FM World 18 June 2015

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 18 JUNE 2015

FMWorld www.fm-world.co.uk

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VOL 12 ISSUE 12 18 JUNE 2015

CONTENTS

09| Noisy offices

18| EFMC goes to Glasgow

22| Where are they now?

NEWS

OPINION

FEATURES

08 Post-election boost for FM sector 09 Study to test theories about noisy offices 10 Project of the fortnight: University of Bradford 11 Think Tank: How often is furniture and equipment reused in your organisation?

12 In Focus: Daniel O’Connor, founder, Warp It 13 News analysis It’s time you stood up for yourself 14 Business news: Graeme Davies: Smaller support services players set to go public 15 Major merger shakes up UK contract catering sector

16 John Bowen on learning the unwritten rules of FM etiquette 17 Five minutes with Stan Mitchell, chairman, ISO Technical Committee 267 for Facilities Management

MONITOR

30| More comfort, more work

18

Notes from a continental convention: The EFMC surveyed everything from energy management to airport washroom experiences

22

Rising to the occasion: Three years on from FM World’s Rising Stars event, how have their careers progressed? We got back in touch to find out

30

Health and efficiency: Better staff productivity or the cost of few kilowatts hours of energy saved?

Well, it doesn’t need to be an either/or choice

35 Insight: Market intelligence 36 Technical: Leveraging the data on BIM 38 Legal update: ESOS: Five key steps to successful compliance 39 How to: Segregating waste management 40 Technical: Does your kitchen mean business?

REGULARS 42 45 46 47 48 50

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

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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: Nicola Skowronek

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

or someone to fully understand the value of something they need to be fully invested in it. You don’t appreciate the true value of a Rolls-Royce just by looking at its technical specs or looking at its price – but you do when you get to actually drive one.

Similarly, there’s a world of difference between reading a review of a fine wine and drinking the stuff. And who can really say – if they haven’t heard the profanity or suffered the heartache – that a Wealdstone FC match is not for them? Local press reports simply cannot convey the bright shards of emotional colour such games typically provide. In short, the actual experience of a product or a service – the tactical, physical experience – matters to how much it is valued. You have to interact with it – to touch, see, feel or even smell it.

OK, so perhaps this is an unfortunate juncture at which to mention the toilets at Munich Airport, but bear with me. At Munich, users of the much-praised and highly trafficked toilet facilities can now tap a touchscreen located on the walls in the washroom to express either their pleasure or displeasure at the state of cleanliness they experience. Tap a green smiley face and that’s your positive vote recorded; but tap the red grumpy face and you’re just a few short clicks from supplying specific user feedback on what’s gone wrong – and getting a response from the FM team.

The system was explained at last month’s EFMC conference in Glasgow. What’s more, this ‘on demand’ response from actual users now informs the number of cleaning visits (which have reduced) and resulted in a more efficient, targeted service.

That, right there, is an end-user interacting with a facilities service and, as a direct consequence, appreciating its true value. And here’s how I’ve arrived at that conclusion: Without the ability to feed back in this way, that end-user is simply going to use the washroom and leaving, just as they always do, oblivious to all that has gone into providing the service and perhaps bemoaning its inadequacy. But allow that same service user to feed back at the very point of delivery and suddenly they themselves are invested in the provision of that service; they’re involved not just in its use, but also its maintenance.

Forcing people to mark a service won’t do – it has to be up to them to get involved in this way, thus flicking an internal switch in the user from passive to active service user. But with touchscreens placed strategically on-site, or through a quick-swipe app on location-aware smartphones, there are plenty of opportunities for users of facilities services to have their say in what they’ve just experienced. Lights too bright, room too cold? It’s a user’s ability to contribute directly and individually to the conversation surrounding the service they’re experiencing that can result in a subtle yet significant reappraisal of the workplace services they receive. Are the apps we use so routinely these days on our phones going to provide a route through which to unlock the true value of facilities services for those who use them?

F

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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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“The actual experience of a product or a service matters to how much it is valued; You have to interact with it – to touch, see, feel or even smell it.”

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FM MARKET

Post-election boost for FM sector The pre-election slowdown in growth has passed and many FM providers are reporting strengthening order pipelines, says a report on the UK FM market by MTW Research.

Some clients postponed decisions until after the general election, and the research found an element of pent-up demand that is likely to be released during the rest of 2015 and into 2016.

The report also indicates that capital investment levels are seeing stronger growth, boosting the hard FM sector, which has lagged behind ‘soft FM’ market in recent years.

MTW’s analysis of more than £70 billion of FM sales found that

at least 60 per cent of the market saw sales growth in the past year.

This rising optimism is not necessarily reflected across the entire market, says MTW, but an increasing number of end use sectors are reporting stronger growth in mid-2015.

The trend of mergers and acquisitions over the past 12 to 18 months is also showing signs of slowing down. As real-terms growth has returned the impetus for acquisition expansion has faded slightly, although MTW expects M&A activity to remain strong in 2015 and 2016 as FM providers seek efficiencies of scale as pricing pressure remains high in the volume end of the market.

The study found that strategic partnerships with specialist FM contractors are becoming increasingly popular mechanisms for FM providers to offer a wider range of services to clients.

The report explores some of these issues and concludes that some providers are repositioning their offer to reflect their core values – generally either hard or soft FM, with the term ‘total facilities management’ increasingly having a somewhat negative connotation.

Assessing likely directions for the FM market, the report finds that FM providers are focusing on closer, strategic integration into client organisations.

Real-terms growth has re-emerged

MTW’s director Mark Waddy said: “Historically, the FM market has focused on the outsourcing of clients’ non-core services.

Moving forward, FM providers are increasingly seeking to develop into areas where they can assist their clients’ core activities.”

ENERGY

GETTY/ALAMY

FMs ‘must get savvy’ about building energy use Facilities managers must be aware of energy consumption in their organisations so they can take informed actions during actual power outages, delegates at a conference heard this week.

Patricia Vellas, business resilience expert and former global head of business continuity and crisis at Nortel Networks, was speaking at the Workplace Continuity conference held by real estate adviser NJW in London as a part of World FM Day. Vellas said it was a part of the FM’s role to reduce power use and heat output in the buildings that they manage. Then, in the case of a power outage, FMs would be better prepared to cope, added Vellas. She especially emphasised the importance of the FM’s role in nurturing a good relationships with suppliers, even if this might be a

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tedious everyday task.

“For instance, FMs should manage [the company’s] generator.

Generator testing needs to keep happening. Bigger organisations need to have a good relationship with their generator suppliers; if a relationship is being nurtured in the appropriate way, it may

have more impact than getting a reduction in price at the time. So this needs to be weighed up with procurement.”

If FMs dealt with infrastructure they should also understand how it works. “Whoever runs the resilience side needs to understand this so they can guide the rest of

the teams. They should understand who gets the priority in the UK in the instance of a crisis such as a power outage,” said Vellas.

Invariably in such a situation private businesses do not get priority over emergency services and other departments such as government offices, said Vellas. www.fm-world.co.uk

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NEWS

BRIEFS FM ISO standard approved

Study to test theories about noisy offices Co-locating introverts and separating them from extroverts could help to manage noise distraction in offices. This is one of the recommendations from researchers in a study of acoustics in the workplace.

Researchers from consultancy Workplace Unlimited and acoustic ceiling and wall panel systems manufacturer Ecophon carried out a review of more than 70 academic studies about the psychology of sound to publish in their final report.

They conclude that the solution to noise distraction is “as much to do with the management of the space and guidance on behaviour as it is about the design and acoustic properties”.

The study reveals that extroverted office workers can cope better with noisy

environments whereas introverts perform better under quieter conditions. Therefore, separating them from extroverted workers could help to manage noise distractions.

Researchers say that co-locating teams helps to separate noise distraction from meaningful speech. They also state that workers’ perceived control over noise levels will reduce the problem of poorer performance caused by those more sensitive workers being distracted by extraneous sounds.

Offering choice over alternative work settings in the office will reduce noise distraction and improve performance.

The report also recommends occasional working from home (because it reduces noise distraction and improves

performance) as well as educating employees in how to behave in open-plan environments. Introducing office etiquette on noise would also reduce noise distraction.

The researchers now plan to conduct an intervention study “in a real office with real office workers to test some, if not all, of the above hypotheses”.

The study will involve measuring satisfaction with noise, determining an appropriate (embedded) performance metric and conducting personality profiling.

Based on the results of this activity, appropriate changes will be made in the office used in the researh project, including organisational and behavioural change as well as standard acoustical physical changes.

ISTOCK

BIFM announces first African regional group The British Institute of Facilities Management (BIFM) has set up a new regional community group to support members based in Nigeria.

The group also aims to support “the wider facilities management profession in the region”.

Nigerian BIFM members will be able to access local knowledge, support and networking specific to their country.

The committee will be responsible for representing BIFM in Nigeria and developing a range of ways to support the growing community of facilities management professionals and organisations based in the country, including recruiting members, promoting best practice and organising events. www.fm-world.co.uk

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Wale Odufalu, chair of the BIFM Nigeria committee and GM, corporate services, Alpha Mead Facilities & Management Services (AMFacilities), said: “Nigeria continues to see investment in real estate and infrastructure. There is also a growing understanding of the value that FM can bring to

organisations and the economy at large, so our plan is to offer a range of support to our existing members, and the broader FM community, to carefully harness these opportunities for the growth of our industry.”

Odufalu said the committee will also be keen to develop standards in the sector. “We will engage in educational opportunities for our members, encourage the next generation of FM professionals, and work to promote key issues such as global best practice and benchmarking.”

Gareth Tancred, BIFM CEO, said: “BIFM has members in over 80 countries and we are seeing increasing demand for our services across the globe.”

A new international standard for facilities management has been formally approved to proceed into development by the International Organisation for Standardisation (ISO), following a poll of its 163 member organisations.

The ISO 41000 series will be the home of the ‘Management System Standard’ for FM. As a strategic tool and set of guidelines, the standard will set out a structure and framework as well as organisational processes, along with the need for key skills and competencies.

The standard will provide appropriate guidance in a similar manner as the Quality, Occupational Safety and Health and Environmental Management System Standards that already exist.

Zero-carbon group formed The UK Green Building Council has launched a group to inform the forthcoming zero-carbon building standards.

The group will also explore how the Allowable Solutions market can deliver high-value carbon-saving solutions in the built environment.

Allowable solutions are part of the government’s strategy for the delivery of mainstream zero-carbon new homes from 2016.

The Task Group is made up of major companies challenged with delivering zero-carbon nondomestic buildings from 2019 – including John Lewis, Whitbread, Argent and British Land.

BSRIA BIM guide published A building owner’s guide to implementing new Building Information Modelling (BIM) within the assets they run has been published by the Building Services Research and Information Association (BSRIA).

The guide provides a method for an organisation to chart or map its corporate BIM strategy (which meets the Level 2 requirement by the government) through a number of clear stages or layers.

This guide expands on the approach that is already in use by HM Government departments involved in the current 2016 BIM and GSL mandate by explaining the stages in detail and putting them into context.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Data centres blow too much cash on cold air Not enough is being done to manage airflow correctly in data centres, says research by a technical cleaning and data centre healthcare business.

8 Solutions said data centres are spending unnecessary amounts on cooled air and producing four times more cooled air than is needed to limit the impact on data integrity or loss of functionality.

David Hogg, its managing director, said: “As new IT equipment is added to data centres the solution to maintain the correct temperature is usually to increase the cooling by adding further cold supply air capacity to the environments.

“But most data centres have sufficient capacity available – it’s simply that too much of the current cold air is being wasted, and, critically, not enough is being directed to the IT kit.”

8 Solutions analysed the airflow audits of more than a dozen data centres over the past 12 months. Separately, a report last year by Upsite Technologies in the US also identified 45 data centres that were producing more cooled air than needed.

Hogg said: “The IT equipment in a data centre should be kept at a temperature of 27°C in order to run at optimum levels, but our audits suggest that many data centres are producing nearly four times more cooled airflow than is needed.”

New ‘energy measures bill’ proposed by MPs BRADFORD UNIVERSITY PROJECT: Conversion and refurbishment PROJECT LENGTH: 10 weeks, beginning in October 2014

Spie in Bradford Uni work Electrical and mechanical engineering company Spie has undertaken a conversion and refurbishment project for the University of Bradford.

Work took place on existing non-load-bearing partitions, creating a new open-plan office and student reception area in the Pemberton Building, part of the university’s City Campus.

The building was originally constructed in the 1980s, as part of an extension to the university’s main campus. Today it accommodates the Faculty of Social Sciences as well as other offices and teaching space.

Peter McCluskey, project manager at the University of Bradford, commented: “In the last few years we’ve invested heavily in the development of our two main campuses and transformed them into sustainable buildings in Bradford. We need to ensure that our facilities meet the same level of quality as our teaching as well as undertaking construction projects in a sustainable manner.”

In addition to these renovation works, Spie refurbished the Pemberton Building’s offices and meeting spaces.

Spie completed the mechanical and electrical works as well as the above-ground drainage installations.

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The lack of a clear strategy for energy in buildings costs the UK economy more than £12 billion a year, according to a group of MPs. MPs recently gathered at a reception at Westminster’s Portcullis House hosted by the Chartered Institution of Building Services Engineers (CIBSE) and the Sustainable Energy Association (SEA) to discuss developing “a vision for energy in buildings”.

This has the potential to accelerate the transition to a competitive, energyefficient, low-carbon economy, said the MPs. Five cross-party speakers, including Green Party MP Caroline Lucas and Lord Deben, spoke in support of a focus on energy in buildings as an effective way of dealing with the ‘energy trilemma’ of energy security, affordable energy for businesses and all energy users and carbon reduction targets. A cost-effective energy measures bill has been proposed to compel the government to commission a White Paper on promoting more efficient use of energy. By making energy efficiency an infrastructure priority, the government could boost GDP by £13.9 billion by 2030 and create hundreds of thousands of jobs.

CIBSE president Nick Mead said: “Of particular concern is the energy performance in buildings, which is too often much lower than was promised at the design stage, costing far more in operation by wasting energy.”

Construction firm focuses on social value Construction firm Willmott Dixon has published a report to “achieve game change” in how organisations assess and measure social value.

Social Value – taking full account of a company’s true impact explains what it sees as the “huge opportunity for companies and public sector procurers to make a real impact on the wellbeing of society by maximising the social value they can bring”. Drawing on examples from Willmott Dixon’s activities, the report sets out key recommendations for procurers and contracting organisations to maximise their presence in the community. Among its recommendations, the firm suggests that bodies seeking to assess social value on new and existing contracts should: Seek an approach that considers the non-financial impact of interventions and a company’s culture and values; and Consider a partner organisation’s commitment to research and innovation (‘a learning organisation impacts at a local level’).

