REGULARS 46 49 50 51 52 54

30| Microsoft visionary Coplin

BIFM news Diary of events Case in point Behind the job Appointments Calls to action For exclusive online content including blogs, videos and daily news updates

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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: Karen Warren

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

ood to hear that a whopping 70 per cent of those who completed the BIFM’s recent Business Confidence Monitor survey rated the current business environment for FM as either positive or very positive. Better still that 65 per cent of in-house respondents expected the size of their teams to increase in the year ahead. And OK, perhaps a majority expecting their budgets to remain the same despite this expansion perhaps slightly contradicts this sense of expanding market activity, but let’s not have that spoil the underlying and welcome picture of positivity this survey paints.

Let’s talk instead about the Q&A session that followed the launch of the survey results. I calculate that around 90 per cent of the discussion with guests representing all aspects of the sector had little to do with broader market issues (insourcing vs outsourcing, the gap between turnover and profitability, the latest in service innovation) and everything to do with the war for talent.

Promoting facilities management as a career choice was back on the agenda, and rightly so for companies concerned that while their order books may be growing, they may not have sufficient human capital coming down the line to manage all this new work. Inevitably, discussion touched on some staple topics – loose definitions of FM for one, FM’s interactions with school and university leavers another.

Of course, much has changed in recent years. New career and qualification routes have been fleshed out, and an FM degree is in the pipeline. Those who complain that not enough is being done to sell the sector to young people are often surprised to hear just such an initiative that those who complain weren’t previously aware of.

And yet I still wonder – what single thing we could do to paint a more powerful picture of a career in facilities? Perhaps the problem is there in that single word – facilities. Advertising mogul Maurice Saatchi talks of the power of “one-word equity” for brands, by which organisations dominate markets by ‘owning’ single words for marketing purposes. (Arguably, Google owns the word ‘search’, for example.) Does ‘facilities’ do the trick for such a multi-faceted sector? Perhaps not.

But then, perhaps FM’s definition problem is a product of our age. Accounting – a one-word description of a profession that everyone can identify with – defines a business practice codified well over 100 years ago. FM, by contrast, first coalesced as a descriptive term in the 1980s before coming to prominence in the 1990s - just as, coincidentally, the internet started to atomise established ways of doing business.

When explaining FM we often find ourselves talking in overlapping sentences about in-house and outsourced provision, of vertical and integrated services, of myriad details that fit for one client but not another.

Yet clarity of description is crucial when seeking to engage with the next potential generation of FMs. Are we trying to define in a single phrase a form of activity that just won’t fit? Maybe so. The solution to that conundrum? Please, if you have one…

G

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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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“Does ‘facilities’ accurately describe such a multi-faceted sector? Perhaps not.

But then, perhaps FM’s definition problem is a product of our age”

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LOCAL GOVERNMENT

Councils sharing services save nearly £500m Councils have made £462 million of savings by sharing services with each other, says the Local Government Association (LGA).

This is an increase of £105 million on the total of £357 million from last year since the shared services map was compiled in 2012, LGA research reveals.

The latest shared services map – available on the LGA website – shows there has been a huge drop in costs through councils sharing back-office functions, such as legal, audit and HR, resulting in £145 million in savings.

There were also big increases in the sharing of adult services, procurement services, and capital assets.

Councils sharing services and management with other public sector organisations has led to savings of more than £15 million.

For example, Hampshire County Council, Hampshire Police and Hampshire Fire and Rescue Services aim to save up to £4 million each year by sharing a number of services, including finance, HR, procurement and printing. Equally governed by the three public bodies, the new partnership is called H3 and is said to be the first of its type between three such authorities in England.

Shared service arrangements are growing fastest in the NorthEast, with an increase of 38 arrangements in the past year. For

example, Durham County Council is working with North Durham Clinical Commissioning Group, Durham Dales, Easington and Sedgefield Clinical Commissioning Group and County Durham and Darlington Foundation Trust to provide better care for residents.

Councils can use the shared services map to learn about existing arrangements in their area and for reference before embarking on sharing projects.

Councillor Peter Fleming, chair of the LGA’s Improvement and Innovation Board, said: “In a climate where councils have less money, it is pleasing to see how much taxpayers’ money has been saved by councils sharing services,

Service-sharing is growing in the UK

and how many councils have adopted this approach. But even at almost half a billion pounds, the savings from shared services simply do not match the scale of the 40 per cent funding reduction councils saw during the lifetime of the last Parliament.”

FM MARKET

ISTOCK/ALAMY

FM M&A activity rises as deal values fall Merger and acquisition (M&A) activity in the UK’s facilities management sector has bounced back in the first quarter of 2015, but there are few signs of any meaningful uptick in activity in the short term, says a market report.

The latest Insights Into Facilities Management report from Grant Thornton UK LLP says a raft of smaller and mid-cap acquisitions bumped the deal volume figure up above the 12-month average, driving this reversal of the previous quarters’ trend.

A total of 23 FM deals were recorded in the period – an increase of 28 per cent against the previous quarter and a 44 per cent rise against the same quarter of 2014.

Yet this increase in volume masks the low value of the deals, with most qualifying as small-cap

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or lower mid-market level.

Compared with previous quarters, no significant larger FM deals were recorded in Q1 2015 – the largest deal with a disclosed value was the acquisition by Nordic group ISS of GSH’s technical division – a deal that valued the business at £53 million.

The quarter also marked the end of the recent dominance by the soft FM sectors in terms of sub-sector activity.

Deal flow in the soft sectors was just higher than that in the hard FM space (12 versus 11 deals). Of the soft FM sectors, security remained the most active.

David Ascott, partner, corporate finance, Grant Thornton UK LLP, said: “Looking ahead, the Q1 M&A activity gives no indication of any meaningful changes to the trends that have dominated the FM sector in recent quarters.

“With a market that continues to be driven by consolidation activity at the smaller end of the scale, plus the occasional larger deal, the latest quarter does nothing to indicate current trends will be altered in the short term.”

Within the FM deals that took place over the last quarter, most activity came from domestic acquirers – in line with previous quarters.

There were no private equitybacked deals in spite of the resurgence of these in 2014, and the number of acquisitions classified as international doubled, although many of these involved companies with a well-established presence in the UK. www.fm-world.co.uk

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NEWS

BRIEFS Sodexo staff balloted

Environment Agency’s second ESOS alert The Environment Agency has issued a second warning to organisations to comply with the Energy Savings Opportunity Scheme (ESOS).

All bodies that employ at least 250 people, or have an annual turnover in excess of ¤50 million (£38.9 million) and an annual balance sheet total in excess of ¤43 million (33.5 million), have been sent letters to prompt them to take action, rather than waiting until the 5 December deadline.

ESOS assessments, the first of which costs up to £17,000, requires firms to identify costeffective ways to invest in energy efficiency and reduce energy bills.

An audit must then be carried out every four years.

A report last month by Edie, an information resource specialising in sustainability issues, found that

many of the businesses affected had not yet taken action.

Four in five respondents to its research showed a high awareness of the rules, but 39 per cent had not moved to comply.

There have also been concerns about the number of lead assessors qualified to conduct ESOS audits. As of November 2014 there were only 200 lead assessors in the UK. The Department for Energy and Climate Change (DECC), however, expects the figure to rise tenfold by the December deadline.

More than 50 major companies and business groups have signed an open letter in support of the “major economic opportunity” available through reducing carbon emissions from buildings.

Business leaders from bodies such as BAM Construct, Saint-

Gobain and E.ON have sent an open letter to George Osborne, published in the Daily Telegraph, highlighting the business case for tackling omissions. It said energy efficiency “stimulates economic activity” and bolsters the UK economy’s competitiveness internationally, creating jobs in the process.

It called for the government to deliver on its commitment for all new non-domestic buildings to be zero-carbon from 2019.

The business leaders’ letter continued: “It lowers costs for businesses and householders.

And as a more cost-effective means of meeting demand than building new generating capacity, it is also crucial in safeguarding our energy security.”

See News Analysis (page 15) for more on this story.

SHUTTERSTOCK

Confidence growing, finds BIFM BCM report Around 70 per cent of those in the industry describe the facilities management business environment as “positive” or “very positive”, according to a survey of professionals from the FM sector by the BIFM. The FM Business Confidence Monitor, found that more than half (54 per cent) expect it to improve over the next 12 months, while only 4 per cent believe it will deteriorate.

The FM sector employs roughly 10 per cent of the UK working population and is estimated to be worth £111 billion a year to the UK economy.

The sector’s confidence is translating into job creation and headcount, with an overwhelming www.fm-world.co.uk

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majority of FM service providers (87 per cent) expecting increased turnover in their business and 65 per cent planning to increase their workforce this year.

The research also highlighted the role of the sector in promoting social mobility and offering training and routes into employment for young people,

with 47 per cent of respondents stating they are currently hiring apprentices.

But this broadly upbeat assessment is tempered by concerns about skills shortages, with 47 per cent citing this as a worry over the coming year, which is significant given that 62 per cent of service providers point to competition in the marketplace as the biggest barrier to growth in the next 12 months.

Gareth Tancred, chief executive of the BIFM, said: “FM should be seen not as a cost to the economy, but as a bellwether of its performance.”

Barclays and i-FM.net worked in partnership with the BIFM to conduct the research.

Trade union GMB was due to ballot members working for Sodexo at the Brighton & Sussex University Hospitals NHS Trust for industrial action in late May. It said its bids to reach agreement over fair pay and contracts had reached “an impasse”.

Sodexo’s £15 million-a-year contract for soft FM services was cancelled earlier this year by the BSUH Trust and both were working towards an expiry date of 31 July.

A Sodexo spokesperson said: “We want to ensure a smooth transition of services prior to the transfer of the employees’ contract of employment from Sodexo to the Trust from 1st August, and of course, ensuring employees have clarity on pay and conditions is a key part of that.”

Sodexo has been in “continued discussions” with the trust and the unions with regard to 2015 pay reviews” and hopes to reach a final decision on the matter in the next few weeks.

Living Wage aids business Improved productivity and an enhanced company reputation have been highlighted as key benefits to bodies implementing the Living Wage in Scotland, says an independent report.

The report, Wider Payment Of The Living Wage In Scotland, says increased productivity is also likely to outweigh the higher wage for many firms – as increased pay creates a ‘feelgood factor’ in the workplace.

See News Analysis (page 13) for more on this story.

Global workers need trust Multinational companies with a number of different locations are finding creating a good working relationship between colleagues to be a major challenge.

A report from Steelcase, a furniture and workplace consultant, has highlighted a number of suggestions to help break down barriers and build on distance collaboration.

It suggests the use of space to build trust, citing the example of a continuously open video connection that acts like an open window between two locations to promote social exchanges between locations.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

New rules ban zero-hour exclusivity clauses New rules introduced by former business secretary Vince Cable to ban exclusivity clauses in zero-hours contracts came into effect in May. Exclusivity clauses prevent workers on zero-hours contracts from taking work elsewhere, even when their employer provides no work.

Last year Cable launched a consultation to explore the banning of the exclusivity clauses. At the time the former business secretary said: “We are looking closely at any potential loopholes that could arise from a ban to ensure that these are closed off and no one can get round the new law. We are also ensuring there is access to justice for workers treated unfairly.”

Nick Boles, Minister for the Department for Business, Innovations and Skills, said: “We want all working people in Britain to have a fair chance to earn a decent living. Exclusivity clauses in zero-hours contracts prevent people from boosting their income when they have no guarantee of work. Banning these clauses will give working people the freedom to take other work opportunities and more control over their work hours and income. It brings financial security one step closer for lots of families in Britain.”

MONEYPENNY HQ, WREXHAM COST: £15 million CONSTRUCTION: Pochin Construction ARCHITECT: AEW COMPLETION: April 2016

Dreamland for Moneypenny Telephone answering services provider Moneypenny is constructing its new head office in Wrexham, North Wales.

The office is set to include a tree house, a village pub and a tripleheight 8,000 square feet atrium.

It will be set in a 10-acre plot, which will also include nature trails, orchards and vegetable gardens.

The building itself will be equipped with solar energy panels, ground source heating, natural ventilation for climate control and it will use recycled rainwater.

Owing to the nature of its call centre business, Moneypenny consulted with AEW Architects and sound engineers to create an environment that absorbs sound and eliminates background noise.

The site is set to cost £15 million, and Moneypenny hopes it will “rival the likes of Google and Apple”.

Ed Reeves, co-founder and director of Moneypenny, has been responsible for spearheading the project.

He described the development as “10 acres of dreamland”.

Reeves said: “We literally sat down with a blank piece of paper and asked ourselves what we could do with these 10 acres of dream greenfield land?

“The answer was to create our ideal home – somewhere exciting and innovative, yet practical. The manufacturing industry has long been building commercial premises to suit its needs but, up until now, most offices just follow a standard template.

“Not only will our staff have all the benefits of an amazing office, but they’ll also be able to enjoy a peaceful countryside setting. For us, creating the perfect office is miles away from a city centre postcode.”

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UK contract cleaning market sees an upswing The contract cleaning market in the UK is estimated to have grown in value by 1.5 per cent in 2014, according to a report.

This followed the market’s return to growth after two consecutive years of decline in 2012 and 2013, says market researcher Key Note.

Owing to the ongoing economic recovery, demand from the private sector is expected to rise and drive growth in the contract cleaning market over the next five years, says the report.

But total market growth is expected to be limited, with relatively subdued annual value increases because of public sector austerity.

Despite the recent contractions in market value, the contract cleaning market has performed “relatively strongly in recent years, remaining a growth market during the period of economic recession and reduced business expenditure”.

The report analyses the contract cleaning market in the UK specifically relating to the outsourcing of cleaning activities to a contractor.

However, analysis excludes in-house cleaning, in which cleaning activities are undertaken by an organisation’s employees.

Key Note has assessed the value of the contract cleaning sector using government statistics provided in the Annual Business Survey (ABS).

The survey collects financial information for around two-thirds of the UK economy, covering a range of different business sectors, including contract cleaning.

Last month a report from MTW Research forecast that the contract cleaning market is set for “inflation-busting growth”.

Energy saving still on government’s ‘blind side’ The Queen’s Speech represents “a missed opportunity” for how the government could reduce emissions from the built environment, says a sustainability charity.

The UK Green Building Council responded to the Queen’s Speech, highlighting how “energy efficiency remains on the government’s blind side”.

At the State Opening of Parliament, Her Majesty The Queen said measures would be introduced to increase energy security through a proposed energy bill.

The Queen also made reference to climate change and said her government would “seek effective global collaboration to combat climate change, including at the climate change conference in Paris later this year”.

Yet the speech failed to mention energy efficiency in buildings, said Julie Hirigoyen, CEO of the UK Green Building Council. “Tackling climate change on the global stage is an absolute necessity and the government’s renewed commitment is welcome, but we cannot ignore our responsibility to start the fight at home – beginning with our own homes and buildings. Energy efficiency represents one of the most cost-effective means of reducing our emissions and contributes to the UK’s energy security, yet it remains on the government’s blind side.” www.fm-world.co.uk

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FM NEWS

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THINK TANK

Open-plan working has improved staff relations – 59%

OUR READERS SAID… We asked our LinkedIn and mailing list members: has the move to open-plan worked for your organisation?

At the recent ThinkFM conference, Guardian News & Media’s change manager Alison Hall (see page 24) spoke about how the group’s move to new offices in King’s Cross precipitated a change in the company’s culture. One of these changes involved integrating different departments’ working practices and letting senior staff work in open-plan offices without the barrier of isolated individual offices.

