THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 16 JULY 2015
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VOL 12 ISSUE 14 16 JULY 2015
CONTENTS
09| Helping older workers
12| Sustaining confidence
20| Work, rest and play
NEWS
OPINION
FEATURES
08 Chancellor announces ‘Living Wage’ for 2020 09 Businesses must cater for older workers 10 Project of the fortnight: Summit House in Shoreditch for the Low Carbon Workplace (LCW) 11 Think Tank: Should FM be the department to lead in defining and managing a cross-departmental ‘proper sustainable strategy’? 14 News analysis: Skills policy needs an overhaul 15 In Focus: Bill Toner, CEO of CH&Co Group 16 Business news: Graeme Davies: Has Network Rail set builders up for a fall? 17 Serco sees an uptick in trading over the first half of 2015
18 Emma Vincent introduces work experience students to FM 19 Five minutes with David Frise, head of sustainability, B&ES
26| The low-pay problem
12
Sustainability crunch: BIFM’s sustainability survey showed a fall in industry confidence about managing environmental and CSR policies
20
Guest control: Chiswick Park was designed with the philosophy of ‘enjoy work’, and according to its 45 ‘guests’ – or tenant companies – it’s succeeding
26
Mind the pay gap: Facilities professionals debated the issues surrounding zero-hours contracts and the Living Wage at a recent BIFM Leaders Forum
MONITOR 33 Insight: Market intelligence 34 Legal update: COMAH Regulations 2015 35 Legal update: Legionella – controlling the risks 36 Technical: Embodied carbon: are we there yet? 37 How to: Flood risk and water pollution containment
REGULARS 38 41 42 43 44 46
BIFM news Diary of events Case in point Behind the job Appointments Calls to action
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Want to be at the cutting edge of FM? Then get involved in the BIFM
Want to get involved in the BIFM? Then look sharp and contact us. As the representative body for facilities management, we’re already the cutting edge of the industry. But as a member (or potential member), you might like to get your teeth into what we do and be a more active participant. It’s a fantastic opportunity to help shape
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the future of our business – from the business end. Whether you’d like to simply attend a regional meeting and the national conference, organise an event, join a committee, become a mentor or sharpen your vocal or literary skills by being a key speaker or writing
in FM World, we’d love to hear from you. Because to help everyone in the industry make the most of it, we need all the useful tools we can get our hands on. So why not get involved and get more out of FM – for yourself and everyone else.
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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
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t’s a mysterious, unseen force with a tremendous impact on overall business performance. It’s never been adequately measured, with those who’ve tried arriving at wildly varying conclusions – and it’s an issue that desperately needs tackling if UK plc is to become more competitive. Facilities management? Actually, no, at least not today. I’m talking about productivity. Because it turns out that the UK is pretty poorly placed when compared to our G7 partners, with the reasons for our stuttering productivity having exercised many economists’ minds over the years. As we went to press we’d just had the chancellor’s Budget with its rapidly rising and rebranded minimum wage. But we were also awaiting the government’s ‘Plan for Productivity’, due out on Friday, 10th July. Talk is of new infrastructure projects, which is all well and good, but much more needs doing. There are many macroeconomic issues, some of which have been exacerbated by the longest recession since the 1930s, and a recovering economy will doubtless fix some of that. But that doesn’t explain how we in the UK lag so far behind our G7 partners. If productivity truly is a case of ‘doing more with less’, then investment in new technology offers itself as a pretty straightforward solution. Ah, but has anyone noticed just how much new and theoretically life-changing business technology we’ve all had to absorb over the past couple of decades? In terms of business performance it doesn’t necessarily feel like a brave new IT-driven world. Announcements about ever-faster broadband infrastructure and the software to go with it are not likely to bridge a IT credibility gap that has widened over years. Yes, IT can help in getting more being done with less – but that doesn’t necessarily tell us whether what’s being done is being done well. Is this problem specific to the UK? Are we an overtly cynical nation, prone to taking the odd not-very-sickie and otherwise gaming the system? It’s a consideration. But into all of this, and surely just as crucial, is a focus on the individual and their immediate surroundings as opposed to the tools on their screens. Happy people in happy workplaces can surely make all the difference in the world to productivity. A recent visit to Chiswick Park (see p.20) shows just what can be achieved when a vibrant workplace is tended to by a dynamic facilities team. Not every company can provide for its workforce in this way, but ludicrously high survey scores for how workers at Chiswick Park rate their personal productivity – 95 per cent and rising – surely need to be taken seriously. The working environment and how it is managed is key. And let’s face it, we have never lived through a time so rich in well-sourced evidence of how optimised workplaces can lead to at least the perception of optimised output. So many current themes (worker wellbeing and engagement come to mind) can help FM put its case for how it can positively influencing individual productivity. It should surely feature front and centre in the national productivity debate.