Rick Willmott, Willmott Dixon’s group chief executive, said: “We’ve been focused on our impact in communities for a long time, and this includes investing £2.2 million last year in our people’s time and materials to support initiatives that improve lives. It has given us a broad knowledge of what works and what doesn’t.” www.fm-world.co.uk

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FM NEWS

SIGN UP FOR FM WORLD DAILY AT FM-WORLD.CO.UK Awareness is being raised, but there is not much action – 11%

THINK TANK

OUR READERS SAID…

Furniture and equipment is often reused – 74%

Items are hardly ever reused – 15%

We asked our LinkedIn and mailing list members: How often is furniture and equipment reused in your organisation?

“Companies tend to have recycling targets, but not reuse ones,” says Daniel O’Connor, the founder of a furniture and equipment reuse firm called Warp It (see page 12).

Recycling gets attention “yet reuse carries more bang for its buck in terms of sustainability, savings and social impact,” he says.

Schemes like Warp It work by members listing items that can then be claimed by others. Reuse would undoubtedly make FMs’ lives easier because they would have the ability to track assets more accurately and stop double handling, reduce shipping charges and make building clearances/ decommissioning easier.

Most of you – 74 per cent – said items are often reused in your organisations. One respondent said: “This also includes regular

repair and reupholstery.” Another said: “A great time to reuse is during a refurbishment or relocation. In our new building we have reused reception furniture in staff breakout areas.”

A less sustainable-minded 15 per cent of you said your organisation was more likely to buy and throw away. One person said: “At a superficial level it seems a great idea to reuse company owned assets over again. We would enthusiastically agree to it – as long as someone else organises it at their cost, and gets it where it needs to be, on time and in good enough condition. Unless it is just a move from one place to another, reuse becomes more complicated.”

He added that electrical equipment “needs certain storage conditions of temperature

and humidity and may need recalibration… Reuse assets need quality checking by a competent person and, when assured as OK, moved on time to the new location… All of this becomes an incredibly complicated and expensive logistical and staff resource burden”. He added: “It can certainly be achieved in collaboration with a specialist reuse recycler who, of course, expects to be rewarded. In the end it is simply better value and more reliable to purchase new… FM’s clients expect nothing less.”

Eleven per cent said awareness was being raised, but there is not

much action. One respondent said: “We have been using Warp It for a number of years… Unfortunately, we have not had the same level of uptake among our own staff as other organisations have achieved. However, whatever we do get reused is not recycled (or incinerated or landfilled).”

One respondent said they donated items to charities such as Emmaus (www.emmaus.org.uk/st_ albans), where they help homeless people recycle, refurbish and sell secondhand furniture.

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

IMAGE SOURCE/HERO IMAGES

Employees will ‘choose when they work by 2040’ By 2040 knowledge workers will decide where and how they want to work, according to a report on the workplace of the future by Johnson Controls, a global multi-industrial company.

The Smart Workplace 2040 report, produced by Johnson Controls’ Global WorkPlace Solutions (GWS) business, describes how 25 years from now, work will be seen as something workers do, rather than a place they commute to each day.

Work patterns will be radically different compared with today, with no fixed place or timetable.

Instead, a new generation of workspace consumers will choose their workplace based on an often fluid work schedule. Most workers will frequently work from home, www.fm-world.co.uk

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and will choose to visit work hubs or a “trophy workplace,” a highly experiential environment where they meet and network with others.

There will be no set hours and the emphasis will be on getting the work done, while workers’ wellness will take priority over work, says the report.

Meanwhile, technology will bring together networks of skilled people who operate in a similar way to today’s entrepreneurs, with collaboration the major driver of business performance and a core competency for every employee.

The report was peer reviewed by 26 workplace experts in a series of

three workshops in the US, Europe, and Asia-Pacific.

Director of GWS Global WorkPlace Innovation, Dr Marie Puybaraud, said: “The findings have implications for leaders and real estate managers around the world as they anticipate the way our society and technology is changing and transforming the way we work.”

The report makes eight recommendations, including dismantling the fixed office hours model in favour of flexible working contracts, focusing workspaces on end users’ needs and enhancing service delivery to embrace a high human touch, while designing working environments that reflect new ways of collaborating across teams.

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FM BUSINESS

IN FOCUS

The interviewee: Daniel O’Connor, founder, Warp It The issue: Reuse as a sustainability measure within organisations

Don’t just dump it – repurpose it “Companies tend to have recycling targets but not reuse targets,” remarks Daniel O’Connor.

That’s where the furniture reuse company he founded, Warp It (Warp standing for Waste Action Reuse Portal), comes in.

“Reuse is not given the priority it deserves. Recycling gets all the attention, yet reuse carries more bang for its buck in terms of sustainability, savings and social impact.”

The Warp It scheme works by members listing unwanted items that can then be viewed and claimed by others. When assets are added to the system they are first advertised to internal staff.

Those unclaimed after a period of time may be sent to storage or can be advertised to preferred partners on the system.

The system offers an automatic means of internal and external redistribution of goods that also tracks assets to report on waste, procurement, carbon savings and donations to charities. Donations of surplus stock to charity last year totalled more than £340,000.

“The true cost of throwing an item away is actually much higher than you think. Your organisation has invested in that asset, which is now sitting in a skip,” says O’Connor. “Although 12 | 18 JUNE 2015 | FM WORLD

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reuse is typically seen as a waste management solution, the benefits to procurement often prove far more significant.”

O’Connor says reuse is “a big win”, although not everyone may realise it yet or be bothered to act on it. But some are cottoning on.

For example, since January 2015, the University of Strathclyde has saved nearly £90,000 in avoided procurement, using Warp It’s system.

Carbon reductions Just recently the company added the Scottish Health Service to its list of clients. The deal aims to generate savings of more than £300,000 and big carbon reductions across FM and waste services and will be available to 140,000 staff working in the 2,000 NHS facilities across Scotland.

Wendy Rayner, sustainability manager, facilities directorate, procurement commissioning and facilities, NHS National Services Scotland, said: “Reuse

and sharing of surplus assets is important for NHS Scotland because over 50 per cent of our carbon emissions come from the supply chain and procurement of goods. Anything we can do to extend the lifetime of products and delay purchase reduces spend and environmental impact.

NHS Scotland realises that the most sustainable procurement is when we do not have to procure.”

How did O’Connor begin this?

He was part of the estates team at Newcastle University.

“I was the waste manager,” he says. “I had the chance to analyse and explore what happened to assets at different points in the supply chain. Porters know how things are run [within a building] more than senior staff.”

Networking O’Connor often used to hear porters saying that they were just having to throw furniture away or smash it up and put it into skips. A lack of space was often why they couldn’t sometimes

“The world is running out of raw materials… we can’t keep buying things and throwing them away.

That’s the bigger picture”

store away spare furniture – even if they wanted to. But he also saw how “some were asked to throw a table away and stashed it away and then gave it to whoever needed it later”.

It seems like quite an obvious niche to exploit, so what have been the barriers to organisations doing more of this? O’Connor believes it’s because “organisations become overwhelmed with the work they have to do already. So it creates a scenario where innovation is stifled because they are too busy fire-fighting”. He also says: “It’s a no-brainer and obvious… But organisations are not asking because they didn’t know that it was possible.”

Warp It removes a lot of supply chain bureaucracy.

For instance, it eliminates the need for a purchase order, quote and delivery – saving an organisation costs. Although some bodies practice an internal furniture reuse scheme like Warp It, O’Connor says it is not widespread and “not organised like ours is”.

This has given him the chance to expand Warp It into Australia, Canada and the US. Also other organisations are not connected to a network of universities, schools, local authorities and other public bodies, which gives the organisation a wider reach. As a new business, Warp It is also flexible – O’Connor says: “We are growing with whatever is needed.”

He also foresees reuse being integrated into more businesses “because the world is running out of raw materials. We can’t keep buying things and throwing them away. That’s the bigger picture… it might be in 15 to 20 years, but it’s going to happen.”

HERPREET GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

11/06/2015 11:15

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

EMPLOYEE WELLBEING

HERPREET GREWAL newsdesk@fm-world.co.uk

Office workers should be on their feet for a minimum of two and up to four hours daily during working hours, says the firstever UK guidance designed to curb the health risks of too much cumulative sitting time, and published online in the British Journal of Sports Medicine.

This daily quota should eventually be bumped up to four hours a day, breaking up long periods of sitting with the use of sit-stand desks, standing to work, and regular walkabouts, it says.

The guidance, which evaluates and distils the available evidence, was drawn up by a panel of international experts at the behest of Public Health England and a UK community interest company (Active Working CIC).

It aims to make some core recommendations amid the growing body of research linking prolonged periods spent seated – as opposed to being generally physically inactive – with a heightened risk of serious illness and premature death, and the burgeoning market of workplace products developed in response to the emerging evidence. Sedentary behaviour accounts for 60 per cent of people’s waking hours and for 70 per cent of those it poses high risk of a long-term condition.

“For those working in offices, 65-75 per cent of their working hours are spent sitting, of which more than 50 per cent of this is accumulated in prolonged periods of sustained sitting,” they write.

“A first ‘behavioural’ step could be simply to get people standing and moving more frequently as

ISTOCK

It’s time you stood up for yourself, says research Standing to work is not enough – workers should regularly ‘go walkabout’

part of the working day.”

This isn’t the first report about the effects of sitting at work.

November Gavin Bradley of the Get Britain Standing campaign said workers should radically cut the amount of time they sit at home and in the office. He said prolonged sitting is “a time bomb for later life”.

In 2013, John Buckley, lecturer in exercise physiology in the Department of Clinical Science and Nutrition at the University of Chester, said office design could move “back to the future” and allow for standing desks as an alternative to the sit-down variety. He said monks used to use them for their scribing.

The number of reports on

wellbeing is increasing – from greater worker engagement to separating introverts from extroverts to better acoustics in the office. A Sodexo report (see page 8) also shows that the topic of worker wellbeing will only increase over the next few years.

Andrew Mawson, managing director of Advanced Workplace Associates (AWA), says the British Journal of Sports Medicine report is “a very important piece of work and makes total sense”.

He told FM World: “The idea that humans have to sit for years on end to perform tasks of ‘work’ seems increasingly misplaced in a world where we have the option to work standing up, sitting down or on the move.”

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

www.fm-world.co.uk

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FM WORLD | 18 JUNE 2015 | 13

11/06/2015 18:13

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

ANALYSIS

Smaller support services players set to go public GRAEME DAVIES newsdesk@fm-world.co.uk

One of the key features of the corporate world over the past 12 months has been an uptick in deal-making as recovering economic confidence in the UK and US has tempted companies to flex their financial muscle.

The trend was strong in the technology and healthcare sectors, but the FM sector failed to join in the party.

True, market consolidation continued among the lower reaches, with smaller companies being snapped up for their skill sets by larger players, however, in general the market remained subdued.

But since the turn of the year the City’s rainmakers have begun to work their magic in the sector. There have not yet been any mega-mergers among the biggest players, but data

suggests that the taste for mergers and acquisitions activity picked up during the opening months of 2015, albeit modestly.

According to sector watchers at Grant Thornton, 23 deals were struck in the FM sector in the UK in the first three months of 2015, up by more than 40 per cent on the same period of 2014. The period continued to be dominated by smaller deals. ISS’s £53 million acquisition of GSH’s technical division was the biggest disclosed deal price. This was one of half-adozen deals in the quarter classed as ‘international’ as European players looked to expand operations in the UK, reflecting the fact that the UK’s recovery is more advanced than that on the Continent.

As the second quarter of the year drew to a close the uptick in dealmaking remained steady rather than spectacular, although the £265

Contract wins

NEW BUSINESS Amadeus has won a five-year catering deal with Moseley Rugby Club. It will provide catering services at the 320-capacity function suite at the club’s new stand and adjoining facility.

Amadeus will also play a role in attracting private events on non-match days, such as corporate functions. .

Kier Group’s FM business is to provide a range of hard and soft services for the Royal Opera House, Covent Garden.

The five-year ROH contract includes technical repair and maintenance, cleaning, security, porterage and site management. Kier will also work at the Aberdare Scenery Store and the Royal Opera House and Bob and Tamar Manoukian Production Workshop & Costume Centre in Thurrock, Essex.

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ESS Support Services Worldwide, part of Compass Group UK & Ireland, has taken a three-year contract with the Defence Infrastructure Organisation to provide services at the new Defence College of Technical Training on the former RAF site at Lyneham. The development will see significant new build and some refurbishment to create training workshops, classrooms and laboratories, military accommodation, sports, recreation and welfare facilities.

Technical facilities management provider Imtech Inviron has begun a three-year contract at the St Katharine Docks development in London. The site is owned by global investment adviser the Blackstone Group. Works involve extensive technical and project services for luxury offices at Ivory House, Commodity Quay, Haven Building, Devon House and International House, plus communal areas inside and out.

The Ministry of Defence has extended contract options with Serco to carry on servicing three bases. The total value of these options is £36 million – covering RAF Northolt, RAF Brize Norton and RAF Cranwell/Scampton. Serco is also still delivering a range of services at RAF Northolt. The contract option is worth £19 million over two years.

Imtech UK & Ireland is working at Harrogate and District NHS Foundation Trust to implement energy-saving strategies. The 25-year contract will see Imtech deliver net energy savings of £4 million and cut carbon emissions by 90,000 tonnes. The £7 million capital project ends in May 2016.

Norse Waste Solutions has retained its University of East Anglia (UEA) recycling and waste contract. The three-year contract, with an option for a further two years, is worth at least £200,000 a year and gives Norse its third successive tenure on the UEA campus.

million acquisition of Mouchel

by Kier, which completed on 8 June, bumped up the total value of deals done. The continuation of subdued conditions may have reflected some caution on the part of deal-makers in the run-up to the general election.

Whether the second half of the year will see a significant change remains to be seen.

In all likelihood we will see a continuation of consolidation among smaller players while the bigger operators pick off opportunistic deals when they can, using their firepower to add skills where they see gaps in their offering. A prime example of this was Mears Group’s acquisition of Care UK’s domiciliary care business for up to £11.3 million at the start of June. This bolsters its own position in the domiciliary care market and has the added advantage of eliminating one of its rivals. Theoretically, this should allow Mears to enjoy the benefits of more economies of scale in a low-margin market.

Another factor at the lower end of the market since the turn of the year has been the emergence of new support services players on the public markets. The likes of energy support services business Lakehouse and building services specialist Bilby added to the number of smaller quoted players. Lakehouse in particular has stated its desire to build through acquisition and within two months of its March float had already used some of the war chest it raised from investors to acquire smart metering specialist Providor for an initial £4.75 million in cash with £2 million deferred, adding another string to its energy services bow.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

11/06/2015 11:30

Major merger shakes up UK contract catering sector Independent caterer and Royal Warrant holder CH&Co is merging with the HCM Group (Host Catermasters Group) in a deal that gives the combined business a turnover of £200 million, and a team of 4,500 servicing 400 operations across the UK and Ireland.