But various studies have made a case against open-plan offices, saying they do not promote communication. (www.bit.ly/1J8WvhC) Emerging research also shows that open-plan offices may not be beneficial for introverted workers and the likelihood of noise could also decrease productivity. A

Steelcase report last year stated that a lack of privacy in offices was at “crisis proportions”. (www.bit.ly/1FFdRQN) We asked you whether a move to open-plan worked for your organisation.

Just over half of you (59 per cent) said open-plan working had improved relationships between employees and senior staff. One respondent said: “[Open-plan offices] does enforce an open-door policy for all employees to access senior management whenever they want irrelevant of managerial priorities.”

But another pointed out that it might not be so good for introverts. “I think open-plan reduces productivity of individuals and isn’t great for introverts. I am an introvert and often work

at home after hours to achieve my day’s objectives due to all the disruptions of a day in open-plan.”

Only 18 per cent of you said ‘no’, and that your meeting rooms acted as “senior management offices”.

A more neutral 23 per cent of you said going open-plan had not really made any material difference.

One respondent said: “Open-plan offices do make it easier for staff to approach each other.” But he pointed out the irony of greater camaraderie and connection.

“Conversely, it means workers are disturbed more often, by being approached for discussion, by impromptu meetings and by

It hasn’t made any difference – 23%

No, it is disruptive – 18%

general noise from other people’s exasperatingly trivial conversation.”

The respondent pointed out how in their organisation there was one case where “a staff group had an audio conference call in their open-plan office so that dozens of workers were disturbed by the few engaged in this loud audio meeting”.

As a result, many senior staff took to home working, “leaving the administrative and finance staff to improve their open-plan relationships with each other”.

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

ISTOCK

Demand for office space set to rise by 2019 Professional services companies in London will need an additional 5.1 million square feet of office space by 2019, according to a report by real estate group CBRE. Heightened demand for office space will mean firms will have to adopt pragmatic workplace strategies to fulfil business objectives as 92 per cent of respondents to CBRE’s Professional London survey suggest that they use workspace strategy to enhance employee satisfaction, and 83 per cent of firms use it as a means to control costs.

Companies are placing greater emphasis on the ‘wellness’ of employees against a backdrop of space intensification.

Factors such as technology, and the design and aesthetics of the www.fm-world.co.uk

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building and workplace are gaining increasing importance alongside on-site amenities, connectivity and location and lifestyle offerings to aid employee satisfaction.

Accountancy and management consultants currently allocate 1.25 people per desk as part of their

flexible working arrangements; this is forecast to rise to between 1.5 and 1.75 in the next five years with agile working (including remote working) becoming commonplace.

Increasingly, firms require collaborative space to support agile working, with a greater proportion of a company’s space assigned to breakout areas and touchdown space, according to the report.

In addition, firms will consider the use of small satellite touchdown offices in key locations for internal and client meetings. For firms following this option, it will be accompanied by a relocation to a lower-cost location providing a similar level of amenities. This strategy will go hand in hand with outsourcing – where the recent focus has been around nearshoring

in key UK regional cities.

Robin Wickham, executive director in the central London division of CBRE, said: “The report highlights the very real tension between rising property costs, competition amongst firms to attract and retain the best talent, and employee satisfaction.

Occupiers are under pressure to keep costs down and are continually exploring strategies to use space more efficiently.”

Wickham added: “As well as attracting talent, evidence suggests that adoption of ‘wellness’ standards have a positive impact on employee productivity and business performance, with 83 per cent of respondents citing workspace strategy as a means of promoting employee effectiveness.”

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EMPLOYEE PAY

HERPREET GREWAL newsdesk@fm-world.co.uk

Improved productivity and an enhanced company reputation are highlighted as key benefits to bodies implementing the Living Wage in Scotland, says an independent report.

The report, Wider Payment Of The Living Wage In Scotland, carried out by Ipsos MORI and Loughborough University, says increased productivity is also likely to outweigh the higher wage for many companies – as increased pay creates a ‘feelgood factor’ in the workplace.

This leads to greater levels of job satisfaction and is seen by employers as contributing towards improving the general health and wellbeing of employees by enabling them to support their families adequately.

Employers benefit through greater employee engagement, resulting in improved staff retention, reduced absenteeism and a better workplace atmosphere. This enables organisations to attract highercalibre staff, and improves their reputations by demonstrating that they are socially responsible organisations.

But employers in smaller and medium-sized organisations feel that introducing the Living Wage does not provide significant benefits to the company as a whole, because of the very small number of staff affected.

There is agreement among Living Wage employers that, on the whole, implementing the Living Wage is straightforward, particularly among small and medium-sized companies.

ISTOCK

Living Wage helps ‘cut absence and retain staff’ Scotland is the region of the UK that is most conscious of the Living Wage

But they identify factors that create barriers to adopting the regime. These fall under four categories: the financial cost of higher wages; ensuring that sub-contractors pay the Living Wage; communicating changes to employees; and a lack of clarity about what’s expected as part of Living Wage accreditation.

Roseanna Cunningham, Cabinet Secretary for Fair Work, Skills and Training in Scotland, said: “I hope the findings on improved rates of absenteeism and better productivity help convince employers not on board with the Living Wage that it could be a positive step for their business.”

Another report, published by KPMG in April, looked at attitudes

to and awareness of the Living Wage. It reveals that 80 per cent of adults and 60 per cent of those aged 16 to 17 in the UK say they have heard of the Living Wage.

The study shows Scotland is most Living Wage-aware region in the UK, with nine out of 10 Scots having heard of the Living Wage and a higher proportion of employees being paid the Living Wage than in the UK as a whole.

Northern Ireland has the highest proportion of earners in the UK paid below Living Wage (27 per cent), and has the lowest awareness of the Living Wage across the regions. Seven out of 10 people there have heard of the Living Wage compared with the savvy nine out of 10 in Scotland.

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

ENERGY EFFICIENCY LEGISLATION

SHUTTERSTOCK

Get ESOS compliant — or be named and shamed There is a ‘surprisingly low’ level of ESOS awareness among firms affected

HERPREET GREWAL newsdesk@fm-world.co.uk

The government has issued yet another warning last month to businesses to comply with the Energy Savings Opportunity Scheme (ESOS) (see page 9).

Only a few months ago, research by environmental information service Edie showed a high awareness of the compliance rules within businesses - but little progress towards fulfilling them.

Recent research also shows that only 33 per cent of big businesses are aware of the impending energy efficiency regulation.

The survey – conducted on 100 firms with more than 1,000 employees by green tech solutions company Verismic – discovered a surprisingly low awareness of the mandatory scheme. ESOS will soon require all large companies

to produce detailed reports on their energy use and efficiency, or risk being fined £50,000, and/ or a £500 fine for each day the business remains non-compliant – and being publicly named and shamed for non-compliance.

Almost all businesses (96 per cent) say government should do more to raise ESOS awareness, which is as low as 24 per cent among firms in the retail, distribution and transport sector.

This 96 per cent could have a point. Last month’s Queen’s Speech mentioned ‘energy’ and ‘environment’ only twice. Built environment research body, the Building Services Research and Information Association (BSRIA), said: “These are major issues which need to be at the forefront of government thinking, ensuring that businesses and homeowners

alike put energy and the reduction of carbon emissions at the centre of their activities.”

Earlier this year there were also indications that the government could be out to scrap Display Energy Certificates (DECs).

This has not happened, but the consideration that “removing the legal requirement for DECs in public buildings such as town halls, swimming pools and schools” seems to undermine the agenda of built environment emissions reductions.

Firms in the aforementioned sectors in the Verismic study also have the lowest awareness of ESOS financial penalties for noncompliance versus other sectors – 67 per cent don’t know they risk a £50,000 fine and being publicly named for non-compliance.

Of all sectors surveyed,

financial services have the highest awareness of ESOS, but this is still only 40 per cent of respondents.

The research also pointed out how firms need to be aware of the energy use of IT. “It is only one piece of the ESOS puzzle, but an important piece; tracking and reporting against IT energy consumption, particularly from PCs, can and should be included in ESOS audits.

The impact of PCs specifically on the energy bill of large firms is actually considerable and should not be underestimated.”

Corporations that have UKASaccredited ISO 50001:2011 Energy Management Systems certification are generally exempt from ESOS. But all large enterprises, including those with ISO 50001certification, must still register with ESOS before the 31 December deadline.

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28/05/2015 18:20

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

ANALYSIS

Election result offers hope to FM outsourcers GRAEME DAVIES newsdesk@fm-world.co.uk

The somewhat unexpectedly strong showing by the Conservative Party in the general election proved to be a significant fillip for the share prices of many companies, not least for companies with FM operations.

It’s fair to say that few expected to wake up on 8 May to see a majority Conservative government returned. On one

level, equities reacted positively simply because of the certainty of the result after weeks of speculation about the various outcomes being debated – from another coalition to a minority government pushing through new laws with the help of the minor parties.

But on a sector-specific level, some industries were given an extra lift by the confidence that a returning Tory

government is likely to lead to improved business conditions for the companies therein, and FMs fall into this category. This was reflected by share price movements in companies such as Babcock International, whose shares rose 8 per cent in the week of the election and have moved a further 3 per cent higher since then, and Serco, whose shares have added 6 per cent in the period since 7 May. The Conservatives are wedded to slashing the UK’s deficit as soon as is practically possible and believe they can eliminate the country’s debts by the middle of this Parliament. The chances are that further outsourcing and privatisation of public services is on the way. Companies that already provide services to government look well set to pick up yet more work, especially in areas such as defence, welfare and

Contract wins

NEW BUSINESS Securitas has been appointed to a security and reception services contract at the University of Hertfordshire. The 10-year deal, valued at £31 million, will see the security organisation responsible for all security services at the university’s site in Hatfield. Securitas also expects to save the university £500,000 a year through service improvements.

Support services provider Interserve has secured a five-year facilities contract extension with retailer Debenhams. The deal, worth up to £50 million, will see Interserve provide a number of services, such as cleaning, washroom services, window cleaning and pest control at the retailer’s 124 stores and head office until 2018.

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Multinational engineering and design firm WSP Parsons Brinckerhoff has won a four-year contract with Radioactive Waste Management Limited to provide specialist nuclear services to both it and the Nuclear Decommissioning Authority. WSP is to provide a range of services to support radioactive waste management and decommissioning activities across a number of the UK’s nuclear sites.

Amey has been selected for a 15-year, £235 million contract to provide environmental and infrastructure services for Trafford Council. The deal is expected to save the council £2.25 million in 2015/16. Amey will deliver services including commercial and domestic waste collections, street cleaning, grounds maintenance, highways services, bridges, drainage and property services from July 2015.

Fasset Ltd has won contracts to provide maintenance services at Hexagon Tower in Manchester and Wilton Centre in Teesside. Fasset will provide hard and soft facilities and space management services in 2,127,000 square feet of complex science, technology and business space at 10 locations, delivering daily services to about 9,000 employees.

Chartwells – Compass Group UK & Ireland’s catering provider to schools, academies, colleges and universities – has been awarded a contract by Lewisham Council to supply school meals. The new deal, worth £35 million, will see Chartwells supply school meals to 67 schools across Lewisham.

Vivark has won a repairs and refurbishment contract with one of Merseyside’s largest recycling operators. Vivark will be responsible for handling responsive repairs at more than 20 sites across Merseyside on behalf of Veolia’s recycling and waste treatment division.

justice, where the Conservatives have pledged to slash budgets further in an effort to balance the books. In other areas, such as health, where the government has pledged to protect budgets, the drive will be to work on efficiency in an effort to get more bang for its buck as even maintained budgets will need to stretch further to cover rising demand.

In the short term, too, companies are likely to be boosted by a pick-up in business as those who held off making investment decisions in the runup to the election are more likely to loosen the purse strings now.

The potential scale of growth in outsourcing now the Conservatives have been returned to power without the handbrake of a coalition partner is considerable. Even during the past five years of coalition rule the growth in private sector delivery of public services has been rapid. According to research by the Information Services Group consultancy, the UK became the second biggest outsourcing market in the world, behind the US, during the past five years as the number of outsourcing contracts issued by the government more than doubled and the value of outsourcing expenditure rose from £64 billion to £120bn.

Central government itself accounts for more than half of the total at £67bn, with local government spending on outsourcers doubling to £32.5bn during the period.

Research by OC&C Strategy Consultants estimated that outsourcing will rise by another third during this Parliament to the point at which £1 in every £3 spent by the government will go to outsourcers.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

28/05/2015 11:55

BUSINESS BRIEFS

Wates Group poised to acquire Shepherd FM Wates Group has reached an initial agreement with the Shepherd Group to acquire its Shepherd Engineering Services and Shepherd FM businesses.

No figure was announced, but a statement from Wates Group asserts that the contractor would also acquire a “significant number” of contracts from Shepherd’s construction business.

Wates said the deal would “create a UK leader in the construction and property services sector”.

Andrew Davies, CEO of Wates Group, said: “The deal would form part of Wates Group’s long-term growth strategy to develop its construction and property services businesses nationwide and build on the success of the company’s recent

David Williams: “Shepherd has a history of adapting to market opportunities”

acquisition strategy.

“The acquisition of Shepherd Construction’s capability, Shepherd Engineering Services and Shepherd FM would complement and enhance our existing construction and property services businesses, with access to additional areas of

expertise in off-site construction, design for manufacture and assembly operations and expansion in new markets into the north of England.”

David Williams, chairman of Shepherd Group, said: “As a company with 125 years’ heritage, Shepherd Group has a strong history of adapting to market opportunities as they evolve. This deal would support our long-term growth strategy, providing exciting opportunities for the businesses retained in Shepherd Group as well as those involved in the proposed sale.

“The Shepherd Group board recognises that Shepherd Construction needs scale in order to capitalise on its full potential and the market opportunities arising out of its acknowledged technical capability.”

Babcock makes strong platform for growth Support services group Babcock International saw its profits rise over the past financial year.

The company’s trading results show continued growth “driven by strong underlying operational performance”. There was a 27 per cent growth in underlying revenue, 12 per cent organic growth at constant exchange rates − 37 per cent growth in underlying operating profit, and 11 per cent organic growth at constant exchange rates. The group says its acquisitions and significant contract wins created a strong platform for growth.

One of these was the purchase of the Defence Support Group (DSG), completed on 31 March 2015. This included a 10-year contract for service provision, www.fm-world.co.uk

16-17_BusinessNews.indd 17

Peter Rogers: “Major contract wins”

expected to be worth around £2 billion, with options to extend the contract for up to five years.

These services include maintenance, repair, overhaul, storage and spares procurement services to land equipment, ranging from small arms to main battle tanks, delivered from seven main sites across the UK.

Chief executive Peter Rogers said: “Babcock performed strongly last year, both organically and through acquisitions. We achieved double-digit organic growth in revenue and operating profit driven by major contract wins and by expanding the size and scope of existing contracts.

“Growth from Marine and Technology and Support Services has been particularly compelling.

Our recent acquisitions have continued to perform in line with our expectations and have created an excellent platform for future growth. We continue to ensure that our financial success is aligned with the interests of shareholders through the 10 per cent increase in the dividend.”

Compass returns to growth Improved sales training and an increased focus on retention has led to “a return to growth” in Europe for catering group Compass, although revenue remained lower than last year, according to its half-year results.

Organic revenue was up 0.9 per cent, said the CEO’s statement.

“This encouraging performance reflects recent investments in our sales and retention teams.

But the economic picture remains mixed, and like-forlike volumes, while stabilising, remain negative,” it read. Overall, revenue in Europe and Japan totalled £2.8 billion compared with 2014 when it was £3 billion.