I
SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, Europe £120 and rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media.co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services visit www.bifm.org.uk/bifm/knowledge/ resources/goodpracticeguides. EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenfield, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 12,744 (Jul 13 – Jun 14) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Polestar Stones ISSN 1743 8845
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“Is this a problem specific to the UK? Are we an overtly cynical nation, prone to taking the odd not-very-sickie and otherwise gaming the system? ”
FM WORLD | 16 JULY 2015 | 07
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FM NEWS
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SUMMER BUDGET
FLYING COLOURS/YUI MOK
Chancellor announces introduction of a ‘National Living Wage’ George Osborne’s new ‘living wage’ announced in the Budget is not actually a living wage, according to the organisation that aims to promote it. The Living Wage Foundation has said that Osborne’s announcement of a national living wage that would reach £9 an hour by 2020 was a “much-needed pay rise” for more than 2.5 million workers, but that it raised several important questions. Rhys Moore, director of the Living Wage Foundation, said: “Is this really a Living Wage? The Living Wage is calculated according to the cost of living whereas the Low Pay Commission calculates a rate according to what the market can bear. Without a change of remit for the Low Pay Commission this is effectively a higher National Minimum Wage and not a Living Wage.” Moore pointed out that the current living wage in London was £9.15 an hour, which recognised the costs of living in the capital. “These changes will not help the 586,000 people for whom even the 2020 rate announced would not be enough to live on now,” said Moore. The wage would also not help the two million under-25s who are not covered by the announcement. Moore added: “To make sure workers in London and those under 25 do not lose out, we call on employers to join the group of 1,600 organisations that have already chosen to become voluntary Living Wage employers.” The reduction of tax credits also means that the living wage needs to be higher, according to the foundation. The chancellor also announced three million new apprenticeships
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to be created by 2020, funded by a levy on large employers. A Treasury Budget statement said: “Firms that are committed to training will be able to get back more than they put in.” Corporation tax will be cut
to 19 per cent in 2017 and 18 per cent in 2020, according to Osborne. A Treasury Budget statement said: “The main rate of corporation tax has already been cut from 28 per cent in 2010 to 20 per cent, in order to boost UK
competitiveness. It will now fall further, from 20 per cent to 19 per cent in 2017, and then to 18 per cent in 2020, benefiting over a million businesses.” Guy Stallard, director of facilities at KPMG, told FM World: “The enhancement to minimum wage was a positive in that it recognises work must pay. The change to the working tax credits will be taken into consideration when determining new national and London Living Wage rates in November...Legislation wording will be key when seen.” A few days before the Budget, in a column for The Daily Telegraph newspaper, Mayor of London Boris Johnson said business leaders needed to pay the living wage to workers.