The new company will be called the CH&Co Group. It will be headed by HCM’s CEO, Bill Toner, who will be group CEO. CH&Co’s co-founders, Robyn and Tim Jones, will continue in their previous roles as founder and chairman, respectively.

The deal comes against a backdrop of an increasingly competitive industry in which consolidation is the way for mid-sized independents to take on the largest competitors.

Bill Toner said: “This merger

Tim Jones, Robyn Jones and Bill Toner

between CH&Co and HCM Group enables both companies to combine their assets and talent and have the financial strength to compete even more vigorously.

We are so much stronger together, but though we’re now a bigger company, we’re still made up of a number of smaller, well-

BUSINESS BRIEFS

established, high-calibre brands.”

These include Ampersand, Charlton House, Lusso, Chester Boyd, Via 360 and ITA within CH&Co, and Host, Catermasters and Couture within HCM Group.

The existing executive management teams of both CH&Co and HCM will remain largely in position, but Stuart Lawson, CH&Co’s current group chief executive, is to leave the business, having overseen a number of strategic changes and brand reviews in the company over the past 18 months.

Both CH&Co and HCM have enjoyed significant success in recent months with a combined £42.8 million achieved in new sales and retention since January this year, including £19.6 million in new deals and £23.2 million in retained contracts.

Carillion acquires Canada’s Outland for £63m Carillion has acquired Outland Group for a potential total of £63 million.

Payment is to be completed in installments, with the total dependent upon Outland’s financial performance.

Outland Group is a support services business based in Canada.

As of 30 September 2014, it had gross assets of £38.5 million.

The privately owned business was founded in 1985. It provides a complete range of remote-site services including accommodation, camp management, catering, maintenance and housekeeping to public and private sector customers across a wide range of sectors, from mining and utilities, www.fm-world.co.uk

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Richard Howson: “Outland brings complementary skills to Carillion”

to forestry, gas and oil.

Carillion chief executive Richard Howson said: ‘’Acquiring Outland is another important strategic step in the development of our support services business in Canada.

“Outland brings complementary skills and knowledge to Carillion and its culture complements our own.

It has built a reputation for delivering high-quality, valuefor-money services to a portfolio of blue chip private and public sector customers and is wellpositioned in a diverse range of growth markets.

“We therefore look forward to welcoming the Outland team to Carillion and to working together to build on their strong track record.”

The senior management team – Simon Landy, David O’Connor and Jeff Taylor, who were also the major shareholders in Outland – will join Carillion and remain with the business.

Mitie moves into property Support services group Mitie is considering expanding its core FM business into property consultancy,.

John Telling, group corporate affairs director, said Mitie’s recent successes, resulting in a 6.1 per cent growth in its FM business, meant the group was planning to expand.

“We are looking to grow our core FM business. We may add in extra areas of capability…

This could be things like property consultancy or compliance or technological developments.”

Mears partners up in Croydon Social housing maintenance specialist Mears has forged a partnership with Croydon Churches Housing Association (CCHA) to provide high-quality services to its residents.

The 10-year contract, which begins on 1 July, will ensure that residents see improvements to repairs and maintenance services.

The CCHA manages 1,463 homes.

Wins for Gallliford Try FM arm Construction group Galliford Try’s FM division (GTFM) has secured contracts in the education and healthcare sectors.

Adult education college the City Literary Institute has appointed GTFM to carry out total facilities management at its buildings in Covent Garden under a 10-year deal.

GTFM has also won a place on the London Procurement Partnership (LPP) Framework for building and engineering maintenance services. The LPP is an organisation founded and funded by 50 NHS trusts. The contract is for two years.

FM WORLD | 18 JUNE 2015 | 15

11/06/2015 11:30

FM OPINION

THE DIARISTS

LEARNING THE UNWRITTEN RULES OF FM ETIQUETTE

‘

JOHN BOWEN

is an FM consultant

The difference between an FM’s role across different organisations can be significant enough, but factor in the way things work in other countries and things can really look different.

Some parts of the world are less stable and the obvious issue might appear to be security. Certainly that is high on the agenda in many places.

Thankfully, most of us don’t have to face the threat of suicide bombers or armed assaults, but some global companies have to take security very seriously.

One of my US-based clients insists that all visitors produce photo ID when signing in; no ID, no entry: not even your host vouching for you will produce that visitor pass. Some reception areas have become as tight as airports in terms of security checks on people and baggage.

The FM at one of the sites I visit has the occasional problem of severe weather washing large reptiles and venomous snakes down into the urban area – “Was that a speed bump or did I just run over a ’gator?” I have not had to face such problems – the only reptilian encounter I remember was one site where some of the employees adopted the toad in the garden as a company mascot (well, it did look at bit like the boss).

On my next trip I will be

“SOME GLOBAL COMPANIES HAVE TO TAKE SECURITY VERY SERIOUSLY. ONE OF MY US-BASED CLIENTS INSISTS THAT ALL VISITORS PRODUCE PHOTO ID WHEN SIGNING IN; NO ID, NO ENTRY”

back at the office where I first encountered a queuing management system for the lifts.

The building is in the Far East, where lift etiquette is a little different to that in Europe and the US, shall we say, and while people in that part of the world are generally smaller and lighter than the likes of me, there is still a finite capacity to a lift car. Despite this, the boundaries were being pushed daily in their 20-plus floor tower block, so now they make you enter a queuing system in reception and as each lift arrives the relevant number of people are called forward to use it. Three security guards enforce the process during peak arrival times and it does keep people moving.

FM problems around the world have a lot in common, but the differences make it a fascinating job. Roll on the next trip.

BEST OF THE WEB Views and comments from across the web Service Level Agreements – who’s kidding who?

(BIFM group) Richard Jeffries: Having waded through 250 pages of our latest tender, I must make reference to the fantasy section noted as SLAs. To compete with others I need to guarantee my catering engineers can attend anywhere in the country in under 2 hours, and complete resolves in under 24 hours.

Rob Farman: I was asked to look at putting 16 | 18 JUNE 2015 | FM WORLD

16_Opinion.indd 16

out to tender a national locksmithing contract for desk and office door keys.

We had about 8k requests a year. I knew the cost of a typical locksmith job; let’s say £50. So, the revenue would be £400,000 a year and we needed to have a locksmith for each of our 11 sectors, meaning that the revenue per locksmith would be just under £36,400 and barely enough to cover the costs.

I said there was no point in putting it out to tender as nobody would bid for

it. I was overruled. Zero tenders were received.

Anthony Tyrrell: Respond as the tender requests, but then add a supplementary statement stating that for your company the requirements are not feasible and to provide alternative options with associated cost. Or seek clarification from the client during the tender process with a view to them considering a tender amendment to all bidders.

What is the biggest

communication challenge FMs face when dealing with tenants, employees, staff? (FM group) AJ Mesiti: Normally it’s getting them to use your work order system. In emergencies it’s getting them to tune into the emergency communication system to avoid miscommunication and redundant actions.

Barbara Reynolds: I think it’s pre-assumed knowledge on both sides.

People get upset when they don’t have the critical

information. Sometimes FMs also contribute to escalation when they don’t understand the particulars the employee or tenant may be aware of. Taking a couple of minutes more to talk to them before relaying your message can ward off problems.

Ray Cleroux: My biggest communication problem is with closed-minded people. They don’t want to know how it broke, what it takes to get repaired or how much it costs. They only want it fixed. www.fm-world.co.uk

11/06/2015 11:15

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

BEST OF THE

FMWORLD BLOGS Self-service or the service desk?

Vincent Henricks, Planon Booking meeting rooms with a smartphone, submitting a work order to IT, or recording the number of hours spent with a client – the work applications of selfservice are endless. But consider complicated processes like applying for renovations, major relocations or setting up events. When is self-service desirable, and why?

Huge offices with fixed workplaces are giving way to flexible working areas. The employee’s phones, laptops and tablets have become part of the corporate network.

With functionalities such as a knowledge database, a self-service portal, and mobile access to business software available, staff expect to be able to arrange things themselves. The service desk is only contacted after self-service has not offered a solution. The more accessible self-service applications are, the less pressure there is on the service desk. There are other advantages: by setting up processes well, the best collaboration is enabled, which in turn produces cost reductions. Requests and reports are also recorded and documented, so there is a reduced possibility of errors and staff can track the progress of the process. Employees gain greater control with self-service and pressure on the service desk eases.

But for staff who make little use of portable devices it’s easier to contact the service desk. And more complicated requests belong with the service desk. There’s no one-size-fits-all approach to self-service. But the benefits outweigh disadvantages.

The greatest advantage is that a good balance is created between operations carried out by the employee and by the ICT department, resulting in time and cost savings.

Read the full article at www.bit.ly/1JnSis8

What every H&S manager needs to ask staff Rob Burgon, Workplace Safety Blog Work-related stress is calculated to cost the UK economy £26 billion pounds a year.

The Health and Safety Executive (HSE) says psychosocial risk factors may lead to stress-related changes in the body such as increased muscle tension, making people prone to musculoskeletal problems, as well as being triggers for stress.

High workloads, tight deadlines, and lack of control over work and methods are all risk factors, and may affect a worker’s psychological response.

A good way to combat negative attitudes is through behavioural safety training. This is often aimed at those at the lower levels of the organisation. But it can also benefit senior managers and those at board level, as it provides practical understanding of how effective behaviour change can be achieved, as well as teaching managers to promote a positive health and safety culture. By assessing the type of work being carried out by employees it may be possible to identify those at higher risk, e.g, those who carry out repetitive, monotonous tasks, or work in roles where their full skill set is not used.

Are they excluded from making decisions that affect them? Does the way that they are paid encourage working without breaks? Do they get little chance to interact with other employees? The HSE recommends staff consultation before changing working practice, but some of the steps can be simple. For example: • Include some variation in workers’ days to reduce monotony; • Do not pile too much work on staff, but equally make sure they have enough to fill their days, with reasonable deadlines; and • Ensure that there is a simple procedure to report problems and encourage teamwork over lone working.

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

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Stan Mitchell JOB TITLE: Chairman, ISO Technical Committee 267 for Facilities Management

A new international standard for facilities management has been formally approved to proceed into development by the International Organisation for Standardisation (ISO). ISO 41000 will be a ‘Management System Standard’ for facilities management.

Most people are aware of ISO90001 for quality management. It’s very well known internationally and involves setting the frameworks, methodologies and criteria against which an organisation can be measured. The intention for ISO410000 for FM is exactly the same. It’s about establishing framework measurement criteria for any type of organisation in creating a facilities management regime against which it can be benchmarked.

The difference between a technical and management standard? The technical standard is about how to do something and do it well and correctly, whereas a management standard is about establishing a discipline – a perceptive measurement as to whether it’s being done right or wrong. You need a different criteria and measurement because it’s a much broader brush approach to giving guidance to those organisations and individuals for whom the standard becomes a guide to their delivering to the best of their ability.

Why is ISO41000 important? The more there is a constant understanding of what facilities management is, the easier it will be for organisations to procure it, understand the need for it and gain the benefit of it. The more that those in the industry and profession align what they do and how they do it, that will be to the benefit of all.

For FM as a professional discipline and the FM industry, the impact will be significant.

There is no better vehicle to reach out and develop a common understanding and language to use in terms of developing educational training standards.

FM WORLD | 18 JUNE 2015 | 17

11/06/2015 12:33

FM FEATURE

EFMC 2015

MARTIN READ

NOTES FROM A CONTINENTAL CONVENTION

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www.fm-world.co.uk

11/06/2015 14:24

EFMC 2015

Glasgow hosted a grand tour of FM practice across Europe – as this year’s EFMC event surveyed everything from the burning question of energy management to boosting airport washroom experiences.

Martin Read reports

T

he European FM Conference – EFMC – is run annually by EuroFM, an organisation comprising representatives of national FM membership organisations from across the Continent and dedicated to research and education concerning all aspects of facilities management. EFMC has the support of IFMA and BIFM - a founding partner of EuroFM – with the chief executives of both institutes present in Glasgow to take part in this year’s proceedings.

EFMC is certainly no ordinary conference. Aside from a handful of plenary sessions, it comprises two principal content streams – one a business conference, the other a research symposium.

Each runs alongside the other, each with two parallel sessions.

The upshot is that any single www.fm-world.co.uk

18_21_EFMC.indd 19

attendee can only get to one of four concurrent sessions.

Accordingly, what you find here represents just a snapshot of the comment and conversation from around the halls.

Historic Scotland’s interesting challenges Barbara Cummins, director of heritage management at Historic Scotland, kicked off the event by explaining the work her organisation does on the 345 iconic sites in its care.

“We’re not dealing with standard building types,” said Cummins. “Air and watertightness are not necessarily possible or indeed even desirable for us.”

Historic Scotland is the UK’s biggest employer of stonemasons and has recruited 58 building skills apprentices over the past five years, thus “ensuring

ongoing succession planning in supporting traditional skills”.

Historic Scotland’s work has some surprising facets. A few properties need to be closed occasionally on health and safety grounds due to high winds, while drones are increasingly used for maintenance surveys. The control of biological growth on stone and the nefarious activities of burrowing animals also feature prominently on the agenda.

ISS chief describes a changing world for FM Gary Kid, chief operating officer for ISS UK and Ireland, gave his firm’s insight into the changing market for FM services.

The company, itself an established global service provider, was seeing “more and more regional and global deals” which are getting “more and more complex”.

Customers, said Kidd, are increasingly sold on the concept of integrated FM service deals and were in general starting to demand more detail on how service providers are structuring and developing deals.

“It’s much more than just KPIs,” said Kidd. “Clients are interested in the approach we

are taking to the design of our service structure. Increasingly, it’s about how we design and build in service quality. Have we understood the client as a customer? How will we as an employer engage with our own employees to ensure that they are performing [to agreed levels]? Have we made promises to our customers that we haven’t kept? It’s a far more complicated picture than perhaps it has been historically.”

On the hot FM topic of employee engagement, Kidd commented on what he saw as a need for strong leadership within the FM workforce.

“Everybody wants to be empowered, to do a great job,” he said. “Purpose is an essential component in high performance.

Attitude, behaviour, commitment and ultimately quality are outcomes of having sound and robust people practice – and for that, leadership is the enabler.”

Redesdale warns of energy complacency Lord Rupert Redesdale was on hand to reiterate his call for more investment by organisations in their energy management professionals and a greater FM WORLD | 18 JUNE 2015 | 19

11/06/2015 14:24

FM FEATURE

EFMC 2015

awareness of the work that they do. Redesdale told his audience that he believes energy brownouts – intentional reductions in voltage imposed to reduce load and prevent a power outage – remain likely in the UK as a result of the vanishingly small gap between energy supply and demand.

Redesdale also believes energy management is a subsidiary discipline within FM and that, just as with FM, there are major concerns about the impending reduction in specialist practitioners.

“The demographics are appalling,” he said. “Most energy managers are close to retirement.

Where is the next generation of energy managers going to come from? How do we develop energy managers and push them out into buildings?”