Mitie’s FM business strong Support services company Mitie experienced organic growth of 6.1 per cent in FM, according to its financial results up to 31 March 2015. The company had strong organic growth with margins at 6 per cent and a retention rate of 96 per cent, the results reveal. Extending its partnership delivering integrated FM for Lloyds Banking Group until 2022 also helped contribute to this growth.

Mitie’s home care and social housing businesses have been hit by market pressures, but the company “remains confident of longer-term opportunities in these businesses”.

Beadle is new Emprise CEO Support services organisation Emprise Services has appointed Mark Beadle as its new chief executive.

Beadle has spent time at board level with ITV Digital, Planet Hollywood, Aitch Care Homes and the Priory Group.

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28/05/2015 11:55

FM BUSINESS

IN FOCUS

The interviewee: Peter Hawes, managing director of Norse commercial services The issue: Norse’s latest acquisitions and joint venture activity

Partnered up for better services In the past year, support services provider Norse has seen a flurry of activity. It has confirmed two joint ventures [JVs] with local authorities – Great Yarmouth in October 2014 and Newport County Council in June 2014.

It also added various-sized contracts to its portfolio including cleaning deals with schools in Kettering, social housing maintenance contracts in Barnsley, an FM contract with a Norwich research park, and catering deals with two country parks in Medway, Kent.

In February the group reported an annual turnover of £180 million. But it was the deals with councils that have contributed to its success significantly, and created “additional revenue for [Norse’s] local authority partners, and represent excellent value for local taxpayers”.

Partnerships with councils will continue to represent “a major source of business” for the group, said Norse Commercial Services managing director Peter Hawes.

He tells FM World: “It is likely that public funding will continue to be reduced and Norse’s partnership approach is ideally placed to provide viable ways to minimise the effects.

“We are in advanced negotiations with a number of local authorities and have been 18 | 4 JUNE 2015 | FM WORLD

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approached by others wishing to open discussions.”

He added: “Partnerships will certainly continue to represent a major source of business for Norse, not just in the more bluecollar FM areas provided by Norse Commercial Services, but also in white-collar functions such as asset management and property services delivered by our sister organisation, NPS Group, and care and residential home management, which is NorseCare’s remit.”

As councils explore new ways to deliver services, the move to partnering “is accelerating and as further opportunities will undoubtedly emerge we anticipate long-term growth in this market”, he says.

Not surprisingly, economic pressure has been the reason for Norse’s recent activity.

“Norse’s financial strength and stability, high staff retention levels, and a proven ability to improve efficiencies whilst delivering cost savings all make

us very attractive commercial partners and have been ensuring our growth has continued at an all-time high. We have been bidding for more contracts in the public and private sectors and winning an increased percentage.

“At the same time we have formed further joint ventures with local authorities and renewed long-term agreements with existing ones. These partnerships enable the cashstrapped authorities to continue providing frontline services, secure jobs and at the same time realise cost savings. A win-win situation for them,” says Hawes.

Norse realised that JVs with councils were a good source of business “back in 2000 when compulsory competitive tendering ended,” says Hawes.

“Local authorities needed a new way of working more commercially; outsourcing straight to the private sector was seen as politically sensitive, and the formation of an in-house commercially driven arm was

“As further opportunities will undoubtedly emerge we anticipate long-term growth in this market”

fraught with difficulties due to lack of staff experience and management structures.

“Norse’s combination of public service ethos and commercial flair increasingly attracted those councils looking at ways of providing long-term solutions.”

The outsourcing of the payroll and computing functions was not unusual, but other services such as building and grounds maintenance were traditionally in-house operations.

“Suddenly the model we had developed gave local authorities the opportunity to outsource, whilst retaining a control in operational decisions and commitments,” says Hawes.

Services to schools, such as catering and cleaning, also lend themselves to a joint ventures.

“We had been successfully doing it for Norfolk Council for 12 years, and when we began talking with other councils they were very keen to evaluate the option of including them in partnership arrangements.”

Norse now has 24 joint venture companies [JVCs]. “This benefit has become increasingly attractive over the last few years as financial pressures on budgets, funding cuts and increasing costs have all put services at further risk,”he says. “Then there is the added social value that JVCs bring to communities. As jobs became increasingly under threat, providing stability in employment for the previously councilemployed staff transferring to the JVC was recognised as an important factor in determining which route to take.”

In 2015 Norse plans to build on its existing foray into the private sector, as well as expanding its investment in care homes, photovoltaic energy management, house building and waste-processing markets.

HERPREET GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

28/05/2015 11:55

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Headline sponsor

THINKFM 2015 – THE COMPETITIVE EDGE Delegates to this year’s ThinkFM conference heard of the myriad ways in which facilities management’s role in the workplace not only supports an organisation’s ability to compete – but can itself provide that commercial advantage. FM World’s team reports on an inspiring day’s presentations

www.fm-world.co.uk

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28/05/2015 18:42

THINKFM 2015 – GAINING COMPETITIVE ADVANTAGE THROUGH THE WORKPLACE Dave Coplin: “I don’t see technology as a great liberating force; I see a prison that constrains how we work”

FM'S BUSINESS CASE This year’s BIFM ThinkFM conference focused on FM’s role as an agent for transformational change in the workplace, leading projects that change organisations’ capacity to compete

PHOTOGRAPHY: PETER LIVINGSTONE

I

t’s clearly not necessary to remind FM professionals of the ways in which FM can help in giving organisation’s a competitive leg-up. It’s a requirement that’s manifest in the daily discourse between FMs and both their internal and external customers. But as much as anything else, last month’s ThinkFM conference offered FMs a window on other people’s worlds – worlds in which FM has been transformational, through the instigation of major move projects, the introduction of allnew service lines or the support of fundamentally altered trading models. Frank van Massenhove’s description of the way in which

22 | 4 JUNE 2015 | FM WORLD

22-23 ThinkFM Intro spread.indd 22

an underperforming Belgian ministry has been turned on its head by giving workers a dramatically enhanced level of autonomy was a particular highlight.

Alison Hall of The Guardian travelled all the way down the stairs from her day job at conference host venue Kings Place to explain how the media group’s business model has been turned inside out – with the way its workplace is supported now an entirely different proposition.

As well as these case studies, the conference supplied delegates with its fair share of future thinkers. Few in the hall will forget Monica Parker’s call for

FMs to focus on the happiness of those they provide workplaces for, rather than necessarily the workplaces themselves. And if that got people thinking about the very essence of their day jobs, Microsoft’s chief envisioning officer Dave Coplin lived up to his grandiose job title by painting a picture of a soon-to-come world in which the technology we so mechanically support in 2015 will effectively blend into the background, as plentiful and rich in capability as it is today, but more personal and less restricting.

The most powerful presentation? Difficult to pick just the one – but Munish Datta

of Marks & Spencer staked his claim by detailing the value to the retailer of Plan A, its longestablished and remarkably successful sustainability programme. Facilities managers, said Datta, are essential to Plan A’s success; not just in supporting change management processes, but by developing and managing them as well. Plan A, it transpires, has been worth not far off half a billion pounds in profit to M&S since its introduction in 2007 - and its a figure on a steeply upward curve. Now that, right there, is the value of FM. Over the following pages we detail the presenters - and how delegates responded to them. www.fm-world.co.uk

28/05/2015 18:52

Headline sponsor

THE SPEAKERS Alison Hall, director of change, Guardian News & Media The Guardian’s digital change management story Munish Datta, head of Plan A & FM, Marks & Spencer Applying sustainability programme Plan A to M&S’s property estate Bill Hancox, director of FM, Edge Hill University and Steve Igoe, deputy vicechancellor, Edge Hill University Customer experience as a differentiator in higher education Monica Parker, Founder, Hatch ROE – Return on Emotion and Engagement Sean Jones, head of property and facilities management (corporate), Three The tale of the “every day wonderful” challenge @ Three Dave Coplin, chief envisioning officer, Microsoft UK How to outsmart the digital deluge This year’s ThinkFM has been described by delegates as the best yet

Sponsors

Frank Van Massenhove, chairman of the board of directors, Federal Public Service Social Security, Belgium ‘Shift or Shrink’ Jim Hood, director of customer services, Wellcome Genome Campus After the Human Genome Project Adam Smith, Summit ONE project lead, BMW Group More than a building project Andrew McMillan, chair, British Council of Shopping Centres’ customer experience committee Applying customer service principles to the workplace

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28/05/2015 18:52

ALISON HALL – AN HQ BUILT FOR CONSTANT CHANGE

A MULTIMEDIA MOVE The Guardian’s move to ThinkFM venue Kings Place transformed the media group’s ability to adapt its workplace to an ever-changing business model

ALISON HALL, DIRECTOR OF CHANGE AT GUARDIAN NEWS & MEDIA THE GUARDIAN: A DIGITAL CHANGE MANAGEMENT STORY 09:25AM-09:50AM Gaining a competitive edge means focusing ruthlessly on basic organisational efficiencies, so it was remarkable to hear how, until its move from Farringdon to Kings Place in London, The Guardian had no official records management system in place; mounds of paper would surround everyone’s desks. “There was little collaboration back then,” recalls Alison Hall, who told the conference how The Guardian had been on a ‘fairly dramatic journey’ over the past few years.

Today, it’s the largest quality news brand in the UK and 24 | 4 JUNE 2015 | FM WORLD

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third-largest English language newspaper website in the world.

The media group’s move from Farringdon to Kings Place in 2008 marked a strategic change in direction from daily newspaper to ‘significant player in the global media market’, a strategy embarked upon at the turn of the Millennium with the launch of Guardian Unlimited, its first website.

The Guardian had been spread over 23 floors and six different buildings, far from conducive to teams creating content across both print and online platforms.

Relocation, then, would allow staff to be brought together.

“We also had to integrate our print and digital teams, introducing new processes, structures, technologies and ways of working,” said Hall.

Building studies assessed the amount of time people spent at their desks and the circulation flows of individual teams. In the

end, individual office space was cut in half – a significant cultural change, as having your own office had been a mark of status within the organisation.

Said Hall: “The aim of Kings Place was to project a clear sense of identity, emphasising attributes of innovation, transparency, history and interactivity, creating a powerful sense of excitement around what we do.”

The building had to be highly adaptable. Internal staircases linking teams were designed in, as were quiet areas, multimedia desks, spaces for spontaneous meetings and cross-functional team areas. Furniture and

partitions were designed to accommodate the contraction and expansions of project teams.

Since the move in, the process of evolution has continued.

“When we moved in we had 40 digital developers and engineers, now we have around 150,” said Hall. “Today we’re competing with the likes of Google for staff.”

Guardian Labs, introduced in 2014, have become a significant revenue-generating area, necessitating the second floor at Kings Place being re-engineered to incorporate a pitch room and client presentation area.

And while the principal editorial team structure remains, senior editorial staff are today augmented by social media specialists, data scientists, audience specialists and interactive video journalists.

Change is a constant.

Kings Place has won several awards, but the one The Guardian treasures most is the British Council of Offices’ ‘Test of Time’ recognition – for not resting on its laurels since the move. FM IN SUMMARY ● Brand values and an ever

evolving business model informed the Kings Place project when it was commissioned – and still do. ● The ability to adapt space to teams rather than the reverse has been key to its success. ● Kings Place has been used to introduce exhibition and external meeting space.

RESPONSE Paul Worland, director of business development, Emcor Facilities Services: This was all about effective leadership and how that can affect the workplace and culture of organisations. It was fantastic to hear about a focus on effective project leadership and how that can affect organisations.

www.fm-world.co.uk

28/05/2015 17:04

MUNISH DATTA – FM IS INDISPENSABLE TO PLAN A

Marks & Spencer’s clout could make whole-life cost the primary component in judging the quality of a building - not its initial design

AN ETHICAL PROPERTY REVOLUTION? MUNISH DATTA, HEAD OF PLAN A & FACILITIES MANAGEMENT, MARKS & SPENCER APPLYING M&S’ SUSTAINABILITY PROGRAMME, PLAN A, TO ITS PROPERTY ESTATE 9:55AM - 10:20AM It may cause Munish Datta some anxiety, but Marks & Spencer’s plans to ethically audit its entire property supply chain – all tier 1 suppliers will be thus audited by 2020 – won’t be optional.

“We committed to it last year,” www.fm-world.co.uk

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he told ThinkFM. “and it’s going to be mandatory.”

The ambitious move is the latest development in the retailer’s renowned Plan A, launched originally in 2007 and now “one of most respected ecoethical sustainability programmes in the world”.

The reason for Plan A’s importance to M&S? Ninetyeight per cent of its product are sold under the M&S brand name.

Thus, explained Datta, “Plan A is both for us and our customers.

This 98 per cent exclusivity gives us a great opportunity to embed sustainability through our entire value chain.”

Plan A, said Datta, had

required “a wholesale DNA change of our business. Every person in M&S, 86,000 in the UK alone, has Plan A objectives of some form linked to their performance. Twenty per cent of directors’ bonuses are linked to Plan A performance, and energy, water and waste KPIs influence how much store managers earn.”

Of the firm’s 100 commitments under Plan A, 25 sit under property and 15 are directly accountable to M&S’s FM teams.

“I can say with great authority that we could not achieve our sustainability commitments if

we had not empowered our FM teams at every level,” said Datta.

“Our change agents in our buildings are our facilities managers. They ensure that technology is not overriden by naive colleagues, that our store colleagues segregate waste properly, ans that closed-loop recycling systems are developed that are both practical and usable.

Our FMs are essential.”

Datta said all elements of the construction supply chain needed to be gauged on a building’s whole-life performance, highlighting 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”.

“The property industry as a whole is not very used to being ethically audited,” he said. “We’re anxious about it, and it may mean we have to stop working with some of our suppliers. But we prefer to go into our negotiations with eyes wide open.” FM IN SUMMARY ● It’s time to ensure architects and

building designers consider whole life cost, and are judged on how effective they are at that. ● FMs are critical to the success of Plan A sustainability initiatives.

RESPONSE Campbell Murdoch, marketing director, EIC: What’s come out of this for me is the really major impact of FM; theoretically, FM affects everything - but the Marks & Spencer presentation shows just how much it can do when it’s put in the frontline.

Chris Kane, principal, Chris Kane Associates: It’s all about how you tell the story. It’s easy to focus on the tactical aspects of cost rather than linking it in to the overarching business. The most telling thing for me was Plan A contributing to £465 million of cumulative savings and £145 million last year. That sets the context, demonstrates corporate alignment.

FM WORLD | 4 JUNE 2015 | 25

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BILL HANCOX AND STEVE IGOE – FM ON THE FRONT LINE

UNIVERSAL ACCLAIM FM’s contribution at Edge Hill University has provided one of the clearest examples of how FM provides a truly competitive edge is recognised as a fundamental component of the product offer and plays a critical role in providing “an excellent student experience” – even being recognised by the BIFM Awards in recent years. It is also plays a key component in attracting students to the university.

Bill Hancox, relishing his opportunity as an operational FM to put his view to an audience of his peers, explained how open days matter the most to students when choosing a university.

Think about the impact of facilities management on that open day,” he asked. “It’s powerful stuff.” FM IN SUMMARY ● The rise of tuition fees has

become a 'toxic' issue.

BILL HANCOX, DIRECTOR OF FM, EDGE HILL UNIVERSITY AND STEVE IGOE, DEPUTY VICE-CHANCELLOR, EDGE HILL UNIVERSITY MAKING THE GRADE; EXCEPTIONAL CUSTOMER EXPERIENCE AS A DIFFERENTIATOR IN HE 10.25AM - 11.00AM Almost half of the attendees at ThinkFM thought that the boardroom and the executive team is accessible to the facilities manager within their organisation, and around 35 per cent thought the boardroom and executive team was ‘somewhat accessible’; while 21 per cent said ‘not very’ and 4 per cent rather sadly voted ‘not at all’.