LEGIONELLA COURT CASE
Hospital trust fined over legionella death Brighton and Sussex University Hospitals NHS Foundation Trust has been fined £50,000 for failing to control legionella bacteria. The trust, which runs the Royal Sussex County Hospital in Brighton, was sentenced in June at Lewis Crown Court after a joint investigation by the Health & Safety Executive and Sussex Police found there had been a history of failure to manage the bug. Cancer patient Joan Rayment, 78, of Rottingdean, died at the Royal Sussex on 9 November 2011 – eight days after her urine tested positive for the legionella bacteria antigen. An inquest found that she died of natural causes and that by the time of her death the legionella pneumonia appeared to have been successfully treated,
however, the infection could have hastened her death. The trust was monitoring legionella and water temperatures across its estate between October 2010 and November 2011, but a total of 114 positive legionella tests and 651 records of water temperatures outside the required
parameters were not properly acted on. Matthew Kershaw, the trust’s CEO, said: “It is possible that Mrs Rayment contracted Legionnaires’ disease from a shower in our hospital and for that we are extremely sorry.” See Legal Update, page 35, for more on this story. www.fm-world.co.uk
09/07/2015 17:55
NEWS
BRIEFS BIFM publishes CDM guide
Businesses must cater for older workers Measures such as tax rebates for companies taking on older workers, apprenticeships, and enforcing age discrimination laws more strictly could all be considered as a way to boost participation of people aged over 55 in the workforce. According to the Golden Age Index on the importance of older workers to the economy, compiled by global professional services network PricewaterhouseCoopers (PwC), Britain lies at 19th place in the 34-strong OECD group. The study states that if the UK employment rate for workers aged 55 to 69 could match that of Sweden, the highestperforming EU country, the UK’s
gross domestic product could be boosted by 5.4 per cent – or around £100 billion. The UK fell three places in the index rankings from 16th in 2003 to 19th in 2007, retaining this position in 2013. The UK has improved its absolute performance over time, but still sits near the middle of the pack as the OECD average has also risen. Jon Andrews, head of PwC’s global people and organisation practice, said: “This group of workers is too often overlooked by businesses and government, but our research shows there could be big gains for the UK economy from policies directed
at keeping people skilled and motivated to stay in the workforce for longer.” He added: “Businesses should be thinking about how they can utilise the skills and experience of older workers. More flexibility, job redesign, career breaks and role shifts could help engage this generation and keep them in the workforce for longer. “Training, promotions and performance management should not tail away at 50. “More should be done to focus on how we can drive innovation and productivity by harnessing the diversity that results from having a broader range of generations working together.”
TENDER OPPORTUNITY
TIDAL LAGOON SWANSEA BAY PROJECT/GETTY
Swansea tidal project starts FM tender process The tendering process for three main operations and maintenance (O&M) contracts to support the £1billion Swansea Bay Tidal Lagoon has begun. Having previously named General Electric and Andritz Hydro as preferred bidders to manage the operations and maintenance of the turbines and power generation facilities, Tidal Lagoon Swansea Bay Plc now seeks Tier 1 contractors to take on the daily running of the facilities outside of the main power generation plant. The three packages tobe tendered are: ● Lagoon maintenance: including maintenance of the lagoon wall, turbine housing structure and mariculture park, as well as www.fm-world.co.uk
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● General
maintenance dredging ● Public realm infrastructure maintenance: including maintenance of the visitor buildings; boating centre and research laboratory; roads, car parks, landscaping and lighting; potable, foul and surface water system; 11kV supplies; IT & telecoms infrastructure
FM services: FM for daily operations such as public access control, security, transport, cleaning and waste disposal Winners will be selected during a two-stage prequalification and formal invitation to tender process that begins this summer. Gerwyn Tumelty, operations and maintenance manager for Tidal Lagoon Power said: “This is just the beginning of a home-grown industry that expert analysis suggests has the potential to contribute £3.1 billion to UK GDP in each year of asset operation.” The contracts are together valued at £4 million a year. Registration is open at the procurement portal www.sell2wales.gov.uk
The BIFM has published a guidance note on how FMs can follow the Construction (Design and Management) Regulations 2015. In the updated rules the scope of what constitutes construction has not changed, but the definition now includes FM works such as office cabling, building refurbishments, installation, removal or maintenance of mechanical or electrical equipment attached to a building that may be deemed construction works under the regulations. FMs who organise for construction to be carried out may now be deemed ‘clients’ provided they are not conducting these activities on behalf of another party. To register to receive the note see www.bit.ly/1IhtrF4
New COO for Bilfinger Bilfinger Europa has appointed a new chief operating officer. Phil Wainwright joins the UK board alongside John Holmes and David Eastlake, also both chief operating officers; commercial director Andy Galloway and finance director Gregor Roberts. This is further supported by Eckhart Morré, CEO Bilfinger HSG International Facility Management, and Ramon Knollmann, managing director of Bilfinger HSG International. Wainwright’s previous roles were managing director at Miller Group/ Galliford Try FM and development director at Carillion.