It was all too easy for organisations to look at the current work of energy managers and become complacent, he said. ”Because energy managers are routinely introducing small energy-saving measures, what management sees are bills remaining pretty static and energy usage that appears to be under control.” This, Redesdale suggested, hid the underlying trajectory of fuel costs and was a “false indicator” of the scale of the problem facing organisations.

FM’s ISO standards During the event, a new international standard series for facilities management was formally approved to proceed into development by the International Organisation for Standardisation (ISO). ISO 41000, a ‘management system standard’ for facilities management, represents, according to the British Standards Institute Stan Mitchell, a pivotal moment in the potential for such standards to boost the profession.

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MARTIN READ

“We now have approval to create this standard and I honestly believe it is probably the biggest thing we can collectively do to promote the status and professionalism of FM,” said Mitchell.

Energy – no two countries the same Jürgen Kulka, director international FM for GDF Suez Energy Services, spoke of the increasingly complex nature of integrating energy services into international outsourcing arrangements.

“Pricing systems differ in different countries,” he told the conference. “In some countries you only pay peak prices on peak load, whereas others price things differently.

Yet customers somehow want integrated solution across 20 or 30 countries.”

Innovation in supply price can work both ways, said Kulka. “In peak times when energy is very expensive, clients might use the higher base load to feed back energy into the grid and thus be paid for it.”

As well as suggesting that “25-30 per cent of every utility bill is wrong”, Kulka spoke about how the growing demand from clients to deploy an energy

source as close as possible to its intended use, in tandem with the growth in renewables, “is changing the paradigm of energy procurement”.

Trying to impose one energy supply price solution across multiple territories “simply doesn’t work”, said Kulka.

Airport washroom cleaning called up by customers On arrival at an airport, 60 per cent of men and 40 per cent of women make straight for the toilets – thus revealed Wolfgang Haller, head of infrastructural building management at Munich Airport, in an illuminating case study on customer experience.

The airport, the first in Europe to be awarded five-star status by the air travel rating

organisation Skytrax, has moved from having a fixed number of washroom cleaning sessions to a number determined by its local FMs. Cleaning on demand has meant the total number of cleaning visits has been reduced, with cleaning better linked to particular daily ‘hot spots’.

What’s more, cleaning can now be done on request – a passenger using the washroom can now request a clean using a touch screen. If you as a visitor are happy, you tap a smiley face.

If you’re unhappy, you tap a grumpy one – and are allowed to specify just what was wrong with your experience of the washroom.

Naturally, discussion centred on the extent to which this innovation in customer interaction can be further developed, with (for example) users letting the system know when cotton towel dispensers were empty, for example.

FM in the Netherlands ‘is hot’ Ron van der Weerd, chairman of EuroFM, is also dean of the School of Facility Management at the Hanze University of Applied Sciences, Groningen Netherlands – which currently has 1,200 students studying FM. www.fm-world.co.uk

11/06/2015 14:25

EFMC 2015

“Every year we welcome another 300 to 350 new students,” he told delegates.

Contrary to the concerns of many expressed in a session focused on the future outlook for the profession – that FM remains stubbornly outside of

“We in the Netherlands don’t have any problem with the image of FM. FM is hot”

www.fm-world.co.uk

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most youngsters’ mainstream career choices – van der Weerd explained how “we in the Netherlands don’t have any problem with the image of FM. FM is hot. Fifty per cent of our students are male, 50 per cent female. And in general, the females are achieving a lot better than the males.”

Dutch students attending the conference confirmed their compatriot’s enthusiasm for the profession. Clearly there is something in the Dutch practice of FM that others across the continent can learn from.

Integrating business and research streams EFMC 2015 ended with an intriguing joint session in which

EuroFM’s panel of research specialists took to the stage to comment on the conference’s proceedings. Plenty of strong research material is presented across the two days of EFMC, but audience and organisers alike appeared united in their view that more should be done to marry the research content to the business conference sessions.

In particular, more examples of practical application of research was discussed.

Peter Prischl of Reality Consult in Austria said the event had not seen enough ‘true interaction’ between academic and practical.

“I would like to see more academics go to practical sessions and challenge what they see, and of course other way around. I

believe we need more structured interaction between the academic and business streams.”

The round of applause that greeted this was followed by broad agreement that there were several missed opportunities to share ideas between the two streams. The joint chair of EFMC’s research symposium, Ilfryn Price of Sheffield Business School, agreed there was scope for experimenting with the event’s format – but that interest in research in FM was on the rise and that this year’s EFMC had seen the presentation of a host of challenging papers.

It all signalled an appetite for a new approach for the 2016 EFMC conference, scheduled to take place in Milan. FM

FM WORLD | 18 JUNE 2015 | 21

11/06/2015 14:34

FM FEATURE

RISING STARS REVISITED

RISING TO THE OCCASION In 2012, some of the FM sector’s brightest new talents were recognised at a special FM World event held on the 30th floor of London’s Heron Tower. Three years later, how have their careers progressed? We got back in touch to find out

W

hen we ran our 2012 search for FM’s rising stars, the London Olympics were just weeks away and the coalition government at the peak of its powers. Times have most certainly changed, but the faith our judges had in the aspiration and enthusiasm of those we recognised on the night has clearly been rewarded, with many of our 35 having changed employers, changed job role or even changed employment status. Others still have stayed with the company they were with in 2012, but have significantly 22 | 18 JUNE 2015 | FM WORLD

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developed their role within those organisations.

All report how FM continues to evolve rapidly, with new challenges and opportunities presented to those willing to take advantage of them – and despite their own frenetic pace of professional development, some are also ‘putting back’ by taking on voluntary roles with BIFM special interest groups or others.

It’s a heartening story, and over the next six pages you’ll find out how things have changed specifically for our rising stars and what they think about the nature of FM in 2015. FM

ANDREW HULBERT

ANNETTE BEST

I set up Pareto Facilities Management last August. It now has a turnover of more than £1 million, serving some of the most exciting brands in the world. Opportunities for progression and a fulfilling career far outweigh those in most industries. We run an external mentoring scheme, offer work experience to students, and management training for all staff at all levels.

Our ‘generation Y’ members have used technology since the age of five – it’s exciting to see how they are redefining how we do things.

I was an associate director with Norland until May 2014. I am now a national account director on Mitie’s IFM contract with TSB, looking after more than 630 branches. The graduate market shows that people are prioritising working conditions as part of their decision on who to work for. If you want to attract the best people provide them with the best environment. I never thought I’d work with customers who had games consoles in openplan areas, donut days, free chip vans or ice-cream vans and free Starbucks coffee all day. www.fm-world.co.uk

11/06/2015 17:44

RSTISRSINOFGFM

RESPONSES IN FULL There’s limited space here to present every answer we received back from our rising stars, so we’ve set up a section on the FM World website to showcase their before-and-after stories in full.

Visit www.fm-world.co.uk

JASON GURD

KATE SMITH

LOUIS LOIZOU

PAUL ANDREWS

I’ve moved to EDF Energy.

My role is more strategic than it was and I’ve broadened my skill set. And for the past two years I’ve played an active role in the BIFM’s Rising FMs SIG. I’ve had some great opportunities to work with aspiring new talents.

FM’s a great career for those willing to develop their skills and try new things.

My career choices have furnished me with varied and useful knowledge.

My next steps are development goals, such as obtaining CBIFM status.

I was UK operations director for a financial services client, then moved to our industrial business in my first European position. I led business improvement programmes and moved into a lead position for FM at our Johnson Controls manufacturing plants. In August I joined a tech market account as EMEA lead across 150 locations in 60 countries.

I felt I already had good cultural awareness, but my pan-EMEA roles have been a steep learning curve on the diversity of protocols, legislation and cultural norms.

I work for the Food Standards Agency, playing a central role in the facilities and estates team. I worked on two large-scale accommodation ‘re-stacks’, reducing the FSA’s footprint in Aviation House and freeing space for other government departments to move in. Aviation House is now multi-tenanted and regarded as an exemplar in the government estate. I recently worked on the government’s FM framework and am excited by the property initiatives coming out. In September I begin a part-time MBA in FM at Sheffield.

I’m now facilities programme manager at EDF Energy. Due to its size and the variety of its operations, there is continual opportunity.

There’s a lack of understanding of environmental management practices and the role FM has to play in improving building performance and influencing customer behaviour. Current streams include work on OHSAS 18001 safety management systems, building performance optimisation and waste management.

I’m studying for an MSc in environmental management.

www.fm-world.co.uk

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FM WORLD | 18 JUNE 2015 | 23

11/06/2015 17:44

FM FEATURE

RISING STARS TARS REVISITED

MARTIN BELL MARTINBE Now associate d director, Gardiner & Theobald LLP, strategic asset & facilitie facilities management consultancy

DANIEL HAWKINS

HHELEN ELEN CCOOPER OOPER

Compass Group launched 14forty FM services in 2013.

After that I moved from my account leadership role to look after the national TFM contract with GE Capital and GE Healthcare into a business development role.

We have to stop only solving frontline issues – stop putting plasters on things that are broken and root out the cause.

I recently accepted a role with CBRE as alliance director across EMEA on a contract with Macquarie Bank and intend to create a ‘Centre for Excellence’ at its London offices.

I work with a tale talented team at Gardiner & Theobald with deep experience of del delivering FM excellence solutions. I work on some interesting comm commissions involving strategic reviews for local authorities.

Our team has bee been commissioned to support a pan-organisation FM procurement proj project for a public transport client and I have a role influencing FM in information reporting and systems requirements.

I’m a support jud judge for the BIFM Awards and a member of FM World editorial b board. Volunteering has helped me understand the challenges facing our industry.

“Volunteering has helped me understand the challenges facing our industry” RISHI SHARMA Now a senior consultant within FM Consulting in AECOM My projects have become even more challenging, with some projects lasting a couple of days and others a 12-month secondment.

There has also been a shift in perceptions regarding FM at the design/development stage of new builds, in part linked to BREEAM, but also with clients appreciating the importance of designing an effective building.

My current projects are diverse, with strategic assessments of property portfolios through to whole-life costing of future new builds. These assignments prove that the FM market place is moving from strength to strength and I very much intend to play a key part in translating and taking advantage of these changes for our clients.

“There has been a shift in perceptions regarding FM at the design/development stage of new builds” 24 | 18 JUNE 2015 | FM WORLD

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REBECCA HODGSON I am FM for Western Europe at Invesco. I still work with Mace Macro at Invesco and am still based in Dublin, but since 2012 my responsibilities have grown.

I’ve also been involved in ‘Developing Success’, the executive development plan at Mace. Over the last two years I have implemented an annual team-building event. This has not only been motivating for the team, but also provided a platform for good communication, both company and system updates as well as open forum discussion. www.fm-world.co.uk

11/06/2015 17:45

RSTIISRSINOFGFM

MARTIN FROHOCK

HELEN COOPER

Since 2012 I have led the estates legal transfer of a biomedical research institute, remodelled FM services to deliver an in-house capability, and led a design team in delivering a laboratory. This year I left Cancer Research UK to join ARM as head of facilities.

Using my chartered energy management status has taught me that an unorthodox route for CPD can reap benefits.

I’d like to work towards my MSc/Phd and enhance my skill set on exciting Internet of Things projects.

I am joint managing director at Diamond Facilities Support, which I co-founded in 2010.

It has grown into a national FM business turning over £5 million in 2015 with 70 staff operating in UK. We boast national clients such as Pure Gym, Sports Direct, Bill’s Restaurants and Atkins Global.

Our ethos is “Right first time & every time for our clients”.

My next step is to continue our growth. We are looking to break the £10 million mark in three years and move into soft services such as cleaning and waste management.

“If you can spot talent and nurture individuals you create a happy and motivated workplace” WILL TYLER Head of operations – London at Mitie Client Services

WILLIAM BOWEN

TOM ROBINSON

I work at international charity ActionAid. As well as managing a total FM service across our UK premises, I’ve also undertaken international facilities and security management roles. A particular success was a security/support services audit of the working environment for staff in PortAu-Prince, Haiti. I am creating an agile office environment at our HQ in London, enabling flexible working, delivering unified IT/FM service desks – futureproofing environments for staff doing amazing work.

I was head of learning & development at Mitie’s client services business, then head of transformation & development, but I also started doing more consulting with our clients. In 2013 I stepped into a head of talent role. I’m now director of Talent at digital company Friday. Mitie has been a source of inspiration. I’m pushing the boundaries of what’s possible for talent, aiming to take the principles I’ve learned in FM to create another world-class organisation, where – like FM – people are key.

www.fm-world.co.uk

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I am still working for Mitie client services and since January 2013 I have been London head of operations.

I am responsible for all London business (except two national accounts). I am involved in providing operational input in to new business tenders and supporting re-tenders of existing clients.

I have also learned how to get the best from our teams without having to ‘bang the drum’; If you can spot talent and nurture individuals you create a happy and motivated workplace.

FM WORLD | 18 JUNE 2015 | 25

11/06/2015 17:45

hss.com / 08457 28 28 28 Safety / Value / Availability / Support

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05/06/2015 11:14

H C N A R B N I P U K C I P R O M O C .

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05/06/2015 11:14

FM FEATURE

RISING STARS REVISITED

“It’s been really interesting to see the development in recent years of the front-ofhouse self-delivery platform in the UK”

CHRIS ROWE

JACKSON MATTHEWS

I am now a director at Larch Consulting.

We have seen consistent growth, particularly in the education and heritage sectors.

Consultancy in FM is now much more collaborative.

There is full-on engagement between us and the client; we really work through issues.

Becoming a director has allowed me to govern and provide more technical consultancy, particularly in hard service engineering, which is my background.

I moved to Cofely from Telereal Trillium when my former firm outsourced its FM delivery in July 2014. I’m working as an account manager on a number of government portfolios in London and the South East, and more recently Manchester.

I have also just started working with the Imperial War Museums. Awareness of FM is far greater now, but with that comes more pressure for innovation and improved delivery. Since the event, I’ve completed my pilot’s licence, and been flying for two years.

BEN LUVAGLIO BE Now associate director at CBRE UK I am still with CBRE, now an account manager, man managing fit out projects, real estate and all FM serv services for an organisation in the insurance sector.

We are just about to move the organisation into the Leadenhall building. Integrated services are now the key. This has been a huge project, working with the client to get the space, managing the fit out, the relocation of the staff as well as the FM prov provision. It’s also been really interesting to see the development in recent years of the front-ofhou house self-delivery platform in the UK.

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www.fm-world.co.uk

11/06/2015 18:13

RSSTTISRSINOFGFM

PETER BURNELL-JONES MATTHEW TUCKER

ADRIAN HARRIS

I became programme leader in FM and building services at Liverpool John Moores University. We are working on a standalone BSc honours undergraduate degree in FM, with three CPD programmes aligned to BIFM Levels 4, 5 and 6 qualifications. We expect to roll this out this autumn. I spent time researching in the US with the Georgia Institute of Technology after winning the Fullbright Scholarship in 2012.