Steve Igoe, deputy vicewww.fm-world.co.uk

27_ThinkFM Hiscox_Igoe.indd 27

● Customer service is one

chancellor, Edge Hill University said: “The results are encouraging because it is very important that FM is visible at a board level.

It’s very easy to be seen as an overhead cost if you are not able to communicate the value and sell you add to the business.”

He highlighted the need for this in higher education because universities are competing in an increasingly competitive marketplace, facing unprecedented political and economic challenges. “We’re all competing for a shrinking cake.”

The main challenges affecting the higher education sector include the rise in tuition fees, which Igoe describes as becoming “toxic” over the decades, meaning a decline of students entering university.

Another issue has been immigration. Igoe said: “Some people fail to realise that higher education is one of this country’s biggest exports… Higher

education generates more funds than areas like pharmaceuticals and it does so by recruiting students from overseas to travel to the UK.” Igoe explained how many vice-chancellors’ strategies are dependent upon the ability to recruit international students especially as the UK student demographic is shrinking.

FM at Edge Hill University

opportunity for universities to excel and compete for an ‘increasingly shrinking cake’. ● Many universities are dependent on the ability to recruit international students. ● Facilities management has a powerful effect on students’ first impression of a campus. ● Facilities management and maintenance of Edge Hill’s buildings costs £35 million a year.

RESPONSE Anne Lennox-Martin, FMP360: The progress that they have made in confidence; the way they are up on stage talking about FM, knowing that they have the best practice in the world – they are seen now as an icon. I’ve got other clients in the education sector saying to me that they want to aspire to be another Edge Hill.

Chris Austin, Steelcase: I think there is a strong link – especially in higher education – between what you display on your potential shop front and what the students are seeing as they come through the door. With the changes in student fees, students are much more tuned into what is on offer – they are consumers now.

FM WORLD | 4 JUNE 2015 | 27

28/05/2015 18:53

MONICA PARKER – A RETURN ON ENGAGEMENT

THE HAPPINESS DIVIDEND Former homicide investigator Monica Parker turned her forensic eye on the human element of FM’s role in creating engaging workplaces MONICA PARKER, FOUNDER, HATCH ‘RETURN ON EMOTION AND ENGAGEMENT’ 11:30AM - 11:55AM The facilities manager’s job has changed from one of maintaining the infrastructure of buildings to one of keeping workers happy, suggested Monica Parker, the founder of workplace strategy firm Hatch.

Why happiness? Because happiness means engaged workers. One in three workers is currently looking for a job, and one in four will leave within a year. The problem? Those that leave are the motivated workers! The cost of this loss of productivity, people moving and companies having to rehire 28 | 4 JUNE 2015 | FM WORLD

28_ThinkFM Monica Parker.indd 28

is £106 billion a year to the UK economy. This is why engagement is a topic worth exploring.”

Ensuring engaged workers comes down to the four Cs – cause, control, contemplation and community. It’s not your corporate cause that’s important, it’s that of the individual worker.

Ninety-four per cent of the 30,000 people profiled in Hatch’s database said that the more meaning they had in their job, the more likely they were to be engaged with it.

Organisations shouldn’t “vomit up vision statements on to any surface they can find”.

They should seek to connect the purpose of the business to the individual purpose of each employee.

Control means giving workers

as much autonomy over their workplace as is practicable.

Studies show that businesses set up in this way actually grow four times faster, and Parker also cited the work of Dr Craig Knight of Exeter University, who found that giving workers greater control of how their workplace is set up are more engaged, and less likely to leave (attrition rates can drop by 30 per cent).

‘Contemplation’ was Parker’s third rule for engagement.

“We have developed a culture of overwork, and that’s a problem because it harms our competitive advantage when we don’t have time or space to think.”

Parker cited an Accenture study of Fortune 500 CEOs that found that they came up with their best ideas in the shower

or toilet – “the only socially acceptable places where we can be alone with our time and thoughts”.

Community was Parker’s fourth rule for engagement. With more and more people living alone, the workplace was an increasingly important component in people’s sense of wellbeing, and health.

“Studies show that if you fail to make a primary deep relationship in your life your mortality is as great as if you smoked 15 cigarettes a day.”

Collaboration is the output of community, not the other way around, said Parker. “Our relationships with colleagues are the primary contributor to our sense of engagement; deeper relationships at work mean greater care in the output of that work.” FM IN SUMMARY ● A sense of community is what

workers crave – and it’s something that can materially affect levels of health and wellbeing. ● Engaged employees are more productive, stay longer, produce better quality work and are happier.

RESPONSE Sheryl Inman, head of FM/Corporate Portfolio, National Grid: “Monica Parker was very inspiring, funny and entertaining in an informative way. You have to introduce new schemes into the office – it can’t just be about a desk, chair and screen. We had a lot of collaboration space with sofas, but nothing playful – but since we’ve introduced table tennis it’s used literally all day.

It’s amazing; you’d think people might sneak away from their desk to play table tennis for an hour, but in fact people use it sensibly.”

www.fm-world.co.uk

28/05/2015 18:06

SEAN JONES – THE WORKPLACE AS BRAND EXTENSION

PUTTING BRAND FIRST Before embarking on its Glasgow office transformation, telecoms firm Three had to evalauate its brand and question its very purpose set to work in the space.

Jones painted FM in the UK as being in a position to be ‘world-leading’, emphasising a workplace focus on people as much as property. In Three’s case, its newly engaged workforce has attracted new employees to the firm.

Three’s Glasgow office has multi-use and separate working and relaxation areas. The result is a workforce with a ‘sense of ownership’ about the brand.

“I’ve heard people say that it ‘feels like Three’, and rhat means a lot to us,” said Jones. FM IN SUMMARY ● FM teams are key stakeholders in

employee engagement; ● Inspiring people and making

SEAN JONES, HEAD OF PROPERTY AND FACILITIES MANAGEMENT (CORPORATE), THREE STORYVILLE: EVERY DAY WONDERFUL 12.00PM - 12.40PM The story of mobile operator Three’s strategy to create a positive connection between its employees and their working environment is one about the telling of stories.

Jones used the ‘powerful emotional connection’ of storytelling to build on the relationships between Three and its staff. A key element of this was to build a ‘brand with a purpose’.

“Strong brand purposes don’t talk about products, but the reason that we exist beyond making money.

Brands that stand out from the www.fm-world.co.uk

29_ThinkFM Sean Jones.indd 29

crowd always start out with the ‘why?’ - why are we doing what we do? What’s our purpose?

But, said Jones, “perhaps we in FM can sometimes get that back to front. We think first about the ‘what’ - the maintenance, cleaning, security etc., then the how – IFM, TFM, outsourced, single-source service, etc. – but when do we ever ask why?

Jones and his FM team’s ongoing communications with the workforce throughout the transformation project for Three’s Glasgow contact centre for customer services has resulted in an increased employee engagement score that shot up from 42 per cent to more than 90 per cent.

“Through every channel we could, we communicated to staff what was going on.”

It’s easy to lose sight of how important this. Once organisations start on the delivery mode of a fit-out

project, it’s all too easy to go into a bubble and stop talking to the people that really matter - those

them proud to work at the organisation is a key factor in engagement; and ● Brands with a purpose have more loyal customers

“Once you start getting into the delivery mode, sometimes you go into a bubble and stop talking to people” SEAN JONES RESPONSE Robert Cunliffe, Cofely: Three says workplace is key factor in attracting and retaining talent/people. Big value creator for FM, that is. Doubled employee engagement scores at Three! Good workspaces and FM work!

Richard Hughes, Workman FM: Part of the issue is that FMs are shrinking violets. They get on and do without shouting from the rooftops!

Jacqueline Walpole, FSI (FM Solutions): The points made about measuring the feedback of engagement and satisfaction for people in the workplace are key.

FM WORLD | 4 JUNE 2015 | 29

28/05/2015 18:06

DAVE COPLIN - THE RISE OF THE HUMANS

A WORKING REVOLUTION Technology alone will not make us more productive. A shift to a culture more open to transformation is required to keep pace

DAVE COPLIN, CHIEF ENVISAGING OFFICER, MICROSOFT THE RISE OF THE HUMANS: HOW TO OUTSMART THE DIGITAL DELUGE 1.45PM - 2.15PM “Who among us does not get enough email?” Dave Coplin asked his captive audience.

Coplin, a self-titled chief envisaging officer (one way of becoming CEO, he explained) at technology company Microsoft, has seen technology embed itself firmly into the roots of the workplace.

But, after a quarter of a century working in IT, Coplin believes that technology is a hindrance to productivity, what he calls ‘the greatest challenge to our economy’.

“I don’t see a great liberating force; I see a prison that 30 | 4 JUNE 2015 | FM WORLD

30-31_ThinkFM Coplin_van Massen.indd 30

constrains how we work.

“The way we work today doesn’t work. My job is essentially the future of humanity.”

With the UK productivity rate cited to be at its lowest since the Second World War, and ranked sixth out of the countries compromising the G7, Coplin argued that it is the biggest problem organisations currently face.

Coplin said new technology,

“I don’t see a great liberating force; I see a prison that constrains how we work” DAVE COPLIN

created by organisations such as his employer, would be used to replicate old ways of working, unless there was a significant culture shift.

“You need a culture that supports transformation,” he explained.

“You will not be transformational over email.”

Coplin pushed for the workforce to not be enslaved by technology, but to ‘stand on the shoulders of digital giants’.

“Technology changes our capability. There’s software [currently being developed] which can translate speech in real time.”

While perhaps being deliberately provocative in suggesting that this technology eliminates the need for his nine-year-old son to learn languages, Coplin called to see the gift that technology can give the workplace and to ‘deliver transformational experiences’.

The audience was treated to a science-fiction view of the future workplace, where holograms were thrown across meeting rooms and onto screens.

Buildings should not just be connected to devices in the building, but connected to human beings, said Coplin.

He described a utopian world where devices check travel and weather updates ahead of an individual’s next meeting and advising on the data it finds (software which is in development, beamed Coplin).

The key to ‘reinventing the definition of productivity’ is spotting patterns in the reams of data that is produced.

“Spotting patterns can be very powerful.”

Coplin was an engaging and unorthodox speaker. Perhaps unorthodox is what is required to transform the workplace and to maximise the capabilities of such technology. FM IN SUMMARY ● The way people work with new

technology needs to change; ● Technology has become a

hindrance to productivity; and ● A change of culture, to one that

supports transformation, in order to maximise the opportunities technological developments bring.

RESPONSE Mark Griffiths, regional director of operations for FM at Bouygues: Dave Coplin, Frank Van Massenhove and Jim Hood are not from traditional FM backgrounds, but they understand the relevance of FM. It’s always good to have an alternative view.

www.fm-world.co.uk

28/05/2015 18:20

FRANK VAN MASSENHOVE - THE MAVERICK MINISTRY

Allowing employees to work the hours they want can lead to higher productivity rates, delegates at ThinkFM heard last month

million (£7.2 million), but had been so successful that it had led to ¤9 million (£6.5 million) in savings every year.

But Van Massenhove added that the setup did not mean employees not getting results would be given an easy ride. If someone is not doing their job, ”we throw them out”.

“We are not a soft organisation,” he said. “But most people [who don’t fit in] go before we can throw them out.”

Van Massenhove said traditional organisations did not always choose “maverick” managers but this might be changing. “In Belgium everybody knows we are doing this and mavericks are coming up to us and saying ‘please employ us’.” FM IN SUMMARY

WORK AND LIFE IN HARMONY FRANK VAN MASSENHOVE, CHAIRMAN OF THE BOARD OF DIRECTORS OF THE FEDERAL PUBLIC SERVICE SOCIAL SECURITY, BELGIUM SHIFT OR SHRINK 2.15PM - 2.45PM Frank Van Massenhove, chairman of the board of directors of the Federal Public Service Social Security in Belgium, said that he had been asked to undertake a major organisational change for what he describes as the “worst ministry in the Western hemisphere”.

Van Massenhove told FM www.fm-world.co.uk

30-31_ThinkFM Coplin_van Massen.indd 31

suppliers, consultants, architects and designers gathered for the BIFM’s key industry event that he was tasked with driving the change because “people didn’t want to work for the ministry”.

Van Massenhove said the key to the organisation’s success in retaining employees was about being “a sexy organisation” to attract up-and-coming talent.

One of the methods to draw in young people (chiefly millennials born after 1986) the ministry had allowed employees to work from home and provided a highly technologically savvy work environment, doing away with offices for senior staff and having a ‘friends and family day’ (when relatives and friends of employees come into the office).

The ministry also started to allow employees to work from home “when they feel like it”.

Although he said a survey of employees showed that 22 per cent did not want to work from home.

He said the environment needed an investment of ¤10

● Allow employees to work from

home “when they feel like it” and around their schedule to increase productivity ● To attract young people you have to provide a technologically savvy working environment ● Being employee-friendly doesn’t mean tolerating low quality work.

“We are not a soft organisation, but most people go before we can throw them out” FRANK VAN MASSENHOVE RESPONSE Cane VanDerHeide, Mitie: I am not sure about working from home because I know Belgium is very into their zero tolerance hours - if you don’t go to work you don’t get paid.

So I wonder how that approach would work. And all this working from home - who’s supervising it?”

Christine Croughton, St Mungo’s Broadway: “Frank and Dave (Coplin, page 30) are very maverick and they have a very radical approach to things and in FM one has to because you have to think outside the box.

You’re not seen or heard unless something goes wrong.”

FM WORLD | 4 JUNE 2015 | 31

28/05/2015 18:20

JIM HOOD – THE EXPANDING GENOME CAMPUS

SCIENTIFICALLY PROVEN The FM team plays a vital part in maintaining and developing the facilities that enable groundbreaking scientific advancement JIM HOOD, DIRECTOR OF CUSTOMER SERVICES, WELLCOME GENOME CAMPUS AFTER THE HUMAN GENOME PROJECT 14:45PM - 15:25PM The Human Genome Project was groundbreaking. Declared complete in 2003, the project set out to determine the sequence of chemical base pairs on which human DNA is based. A $3.8 billion (£2 billion) investment, it’s still the largest biological project ever undertaken.

But with great research power comes great FM responsibility, 32 | 4 JUNE 2015 | FM WORLD

32_ThinkFM Jim Hood.indd 32

and at ThinkFM Jim Hood, director of customer services at the Wellcome Genome Campus in Cambridgeshire, one of the centres that worked on the Human Gemone Project, detailed just how significant the contribution of FM is to research centres generally, and his campus in particular.

Pharmaceutical firms face intense competition to bring scientific breakthroughs to market. Doing so confers competitive advantage, particularly in the consumer market. Hood used the example of Pfizer, company that makes Viagra, landed the lion’s share of the ‘blue pill’ market by winning the scientific race.)

“The most frightening words in facilities management?

‘Award-winning architect’…”

JIM HOOD The FM team at the Wellcome Campus built up and the size increased in line with science’s abilities.

“Where was FM in the Human Genome project? It started when

one scientist got up from a bench and said - ‘who’s going to fix that?’”

Research centres now have the capabilities to delve deeper into the human genome than ever before. And it is FM’s role to support the ever-growing capabilities, said Hood.

“The UK definitely punches above its weight in research. “[On the site’s expansion,] Space management alone justified the contribution of our FM team,” said Hood.

It squeezed thousands of specialist researchers (complete with equipment worth millions of pounds) into a building, split into different teams focusing on a number of varying technical projects.

The Wellcome Genome site continues to grow, and Hood expects the campus to be accommodating more than 2,500 people within the next five years.