Work/health link ‘ignored’ The connection between health and productivity at work is being ignored by most employers, says a study commissioned by corporate service provider One For All. Market researcher Atomik Research polled 2,004 UK employees for their views on health and wellbeing in the workplace. According to respondents almost a quarter of the UK’s workforce think they are under-performing because of poor wellbeing. And 22 per cent say improving this aspect of their lives would improve their productivity at work by up to 10 per cent. The report adds that “54 per cent of workplaces … have no schemes to help staff live healthier or more balanced lives”. FM WORLD | 16 JULY 2015 | 09
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PROJECT OF THE
FORTNIGHT NEWS BULLETIN
Parliament told ‘act to avoid climate change hit’
SUMMIT HOUSE, SHOREDITCH, LONDON COST: £20 million CONSTRUCTION: Willmott Dixon ARCHITECT: Astudio Limited QUANTITY SURVEYOR: Gleeds EXPECTED COMPLETION: Late summer 2016
Low-carbon workspace created Construction company Willmott Dixon is to complete a renovation project for the Low Carbon Workplace (LCW), a consortium consisting of Stanhope, Threadneedle and The Carbon Trust. At Summit House, close to Shoreditch in East London, Willmott Dixon is to completely refit the site, built in the 1980s, creating a lowcarbon office space. It is hoped that the site, close to Old Street’s Silicon Roundabout, will attract a number of technology companies. Key alterations by Willmott Dixon include removing an existing storey and replacing with two new storeys to create a modern office over six levels featuring a new copper glass façade. This is the latest project for LCW, which buys old property to modernise and increase its Energy Performance Certificate (EPC) to at least a B rating – future-proofing the property against rising energy bills and new environmental regulations such as the minimum energy performance standard, set to restrict the letting of buildings rated F or G from 2018. Chris Tredget, managing director for Willmott Dixon in North London, said: ”I’m really excited to be working again with LCW to deliver the next stage of its vision for low-carbon offices that are efficient and comfortable for tenants and an attractive investment for the landlord. It certainly plays to our strengths of working on constrained, high-rise commercial sites in central London.” It follows recent projects, including the delivery of Mansel House in Wimbledon, which modernised a 1960s building to make it 50 per cent more energy efficient than equivalent buildings. Willmott Dixon has also completed energy efficient fit-outs at a number of schools. 10 | 16 JULY 2015 | FM WORLD
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The new Parliament must act fast to ensure that the UK’s emissions cuts remain on track and to adapt to climate change, says the Committee on Climate Change. In its 2015 Progress Report To Parliament, the independent Committee on Climate Change explains that many policies to cut emissions expire during this Parliament. The government faces two questions: 1. What steps will it take during this Parliament to make sure that targets to reduce emissions for the 2020s and beyond are achieved in a cost-effective way? 2. How will it address the increasing risks caused by past emissions? The committee evaluated the UK National Adaptation Programme, concluding that despite the increased funding for flood defences, more households will be at risk of flooding, farming is threatened in some of the “most productive parts of the country”, and risks associated with higher temperatures are being ignored. Lord Deben, chairman of the Committee on Climate Change, said the government must keep the UK on track to reduce its emissions. The report makes several recommendations to the government, including: extending funding for low-carbon electricity generation to 2025, support investment and innovation, and continue cutting costs; agreeing on an action plan to deliver low-carbon heat and energy efficiency, allowing homes to be heated for less, and address the risks from increasing temperatures and flooding; continuing supporting low-emission vehicles; and developing new infrastructure that is resilient to climate change.