It’s led on to an invitation to return as a visiting professor, which is an immense honour.

I was approached by Norland in March 2014 ,taken on board a a fast-track manager and subsequently fast-tracked again, where I am now area general manager overseeing four clients in the aviation, banking, law and publishing industries. I’m also part of the junior board of directors at CBRE, where managers come together to share common practice and experiences. This has enabled me to learn about other aspects of the workplace, which in turn means I can now offer new things to my clients.

STARRING ROLES

RSTIISRSINOFGFM

The evidence of career progression amongst our 2012 rising stars is compelling - and will make encouraging reading for anyone seeking to demonstrate the dynamism inherent within FM

I

f the aim of our 2012 exercise was to identify people with an extra ‘edge’, our 2015 catchup interviews show just how much we succeeded in that aim. Since the event, many have moved once, even twice, between one service provider www.fm-world.co.uk

22_Risings_Revisited.indd 27

an another. Others have moved and ou of operational FM and out in business development or into ot other roles, either within their ex existing organisations or with ne employers. People have set new up thriving new businesses or ta taken on wider responsibility on European or even global

Now a business development manager at CBRE In July 2012, I moved across to Norland from Vinci. I moved as an area general manager, before progressing into business development in June 2014.

My operational experience in FM has really helped in my new role. Because I know the operational work, I’m able to use those experiences to back up my knowledge with the client. A particular highlight would be the successful mobilisation of a contract with an asset management organisation. It was all single service operations, before we took it all on board.

ac accounts.

Others demonstrate their keen ey for market trends. Annette eye Be speaks of how “the graduate Best m market shows that people are pr prioritising working conditions as pa of their decision on who to part wo for, making the investment work in the workplace paramount to all em employers.

If you want to attract th best people then you need the to provide them with the best en environment to do their job.”

What’s more, the challenge of a new role clearly appeals.

Ta the case of Daniel Hawkins, Take wh whose move from operational to sales role has led to “a wider ap appreciation of the outsourced FM industry and the challenges FM professionals are trying to re resolve day in and day out”.

There’s an inquisitiveness th there, and in others an admirable co concern for the generation that’s se to follow, for which witness set

An Andrew Hulbert’s provision of an external mentoring scheme, ap apprenticeship places and m management training at his own ne firm. new Says Daniel Hawkins: “being a Se Senior FM Leader can be a lonely ro sometimes, but we are all part role of a community trying to enhance th image and reputation of the the FM industry. We need to learn to rely on the strong networks av available to help solve not just th tactical challenges, but also the ho to deliver a solution that how pr provides an envelope strategy for th organisations we are serving, the eit either through self-delivered FM se services or outsourced services.”

You’ll note that not all of our sta appear in this article, and stars ju as importantly those who are just on these pages have submitted co considerably more detailed re responses, all of which can be fo found on our web site.

FM WORLD | 18 JUNE 2015 | 29

11/06/2015 17:46

FM FEATURE

CLEAN ENERGY AND WELLBEING

30 | 18 JUNE 2015 | FM WORLD

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www.fm-world.co.uk

11/06/2015 14:16

HEALTH AND EFFICIENCY The promise of greater workplace productivity can be even more alluring to companies than a few kilowatts saved by streamlining a building’s energy efficiency. Happily, says commercial property and energy consultant Andrew Cooper, the two can go hand in hand

T

he primary function of an office is to provide employees with the right environment and the tools they need to do their jobs.

Therefore its design should enhance productivity, which usually means (at the very least) maintaining an employee’s physical and mental health. In addition, a good design should be energy-efficient and promote a reduction of waste.

Yet it is surprising how often designers chasing energy efficiency seem to forget about employee health and productivity.

We’ve all worked in an office where the temperature seems to swim from suffocatingly hot to freezing cold. Or where the light reflects off the screens or windows and causes a morning or afternoon of squinting at computer screens. At the worst end of the spectrum it can create sick building syndrome – often linked to poor indoor air quality.

Designers and operators including facilities managers should not disaggregate energy efficiency and staff productivity as the two are closely related and the rewards from improving productivity are potentially far greater than those from energy efficiency.

It is possible to achieve both. www.fm-world.co.uk

30_32_Health vs Efficiency.indd 31

For example, we can follow the hierarchy of measures for energy/carbon reduction, as outlined in the Greater London Authority Plan, while still ensuring at all times that the effect of design on productivity is considered.

The London Plan The London Plan is the overall strategic plan for London, and it sets out a fully integrated economic, environmental, transport and social framework for the development of the capital until 2036.

It introduced a hierarchical approach to energy efficiency and carbon emissions in

“It is surprising how often designers chasing energy efficiency seem to forget about employee health and productivity”

planning and building design.

1. Be lean: use less energy 2. Be clean: supply energy efficiently 3. Be green: use renewable energy This approach is also often adopted in sustainability feasibility studies outside of London, and these principles can be applied to new builds and to minor and major refurbishments.

Use less energy ● Try

to exceed U-values (thermal performance) beyond any requirements under Building Regulations that cover both new builds and major refurbishments. This helps to prevent excessive fluctuations in temperature – saving energy and increasing comfort. ● Good window design is key to supporting productivity and saving energy. Ensure that window design maximises natural light but minimises excessive solar gain and glare.

For existing buildings, modern window films can improve both U-values and g-values (the solar energy transmittance of glass) at a fraction of the price of new windows. ● Use high-efficiency lighting systems such as LED with photoelectric dimming control and motion sensors where appropriate. Consider the

colour rendering of artificial lighting to replicate as closely as possible natural light. Again, ensure that any artificial lighting does not introduce glare: consider lower levels of ambient light (lux levels) with localised task lighting to empower occupiers (also shown to reduce energy). People who suffer from migraines, in particular, are affected by glare from luminaires and the use of high-frequency control gear and avoiding LEDs with poor quality drivers is recommended. ● Maximise the penetration of fresh air into the building to ensure that CIBSE guidelines on ventilation are adhered to. High levels of carbon dioxide (CO2) and VOCs (volatile organic compounds) can affect both productivity and health. For mechanical ventilation systems use heat recovery devices and ensure that specific fan power levels are better than those recommended under Building Regulations. ● For existing buildings consider how occupational requirements have changed since construction. Has occupational density increased and, if so, are the ventilation systems providing sufficient ventilation to ensure that average carbon dioxide FM WORLD | 18 JUNE 2015 | 31

11/06/2015 14:16

FM FEATURE

CLEAN ENERGY AND WELLBEING

Periodic energy audits should be undertaken to include localised CO2 readings.

Benchmarks should be developed to make sure that operational energy performance meets design expectations. ● Engage with occupiers to understand building performance from the perspective of building users.

Are they happy? Make certain that interviews include a variety of occupiers from secretaries to C-grade staff. ●

FM and realising design levels remain below the CIBSE recommended 1,000 parts per million? ● Building engineering services and renewable energy systems should be properly commissioned so they work as per the design expectations. ● In addition to the normal building operation and maintenance manuals, building log books such as CIBSE TM31 should be prepared so that users understand how systems are intended to work, and what actions they can take to influence energy consumption and associated emissions from the building.

Supply energy efficiently Once demand for energy has been minimised, investigate if it possible to use low-carbon heat distribution networks. Using these sources ●

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“The gap between design expectations and operational realities is often such that if buildings were planes many would be falling out of the sky” of energy can help not only reduce CO2 emissions, but other types of emissions such as nitrogen oxides (NOx), all of which are considered pollutants and can contribute towards health problems. ● If it is not possible to use such networks, investigate the feasibility of onsite CHP or other low-carbon heat sources.

energy efficiency, reduce emissions and even generate separate income streams. But these should only be considered after other measures that support energy efficiency have been exhausted.

Use postoccupancy evaluation Ensure that design aspirations are being met through operation.

Building services should be seasonally recommissioned and analysed to ensure that their performance meets the design expectations. ●

Use renewable energy ● Use of low or zero-carbon (LZC) technologies such as photovoltaic (PV) panels can help to improve

The FM should be consulted from the design stages through to commissioning. The gap between design expectations and operational realities is often such that if buildings were planes many would be falling out of the sky. It is possible to deliver efficient and productive workplaces, and who better to help plan and realise this balance this than those on the ground?

The conversation around energy efficiency is evolving.

Organisations such as ASHRAE (the American Society of Heating, Refrigerating, and Air-Conditioning Engineers) have been highlighting that the energy-efficiency debate has been at the expense of indoor air quality.

Indeed, many clients will consider that the guarantee of better workplace productivity is more of an incentive than a few kilowatts saved. FM www.fm-world.co.uk

11/06/2015 14:16

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08/06/2015 09:48

K BOO AY TOD

12 OCTOBER, LONDON

Join us to celebrate the best in FM Tickets and tables are available for the BIFM Awards ceremony taking place on 12 October at The Grosvenor House Hotel, London

SPONSORS

The BIFM Awards is a must-attend event for anyone in, or interested in, facilities management. Attracting over 1,350 professionals, the black tie event is a highlight of the FM calendar.

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

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

BIFM Awards 186x123.indd 1

awards@bifm.org.uk

11/05/2015 14:50

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09/06/2015 14:27

FM MONITOR

MARKET INTELLIGENCE

INSIGHT ECONOMY

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

UK GREENHOUSE GASES EMISSIONS 2013

VAT rates: Standard rate – 20% Reduced rate – 5%

IN 1990-2013, CO2 EMISSIONS FELL BY 14.1%,

METHANE

Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 4 June 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.

EMISSIONS SANK BY 59% AND

NITROUS OXIDE

GREENHOUSE GAS 643.1M TONNES

EMISSIONS FELL BY 51.4%.

EMISSIONS IN THE UK FELL BY 2.0% IN 2013 TO

OF CARBON DIOXIDE EQUIVALENT (MT CO2E) – LOWER THAN 2012 (656.5), AND 23.6% LOWER THAN 1990

29.5%

CO2 WAS THE MAIN GREENHOUSE GAS – 84.4% OF THE TOTAL IN 2013.

SOURCE: OFFICE FOR NATIONAL STATISTICS [ONS]

Source: (www.ons.gov.uk)

EMPLOYMENT

RETAIL SALES APRIL 2015

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

Category of worker

Hourly rate from Nov 2014

UK Living Wage

£7.85 per hour

London Living Wage

£9.15 per hour

www.fm-world.co.uk

35_Insight.indd 35

THE ENERGY SUPPLY, WATER AND WASTE SECTOR MADE UP 29.5% OF ALL EMISSIONS IN 2013.

Continuing a sustained period of year-on-year growth, retail sales in April 2015 increased by 4.7 per cent compared with April 2014. This was the 25th month of year-on-year growth.

Compared with March 2015, the quantity bought in the retail industry grew by 1.2 per cent. All store types except predominantly food stores showed growth. Average store prices (including petrol stations) fell for the 10th month by 3.2 per cent compared with April 2014. The largest contribution to the year-on-year drop once again came from petrol stations, which fell by 11.5 per cent, the 20th month of year-on-year falling prices of this store type.

In April 2015, the amount spent in retailers rose by 1.8 per cent compared with April 2014 and by 1.1 per cent compared with March 2015. The average weekly spend in retail was £6.9 billion, unchanged from the previous month and the April 2014 figure.

Online sales grew 3.7 per cent compared with March 2015 and accounted for 12.2 per cent of all retail sales in April SOURCE: ONS 2015.

YOUTH UNEMPLOYMENT

In January to March 2015 there were 943,000 young people aged 16-24 not in education, employment or training (NEET), down 20,000 from Oct-Dec 2014 and down 45,000 from a year earlier. For Jan-Mar 2015, 13 per cent of all 16-24s were NEET, down 0.3 percentage points from Oct-Dec 2014 and down 0.5 percentage points from a year earlier. In Q1 2015, 53,000 people aged 16-17 were NEET, down 5,000 from Oct-Dec 2014 and down 3,000 from a year earlier.

Jan - March

Percent

18

16

14

12 2010

2011

2012

2013

2014

2015

People aged 16-24 not in education, employment or training as a percentage of all people aged from 16-24 (seasonally adjusted) Source: Office for National Statistics

FM WORLD | 18 JUNE 2015 | 35

11/06/2015 11:17

FM MONITOR BIM CASE STUDY

TECHNICAL LEVERAG IN G TH E DATA I N BI M

inking building management L systems (BMS) with building information models (BIM) can ‘liberate building management data from the FM’s desktop’, as one project has established Building information modelling cropped up several times at April’s CIBSE Technical Symposium in London, with particular attention on the application of BIM for FMs. One paper focused on a research project to make the wealth of BIM data more easily accessible to FMs with a new web-based tool.

The government says all publicly funded construction projects must be undertaken using the collaborative approach defined as BIM level 2 by 2016.

But there are varying levels of uptake among FMs. According to the NBS National BIM Report 2015, which looks at how UK building design professionals are adapting to using BIM, 68 per cent of those using BIM last year are producing 3D digital models, but fewer than a third use that model throughout the life of a project. Critically for FM, only 12 per cent of those who used BIM last year passed the BIM model to the people responsible for managing the building.

BIM for FM A project being carried out by researchers at the National University of Ireland, Galway (NUIG), is exploring the use of BIM in FM. The team is led by Dr Marcus Keane and Dr Daniel Coakley at the Informatics Research Unit for Sustainable 36 | 18 JUNE 2015 | FM WORLD

36 Technical.indd 36

Engineering (IRUSE), in conjunction with Dr Hugh Melvin and Ronan McCaffrey at the Department of Information Technology. The team has linked a BIM model to building management system (BMS) data to develop a prototype webbased graphical user interface (GUI). The aim is to produce a tool that can liberate building management data from the FM’s desktop, making it more accessible to estate owners and others, raising awareness of building performance generally and aiding the decision-making during a building’s operation.

“Today’s more complex buildings are generating vast quantities of data, but building management systems are not leveraging that data as much as they could,” says McCaffrey. As lead researcher on the project, he outlined his work on the prototype tool at the symposium.

Bringing together the BIM model and BMS data promises a rich seam of information that can be used in a number of different ways if presented in a user-friendly, web-based format.

But BIM and BMS differ on a number of aspects. This project aims to build on the complementary nature of both systems, combining the detailed contextual information of the BIM model with the functionality of the BMS. The researchers have

The southern façade of the Engineering Building at the university in Galway

developed a prototype focusing on temperature data for 11 rooms on the second floor of the Engineering Building at the NUIG. The 14,250 square metre building was designed using BIM and has a Cylon BMS in place, but the two were initially quite separate.

McCaffrey explains: “The BIM model has not been used since it [the engineering building] was built [while] the BMS is only accessed by the building manager [when user complaints arise].”

Testing the theory The building has been designed as a ‘living laboratory’ with live data from sensors throughout the building measuring its behaviour and energy use, and that data going into an overall database.