“The most frightening words in facilities management?

‘Award-winning architect’…

“What does that mean?

Sometimes you can’t change the plugs or clean the windows.”

Hood’s team’s ability to morph and adapt in any given situation – they have had to support and store 35 petabytes of data (second in size only to the Large Hadron Collider in Switzerland) – are set to stand the campus in good stead as it adapts to future technological developments. FM IN SUMMARY ● FM can play a pivotal role in

supporting laboratories and specialist research centres achieving their goals. ● FM team members were specialised and grew their knowledge and capabilities in line with the scientific workforce. ● The most frightening words a facilities manager can hear are ‘award-winning architect’. www.fm-world.co.uk

28/05/2015 18:35

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26/05/2015 12:32

ADAM SMITH – NEW BUILDING, BETTER WORKFLOWS

FOR BMW, MOBILITY IS KEY IN EVERY SENSE BMW no longer sees itself as purely a car manufacturer, and at its new offices workers no longer comform to old hierarchical environments ADAM SMITH, SUMMIT ONE PROJECT LEAD, BMW GROUP MORE THAN A BUILDING PROJECT 16:00PM - 16:25PM BMW’s Adam Smith explained to delegates what the challenges and opportunities surrounding the firm’s recent relocation to Farnborough in Surrey entailed.

“The building is not just a building to us,” he said. The new site brings together the company’s UK sales and marketing, financial services, leasing and fleet management businesses for the first time. The physical move acted as a catalyst to change company workplace culture. And all of this originally 34 | 4 JUNE 2015 | FM WORLD

34-35_ThinkFM Smith_McMillan.indd 34

stemmed from BMW’s main board deciding to move BMW Group from being a car manufacturer to the world’s leading provider of premium products and services for individual mobility.

Twenty or 30 years ago the car was seen by many as an object to aspire to own.

“Today, for an increasing

“It was time to look at what our customers wanted and understand what they needed” ADAM SMITH

number of people moving into their twenties, driving is not a big deal,” said Smith.

Not that BMW wants to get out of car production, indeed far from it – but it also wants to be seen more broadly as providing “a premium product to help with mobility”.

Accordingly, says Smith, “we are starting to look at what younger people and younger families want”.

The company no longer just has big cars in mind. Models like the BMW 2 series have been designed to be more compatible for family use, while the i3 is an electric car designed for the city, one which has services within it that link to other ways of getting around and finding car parking.

All of this activity prompted a rethinking of culture during

the firm’s recent relocation process, in which BMW Financial Services, mobility firm Alphabet and BMW’s own national sales company all moved onto the same new campus in a process that took three years.

Only by moving into its new space, with collaboration and ‘encounter’ zones, have staff finally ‘got it’. Suddenly, people grasp what flexible working really means – the integration of teams, nd collaboration across projects and departments.

Smith explained how BMW had previously been “a very hierarchal organisation”. To counter this, Smith said: “We no longer have a dress code; we say wear what you feel comfortable in, just as long as its not like how you would be dressed going to a nightclub or the gym.”

There was also now a focus on breaking down a ‘control culture’ in the organisation. “We wanted to break some of that and give people space to make their own decisions. Office hours were becoming more and more important.”

Speaking before ThinkFM, Smith explained that “people are still coming to terms with how they can now organise their workflows. Different individuals and different teams are coming at it from different directions – so we’re all gradually changing our mindsets”.

The new building also has two multi-storey car parks – “a critical thing for us as a car organisation.

We have a lot of cars… We all drive but we have product and press fleets of cars, so getting a site with a lot of car space was a challenge. Fortunately, this site had that”.

What’s increasingly clear, said Smith, is how the physical environment the company now inhabits plays a key role in supporting change within the organisation. FM www.fm-world.co.uk

28/05/2015 18:07

ANDREW MCMILLAN – THE FEEL-GOOD EFFECT

THE VALUE OF BEING NICE There are four basic components to a successful customer service strategy, and they transcend both business sector and service type

ANDREW MCMILLAN, CHAIR, BRITISH COUNCIL OF SHOPPING CENTRES’ CUSTOMER EXPERIENCE COMMITTEE CLOSING KEYNOTE/ THE FUNDAMENTALS OF CUSTOMER SERVICE 16:50PM - 17:15PM ThinkFM 2015 ended with a keynote address by customer service specialist Andrew McMillan, who brought his 20 years’ experience as a customer service manager at John Lewis Partnership to bear on how FM teams, and organisations more generally, could improve their customer service.

“No matter the organisation, when people talk about customer service it comes down to the same basic set of principles,” said McMillan. www.fm-world.co.uk

34-35_ThinkFM Smith_McMillan.indd 35

“The product, the service, the channel and the processes.”

The aim, said McMillan, is to ensure that the experience delivered by staff is so consistently good that “the staff become the organisation or its brand in the eye of its customers”.

McMillan’s presentation was long on corporate case studies.

He was keen to highlight how even renowned business curmudgeon Michael O’Leary of RyanAir had recently come around to the value of customer service, agreeing with the

proposition that “being nicer to customers is turning out to be a new and winning strategy for us”.

Discussing his experience as chair of the British Council of Shopping Centres’ customer experience committee, McMillan said that it was possible to write cultural SLAs into sub-contracts with thirdparty service providers. And in an entertaining diversion he explained that, having worked with Virgin Airlines, what’s surprising is how fast food chains and Virgin actually

have fundamentally similar business models. Commercial airlines were in fact “no more exciting than fast food”.

The same planes go to the same locations, and differentiation by price is difficult after fuel and compliance costs are factored in. Thus, Virgin puts as much energy as possible into the element they can influence – how they make their customers feel.

Finally, McMillan introduced his audience to the six steps of customer engagement (see slide).

Of these, he focused on how the recruitment strategy around customer-facing employees had to be Draconian. “You can’t be shy about getting rid of people if they don’t work out. You need absolute clarity in the recruitment process.”

This theme was picked up by ThinkFM host Daisy McAndrew, comparing McMillan’s comments with those earlier in the day from Frank van Massenhove – that managers needed a ruthless streak to ditch poorly performing employees. No obvious silver bullet exists for this conundrum, but McMillan accepted that as well as the perhaps softer, fuzzier brand value aspects of good customer service, it all comes down to whom you employ and their ability to perform in front of customers. FM

SIX STEPS OF CUSTOMER ENGAGEMENT

1

Define what the organisation wants to be in terms of personality and behaviour, for both customer and staff. (This definition is created by the staff that have to deliver it.)

Measure – the outcomes of the desired behaviours to track progress and deliver improvement.

Communicate – internal communications to

2 3

regularly reinforce the personalitty and behaviours of the business.

Lead – leadership focus to embed and develop the berhaviours.

4

5

Reward, recognition and appraisal – recognition and appraisal to report on behaviour, not just outcomes.

Recruit – based on defined behaviours, competency interviews.

6

FM WORLD | 4 JUNE 2015 | 35

28/05/2015 18:07

SIMON HEATH – PICTURING FM’S CONTRIBUTIONS

SKETCHY DETAILS Simon Heath, a consulting artist, was at ThinkFM, “live sketching”.

Here’s a selection of his illustrated views of this year’s presentations Above: Keeping with the technological feel of the event, with its live polls and social media, Simon Heath used an iPad and stylus to produce these illustrations Below: Dave Coplin believes that organisations have to make more of their IT rather than be enslaved by it

Above: Three’s Sean Jones spoke about the need to bring workers into the fold at the outset when deciding how to structure the new Glasgow offices Top left: Steve Igoe and Bill Hancox of Edge Hill University explained the importance of facilities management in the hyper-competitive world of attracting students

Above: Jim Hood’s idea of award-winning architects struck fear into the souls of the terrified audience Right: The Guardian’s Alison Hall spoke about the media group’s major move project Far right: Munish Datta explained how Marks & Spencer’s Plan A sustainability programme was global in scale

36 | 4 JUNE 2015 | FM WORLD

36_ThinkFM Sketches.indd 36

www.fm-world.co.uk

28/05/2015 18:55

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26/05/2015 12:19

FM OPINION

THE DIARISTS

THOUGHTS ON MAKING A LIFE-CHANGING DECISION

‘

ROGER AMOS

Director – Ayer Associates Limited

How often do you hear those profound words “life is too short” or “if you don’t do it now you never will”!

Life is full of decisions and I took a big one recently – to pursue a lifelong ambition and set up my own consultancy practice.

After eight enjoyable years in local government I figured that it was the right time to do this – I have 15 years of senior property management experience behind me and my entire career to date has been dedicated to property and construction and I still feel as energetic and enthusiastic as I did at the beginning of my career.

I received many words of wisdom and encouragement and as one person said to me, making a decision like this is a great illustration of how close risk really is to reward and whilst it is too early to assess, it is a case of so far, so good. I’d describe

the emotion in the lead-up to it as a bit like climbing a tall yet secure ladder – perfectly safe but occasionally stopping to look down and feeling momentarily terrified when I consider the consequences of falling off it.

So why would I take this risk? It feels like a natural and logical step and I’ll be able to pass on the benefit of my experience and expertise. From early on I learnt that no two jobs or projects are the same and you are continually learning.

“PROPERTY AND CONSTRUCTION IS A BROAD SPECTRUM, BUT GROWTH IN ANY PART OF IT WILL HAVE A POSITIVE KNOCK-ON EFFECT ON THE REST… WE SHOULD NEVER LOSE SIGHT OF THAT”

Something that works well in some scenarios may not always work so well in others.

Setting up the company has been fun to date. Everything from getting a logo designed, getting a website built and incorporating the company to getting that first confirmed order is satisfying. I’ve gathered a good team of experts around me that I can call upon for help and I can’t emphasise enough to anyone thinking of doing the same how important that is, as you’ll struggle without support in areas outside of your expertise.

Things appear to be looking up for FM; let’s hope that confidence is fully restored and the growth continues. Property and construction is a broad spectrum, but growth in any part of it will have a positive knock-on effect on the rest and we should never lose sight of that.

BEST OF THE WEB Views and comments from across the web One of the biggest barriers to working is age, says research.

Why? (BIFM Group) Alex Giles: Maybe people who have carried out processes a certain way for many years are reluctant to adopt agile processes, as they are confident of the outcomes of their processes. They may also be reluctant to take responsibility of any risk associated with adopting agile processes.

Zdenka Melanie Reed: I find that communication 38 | 4 JUNE 2015 | FM WORLD

38_Opinion.indd 16

is key when bringing such change about. There seems to be a territorial issue and certainly the longer someone worked in one way the more difficult it may be to dissolve that attachment... I believe that the engagement on a large picture is required to move away from an ingrained idea of ‘me and mine’.

What’s the best way to handle remote or afterhours access to facilities for outside contractors?

(FM group)

Michael Garretson: Complete background checks on all employees of contractors. If they fail, they’re not allowed to work on the project.

The keys we assign are proprietary, which makes them much more difficult to reproduce without you knowing about it. If you don’t have that luxury, you may want to think about a re-key of your facilities.

Mick Bourne: Ensure they are not working alone. Ask them to check in regularly with security. High-risk

activities: working at height, on live electricity, excavations, etc – it’s not just about trusting your contractors; it’s about ensuring their safety and the business continuity.

Most work will require risk assessments and method statements, the person responsible for the contract must ensure these are adhered to.

Pressurised heating system: expansion cylinders and PRVs (BIFM Group)

Mike Newby: After an insurance engineer’s 6-monthly inspection of our pressure vessels and systems we were told that under Pressure Safety System Regulations the associated pressure relief valves (PRVs) need to be bench-tested/replaced every 2 years.

Bill Lundy: Replace them with a new PRV; give the certification that comes with it to your insurance inspector so that you don’t need to have it inspected for a further 4 years. www.fm-world.co.uk

28/05/2015 11:56

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

BEST OF THE

FMWORLD BLOGS The BIM countdown to 2016 Kath Fontana, Adjacent There are a few things happening that only increase the importance of BIM for FM. The first is fulfilling the government mandate to reach Level 2 BIM by 2016, which requires all project and asset data to be electronic. The Digital Built Britain report shows how the government wants to move BIM after 2016. This includes creating new commercial models that link design/build/operate contracts, and developing commercial mechanisms requiring FM to deliver against BIM standards. Public sector requirements will be increasingly robust for FM. The private sector sees BIM as cutting edge and high-spec premium buildings expect to have a model as part of the handover package. FMs working with developers are now being asked to handle BIM and digital FM. 10 things FM should know about BIM • BIM is just as much about digital FM as it is about virtual construction.

• BIM brings transparency of asset data so it will change how FM is managed.

• It’s about smarter working.

• It applies to all public and private sectors and all types of property.

• Buildings of all sizes will have models – BIM will be the standard way to do things.

• It’s about process and collaboration. FMs do not need to be technology experts.

• New commercial models are coming and FM should help shape these.

• A focus on post-occupancy evaluation means FM needs to support the collection, interpretation and analysis of this data.

• FMs need new skills and capabilities to engage with BIM. • The BIM genie is out of the bottle – there’s no going back.

Read the full article at www.bit.ly/1LF44MD

How do services organisations improve clients’ lives?

Phil Hooper (corporate affairs director, Sodexo), The Business Services Association At Sodexo we strive to make sure that FM is not treated as a commodity. Central to our business is focusing on how the services we provide impact on people’s experience to improve outcomes such as: patients’ wellbeing and recovery; reducing reoffending by prisoners; improving productivity in the workplace and helping young people fulfil their potential. We do not just talk about improving quality of life. In 2009 Sodexo set out to create a think tank to deepen its understanding of quality of life – the Sodexo Institute for Quality of Life. Its objective is to gather and develop insight on the drivers of quality of life and their impact by developing and leveraging relationships with external experts such as academics or the OECD. Our services impact on the physical and social environment. This encompasses everything that contributes to an individual’s comfort and security: optimal temperature in a corporate environment; quality room furniture in a hospital, and effective energy and well-monitored environment in universities through to meal-sharing experiences; hospital visiting areas; and online student communities.

FM, through a catering service, influences provision of healthy meals, advises on nutrition and lifestyle, and can provide access to fitness and athletic programmes in a company, a hospital or a university. There are also people-related areas such as factors that help an individual to feel valued, such as incentive programmes for companies and aspects of the workplace that help people to learn – for instance, offering first professional experience to students. There is the cost of FM, but as an industry we can create value for our clients, their employees and customers well beyond that.

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

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Chris Wood JOB TITLE: Chief executive officer, Develop Training

Across the UK, more than five million people and thousands of businesses are at risk of flooding. So it is good that there are plans to bring forward funding for flood defence schemes.

However, the government’s £2.3 billion programme is still heavily dependent on private sector investment, and there is another problem.

At the Flood Defence & Prevention Expo in London, our partner Mike Todd presented on the importance of training staff to work safely in surface water incidents. He worked for 37 years with Environment Agency Wales, where he trained staff, and as a former team leader in a flood response unit he has years of practical experience in dealing with flooding incidents. People with Mike’s experience are becoming harder to find in the water industry, which like others has an ageing workforce that is not being replaced. It’s estimated the power, gas, water and waste management industries will need 200,000 new recruits in the UK within eight years to replace retirees.

Investment in flood defence and infrastructure may be welcome news. But the day when that work cannot be completed because of a shortage of skilled labour is drawing ever closer.

Much talk is made of workplace schemes such as apprenticeships and traineeships. But many of these are aimed only at those working in retail or customer services environments.

The government needs to make clear how it intends to address the issue of training and development in mainstream industrial sectors – possibly through enhanced funding opportunities or other incentives. The government needs to explain how it will effectively, and financially, hold to account the ultimate owners of those privatised utility companies to provide for an adequately trained workforce in the future.