HSE launches new workplace health committee The Health and Safety Executive (HSE) has appointed a new committee to provide independent expert knowledge and advice on workplace health. The workplace health expert committee (WHEC) will be made up of nine members who will provide expert opinion on emerging issues and trends, new evidence relating to existing issues, and on the quality and relevance of the evidence-base on workplace health issues. Working under the leadership of an independent expert chair, the WHEC will provide scientific and medical advice to HSE’s chief scientific adviser and director of research Professor Andrew Curran and to the HSE’s board. The committee will encourage “collaborative working with stakeholders and partners whilst helping to identify issues of potential concern” to government departments and business. In particular, the WHEC will focus on chemical and physical hazards and human behavioural or organisational factors in the workplace (such as shift work) that could lead to physiological and psychosocial ill health. It will not focus on wellbeing, sickness absence management or rehabilitation as these issues are dealt with elsewhere in government. The committee will not consider individual cases of ill health or disease.
Brayborne latest to sign up to Living Wage Brayborne Facilities Services is now a recognised Living Wage service provider. The company has said that it is now actively securing support from all of its clients to meet their objectives “in paying a fair wage for a fair day’s work”. Brayborne, a contract cleaning and facilities services company in the SouthEast of England, employs all of its staff directly and works on contracts in offices, shopping centres, schools and colleges. As a recognised service provider working with the Living Wage Foundation, Brayborne now becomes one of the more than 850 employers in the UK working towards raising the living standards of those on the low-paid threshold. There has been a significant increase in the number of FM service providers signing up to provide the Living Wage, and as with the many other facilities services companies that have signed up to the Living Wage Foundation thus far in 2015, Brayborne will now provide two quotes for all tenders. Ultimately, the client will decide which wage rate to pay. Commercial director Mairi Berryman said: “Our employees work extremely hard and we believe that their pay should reflect this.” As FM World was going to press, chancellor of the exchequer George Osborne had just introduced the concept of a National Living Wage – for more, see p.8. www.fm-world.co.uk
09/07/2015 15:21
FM NEWS
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THINK TANK
OUR READERS SAID…
Yes: 61%
No: 26%
We asked our LinkedIn and mailing list members: Should FM be the department to lead in defining and managing a crossdepartmental ’proper sustainable strategy’?
The BIFM Sustainability SIG report into sustainability practices found that it is increasingly difficult for organisations to implement and then manage sustainability policies. (You can read more in our news report on pages 12-13.) Which surely prompts the question – what is the point of such policies if organisations cannot then put them into action? Now in its ninth year, the survey showed a 20 per cent year-onyear decline in the confidence of those surveyed in their ability to implement and manage environmental, sustainability and corporate social responsibility (CSR) policies. While 40 per cent of respondents believed that their organisation was ‘very good’ or ‘excellent’ at implementing
sustainability, that figure compares poorly with 60 per cent last year and 43 per cent in 2013. Simon Grinter, chair of the SIG and head of facilities management for the Greater London Authority, called on organisations to develop proper sustainable strategies, “rather than a series of initiatives”. Doing so, he suggested, would help stop the sustainability agenda becoming ‘siloed’ and seen as the responsibility of a particular department. So should facilities management be the department to lead in defining and managing this crossdepartmental ‘proper sustainable strategy’ as Grinter suggests? A resounding 61 per cent of you said that yes, it is. Said one respondent: “A sustainability-focused corporate
FM provider may attract more investors, which in turn supports its research and can make it an employer of choice for the more highly skilled FMs. “An FM business with the latest sustainable technological knowledge to lower building operating costs, that can communicate a positive economic benefit, is to be favoured by clients over unskilled facilities management.” A mere 26 per cent of you disagreed outright. Said one respondent: “Sustainability is getting harder now that all of the quick fixes have been done. “All of the immediate benefit operational and infrastructure