The university aims to create an integrated network where data will be available via visual display units in the building and also to a wider audience on the internet, which can then be used as an educational resource.

The project encountered its first challenge early on when importing the BIM model for the second floor of the Engineering Building; the model had a 22MB file size, which suffered a sluggish performance while loading in a web browser. The team streamlined the model down to a tenth of its original file size so that it was rendered quickly.

Sensor zones were created within the various rooms in the model, connected to the BMS databases. By clicking on a room, the end user can access data specific to that room, such as the room name and temperature at a particular time. Other prototype features include:

●A

walk through the model, where users can zoom in and out and raise and lower the viewpoint, navigating by keyboard and mouse; ● Zones are updated in real time, and users are able to select a day, week or chosen time period, and then download data into Excel spreadsheets. Users progress through the time series using a simple play button; ● Navigation to access a dataset over a time period is via a calendar widget, similar to booking a hotel or a flight; and ● Zones are coloured according to temperature reading, tapping into intuitive concepts like blue for cold and red for hot. Database temperature values can be exported as graphs and CSV files.

Once the model was created and linked to the sensor database, the researchers looked at ways in which a tool could be applied.

For FMs the capability to detect faults in a building early and cost effectively could be key to uptake. McCaffrey says: “Fault detection would allow a user to set a threshold value for a zone and log when that threshold is exceeded, as well as seeing surrounding areas. Data could be exported as a CSV file.”

It’s still early days, says McCaffrey. “There’s a lot of work to be done in automating the model and in linking sensor data to rooms. This could be integrated with live BMS data. We will also be looking at integrating it with tablets and smartphones.” FM For details, see www.iruse. ie –or download papers from the symposium at www.cibse.org/ technical-symposium-2015/pastpapers-case-studies-archive/2015 www.fm-world.co.uk

11/06/2015 17:27

ADVERTISEMENT FEATURE

Using laddersin the specialist access industry As falls from height account for half of all deaths in the construction industry, the Association of Technical Lightning and Access Specialists (ATLAS), whose members specialise in working at height, takes safety seriously. The specialist access companies within ATLAS membership use a wide range of approaches when working at height to suit the job in question and minimise risk wherever possible

When working at height, always minimise the risks as far as possible

Determining the appropriate access method Decisions to use ladders or other specialist access systems should always be made by specialist access companies that are competent in the hierarchy of access methods. They should complete a site-specific risk assessment that considers alternative access methods, including powered access.

Depending on the type of building, alternative approaches such as scaffolding might take longer to erect and would involve higher risks than specialist access methods.

The right skill set Clients should employ specialist access companies which employ operatives with a combination of technical skills, including civil and electrical engineers and steel erectors, and access training. This will mean that they are able to carry out works at ground level wherever possible with work only carried out at height where absolutely necessary.

Fall prevention Clients should consider the fall prevention methods used by their specialist access operatives when working at height as

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standard methods such as safety nets, perimeter catch fans and soft landing systems may not be suitable for all jobs. Steeplejack platforms, specialist ladders and cradles all include back-up, secondary risk prevention to minimise the risk when working at height.

Future maintenance When ladders are the most suitable option, clients should consider installing permanent ladders to avoid the additional risk of installing and removing ladders each time a structure needs to be accessed. Clients should also ensure that the ladders are able to sustain the forces imposed by the fall prevention method should the operative fall and they should ensure that the ladders are regularly maintained and repaired as required.

Checking competency Clients should ensure that the specialist access company employed to carry out work at height is competent to do so and is aware of the precautions that should be taken. The specialist access company should always ensure that any installation or repair will not create additional hazards for future maintenance or access. ATLAS is the recognised trade association for specialist access companies and has strict criteria for membership covering financial stability, health & safety, insurances, technical standards and training. Always look for the ATLAS logo, which is a badge of quality demonstrating the skills and experience of the company. i ASG:001 Safe Use of Ladders in the Specialist Access Industry, endorsed by the HSE, is available to download free of charge from www.atlas.org.uk

FM WORLD | 18 JUNE 2015 | 37

11/06/2015 11:18

FM MONITOR STUART CAMPBELL

LEGAL UPDATE

Stuart Campbell is a director at Savills Energy

ESOS: F IVE KEY ST EP S TO S UCCESS FUL COM PLIAN CE

he ESOS compliance programme presents T FMs with a chance to find cost-cutting routes to help their businesses save money and even generate revenue, says Stuart Campbell At first glance, the ESOS (Energy Savings Opportunity Scheme) compliance scheme may seem like an exercise in red tape. But it is being implemented to help the government to meet Article 8 of the European Union Energy Efficiency Directive (2012/27/ EU).

Set to affect up to 15,000 businesses, the ESOS audit process will help companies to identify areas where energy use can be reduced across company buildings, transport and industrial activities. Companies are required to complete ESOS audits every four years.

The 15,000 businesses that must comply either employ 250 people or more, and/or have an annual turnover above £38.9 million, and/or an annual balance sheet above £33.5 million. Firms are required to complete and submit the audit by 5 December 2015 at the risk of ongoing fines of £500 each working day and a fixed penalty of up to £50,000.

What’s in it for FMs? They get to raise their profiles within their businesses with an increased capacity to lobby for energy improvements and cost savings.

It’s also a chance to incorporate energy efficiency into your company’s financial planning.

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Who carries out the audit?

Decide who is going to complete the ESOS audit 38 | 18 JUNE 2015 | FM WORLD

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before work begins. Are you going to complete it yourself?

Or would you rather outsource it? If you are outsourcing the process, ensure that you engage the services of a company that employs lead assessors directly in-house. Otherwise, you run the risk of non-compliance, as the company you’ve hired may not have the resources to get the work done before the deadline.

Choosing the right lead assessor for the role is crucial.

Hiring an experienced and qualified assessor to complete your audit is important – find one who knows your sector. You have to select an assessor who is professionally vouched for by one of 12 registers, including the Association of Energy Engineers (AEE) or the Energy Institute or CIBSE (Chartered Institution of Building Services Engineers).

2⁄

Data collection

The next step is gathering the data you need to declare your firm’s building, process and transport energy use, which will need to be translated into common units of kilowatts

per hour when it comes to completing the audit.

If you’ve undertaken the compliance process yourself – and some FMs have chosen to take control of the full compliance process and become trained as lead assessors in their own right – this is where the complexity begins. These FMs need to be especially cautious when it comes to calculating their data use as they may not be fully aware of the scope of what they need to report.

Transport, for example, is especially challenging as it lies far outside the traditional FM role and requires a detailed breakdown of your company’s fleet to identify where a higher level of consumption needs to be declared. If you are taking this route, factor in time and cost for consultancy with an external lead assessor to help you identify all available savings.

3⁄

Establish survey demands

Bear in mind that there are a number of ways data can be accumulated, especially on the property side of the audit. Only a representative portion sample of your portfolio will need to be sampled. If most of your company’s buildings perform the same role – if you manage, say, a string of fast-food chains a site visit won’t be required for each property. You can justify this

“No one wants to be offering the risk of fines as an early Christmas present to their company if the process isn’t complete by the 5th of December”

approach when completing your compliance pack. Providing your lead assessor feels the sample you’ve picked reflects your portfolio, you will be considered compliant.

4⁄

Seal of approval

Although the energy surveys you’re required to provide can be completed by anyone, remember that the full ESOS compliance pack needs to be signed off by a lead assessor before you can present it internally. This has to be factored into both timings and costs.

5⁄

Prepare a successful presentation

Your completed ESOS audit report will need to be signed off by a director or board-level member within your business – two directors if you undertake the work in-house. Bear in mind that they will not need to act on the energy improvements that you’ve highlighted, but they do need to confirm that they’ve read and understood the information in the report.

If you’ve decided to outsource the presentation process to your lead assessor, remember that you’ll need to pay for this service.

Make sure also that you’ve got a date booked in the diaries of both assessor and director early on. The festive season is a hectic period – and no one wants to be offering the risk of fines as an early Christmas present to their company if the process isn’t complete by the 5th of December.

Once the report has been signed off, you will need to notify the Environment Agency of your compliance. FM www.fm-world.co.uk

11/06/2015 12:34

FM MONITOR JO WILLIAMS

HOW TO...

Jo Williams, head of FM accounts at waste management services provider Biffa

... APPROACH SEGR EGAT ED WA ST E M A NAGE M E N T

s the legislative landscape around waste management and recycling shifts in line with the EU’s drive to be more environmentally friendly, Jo Williams outlines the key waste and recycling issues for FMs

A

It is important for FM professionals to be aware of current and forthcoming changes to European Union laws and how these are likely to affect clients.

Since 1st January 2015, UK waste regulations have required businesses that recycle to fully segregate their waste into general waste and recyclables to improve the quantity and quality of recycling materials.

This latest change is in line with the commitments set out in the European Union Waste Framework Directive, which requires all member states to implement measures to ensure four key waste materials – paper/ card, metals, glass and plastic – are collected separately from other waste for recycling.

1⁄

Responsibility for segregation

New regulations say it is the legal responsibility of waste collection companies and authorities – rather than the businesses that produce the waste – to ensure that appropriate arrangements are made to facilitate separate collection.

Although these regulations affecting England, Wales and Northern Ireland do not legally require the waste producer to segregate materials, those in Scotland do.

The ‘Zero Waste Scotland’ legislation, which came into www.fm-world.co.uk

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effect in January 2014, imposed regulations on the producer of the waste to segregate recyclables, so Scottish businesses must carry out segregated recycling by law.

This has sent out a firm message in Scotland on the importance of recycling and diverting waste from landfill, however, some in the industry lament that a similar approach has not yet been adopted in the rest of the UK. The Scottish Environment Protection Agency (SEPA) has also been actively enforcing the policy, conducting audits on businesses to ensure they are complying.

Although businesses across the rest of the UK are currently not legally required to segregate their waste in the same way – only waste collectors are subject to the law – it is likely that more onus will be pushed onto the producer in the near future.

2⁄

TEEP requirements

The directive sets out clear requirements on dealing with waste only where it is

‘Technically, Environmentally and Economically Practicable’ – TEEP. This means that where the collection of segregated waste materials would involve excessive costs, additional emissions from transport (from a waste collector having to travel long distances to pick it up), or another associated technical complication, it is not necessary to comply with the legislation.

To ensure that collections meet these TEEP requirements, the Waste and Resources Action Programme (WRAP) has produced a handy route map.

External waste management partners can also offer advice on this.

3⁄

The cost implications

FM professionals who have waste management services as part of their soft FM or total FM contracts need to be aware of the possible cost implications that these legislative changes may bring to their contractual agreements and renegotiate and amend them as required.

It is likely that increased segregation of a facility’s recyclable waste streams could lead to additional costs. This is important to address, particularly where FM contracts are priced as a whole package, with waste being just one part, typically 5 per cent of the total facilities management costs.

“FM professionals who have waste management services as part of their soft FM or total FM contracts need to be aware of the possible cost implications”

4⁄

Be more environmentfriendly

Improving the approach to waste management is not just about complying with the legislation.

Many clients are increasingly driven by environmental targets and so are asking more of their FM professionals to ensure that they provide the most carbonefficient and environmentally positive solution.

Waste is also moving higher up the agenda in FM tenders, and while it remains a small expense in comparison with cleaning, catering or security costs, the green credentials associated with effective waste management are strong – good news for a business’s top line.

5⁄

Educating employees to recycle

One of the challenges faced by facilities managers is making sure that both their own cleaning staff and client employees working on the sites are informed of the recycling solutions available to them.

Training cleaning employees properly is vital as they are generally the people who are transferring the waste from internal bins to the external containers. They need to ensure that the correct bags are used internally and then transferred into the correct external container.

In addition, knowing what can and cannot be recycled and how to maximise capacity in the external bins is vital – for example, breaking down cardboard boxes to ensure there is more space and to avoid unnecessary collections. FM FM WORLD | 18 JUNE 2015 | 39

11/06/2015 12:15

FM MONITOR LUKE RUTTERFORD

TECHNICAL

Luke Rutterford, technical manager, Rentokil Specialist Hygiene

DOES YOU R KITCH EN M EA N BUS I N ESS ?

Ms in office buildings with catering F facilities must uphold the strictest hygiene standards to ensure the safety of those in the building, says Luke Rutterford Whether catering is contracted to a third-party specialist or falls under their own remit, FMs must work closely with catering managers to ensure their premises are spotless and free from sources of contamination, so they can provide excellent cuisine and keep their customers happy and healthy.

1⁄

Consistent cleaning

Food catering is heavily regulated – and for good reason. Kitchens in large facilities can produce meals for hundreds of people a day, meaning that contamination can have widespread and dramatic effects. To avoid heavy fines – and any other negative effects on profitability – every kitchen needs to carry out daily and weekly cleaning routines to ensure that the highest levels of hygiene are maintained.

Dirt, grime and bacteria can build up in kitchens even when regular cleaning is carried out.

Less accessible surfaces such as walls, ceilings, lights and kitchen fittings can all accumulate grease and dust, providing the perfect breeding ground for bacteria.

In the warmer spring and summer months this can lead to unpleasant odours, which can deter customers and demotivate staff. Although a degree of food waste and grease buildup is inevitable in commercial kitchens, catering managers need 40 | 18 JUNE 2015 | FM WORLD

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to make sure they follow practical measures to avoid this or they risk negative health inspections that can lead to a decrease in both catering revenues and their business’s reputation.

One simple yet effective step to take is to employ a hygiene expert to deep clean the kitchen and catering facilities.

During deep cleaning, special attention is paid to hard-toreach areas, which may be neglected during the facility’s regular cleaning routine. It is recommended that this takes place at least once a year and is booked to coincide with ventilation cleaning to minimise any disruption. Ventilation cleaning is critical for fire prevention and can form part of the fire-risk assessment that all kitchens in commercial premises are required to undertake in line with their insurance provision.

2⁄

Dirty ducts

Cooking generates airborne grease, carbon and steam, which can form into deposits in hard-toreach areas like ceiling surfaces and ventilation ducts. If allowed to build up, these deposits

can create foul odours, reduce airflow, and even block grills and vents. Specialist cleaning will prevent these issues and the consequent threat posed to fire safety. It will also help to prevent temperature control issues and equipment deterioration.

The air supply ducts in kitchens in particular provide an ideal environment for the accumulation of mildew, dust, mould, pathogenic bacteria and other micro-organisms, which can then spread to the food being prepared. Certain ducts can also become a harbour for pests and can accumulate their associated droppings. This contravenes the Food Safety Act 1990 and can be hazardous to staff working in the kitchen, violating the Health and Safety at Work Act 1974.

3⁄

Maintaining ducts

It is strongly recommended that for a thorough deep clean FMs and kitchen managers should consult a professional service provider.