FM WORLD | 4 JUNE 2015 | 39

28/05/2015 15:47

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15/05/2015 17:55

Your Career Our Courses Leading FM Training Provider for over 20 years

+44 (0)20 7404 4440 info@bifm-training.co.uk | www.bifm-training.com APPROVED BY MoD IN SUPPORT OF THE ELC SCHEME

ELC

PROVIDER NUMBER

4000

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24/03/2015 10:03

26/05/2015 12:36

FM MONITOR

MARKET INTELLIGENCE

INSIGHT ECONOMY

NUMBER OF UK HOME WORKERS IS GROWING

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

Bank of England base rate: 0.5% as of 11 May 2015.

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

Consumer Price Index (CPI): The Consumer Prices Index (CPI) fell by 0.1% in the year to April 2015, compared to no change (0.0%) in the year to March 2015.

This is the first time the CPI has fallen over the year since official records began in 1996. The largest downward contribution came from transport services – notably air and sea fares, with the timing of Easter this year a likely factor.

Source: (www.ons.gov.uk)

EMPLOYMENT

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

Hourly rate from 1 Oct 2014

Aged 21 and above

£6.50 (up from £6.31)

Aged 18 to 20 inclusive

£5.13 (up from £5.03)

Aged under 18 (but above compulsory school age)

£3.79 (up from £3.72)

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

£2.73 (up from £2.68)

UK Living Wage: The following rates are set by the Living Wage Foundation:

SHUT TERSTOCK

The figures on this page have been compiled from several sources and are intended as a guide to trends. FM World declines any responsibility for the use of this information.

Category of worker

Hourly rate from Nov 2014

UK Living Wage

£7.85 per hour

London Living Wage

£9.15 per hour

THERE WERE

£4.2 MILLION HOME WORKERS IN JANUARY-MARCH 2014 – 13.9 PER CENT OF THOSE IN WORK, ACCORDING TO A REPORT BY THE ONS – THE HIGHEST RATE OF HOME WORKING SINCE COMPARABLE RECORDS BEGAN IN 1998 OF THESE, ABOUT

1.5 MILLION (OR 5 PER CENT OF THOSE IN WORK) WORKED AT THEIR HOME, WHILE

2.7 MILLION

(8.9 PER CENT) USED HOME AS A BASE BUT WORKED ELSEWHERE

41_Insight.indd 41

1.3 MILLION

SINCE 1998 (2.9 MILLION). THE PERCENTAGE OF HOME WORKERS IN EMPLOYMENT INCREASED FROM 11.1 PER CENT IN 1998 TO

13.9 PER CENT IN JANUARY-MARCH 2014 – THE HIGHEST IN 15 YEARS

14.8%

14.8 PER CENT OF HOMEWORKERS WERE MANAGERS OR SENIOR OFFICIALS, 35.2 PER CENT WERE PROFESSIONALS OR ASSOCIATE PROFESSIONALS, AND 23.5 PER CENT WORKED IN SKILLED TRADES SOURCE: OFFICE FOR NATIONAL STATISTICS

CONSTRUCTION INDUSTRY OUTPUT

CEILINGS & PARTITIONS MARKET

In Q1 2015 construction output fell by 1.1 per cent compared with Q4 2014. Between Q1 2015 and Q1 2014, output dropped by 0.3 per cent – the first year-on-year fall since Q2 2013.

All new work fell by 1.7 per cent, the largest quarter-on-quarter fall since Q1 2013, when it fell by 2 per cent. In January, February and March 2015 most of this fall can be attributed to the large fall in January. Total housing, public other new work and private commercial work reported falls of 3.4 per cent, 6.6 per cent and 3 per cent respectively on the quarter.

All repair and maintenance fell by 0.2 per cent in Q1 compared with Q4. All work types except public housing repair and maintenance saw falls.

Following falls in January and February 2015, industry output grew by 3.9 per cent in March 2015 compared with February 2015. On the year, output increased by 1.6 per cent in March 2015 compared with March 2014.

The market for suspended ceilings and partitioning systems remained flat between 2011 and 2013, followed by jump in 2014 of about 3 per cent.

Factors contributing to higher growth in 2014 included a recovery in refurbishment projects and smaller new build projects.

The suspended ceilings market saw the most growth in the past two years, supported by price increases and a shift to higher-quality products and complete systems. The market also has a wider spread of end-use applications, although it has benefited from a growing office sector. Mineral fibre ceiling tiles make up the largest share of the market. Metal ceilings are also popular and account for a significant share, followed by gypsum.

The partitioning segment saw marginal growth, owing both to the high level of refurbishment and their re-locatable nature. Price competition and trends such as the growth of open-plan workplaces also had an effect.

The outlook for fit-out and refurbishment work remains positive, particularly in the office sector.

In terms of new build, the focus is expected to remain on planned developments, particularly in SOURCE: AMA RESEARCH entertainment and retail.

SOURCE: OFFICE FOR NATIONAL STATISTICS

www.fm-world.co.uk

THE NUMBER OF HOME WORKERS HAS GROWN BY

FM WORLD | 4 JUNE 2015 | 41

28/05/2015 11:56

FM MONITOR GEOFF PRUDENCE

BUILDING ENGINEERING PRIMER

Geoff Prudence is chair of the CIBSE Facilities Management group

NO.2 ELECTRICAL INFRASTRUCTURE his is the second of a series on building T services basics for FMs. Here, Geoff Prudence focuses on the importance of electrical services infrastructure Almost all buildings, whether a basic structure or highly serviced, complex building, will require electrical services to operate. At a basic level this is an electrical supply for lighting and power to operate appliances. But in larger complex buildings electrical energy is required for primary and secondary heating, cooling, lifts, and fire systems – all need electrical equipment, valves and pumps to operate.

CIBSE Guide K Electricity in Buildings and BS 7671 Electrical Wiring Regs provide further reference of specifics for the design of these services.

Electrical services must be designed, installed, operated and maintained safely.

Common terms The main electrical supply to the building will be derived from an electricity supply company. For domestic and small buildings this will be low voltage (240v).

To support larger loads a threephase supply may well be required. Because of their high electrical requirement large commercial buildings usually have a high voltage (HV) supply intake with a switchboard and transformers to step down the voltage supply for use in the building. Very large buildings or complexes may have an HV system and circuit around the building with a number of transformers serving load and switchboards in plant rooms.

42 | 4 JUNE 2015 | FM WORLD

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Although all electrical works and maintenance require competent personnel, HV systems are an area where strict control of operation, switching and maintenance is controlled by an authorised person under specific ‘permit to work’ arrangements.

Electricity is distributed up and around the building either by large cables or (usually enclosed) electrical bus-bar systems. These carry the large power requirement to main plant rooms. Switchboards and subdistribution cables then take the electrical supplies to control panels and localised building services equipment.

When there are electrical faults with equipment and cables or individual switch equipment that may be hazardous (overload, short circuit, earthing fault) the system is designed to trip out the electrical supply to the affected area. This is done by the circuit breaker and is often referred to as protection.

Compliance concerns Management of building services risks and compliance is the most important aspect of building operational management. This

can be reduced at design stage with engagement of FM/systems thinking about the impact of failure of electrical services.

As with all building services and equipment there must be clear procedures that have designated owners of actions that are monitored, recorded and checked periodically. In addition to inspection and maintenance there are specific requirements for compliance applicable to electrical systems (guidance listed below). While not carrying out the tests or works, the FM must be aware of requirements and is responsible for ensuring the checks are up to date and records are available. Being able to demonstrate compliance is key.

Particular priorities are a fiveyear electrical test and inspection (ET&I) for fixed electrical systems and portable appliance testing (PAT) for tools and appliances.

Maintenance models Electrical services require statutory inspection and testing and should also have regular checks and maintenance. Building operational risk management, assessment of the potential of failures and their impact on services and customers will be factors the maintenance team and FM will consider when specifying maintenance programmes. The types of support contracts, repair times and strategic spares/ components will also be key factors in decisions.

“While not carrying out the tests or works, the FM must be aware of requirements and is responsible for ensuring the checks are up to date”

Critical electrical systems will have a defined maintenance programme. Additional considerations at design stage may be duplicate electrical supplies, cable routes and standby generators in case of failures.

FMs must be aware of main electrical services to parts of buildings they are responsible for, and should have and understand a single-line schematic diagram for them.

Technological developments The need for cost-effective and improved performance over a component/system’s life cycle, continues to drive manufacture and installation of electrical components. They may be easier to construct and install, however, access for maintenance and the need to power off equipment to works safely are of prime importance. Thermal imaging to detect hot spots at electrical connections is now commonplace, but there continues to be a growth of electrical testing and online monitoring devices/linked to software/web to assess critical electrical equipment. FM Reference sources CIBSE Guide K Electricity in Buildings CIBSE Guide M Maintenance Engineering & Management (Nov 2014) B&ES SFG Standard Maintenance CIBSE Specification Wiring Regulations - British Standard (BS7671) BS 6423 Code of practice for maintenance of electrical switchgear & control gear for voltages up to and including 1 kV (1983) BS 6626 Code of practice for maintenance of electrical switchgear and control gear for voltages above l kV and up to and including 36 kV (2010)

www.fm-world.co.uk

28/05/2015 15:48

FM MONITOR TERRY PARKER

TECHNICAL

Terry Parker is director for Alternative Route Finance

HOW ESOS W IL L A FFECT YO UR FL EET

he Energy Savings and Opportunity Scheme (ESOS) isn’t coming – it’s here.

Terry Parker explains what steps you can take to reduce your carbon output and comply

T

Businesses that fall under the ‘large enterprise’ bracket are facing a daunting task to reduce their carbon output or face hefty penalties. This mandatory EU legislation has been predicted to save nearly £2 billion, but many are confused as to what they can do reduce their output. Under the scope will be your building energy use, industrial process energy use and your transport energy use. You must calculate energy used per employee and demonstrate potential measures that could save energy. Keep in mind that grey fleet (vehicles owned by employees and used for business purposes) is included, and you must conduct an audit if transport is more than 10 per cent of your businesses significant energy use.

2⁄

1⁄

3⁄

Review your fleet’s age

The very start of your audit should naturally focus on what you have within your fleet.

Older vehicles will suffer from reduced efficiency. Technology within engines and the materials used to make vehicles are evolving at an incredibly fast pace – review what you have and what you could potentially upgrade to take advantage of the latest in vehicle technology.

This will also bolster your health and safety credentials, as newer vehicles will always have more advanced features to protect your drivers. www.fm-world.co.uk

43 Technical.indd 43

What about your drivers’ performance?

Often this can cause some controversy, but you should be reviewing your drivers’ performance to spot where they may be using more energy than is necessary. By fitting a telematics system into your fleet you will be able to spot poor performance, idling issues and fuel wastage – which should ultimately spur on a driving training programme.

If you have drivers who are consistently driving erratically, accelerating aggressively, as well as idling engines and taking less favourable routes your carbon output will suffer. Get them trained and introduce new driving policies – it protects you and your drivers.

Operational changes

This is all about scheduling and planning – vehicle policy, sharing and tracking. There are always ways to make sure your fleet works better for you. Consider mileage reduction strategies and employee incentives to do so.

A solid operational change you

can introduce today is a simple checklist when acquiring new vehicles. You should be looking at the life-cycle running costs – also known as whole life costs – of the vehicle, to give you a complete overview of the vehicle costing’s from price to tax, to NIC contributions right the way down to lease rental restrictions.

4⁄

Can you adopt electric and hybrid?

It’s no secret that electric low carbon vehicles (LCVs) are on the market. Renault and Nissan have both spent a lot of time and money on developing an electric van that can fit into a business fleet. There are concerns about their range and capability when fully loaded – but they are coming and they’re only going to be getting better. So if you perform a lot of inner-city driving they could be perfect for you. London in particular has more electric charge points than ever, and more are being installed every day. Not only would this give you a zerocarbon output, but would yield benefits to company car tax as well as exemption from emission charges.

If you can’t yet adopt these types of vehicles into your fleet, you should at the very least be considering which ones you can change for newer, cleaner vehicles that are still fit for purpose.

“The very start of your audit should naturally focus on what you have within your fleet. Older vehicles will suffer from reduced efficiency”

5⁄

Adopt green credentials

A direct path to ESOS observance across the board is compliance with ISO 50001, a management system model for continual improvement. With this certification already understood and well in place with many large businesses, it could be a better way towards ESOS compliance owing to the level of support and understanding to gain the certification. This will also help your business to stand out from others that are not compliant or do not have this ISO – there is a growing trend towards consumers and other businesses wishing to deal with those who put the environment at the forefront.

Other ISO certifications can also help, such as ISO 14001 Environmental Management.

6⁄

Corporate schemes and procedures

Most large fleets should have a fleet policy in place; if you don’t you will need one. This will not only protect you legally, but also allow you to run an effective and compliant fleet. By keeping detailed logs (preferably digitally via telematics) you can see where your cash flow is going and where problems are – this will flag up issues with efficiency in vehicles and driver behaviour problems. It’s vital to have checklists, logs and reports about your fleet – they are often the second biggest expense behind salaries for businesses.

By adopting telematics you will naturally adopt schemes, procedures and put in place solid plans to decrease your carbon output and lead change towards ESOS compliancy. FM FM WORLD | 4 JUNE 2015 | 43

28/05/2015 18:42

FM MONITOR LOUISE HOSKING

HOW TO...

Louise Hosking is director at Hosking Associates Ltd

W RITE A HEALT H A N D SA FET Y P O L I CY

good health and safety policy must A be clear, concise, well-signposted and show a clearly designated line of responsibility, says Louise Hosking

1⁄

Scope

Policies can be written at group level, for individual businesses, or for a single location or property.

Some policies cover all aspects of Health & Safety, Environment and Quality. Policy documents written for individual companies in a group should show how the organisation is connected to it and how any decisions made at group level are implemented by each company. If an external person is used to assist, the policy should be branded and owned by you. You should be able to amend it when you see fit. It should be specific, reflect the personality of the company, and be easily adaptable.

2⁄

Statement of intent

All policies should begin with a single-page statement of intent, signed (and dated) by the most senior person in the organisation to demonstrate their personal commitment. It must contain short, honest, positive statements in bullet points or short paragraphs on the organisation’s risk management aims and objectives, and how it expects employees and others to take personal responsibility.

The statement of intent should contain a pledge to manage basic requirements from the Health & Safety at Work Act including: ● Safe access/egress; 44 | 4 JUNE 2015 | FM WORLD

44_How To.indd 44

● Safe

and maintained plant and systems of work; ● Use and handling of substances hazardous to health; ● Information, instruction, training and supervision; and ● Safe and healthy workplaces.

It also needs commitments from management to undertake risk assessments, create emergency procedures, health monitoring, consultation and support from a competent person. It should state how all those who could be affected by the body’s undertaking will be protected, and who they are. A decision should be made on how often the policy will be reviewed.

All policies should be reviewed at least annually. If there is a major change within the organisation, this may be required sooner.

Display the statement of intent where employees work. To show added commitment, put it on the website.

3⁄

Organisation

An organisational diagram will show how health & safety decisions are made. This may not be the same as the management structure.

For example, an FM director and

senior surveyor could be at the same level in the organisation, but the surveyor potentially has the greater control over property finances and will deal with landlords if additional resources are required. In this example they will be shown above the FM in the organisational diagram.

A good H&S committee will make policy decisions ratified by the board, so where this exists it should be shown. All bodies must have a competent person to advise on technical aspects of safety management.

This role should be included in the diagram to show how and where their advice feeds in.