changes that were implemented by facilities managers now need to be backed up with behavioural change management and this is not where most FMs’ expertise lays.” Only 13 per cent of you said that FMs were already doing this in your organisation, but as one respondent pointed out: “The problem isn’t who leads but asset investment that impacts core business versus long paybacks on minimal return on investment for the green badge. “It really is impossible even for senior executives who led this agenda with previous companies.” Join the FM World Think Tank: www.tinyurl.com/fmwthinktank
GETTY
Energy efficient infrastructure ‘must be a priority’ Policymakers must prioritise the improved energy efficiency of the UK’s infrastructure, a new report suggests. A Brighter, More Secure Future: Low carbon priorities for the new government gathers contributions from leaders drawn from sectors as varied as the telecoms, manufacturing, finance, retail, construction, cement, energy and engineering consultancy industries as well as prominent academics, consumer groups and NGOs. The producer of the report is the Aldersgate Group, an alliance of people from business, politics and civil society driving action for a sustainable economy. It urges www.fm-world.co.uk
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policymakers to provide clarity on the funding and level of ambition for low-carbon technologies beyond 2020. It also advises prioritising the improved energy efficiency of the
UK’s infrastructure, carrying on positive work done in international climate negotiations, while providing support to vulnerable parts of society and the economy.
Nick Molho, executive director of the Aldersgate Group, said: “Last week’s report from the Committee on Climate Change showed that decarbonising the UK’s economy could be done affordably. This report goes further and shows that tackling climate change can provide significant economic opportunities for the UK and make our economy far more competitive and resilient to shocks in the future.” Contributors set out key policy recommendations to ensure that the UK’s transition to an efficient and low-carbon economy stays on track and is delivered in a way that is as economically beneficial as possible to the UK. FM WORLD | 16 JULY 2015 | 11
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FM NEWS REPORT
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SUSTAINABILITY CRUNCH The annual BIFM sustainability survey, now in its ninth year, showed a 20 per cent year-on-year decline in the confidence of those surveyed in their ability to implement and manage environmental, sustainability and CSR policies. What must the industry do to address the problem?
T
he survey found that the industry is less confident in its ability to implement sustainability practices. Although 40 per cent of respondents believed their organisation was ‘very good’ or ‘excellent’ at implementing sustainability, that compares to a figure of 60 per cent last year and 43 per cent in 2013. The fall in confidence coincides with a reported increase in barriers to fulfilling sustainable practices. Organisational engagement was the lowest barrier for sustainability practices in 2008’s survey. The figure is up by 50 per cent – the highest barrier in this year’s survey. The report authors suggest that these challenges will require firms to sharpen their focus and modify strategies if they are to
BARRIERS TO FULFILLING SUSTAINABLE PRACTICES
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reap the benefits of long-term sustainable business practice. The survey, produced in collaboration with Cambium and Acclaro Advisory, explores how UK organisations are approaching sustainability, what the key drivers and barriers to their sustainability policies are. It also found that 36 per cent of respondents had no formal reporting system or data collection process when measuring effective sustainability outputs, resulting in a lack of evidence when it comes to building and reinforcing the business case of sustainability among leadership teams. A panel of FM professionals and sustainability experts discussed the findings at a recent joint BIFM Wales Region and Sustainability SIG event at
Cardiff’s Millennium Stadium. Sunil Shah managing director at consultancy Acclaro Advisory, said that there was ‘a gap between expectations of individuals and conversations taking place’ at board level, as a result of the sustainability agenda becoming more mainstream. “Communication does not come out well in this survey,” said John McEachen, partner at Cambium LLP, a business sustainability consultancy. Tony O’Donnell, also of Cambium LLP, said: “There’s a gap between what the CEO is saying and what is happening [in the organisation].” Shah said different departments in organisations,
71%
69%
FINANCE
LACK OF ORGANISATIONAL ENGAGEMENT
such as FM, IT and HR, must collaborate for sustainability processes to take shape. Polly Plunket-Checkemian, head of research and insight at property consultant Cushman & Wakefield, believes that FM professionals are beleaguered by the raft of environmental legislation. She agreed with other panellists that work needed to be done across the industry to improve engagement within organisations, and that more needed to be done to convince business leaders of the value of sustainability practices.