In addition, managers can take the following steps to keep their ducts in good shape. ● Be vigilant in daily cleaning regimes to limit the amount of dust and grime getting into the ducts; ● Schedule yearly inspections according to current fire prevention regulations and, if necessary, employ ventilation

“A Blattella germanica cockroach can have 35 to 40 offspring in their egg case per female and an infestation can rapidly get out of hand”

cleaning professionals; ● Change filters at regular intervals – a blocked kitchen vent can cause the fans to overheat and could start a fire; ● Clean vent covers thoroughly – if you are starting following a deep clean, these can be maintained in-house and you may avoid needing to outsource as frequently; and ● Call a professional pest controller at the first sign of an infestation. A Blattella germanica cockroach can have 35 to 40 offspring in their egg case per female and an infestation can rapidly get out of hand.

4⁄

Equipment longevity

Kitchen hygiene is essential as, without regular cleaning, carbon can build-up on ovens and cooking equipment, reducing its efficiency and life span significantly and decreasing its productivity. Not only is output reduced, but costs are also elevated as expensive equipment becomes damaged and its power use increases.

Regular deep cleaning can save FMs thousands of pounds, so the benefits of undertaking this activity clearly outweigh the costs. Furthermore, drafting in specialists gives FMs the confidence to focus on other business operations – safe in the knowledge that cleaning is being conducted to the highest possible standards.

If you are unsure of how regularly a premise requires cleaning it is best to consult a professional. They are trained to understand the latest legislation requirements in their area of expertise and willp know how best to tackle kitchen grime. FM www.fm-world.co.uk

11/06/2015 12:58

ADVERTISEMENT FEATURE

Client duties under CDM 2015 …require a practical approach, says Paul Reeve CFIOSH, ECA Director of Business and External Affairs The Construction (Design and Management) Regulations 2015 (CDM 2015) came into force from 6 April. CDM 2015 covers all types of construction work, including building refurbishment and maintenance. Significantly, when more than one contractor is expected on any of these jobs the client must appoint a principal contractor (PC) and a principal designer (PD), which is likely to greatly increase the number of jobs requiring a PC and PD. HSE guidance adds that the various requirements of CDM 2015 “apply whether or not the project is notifiable”.

Clients and contractors are two of several specific duty-holders under CDM 2015.

HSE says that clients “must help their team work together to ensure health and safety”, and designers, contractors and others “must demonstrate they have the health and safety skills, knowledge and experience to carry out the work”.

Choosing the right contractor Under CDM 2015, anyone who directly employs or engages construction workers or manages construction activity is a contractor.

SUMMARY OF THE CHANGES BROUGHT IN BY CDM 2015 The main changes in CDM 2015 (compared with CDM 2007) are: ● Suitable ‘construction phase plan’ required for any job/project; ● Client must appoint a principal designer and principal contractor if there is more than one contractor; ● Role of ‘CDM co-ordinator’ replaced by ‘principal designer’; ● Health and safety file required if there is more than one contractor; and ● Any requirement to notify the work to HSE does not trigger any additional duties.

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The ECA conference will again be held at the QEII Conference Centre in London

AN ELECTRIC OCCASION FOR YOUR DIARY The ECA is holding this year’s Electric Event at the QEII Conference Centre in Westminster, London. The conference runs from 2-4 July.

Whether you are a client, facilities manager or working in the building services sector, you are invited to join the industry’s leading event.

Friday’s free industry exhibition day will feature an array of electrical contractors, engineers, consultants and designers. Find out about the latest technology and innovations from leading players. There are also free industry CPD sessions during the day.

This is relevant to many FMs, and HSE guidance says this includes “companies that use their own workforce to do construction work on their own premises”. In fact, CDM duties on contractors apply whether workers are employees, self-employed or agency workers, and HSE refers to the use of the ‘Safety Schemes in Procurement’ (SSIP) scheme to help assess an outside contractor’s organisational capability. Almost 1,000 ECA members (carrying out commercial and industrial work for clients) meet the SSIP standard, in addition to being independently

On Saturday 4 July, BBC journalist Declan Curry chairs two opportunities-oriented sessions as part of the ECA’s annual business conference. Speakers and panellists will include a range of experts from building services and the wider construction industry.

To conclude the Electric Event, comedian Ed Byrne will host the ECA Gala Dinner & the prestigious ECA Awards.

For more information and to register, visit www.electricevent.co.uk

assessed on their electrical capability. The HSE also supports client use of PAS 91, the construction pre-qualification questions standard.

About the ECA The ECA is the UK’s largest trade association representing electrical and other engineering contractors at regional, national and European level. The ECA’s 2,800 members have combined annual turnover in excess of £6 billion. For more information, visit www.eca.co.uk

FM WORLD | 18 JUNE 2015 | 41

11/06/2015 12:20

BIFM NEWS BIFM.ORG.UK

QUALIFICATIONS

Chances for apprentices In 2014 the government made a number of commitments to develop and enhance the standing of apprenticeships to better meet the skills needs for the UK. At the centre of these commitments was the intent to grow the numbers completing higher and degree apprenticeships, to enable a pathway of development from the existing Level 2 and 3 programmes into Level 4 and beyond, and for the first time to support apprenticeships delivered by universities. For organisations this means that for the first time a higher apprenticeship completed at a university will gain government funding of up to 50 per cent of the course fees.

Sheffield Business School at Sheffield Hallam University (SHU) has successfully bid to become one of the first universities to deliver these new apprenticeships, and one of the first courses delivered through the higher apprenticeship scheme will be in FM. BIFM sees the apprenticeship route as being vital to the continued development of the profession. Facilities Management Development at Sheffield Business School has been working with BIFM to develop a foundation degree in FM that meets the demands of a higher apprenticeship, and will provide both academic and BIFM qualifications. These will be available from autumn 2015.

The significance of higher apprenticeships is that they are available to anyone that is in employment who has not already completed a degree or received a

student loan. Anyone can, with their employer’s support, complete a higher apprenticeship through a university while still working, and gain a foundation degree with half the fees paid by grant.

The qualification would be delivered on a part-time blended basis over two-and-a-half years, combining intensive interactive workshops of two or three days, distance supported online learning, completion of workbased assignments and workbased learning in agreement with employers to meet the specific needs of the employee. The programme is designed to provide work-relevant learning with minimal disruption to work.

At Sheffield Business School we also see a new opportunity, the chance to recruit the brightest school-leavers into FM, taking a formal apprenticeship programme that includes a university qualification. This gives the industry an opportunity to make FM a career of choice. These opportunities are a new way to develop the FM workforce, with significant financial support. i If you want to know more, please email qualifications@bifm.org.uk or Paul Wyton/Dr Mel Bull at Sheffield Hallam University, m.bull@shu. ac.uk

BIFM and ITN Productions Competitive Advantage Through The Workplace, which was launched at the ThinkFM conference on 13 May at Kings Place, London, explores the impact that FM can have in building competitive advantage for organisations in the public and private sector.

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

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BIFM sees the apprenticeship route as being vital to the development of FM

FM ON VIDEO

KEEP IN TOUCH

42 | 18 JUNE 2015 | FM WORLD

A higher apprenticeship can be studied, with employer support, at a university

The news-style piece, introduced by Natasha Kaplinsky, combines key industry interviews and news-style reports with sponsored editorial profiles of some of the leading organisations in the sector. It examines the impact that professional FM can have in building competitive advantage in the public and private sector and demonstrates how it can enable organisations to achieve maximum productivity, provide the best possible customer experience, or make an organisation more energy-efficient ahead of an uncertain energy future. Videos include:

A Competitive Edge ● A news magazine programme hosted by Natasha Kaplinsky highlighting specific cases of organisations pushing the envelope to develop the skills and facilities they need to succeed.

ITV ● ITV is one of the biggest media organisations in the UK. It deals with high-profile employees across a wide range of locations and facilities. In recent years it has gone through a massive rebranding exercise that has led to some big profits. Behind this rebrand was a large FM operation www.fm-world.co.uk

11/06/2015 11:20

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

that had to learn some big lessons across numerous sites.

NSI ● The issues being faced in security and fire safety are the same no matter what organisation you work in. NSI is taking these issues and tackling them head-on.

KPMG ● A report on how KPMG is

integrating contracted staff. i You can view all the videos on the ThinkFM website at www.thinkfm.com/itn-productions/

BIFM EAST REGION

Golf day The East region golf day takes place on 16 July at Langdon Hills Golf Club, Upminster RM14 3TY. The day starts at 08.30 with coffee/tea and bacon rolls.

Eighteen holes then start at 10.30, with a meal at 17.30, followed by presentations. i Book your place at http://goo.gl/ T5GvC4. For further details contact Mark Lopez on mark@de-ice.co.uk or 0845 241 3020

BIFM RISING FMS

JW3 visit BIFM Rising FMs SIG recently toured the impressive JW3 building, the Jewish cultural and community centre on Finchley Road, North London, which hosts all manner of activities.

Duty manager David kindly conducted the tour and explained how the FM team plays a huge part in making the magic happen.

The Howard Hall plays host to an array of events from hire for weddings/bar mitzvahs to talks and dance shows. The hall has the flexibility to slide back the theatre seating and open the partition wall into the canteen area, thus increasing the capacity from www.fm-world.co.uk

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BIFM COMMENT

Kelly Sloan is Membership and Community Development Manager at BIFM

THE CBIFM STORY

IFM introduced the Certified grade of membership with the designatory letters CBIFM in 2010 alongside the new suite of BIFM Qualifications as part of our wider strategy to advance the profession. CBIFM was introduced to recognise individuals who are professionally qualified to Level 6 (degree level) or above in facilities management or a related field.

We started with 26 Certified members, all of which were BIFM Qualified Members who automatically transitioned to this new grade of membership. Since then the Certified grade has continued to grow and last month we celebrated reaching a major milestone of 1,000 Certified members.

The introduction of CBIFM back in 2010 came with its own challenges; could we effectively promote this new grade both within our existing membership and to the wider industry when our existing grades were so established? Was the value clear? The answer to both of these was ‘yes’. The growth that we have seen has come from new members joining at the Certified grade and existing members progressing through the grades. This is a really positive indicator of the success. One of the key objectives for the change was to offer a clear pathway through professional membership. We also frequently get FM professionals seeking employment who come to us as the job they are applying for requires them to hold Certified grade demonstrating recognition of the value of CBIFM within the FM industry.

What’s next in the CBIFM story? We are exploring ways to recognise the vast quantity of FM professionals that have many years’ experience but no formal qualifications who are currently unable to reach CBIFM. Alongside this we are also reviewing the positioning of the Certified grade to ensure that this is an aspiration for all members and the mark of a professional member.

Although the growth of the Certified grade is a huge accolade for BIFM the Member (MBIFM) grade still remains our largest membership group and our grade structure is designed to recognise FM professionals at each stage of their career. Whether you have been working in FM for two years or 20, there will be an entry route for you and a grade of membership that awards post-nominal letters to recognise your expertise and professional status within the industry. If you’re not sure if you are at the right grade of membership or if you want to find out if you are eligible to upgrade why not contact the Membership Team on the details below to talk about your options.

We are five years into the CBIFM journey and still moving forward; where do you want to be in the next five years? Why not start your journey today?

B

“ONE OF THE KEY OBJECTIVES FOR THE CHANGE WAS TO OFFER A CLEAR PATHWAY THROUGH PROFESSIONAL MEMBERSHIP”

i For more information on upgrading visit www.bifm.org.uk/upgrade or contact us via membership@bifm.org.uk or +44 (0) 1279 712 650

FM WORLD | 18 JUNE 2015 | 43

11/06/2015 11:20

BIFM NEWS BIFM.ORG.UK

270 to 450 people. In the winter its plaza is home to an ice rink and in the summer it transforms into a beach with 40 tons of sand. The tour continued around studios and classrooms that host everything from languages to self-defence classes followed by some immaculate kitchens for all manner of cooking tutorials.

The visit was a fantastic chance for the Rising FMs to experience a BREEAM excellent building; its rainwater recovery system was a much-discussed aspect.

The tour finished with nibbles, wine and networking, allowing our delegates (many attending their first-ever event) to relax and absorb the excitement and education of our time at JW3. i Visit Rising FMs at www.bifm. org.uk/risingfms. See all BIFM events at www.bifm.org.uk/events

LIFETIME ACHIEVEMENT 2015

BIFM Awards Entries in the 2015 BIFM Awards closed on 22 May and just one category remains open for nominations – the BIFM Lifetime Achievement Award.

This Award recognises individuals who have made a significant contribution to FM over the course of their career.

The contributions of the person should have had a lasting impact on the profession and industry.

Candidates will be assessed based on a clear demonstration of their commitment to the progression of FM where they have made both a significant and positive impact. The nominated person must have an established history and proven track record in FM, exhibited professional leadership and inspiration to others, and made a positive and lasting impact on the profession.

Details of the criteria and nomination process are available at www.bifmawards.org/people/ 44 | 18 JUNE 2015 | FM WORLD

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lifetime-achievement-award/.

The deadline for nominations is 31 July.

Previous recipients include the late Christopher Stoddart (2014), Frank Duffy (2013) and Professor Keith Alexander (2012).

Finalists across the other 11 BIFM Awards categories are due to be revealed in August, with the winners announced at the 2015 BIFM Awards ceremony. The event takes place on 12 October at The Grosvenor House Hotel, Park Lane, London. Tickets and tables are now available for the sell-out ceremony. i For further details visit www.bifmawards.org.

KNOWLEDGE

Good Practice Over recent months the suite of BIFM Good Practice Guides available for free to members has been updated and added to. The full range now comprises: ● FM Procurement ● Building Controls and Building Energy Management Systems ● Energy Audits ● Recycling & Waste Management ● Inclusive Access, Disability and the Equality Act ● Benchmarking ● Space Planning and Management ● Business Continuity ● Commercial Removals ● Customer Care ● Implementing a Sustainability Policy ● Procuring and Running Catering Contracts ● Procuring and Running Cleaning Contracts ● Procuring and Running Guarding Contracts ● Refurbishing Office Interiors ● Risk Management ● Security Management ● Selecting FM Software ● Vacant Property Management To download the BIFM Good Practice Guides go to www.bifm.org. uk/gpgs i

BIFM TRAINING WHERE IT ALL STARTS

e all know and love our FM industry, but sometimes after a few years of working in it we forget the first steps we had to make to join this profession, the first job we had, the first course we took that helped us decide that FM was for us.

We all remember how difficult it was, little by little, to start and grow into the job because so many of us seem to just fall into the profession, developing skill sets on the job. When that happens it is always good to know that there are training companies such as ourselves that help someone to smoothly and confidently take those first steps into the FM world.

One such course, which we are proud to have provided for more than 20 years is the ‘Understanding FM’ course, which spreads over three days.