The person who makes the final decision on risk management will be at the top, and this will be the person who signs the policy document.

A general statement regarding the ownership of the company should be included. If the business is part of a group, show it here.

4⁄

Responsibility

Senior managers and roles which directly influence organisational policy should be named. Under each role, responsibilities to themselves and those they influence should be described in bullet points. Those with responsibilities to project manage, choose contractors, or supervise others will have the greatest responsibilities.

“The person who makes the final decision on risk management will be at the top, and this will be the person who signs the policy document”

5⁄

Arrangements

Arrangements describe how the statement of intent will be executed. All safety topics are to be included in this section to reinforce described responsibilities. Each topic area should be no more than a paragraph. It must be specific and reflect what really goes on within the organisation. So, for example, when writing the arrangements on safe use of display screen equipment (DSE), it will describe how use will be risk-assessed, by whom and when. It will also say how/when the company will offer eye tests and how risk controls will be decided. If a topic requires greater detail, a standalone operational procedure will be required. Examples of this may be contractor management or accident/incident reporting procedures. The arrangements section should not include forms or checklists. Like operational procedures, this is part of the safety management system which should only be referenced.

Alternatively, the organisation can choose to write operating procedures for every topic area.

In FM, organisations have responsibilities for their staff which will include people not necessarily performing the role of the FM. Everyone needs to know what is in the policy. Clarity can be provided by splitting the arrangements into a section for staff and a section on the role of the FM provider or property manager. For example, Part I geared to staff will describe how employees will have their DSE assessments done, while Part II will show how the FM provider performs this duty for the client as part of the FM role. FM www.fm-world.co.uk

28/05/2015 11:57

FM MONITOR PETER MOSLEY

HOW TO...

Peter Mosley is managing director at Mitie’s Technical Facilities Management business

OPTIMISE YOU R DATA CEN T R E O P ER AT I O N

here are several technology T enhancements and energy initiatives that can be implemented to improve a data centre’s efficiency, says Peter Mosley The desire for savings and increased efficiency in a data centre is as strong as ever. But how can FMs take advantage of the opportunities available?

1⁄

Cutting-edge auditing

With the implementation of developed auditing tools, businesses can monitor the people, engineering processes and systems that keep data centres running, all in real time. This gives data centre managers complete visibility of their operations.

An audit programme should continually assess performance key processes via a web-based portal. This has user-friendly graphical displays to flag any requirements. The life cycle of every critical asset is mapped out for taking a proactive approach, and all actions undertaken are recorded to ensure complete visibility.

2⁄

Be energy smarter

Data centres are large consumers of energy, and as there is no downtime, their consumption is consistent. This means there is significant scope for companies to cut bills by taking a strategic approach to energy procurement. From lowrisk fixed contracts to flexible solutions, there are ways to offer higher return in savings.

Power Purchasing Agreements www.fm-world.co.uk

45_How To.indd 45

(PPAs), which allow end users to secure long-term contracts of up to 15 years direct from energy generators, are options for some businesses. With mechanisms that allow either fixed or floating prices, PPAs can offer savings and reduce energy risk.

For large energy users, on-site generation can also be an option. Wind turbines or roof-mounted solar panels can cut dependence on the grid and improve security of supply.

3⁄

Investing in efficiency

According to IT research company Gartner, by 2020 data centres will account for a higher percentage of global CO2 emissions than the airline industry. New data centres are being designed with energy efficiency in mind, but there are still several measures that can be taken to improve the efficiency of existing infrastructure. These include removing redundant servers. The Uptime Institute estimates that 15-20 per cent of servers in data centres are obsolete, outdated, or unused.

This not only wastes money, but also wastes capacity and incurs

unnecessary maintenance costs.

Providing effective cooling for IT equipment is essential for its stable operation, and the most efficient way to do this is to introduce hot or cold aisles. This allows the ambient temperature of the data hall to be much higher without any risk of overheating the IT equipment, or creating hotspots.

Upgrading CRAC (Computer Room Air Conditioning) unit fans to an Electronically Commutated Fan (EC fans) offers a simple and cost-effective way to cool data rooms. These fan units are about 30 per cent more efficient than AC motors and provide longer component life.

Data centre managers should assess the volumes of data held within identified systems and plan accordingly before carrying out any major works. Should any repairs need to be carried out, it’s important for data centre managers to have access to any critical spare parts. Having a supplier stock holding agreement in place is vital.

In the event of an incident, an ‘after incident review’ process should be carried out. Only by understanding the root causes of issues can we eliminate their recurrence. Over time this will help develop a set of best practices, ensuring data centres are run at optimum efficiency.

4⁄

5⁄

Engineering excellence

One way to optimise performance through engineering is by assessing all areas of a data centre, labelling high-risk areas for anything from power failure to leaking information as ‘critical’. These areas are then shut off from anyone who has not received the relevant training. A large number of data centre incidents are caused by under-trained members of staff.

Data growth is a concern at any data centre and can often mean servers need to be upgraded to cope with data loads.

To assist with this, a site-specific process should be developed so that no downtime is experienced while systems are upgraded.

“For large energy users, on-site generation can also be an option.

Wind turbines or roof-mounted solar panels can cut dependence on the grid”

People power

There’s a strong link between how a data centre performs and the people that look after it. To keep your data centre running at capacity you need the people with the skills to match, so investing in training is key. Team members must be prepared for any eventuality. Scenario training will make sure the team is ready to deal with any incident, and as potential hazards will vary from site to site, it’s always best to consider your surroundings before designing a training package.

Acquiring the knowledge to perform successfully as a critical engineer is a time-consuming process. Once your team is aware of the processes involved in maintaining a specific site make sure you retain them. Instilling the right culture will keep staff engaged. This can be done through site-specific toolbox talks that work both as short training packages and as a way to keep open a team dialogue. FM FM WORLD | 4 JUNE 2015 | 45

28/05/2015 11:58

BIFM NEWS BIFM.ORG.UK

WORLD FM DAY

Celebrate on 10 June ‘Building Resilience for the Future’ is the theme of the 7th annual World FM Day. World FM Day is a day of worldwide celebration of FM; where FM professionals, teams, companies and representative bodies take part and highlight the important role of FM. Organised by Global FM, the day recognises the vital work that FM professionals and the FM industry contributes to business worldwide. It aims to raise the profile of the FM profession anywhere FMs influence the health, safety, productivity and wellbeing of people who use the built environment.

Events celebrating World FM Day will take place over the week of the 8-12 June. Updates of these activities will be published on Twitter @WorldFMDay #WorldFMDay via the Global FM website and the World FM Day page on Facebook. i Make sure you get involved in World FM Day 2015. For full details go to www.globalfm.org. You can also follow updates on Twitter @ WorldFMDay.

BIFM EAST REGION

Region AGM The BIFM East Region Annual General Meeting 2015 will take place on June 9 and all members of the region are welcome to attend.

The AGM provides an opportunity for members to engage with the East committee and put forward ideas, ask questions and help shape future plans for the region.

Taking place at Thremhall Park,

Bishop’s Stortford, CM22 7WE. The agenda includes: ● 18.00 – Welcome and

introductions, Roy Parrish, BIFM East Region chair ● Report from committee: summary of events, achievements etc. ● Election of officers ● Objectives and plans for the coming year ● Q&A ● 19.30 – Networking and refreshments ● 20.30 – Close i For full details and to book your place go to www.goo.gl/kT79yG See more on the BIFM East region at www.bifm.org.uk/east

The BIFM London Region Conference

BIFM IRELAND FM SUMMIT 2015

19th Ireland conference The 19th annual BIFM Ireland conference is set to take place in Dublin on Friday 20 November and will be known as the ‘BIFM Ireland FM Summit’. The theme for 2015 is ‘FM Innovation – Driving Success in Business’ Sponsored by Aramark and OCS, the inaugural FM Summit will take place at the Aviva Stadium, Dublin, and will focus on driving success in business with FM. The summit will serve as a vibrant platform for business and FM professionals to exchange knowledge, information and ideas on the many facets of one of Ireland’s fastest growing professions as well as how FM impacts various business sectors.

The event will feature a diverse mix of FM speakers, along with exhibitors from throughout Ireland and the UK.

A networking session at the BIFM London Region Conference

Opportunities for exhibitors are now open. i

For further details visit www.bifm. org.uk/ireland-summit or email irelandinfo@bifm.org.uk BIFM LONDON REGION CONFERENCE

KEEP IN TOUCH

Bugs, budget and brainstorms

» Network with the BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr

The recent London Region Conference was attended

46 | 4 JUNE 2015 | FM WORLD

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by more than 120 facilities professionals, where they were served grasshopper, mealworm and crispy ants in a variety of delicious-looking canapés, as part of a talk arguing that insects are the next sustainable source of food protein.

About three-quarters of the delegates sampled the insects in a presentation sponsored by Sacla.

“The massive expansion of the world’s population means that we need to explore other options for protein in our diets,” explained Diana Spellman, managing director of catering procurement consultancy Partners in www.fm-world.co.uk

28/05/2015 11:59

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

Purchasing.

Jim Pines, senior facility manager at the US Embassy in London opened the conference by talking about the embassy’s relocation from Belgravia to a purpose-built facility in Nine Elms, Wandsworth.

Owen Sharp, CEO of Prostate Cancer UK, spoke about the charity’s move from Hammersmith to smaller premises near London Bridge. The driver was to improve relationships, trust and crossdisciplinary working, create more visibility for the charity and improve recruitment and retention.

The challenge for businesses operating globally is the different cultures and customs, said Emma Thomas, head of HR, marketing and communications at JLL Integrated FM, in a wide-ranging presentation that looked at the workplace of tomorrow.

People were at the centre of Anthony Bennett’s talk about the guest experience. Bennett, from bespoke hospitality provider Bennett Hay, offered tips on how to delight guests using tools and techniques gleaned from the hospitality sector.

Also offering practical advice was Paul Barnard, detective superintendent at the City of London Police. Barnard, who has more than 25 years’ experience policing the capital, said that the nature of terrorism had changed in the past few years with coded warnings being replaced by surprise attacks.

Finishing the day was polar explorer Ben Saunders, who regaled the audience with exploits from his 11 polar adventures.

Thanks to sponsors Principle Cleaning Services, BPR Group and Mayflower Washroom Services and exhibitors Julius Rutherfoord, Moneypenny and PRS. i Learn more about the BIFM London Region at www.bifm.org.uk/ london

www.fm-world.co.uk

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BIFM COMMENT

Lewis English is Marketing and Communications Manager at BIFM

YOUR CHANCE TO BE AN FM SUPERHERO

would like to introduce myself. My name is Lewis English and I am the new Marketing and Communications Manager at the BIFM. One of my big passions in life is comic books. A few weeks ago I went to see one of the biggest movies this summer – Avengers: Age of Ultron.

The main character in the film is the billionaire playboy Tony Stark. As well as being the superhero Iron Man, he is also head of the multinational corporation, Stark Industries.

As I watched the film one thing became clear: it appears Tony Stark is the only person who works for his company. He has a massive tower in the middle of New York and has facilities around the world with the latest technology, and needing the strictest security, but you never see a single facilities management employee.

An organisation that spans the globe should have thousands of facilities management staff, but the only thing we see are robot arms and artificial intelligences. This might be because most people only notice facilities management once something has gone wrong and if FMs do their job, then their work goes unnoticed.

Unlike movies, in real life facilities management is everywhere and in everything. It is an integral part of our economy, yet is under-represented and sometimes misrepresented. I am excited to take this position and hopefully do my part in bringing facilities management to the forefront of the workplace agenda. With better representation we can create real change but I will need your help.

I need your stories, knowledge, expertise and training. I believe that if we tell the story of facilities management through the hard work and innovation of our members, to detail the amazing things that our sector can do, then we can get the recognition and influence we deserve.

If we do this then the sky is the limit. These are not hollow words. I hereby give you an email address. communications@bifm.org,uk.

If you have a project or a colleague you think the world needs to know about, then let me know. If you have an idea or an issue you think needs to be highlighted, then get in touch. I will promise to work with you to get it the recognition it deserves. I want to bring FM front and centre – where it belongs. We need champions for our industry and I look forward to working with you to grow the profession.

I work in marketing and 20 years ago it would’ve been unheard of for a marketing professional to become a CEO or a head of an organisation. Now these opportunities are available. I think that the increase in importance and scope of facilities management means that we are not too far away from having our first FM CEO.

I

“UNLIKE MOVIES, IN REAL LIFE FACILITIES MANAGEMENT IS EVERYWHERE AND IN EVERYTHING. IT IS AN INTEGRAL PART OF OUR ECONOMY, YET IS UNDERREPRESENTED”

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BIFM NEWS BIFM.ORG.UK

KNOWLEDGE

Let’s demystify CDM Just a month on from the implementation of CDM 2015 and the arrival of the new guidance in our inboxes, two significant implications are already becoming apparent.

The first relates to the replacement of the role of CDM Coordinator (CDM-C) with the new role of Principal Designer (PD).

Throughout the introduction of the new regulations we are seeing that many design organisations are either unwilling to accept appointments to the highly responsible PD role, or they are actually being persuaded against doing so by their insurers.

CDM-Cs are also in demand from clients who have limited access to construction safety advice and so are calling on these seasoned experts for support in carrying out some of their more onerous CDM 2015 duties.

Which brings us to the second implication – costs.

Far from the new rules saving money, it seems that they are increasing project spend.

Designers are incorporating their increased legal liability into their fees, and all those CDM advisers who are supporting the designers and helping the clients with their day-to-day CDM 2015 duties need to be paid, too.

At this early stage, then, it would seem that CDM coordinators have grounds for cautious optimism.

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The construction-related safety expertise they have built up over the years is still required by the various parties, and forging new relationships should lead to working arrangements that will see the continued involvement of these experienced practitioners – albeit under a different title. i To discover more, BIFM members can download the latest CDM Webinar from Barbour EHS at www.barbour-ehs.com/cdm

MEMBERSHIP

New member organisations BIFM would like to welcome: ● Aster Property ● Axis Cleaning & Support Services ● Charlton Athletic FC ● Crown Computing LTD ● Denco ● Facilities Management (Southern) Ltd ● G3 Systems Ltd ● Ground Control Ltd ● Heathrow Airport Limited ● Ladbrokes PLC ● Nottingham Office Services Ltd ● Ofsted ● Ora Egbunike & Associates ● PHS Group ● Ricoh UK ● Sellafield Sites Ltd ● SMS Maintenance Services Ltd ● Specialist Waste Recycling LTD ● Supreme Security Solutions UK Limited ● Tascor ● The Kirby Group ● Vodafone Global Services i Learn more about corporate or group membership at www.bifm.org. uk/corporatemembership, email corporate@bifm.org.uk or call +44 (0) 1279 712675

BIFM TRAINING MEASURING TRAINING, LEARNING & DEVELOPMENT IN FACILITIES MANAGEMENT

ffective evaluation of training can only take place if there are defined learning outcomes of knowledge, skills, aptitude and competencies.

Such outcomes allow effective evaluation, but if this sounds like an extra burden, don’t be put off as there are simple techniques as well as comprehensive measures.

Different types of evaluation To measure ‘outcomes’, such as defined learning points, improved skills, qualifications, or enhanced performance, as opposed to only measuring ‘input’, such as quality of training, course content or presentation, use.

• Post-training questionnaires • Interviews or testimonies of learners • Observation of training • Assessing behaviour change • Metrics such as 360 feedback • Performance reviews to measure new competencies • Impact on key performance indicators (KPIs) • Return on investment (ROI).

A large training programme merits a thorough review.

But a course that may be enjoyable may not meet real learning needs. Conversely it is valuable where a learner understands his learning needs and is required to describe if those needs have been met.

The Kirkpatrick model has 4 ‘levels’ of evaluation: • Reactions – liking or feelings for a programme • Learning – principles and facts absorbed • Behaviour – using learning on the job • Results – increased production, reduced costs.

ROI looks at financial benefits vs the cost of learning.

Easterby-Smith suggests another model: • Proving – did the training have measurable impact?

• Controlling – time, costs, and consistency or compliance.

• Improving – reviewing content, methods and trainers.

• Reinforcing – using evaluation and reflection as a part of the learning process.

The Chartered Institute of Personnel & Development ‘RAM’ model: • Relevance – how training will meet business challenges • Alignment – ensuring through stakeholders that learnimg and development is aligned to organisational strategy, reward, marketing or financial strategies • Measurement – use a mix of ROI, performance & KPIs. Martin Davies, Director of Training, BIFM Training

E

i BIFM Training is managed by Quadrilect Limited, which offers the largest FM training provision globally, with courses for new entrants to the profession through to directors. It runs over 60 face-to-face courses in the UK, regular courses in the Middle East, and can deliver training globally. It offers a wide range of recognised qualifications.

Visit: www.bifm-training.com

www.fm-world.co.uk

28/05/2015 11:59

FM DIARY INDUSTRY EVENTS 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 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 30 June - 1 July | Avex International An exhibition for the vending and water industry, followed by the vending awards.

Venue: Manchester Central Convention Complex, Manchester Contact: For more information, visit www.avexshow.co.uk 7-9 October | IFMA’s World Workplace Conference & Expo Annual conference and expo for those who support facilities from FM, IT, PM and HR to engineering, security, real estate and sustainability/energy specialists.

Venue: Colorado Convention Center, Denver, Colorado, US Contact: See more at: www.worldworkplace.ifma.org 12 October | BIFM Awards The BIFM’s annual awards ceremony, bringing together the leaders in the sector with the winners to celebrate excellence in FM and giving national recognition to the leaders in the profession.

While the awards are now closed for new entries, you can still enter or nominate an individual for the Lifetime Achievement Award.

Sponsorship opportunities available.

Venue: Grosvenor House, London Contact: Visit www.bifmawards.org or email awards@bifm.org.uk Follow @BIFMAwards on Twitter. www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

49_Diary.indd 41

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

15 October | Workplace Trends: Designing for inclusion The programme focuses on creating a welcoming, productive workplace for everyone, that goes beyond legislative compliance.

Speakers include Charlotte Sweeney, Department of Business, Innovation and Skills and Richard Baldwin, Derwent London.

Venue: 155 Bishopsgate, London, EC2M 3YD Contact: For more information, visit www.workplaceweek.com 9-14 November | Workplace Week A week-long convention, organised by Advanced Workplace Associates, celebrating innovation in the workplace. The week includes tours of interesting workplaces, a convention on 12 November, and fringe events in aid of BBC Children in Need.

Contact: For more information, visit www.workplaceweek.com EAST REGION 22 June | WIFM and East event Organised with the Women in FM special interest group.

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.

LONDON 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.

MIDLANDS REGION 30 June | Regional golf day A qualifier for September’s finals.

Venue: The Warwickshire Golf & Country Club, Leek Wootton, Warwick, Warwickshire CV35 7QT Contact: Email Mark.Evans@ integral.co.uk for more information.

NORTH 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. Speakers to talk 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.

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.

9 September | BIM and soft landings – key learning event More information to follow.

Venue: Birley Building, Birley Campus, 53 Bonsall Street, Manchester M15 6GX Contact: Email mark.a.whittaker@ integral.co.uk to register interest.

SOUTH WEST REGION 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 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 18 September | Quarterly training day – legislation and compliance Full programme to follow.

Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Nick Fox at nicholasjamesfox@outlook. com or visit www.tinyurl.com/ bifmswqtd15 to book tickets.

SPECIAL INTEREST GROUPS

SOUTH REGION 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.

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.

29 July | All about catering A presentation on how catering adds value to FM contracts.

Venue: British American Tobacco, Southampton Contact: Email Ian Fielder at ian.r.fielder@gmail.com

16 June | Women in FM AGM Details to be confirmed.

Venue: Facilities Show, London.

Contact: Email Victoria O’Farrell at wifm@bifm.org.uk.

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 23 July | Rising FMs careers conference 2015 Details to be confirmed.

Contact: Email Jason Gurd at risingfms@gmail.com 6 August | Rising FMs Annual Quizcrawl Details to be confirmed.

Contact: Email Jason Gurd at risingfms@gmail.com FM WORLD | 4 JUNE 2015 | 49 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

Lucky escape for office workers, but not for rats PROBLEM When workers in luxury offices at Hatton Garden, near the site of Britain’s biggest diamond heist, went to retrieve some files from a cupboard they were horrified to find them covered in pest droppings. There was evidence of up to 30 rats in the cupboard, chewed electric cables and damage to timber.

SOLUTION Pest control company Cleankill Environmental Services identified the droppings and set about getting rid of the rodents. The infestation was caught just in time. The rats had entered the property through service tunnels. All of the files in the cupboard had to be destroyed as they were contaminated.

“If this infestation hadn’t been spotted for

another week it could have been even more serious. The rats would have chewed right through the cables and caused loss of power and data – or could have started a fire. The rats may also have started coming into the office space,” said Cleankill’s Ian Miller.

OUTCOME “If there had been a contract in place our technicians would have spotted the problem early on and taken steps to ‘proof’ the office against rats.” Cleankill is accredited to the Safecontractor, Exor, Constructionline and Achilles Health and Safety Accreditation Scheme.

Call 0333 331 5832 for more information E: enquiries@cleankill.co.uk Visit www.cleankill.co.uk

Remeha boilers deliver energy savings for charity

Carrier chillers are cool for New Ludgate offices

ADT Fire & Security protects Manchester’s heritage

PROBLEM

PROBLEM

PROBLEM

When nine boilers at Aspire Leisure Centre in Stanmore, Middlesex, needed replacing reliability was key, owing to the need to maintain the water temperature in the swimming pool at 310C for users’ safety.

When Carrier installed air conditioning at two new office buildings at 1 & 2 New Ludgate in London, it had to solve the challenge of a strict noise spec because of the premium nature of the development and its proximity to flats.

SOLUTION

SOLUTION

Heating contractor PHD Mechanical Ltd recommended installing seven Quinta Pro 115kW replacement boilers in cascade to effectively overcome the restricted space in the plant room while accurately matching the heat output demand and providing greater reliability.

Refurbishment inside Manchester’s Central Library and Town Hall Extension was part of a wider scheme to protect heritage features while creating an accessible multi-functional facility. With the Grade II* listed buildings in use by staff and public, suitable fire detection and a gas suppression system were vital.

Carrier was working with the client, consultant and contractor and engineer SRW to enclose the AquaForce chillers in the basement. But the chillers’ delivery of excellent part-load efficiency and high-performance cooling in a compact meant it was possible to install them on the roof.

OUTCOME

OUTCOME

The changeover was completed in a day with no disruption. Since installation of the Remeha boilers six months ago, the pool has remained at the correct temperature and Aspire Charity has benefited from energy savings equating to £7,000.

AC is supplied by six Carrier 30XAV 950 AquaForce chillers with VSD-controlled screw compressors, alongside three Carrier RBM 520 and three Carrier 30RBM 420 AquaSnap chillers.

Carrier’s team will be maintaining the chillers.

Visit www.remeha.co.uk for more information 50 | 4 JUNE 2015 | FM WORLD

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For more information, call 01372 220190, or email at danny.lear@carrier.utc.com

SOLUTION ADT Fire & Security worked with teams from contractor Laing O’Rourke, consultant Lateral and NG Bailey, English Heritage and the council to design and install a system of MX panels using Generation 6 digital technology.

OUTCOME Delivery of the project was on time and on budget for the openings of the two buildings, and ADT Fire & Security was awarded the contract to maintain the site installation.

For further information visit: www.adt.co.uk www.fm-world.co.uk

28/05/2015 15:48

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

HARRY COX TOPIC TRENDS

NAME: Harry Cox JOB TITLE: Head of facilities management ORGANISATION: Holman Fenwick Willan LLP

and governing bodies we developed an offering that inspired our team of chefs and kitchen staff.

This gave the patients better food and a dining experience as the kitchen staff would engage with them due to the raised levels of enthusiasm.

If I wasn’t in FM, I’d probably be…

I’d probably be an owner (with my wife, of course) of a high-end B&B or hotel in a nice hot country.

I am responsible for the global real estate, H&S, business continuity, security and general FM operational and strategic delivery for an international law firm.

Anything that involves bureaucracy and hinders innovation.

What attracted you to the job?

There are a lot of great people in the FM arena at all levels. These people have excellent advice, experiences and creativity. I would like to find a good forum for sharing these ideas and creating new ways of networking. I understand that there are already many good forums and networking events, but I feel some of these need to embrace the engagement and adaptability of our industry.

The challenge and diversity.

My top perk at work is…

International travel and working with some great people, suppliers and collaborators.

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

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

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

What has been your biggest career challenge?

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

8 HARRY COX

platform of opportunities become so much greater”

Just over four years ago I met a lady who is now a global operations director for an FM service provider whilst we were working for a mutual client. I’m pleased to say this lady is now my wife.

Introducing/ working with new forms of IT

5 8

Working on energy-efficiency initiatives

We are here to just provide a service when, in truth, we have become strategically essential for most businesses.

Convincing a senior director at Lehman Brothers that I could undertake the divisional FM role despite not WHAT SINGLE PIECE having the relevant qualifications OF ADVICE WOULD YOU and experience. He reluctantly GIVE TO A YOUNG FM took me on and gave me a hard STARTING OUT? time! But his ‘encouragement’ “Once you have a great drove me on to much bigger and team and network your better things.

During the “time of austerity” I feel that the FM world was squeezed to become more focused on cost savings, consolidation and efficiencies.

Not a bad thing, as I also feel this enabled us to be more innovative.

And how will it change in the next five years?

What’s been your career high point to date?

As with most industries technology is continuously pushing the boundaries, in turn globalisation of the FM marketplace has become more local. We have the ability to adapt and change to these physical technological innovations, whilst social media pulls the world much closer together.

I managed the FM at a rehabilitation hospital that was serving frozen and cook-chill food to patients.

We wanted to change this to freshly prepared food.

After six months of negotiations with the NHS

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

51_Behind the Job.indd 43

9 AVERAGE

7 9

I was in a business development role for a security service provider and met a lot of FMs. I remember thinking “what a cool job you have! – that’s what I want to do”. Someone then gave me the opportunity 11 years ago.

www.fm-world.co.uk

Ensuring compliance with legislation

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

Key responsibilities

Any interesting tales to tell?

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

Adapting to flexible working

5 9

Maintaining service levels while cutting costs

8

7

Adapting FM to changing corporate circumstances

8

9

FM WORLD | 4 JUNE 2015 | 51

28/05/2015 12:13

Appointments

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

JOBS PLAN YOUR NEXT MOVE

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

Go to www.fm-world.co.uk/jobs 52 | 4 JUNE 2015 | FM WORLD

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28/05/2015 12:45

London & Middle East opportunities Trophy Building Manager London • £45,000 - £55,000 Cobalt Recruitment is currently representing one of the fastest growing managing agents. This company is currently recruiting for a Building Manager to take the operational reigns of one of the most iconic buildings in its city portfolio. This role has a unique blend of providing high service levels to blue chip tenants, as well as managing hard and soft maintenance through the service provider channel. As well as being able to manage and set service charge budgets, you will present as a client facing Building Manager with the ability to engage internal and external stakeholders.

Ref: DaB1261263

Business Development Manager Doha, Qatar • £70,000 - £80,000 (tax free) A leading global Facilities Management provider is seeking an experienced Business Development Manager to join its team in Doha, Qatar. The successful applicant must have a proven sales track record and experience with providing Total Facilities Management. The key responsibility of this role will be to bring in new business in Doha and to build on existing relationships in the region. This is a unique opportunity with a tax free salary.

Ref: CCa1261340

Offices globally www.cobaltrecruitment.com The power of people

Please apply for any of the above roles by emailing apply@cobaltrecruitment.com or call us in confidence quoting the relevant reference number.

London 020 7478 2500 | Dubai +971 (0) 4 704 6103

Are you ready to shape the future of hospice care for hundreds of thousands of adults and children?

Havens Hospices is proud of its heritage – from its founding in 1983 by a group of local Christians, the creation of the first children’s hospice in south east England to the first organisation to secure joint HAQU accreditation for its adult and children’s care, our achievements are something to be proud of.

But now we are looking forward. A new, purpose built adult hospice is on the horizon, transition care is a hot topic, palliative care in the community is expanding and the way we secure statutory funding is changing.

We are looking for a Director of Facilities and New Fair Havens Project who will: •

•

The Director of Facilities and New Fair Havens Project will help lead the charity through these changes, whilst exercising a Director level responsibility of the Charity’s facilities and support services. They will also be responsible for ensuring that the new building is delivered within the agreed timescales, to budget and to the required quality standards.

•

•

Exercise Director- level responsibilities within the Project primarily related to the site, design and planning requirements of the building, its construction, commissioning and eventual handover. This includes acting as the principal point of contact with the Architects and other members of the Design Team, Council Officers and contractors and managing day-to-day aspects of the Project within areas delegated by the CEO, Project Board, Board of the Havens Development Company and Trustees.

Work in partnership with the Chief Executive and other Directors to provide the Charity and its subsidiary companies with the day-to-day and strategic leadership required for them to achieve the strategic aims and objectives set for them by the Trustees.

Manage the work of the Project Office and the staff and any volunteer assistance to ensure the administration of the project supplies the information required by both internal and external parties.

Maintain and keep under review the Risk Register for the Project, liaising with the other Directors, as appropriate,

•

and ensure the action required to mitigate the risks and maintain them at a level acceptable to the Trustees is implemented and regularly reviewed.

To exercise Director- level responsibility related to the strategic planning, development, co-ordination and management of the Charity’s facilities and support services (including IT and telecommunication systems).

This is a demanding role requiring excellent interpersonal skills and the ability to foster good working relationships with the Trustees, Executive, staff and volunteers across the whole organisation and with external organisations and partners.

You will have a proven track record gained from exercising a lead role at senior or board level. Your vast experience of Project and Facilities Management will help you be prepared to exercise the skills and competencies required to meet the demands of the role as it evolves over time.

Interested in this role or know someone who may be?

Please email recruitment@havenshospices.org.uk and follow the instructions to receive a candidate information pack.

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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 Lifetime Achievement Award Commitment This category is now free to enter, or you can nominate an individual for the award.

Nominations should also have between one and three 'supporting sponsors' listed in a written statement.

Why This award is the only category which remains open to enter. It recognises individuals who have made a significant contribution to the FM profession over the course of their career.

Previous winners include Frank Duffy and the late Chris Stoddart (pictured below).

Notes A written statement nominating an individual must be emailed to awards@bifm.org.uk. www.bifmawards.org 31st July 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 on Wednesday 10 June.

MINUTES OF FM FAME

Email editorial@fm-world.co.uk to register your interest Please email us – we may still have some late slots still to fill

IN THE NEXT ISSUE OUT 18 JUNE

REPORT: EFMC 2015 /// REPORT: CLERKENWELL DESIGN WEEK /// FEATURE: COMBINING GREEN AND PRODUCTIVE OFFICES /// FEATURE: ERGONOMICS AND ACOUSTICS /// DEEP CLEANING: KITCHENS /// WORLD FM DAY /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 54 | 4 JUNE 2015 | FM WORLD

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