It is our flagship course for a reason – as more and more people see it as the course to go to when first venturing into the FM profession because it gives an overall view of what an FM job is all about.

w

Understanding FM (Foundation) – 3 days : 14th-16th July 2015 This course, which is consistently sold out, is suitable for newly appointed staff and those with less than two to three years’ operational experience who are looking to broaden their range of responsibilities and skills. It includes a site visit that provides an invaluable insight into FM in practice. ● What is FM? Key definitions ● The role that FM plays in corporate success ● An introduction to buildings and services ● Property management ● Space planning and relocation management ● Maintenance management ● Commissioning and managing contract services ● Measuring and valuing the FM service ● Customer-centric FM ● Sustainability and management of energy to minimise costs ● Health and safety in the workplace ● FM career development Ready to delve into the FM world to get yourself the knowledge you need and deserve? If so, see www.bifm-training.com/Understanding_FMFS.htm, and book a place on ‘Understanding FM’ to give you the right step into the right profession. i Please do not hesitate to contact one of the team – call us on 020 7404 4440, email us at info@bifm-training.co.uk, or visit www.bifm-training.com

www.fm-world.co.uk

11/06/2015 11:20

FM DIARY INDUSTRY EVENTS 24 June | Corporate members event – legislation impacting FM The event is to include details on Construction (Design and Management) Regulations 2015.

Venue: Ricoh, Broadgate Tower, 20 Primrose Street, London Contact: corporate@bifm.org.uk 30 June – 1 July | Avex Show 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.

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.

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, 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: Victoria O’Farrell (WIFM) at wifm@bifm.org.uk or call 07976 963889. Or call Roy Parrish (East region) at 07545 186409.

IRELAND REGION 30 June | ‘BrekTec’ catering The first of a series of free breakfast events. Margaret Campbell of Eurest will speak on changes in workforce catering and how to remain progressive with reducing budgets.

Venue: Cultra Manor, Ulster Folk & Transport Museum, 153 Bangor Road, Holywood BT18 0EU Visit: www.bifmireland.org.uk/ brektec MIDLANDS REGION 30 June | Regional golf day A qualifier for September’s finals.

Venue: The Warwickshire Golf

Looking to upskill your staff?

& 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.

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.

Venue: Sandford Springs Golf Club, Kingsclere, Hampshire RG26 5RT Contact: Email Sophie Buck at sophie@fm-recruitment.co.uk, call 01635 39951, or visit www.bit.ly/1yVDCN1 to book.

SOUTH WEST REGION 3 July | Regional golf day Regional golf qualifier for September’s BIFM finals.

Venue: Orchardleigh Golf Club, Frome, Somerset BA11 2PH Contact: Email Gareth Andrews at gareth.andrews@gmacl.co.uk or call 07540 079978 SPECIAL INTEREST GROUPS 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, on ways to keep a team motivated.

Venue: London – to be confirmed.

Contact: Email Ali Moran at alimoran@hrworks.org.uk 1 July | International – The Brexit - sabre rattling or a project plan?

David Massingham, a political analyst, provides insight in to one aspect of the political landscape as the government prepares for a referendum on Europe.

Venue: Herman Miller, London.

Email: ClaireSellick@btinternet.com

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

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

Minimum numbers apply to tailored programmes.

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

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FM 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

Advanced BMS provides total control for flagship bank HQ PROBLEM The headquarters of Standard Chartered Bank in Kuala Lumpur consists of numerous retail outlets, restaurants, parking and office accommodation. Owing to the nature of the main tenant’s business in banking and finance, the building accommodates a substantial IT infrastructure. Given this, and the low-carbon environment specified, an all-encompassing building management and monitoring solution was necessary.

SOLUTION The resource data management (RDM) system chosen provides complete control of the building’s VRV and split air conditioning systems, smoke exhaust fans and booster pumps, lighting, lifts, generators, and fire

and security systems. It also looks after air handling units and pressurisation fans.

Integrating these systems enables the RDM solution to exercise fine control over critical indoor climate parameters such as temperature and humidity, to maintain optimum environmental conditions for occupants and IT equipment.

OUTCOME All data is managed by the data manager; with PCs, smartphones and other external devices being used simply as viewing tools using any web browser on the device. Using the wealth of operating data collected, FMs can carry out periodic analyses to diagnose issues and inefficiency. This covers alarm and event management, trending, energy

management, scheduling and planned preventative maintenance (PPM), all supported by comprehensive historical data storage.

Call 0141 810 2828 for more information E: sales@resourcedm.com Visit www.resourcedm.com

Remeha maximises heating Fan upgrade leads to 75 per efficiency at Fitzroy Place cent energy savings

ADT Fire & Security protects Manchester’s heritage

PROBLEM

PROBLEM

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

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

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

Call 0118 978 3434 or visit www.remeha.co.uk 46 | 18 JUNE 2015 | FM WORLD

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PROBLEM A multinational professional services firm in London wished to reduce the noise, reduce the need for maintenance and reduce the energy consumption in its headquarters.

SOLUTION ebm-papst, Norland Managed Services and Cinque Energy Solutions worked together to upgrade the site’s fan coil units. The upgrade involved replacing AC fan motors coming to the end of their life with high-efficiency EC fans with a customised control platform. The entire upgrade involved 1,200 Fan Coil Units (FCUs) in total across a 10-floor building.

As part of the upgrade, a customised control platform was also included, which meant that the HVAC system could be controlled effectively by managers on site.

OUTCOME The full upgrade is predicted to provide total energy savings of 75 per cent, which equates to monetary savings of £54,000 per annum overall.

Visit www.ebmpapst.co.uk for more information

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.

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

11/06/2015 18:19

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

CHARLOTTE MILLER

TOPIC TRENDS

NAME: Charlotte Miller JOB TITLE: System deployment co-ordinator ORGANISATION: Asset management team, Sodexo

Key responsibilities

To deploy global Maximo with integrated internal processes to new contracts and existing contacts using old systems. To support the deployment processes; ensuring data and change management protocols are adhered to and deadlines are met.

Any interesting tales to tell?

During a charity event at Hereford Hospital, Batman flew in to visit the children’s ward! He then visited other departments and our offices to say ‘hello’. Lots of pictures were taken, but we made sure he had his site induction first.

What’s been your career high point to date?

Earlier in the year I entered an internal engagement initiative that required us to blog about ourselves.

I, along with four others, was selected to join a Sodexo networking event called ‘Get to Know the Senior Leadership Team’. We had the chance to spend time with them, talk about our aspirations, the future of Sodexo and of FM. The fact that there is a strong engagement with our leadership team makes me excited about my future with Sodexo.

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

Ensuring compliance with legislation

9

8

AVERAGE

CHARLOTTE MILLER

Introducing/ working with new forms of IT

5

9

If I wasn’t in FM, I’d probably be…

What attracted you to the job?

I was working as maintenance planner for Sodexo at Hereford Hospital. I was given the opportunity to lead the deployment of global Maximo on site. I enjoyed the work and from this, I became interested in how the deployment process worked and expressed interest in being part of the team.

Looking at a career in the police force or becoming a health psychologist.

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

I need to learn all aspects to develop my skills.

Working on energy-efficiency initiatives

7 8 My top perk at work is…

Working with a diverse workforce, meeting people from all backgrounds and working with different contracts in different market sectors across the country, and visiting exciting cities.

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

I began as a helpdesk operator at Hereford Hospital in June 2013, after my degree in psychology.

I became fascinated by how FM worked and discovered it’s never boring! I gained more knowledge when I became a maintenance planner – experiencing all risk assessments, contractual reporting and audit procedures.

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

That larger cities have more jobs compared with the smaller ones.

“Having a mentor and networking is key as it provides valuable guidance and support”

Being site lead for global Maximo here. This was vital because we ensured all the data, processes and contractual requirements were correct so we could operate a new system effectively. In a hospital it is important to make sure the team understands how to operate the system to its full capacity. I created local operating procedures incorporating processes and system instructions for the different teams so they were comfortable when we went live.

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It would be providing the attraction of the varying FM roles for young people.

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

What has been your biggest career challenge?

www.fm-world.co.uk

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

Adapting to flexible working

5

7

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

It has become more cohesive and diverse.

And how will it change in the next five years?

Maintaining service levels while cutting costs

8

7

FM will become an allencompassing, larger network of skills, disciplines, legislation and expertise.

Do your friends understand what FM is?

One of my friends made me laugh when they said: “Is FM something to do with the radio?”

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

Adapting FM to changing corporate circumstances

8

8

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Appointments

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

jobs.fm-world.co.uk

11/06/2015 15:41

APPOINTMENTS

London opportunities Technical Building Manager | Residential London • £45,000 Our client, an icon of the property industry, has an immediate need for a Technical Building Manager to join its team, based at a flagship residential site in Central London. This is a newly created position that is seen as a pivotal role for the company with the site being near to completion. Key responsibilities include mobilisation, M&E contractor management and statutory Health & Safety compliance. You will ideally have come from a technical background, managing high-end residential sites and be NEBOSH qualified.

Ref: DaB1262039

Assistant Building Manager | Managing Agent Central London • £26,000 - £30,000 Based in an award-winning commercial property, our client is seeking a confident and driven individual. This innovative managing agent is offering real career development as you oversee daily maintenance and Health & Safety queries for the site, in addition to delivering a first-class facilities management service to your tenants. This positon would suit someone with previous property management experience, with an IOSH qualification and knowledge of risk assessments being preferred, as well as excellent relationship building skills.

Ref: CS1261772

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

PLAN YOUR NEXT MOVE

on the move

The power of people

JOBS

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

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

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REQUESTS

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

SURVEYS / POLLS / EVENTS / RESEARCH

CALLS TO

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

What The BIFM 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 contribute, 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 is taking place on Monday 13th July

FM WORLD'S 2016 GUIDE TO CAREERS IN FACILITIES MANAGEMENT What Every year, the BIFM / FM World Guide to Careers in Facilities Management explains what FMs do to those considering whether to pursue a career as a facilities manager.

The next version of this popular guide comes out in the autumn.

Commitment FM World would like anyone who's happy to tell us about the job they do, and how they became an FM in the first place, to get in touch. We'll then talk to you, take down your story and present it in the guide. Each interview should take no more than fifteen minutes over the phone.

Why Like us, you'll doubtless be keen to promote the work you do to the next generation. Your story will help us paint a picture of the variety and dynamism within facilities management at all levels.cipants.

Email editorial@fm-world.co.uk to register your interest Please get in touch by 17th July 2015 GUIDE TOCAREERS IN FACILITIES MANAGEMENT

Sponsored by

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IN THE NEXT ISSUE OUT 2 JULY

REPORT: FACILITIES SHOW 2015 /// REPORT: CLERKENWELL DESIGN WEEK /// DEALING WITH TRAVELLERS ON CORPORATE PROPERTY /// CARBON MONOXIDE IN THE WORKPLACE /// COMPLYING WITH THE EQUALITY ACT /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 50 | 18 JUNE 2015 | FM WORLD

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www.fm-world.co.uk

11/06/2015 18:14

APPOINTMENTS

YOU WON’T JUST DELIVER A GREAT HOSPITAL. YOU’LL DELIVER A GREAT PATIENT EXPERIENCE.

HEAD OF ESTATES AND FACILITIES Band 8D: £65,922 - £81,618 pro rata pa • 37.5 hours p/w • Ref: 405-15-AC220FIN At Dorset County Hospital, patients come first. With a turnover of £150 million, 2500 highly capable staff and a patient population of 200,000, we’re a substantial organisation by any measure – and we’re very passionate about innovation. So you can expect wide-ranging support for your ideas and initiatives as you transform the way we deliver estates and facilities services.

Bringing our new Estates Strategy to life, you will champion efficiency and sustainability and do whatever it takes to exceed patients’ expectations. You’ll be overseeing a team of 230 and deploying a budget of £9 million, and we’ll look to you to interpret legislation and professional standards to shape our future direction. In short, you can expect a role that’s both strategic and operational, and you will interface constantly with Board members, Divisional Directors and Clinical Leads as well as key external stakeholders, so you can expect extensive visibility and autonomy.

Needless to say, we’re looking for the best. You’ll require a degree-level qualification in an engineering or building discipline or recognised professional status such as RIBA, RICS, MCIOB or CEng. You’ll also be highly experienced in strategic estates management within a large, complex organisation, giving you proven flair for delivering substantial projects and taking far-reaching decisions. An imaginative thinker, effective negotiator and constructive collaborator, you will understand the complexities of the NHS and be capable of driving far-reaching change – and above all you will be determined to deliver not just a great hospital but a great patient experience.

To apply online log on to www.dchft.nhs.uk where you can access a job description, person specification and submit an application form through www.jobs.nhs.uk Alternatively, if you do not have access to a computer, please contact our 24 hour voicemail on 01305 254626, leaving your name, address and quoting the job reference number.

Closing date: 2nd July 2015.

Not Just Cleaning Ltd is a leading provider of cleaning and support services across London and the South East established in 1984.

Not Just Cleaning Ltd is a leading provider of cleaning and support services across London and the South East established in 1984.

Estates Manager (Responsible for Cleaning)

Account Managers / Senior Account Managers

• •

• •

Salary £30-35k p.a. dependant on experience Location: London City

Salary: £30-40k p.a. dependant on experience Location: London & South East

Role Introduction: • •

Ensure that estates management cleaning contracts are managed adequately and effectively.

Provide a quality service delivery to all customers in accordance with company procedures ensuring effective and adequate financial forecasting, budgeting and analysis of direct cost and overhead.

• • • • • •

Manage Estates teams to ensure excellent levels of service are consistently delivered and agreed SLA’s and KPI’s are achieved.

Ensure compliance with H&S Regulations.

Effectively manage delivery of services, continuously developing and improving standards.

Manage and develop staff to achieve highest standard of work.

Prepare and submit written reports to the Company and Client.

Have full P&L accountability for area of operation; ensure it is managed within budget and maximum revenue and gross margin are achieved.

Collation and accuracy of fortnightly timesheets.

• • • • • • •

• • • •

IOSH qualification.

Computer literacy essential, including use of management information systems.

3 years in similar client facing management role within soft services industry.

Experience working in the public realm.

To apply please forward CV and covering letter to recruitment@notjustcleaning.com

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Manage teams to ensure excellent levels of service are consistently delivered and agreed SLA’s and KPI’s are achieved.

Ensure compliance with H&S Regulations.

Effectively manage delivery of services, continuously developing and improving standards.

Manage and develop staff to achieve highest standard of work.

Prepare and submit written reports to the Company and Client.

Have full P&L accountability for area of operation; ensure it is managed within budget and maximum revenue and gross margin are achieved.

Collation and accuracy of fortnightly timesheets.

IOSH qualification.

Computer literacy essential, including use of management information systems.

3 years in similar client facing management role within soft services industry.

Experience of dealing with Customers and Colleagues at all levels.

To apply please forward CV and covering letter to recruitment@notjustcleaning.com

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To take full responsibility and accountability for managing the delivery of Cleaning and Support services to Blue Chip customers, ensuring all services provided are delivered at least to the agreed service standard in an efficient, professional and customer focused manner.

Ideal Candidate:

Ideal Candidate: • • • •

•

Role Responsibility:

Role Responsibility: •

Role Introduction:

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