80% PHYSICAL CONSTRAINTS
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09/07/2015 17:10
SUSTAINABILITY IN FACILITIES MANAGEMENT REPORT 2015
Further reading To read the full report, visit http://www.bifm.org.uk/bifm/ knowledge/sustainabilityinfm/2015
BIFM recommendations
1⁄
Leadership – Improve communications – owners of the FM sustainability strategy (leaders) need to ensure that executive management teams are aware of planned sustainability programmes and progress made against the programme’s goals
2⁄
Making the business case for sustainability – The Sustainability Crunch requires FM to review its current measures for tracking progress on sustainability. In approaching this challenge, organisations should consider those metrics of progress that maximise the economic, societal and environmental benefits available to the business
3⁄
Collaboration – Identify a prioritised list of sustainability challenges that can be addressed through improved collaboration internally and
externally.
In context The results of the survey come at a time when the UK government is attempting to tackle the climate change agenda by tightening rules on energy efficiency within public buildings. A report by the Committee on Climate Change, 2015 Progress Report To Parliament, calls on the government to “act quickly” to ensure that the UK’s emissions reduction remains on target. The report recommends to the government an action plan to address the “significant shortfall” in low-carbon heat in buildings. It also suggests that the government should commit to the Renewable Heat Incentive until at least 2020, or “until a suitable replacement is found”. Another legislative move, The Energy Savings Opportunity
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Scheme (ESOS), comes into effect on 5 December this year. Sebastian Gray, a director at GEA Consulting, said that facilities managers have a “big” role to play in ensuring their organisations meet ESOS criteria, and avoid failure penalties. He said: “They [FMs] are able to see an audit through and help assessors understand the buildings. They know more about the building and processes of what’s going on than the directors [of a company].” Earlier this year, government proposals to abolish Display Energy Certificates (DECs) for 54,000 public buildings in England and Wales were met with criticism from the UK Green Building Council’s chief executive John Alker, who said that the idea “beggars belief”.
“Those in the industry need to develop a proper sustainable strategy, rather than a series of initiatives” Simon Grinter, chair, BIFM Sustainability special interest group
FM ‘should take lead’ Simon Grinter, chair of the BIFM sustainability SIG and head of FM at the Greater London Authority, called on the industry to develop a “proper sustainable strategy” which will “help stop it [the sustainability agenda] getting ‘siloed’ or seen as the responsibility of a particular department.” Legislation remained one of the key sustainability drivers for survey respondents, but the results of the survey suggest that a ‘tipping point’ has been reached because of heightened internal and external pressures, combined with increased barriers to success. “Enthusiasts at all levels in the organisation and its supply chain can get together to organise and publicise initiatives to champion the cause,” he said. “This bottomup approach can often galvanise more senior managers into developing corporate strategy, which has the added benefit of closer employee engagement.” Tony O’Donnell, of Cambium LLP, wanted ‘well-meaning words’ to be replaced by deeds. He said feedback from the survey implied sustainability programmes were too often “put on the back burner“. “Failure to act risks not only a loss of credibility among customers and investors, but also risks damage to reputations and growth prospects.”
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09/07/2015 16:36
FM NEWS NEWS ANALYSIS SIGN UP FOR SIGN FMUP WORD FOR FM DAILY WORLD AT FM-WORLD.CO.UK DAILY AT FM-WORLD.CO.UK
UK PRODUCTIVITY
HERPREET KAUR GREWAL newsdesk@fm-world.co.uk
The government must conduct a fundamental review of the UK skills policy and align it more closely to policies that enable businesses to move into highervalue market segments, says a CIPD report into productivity published this month. Productivity: Getting The Best Out Of People, the study by the professional body for HR and people development, explores the factors that help to explain why some businesses have higher productivity than others and finds that there are clear links between productivity and how people are managed at work. It says carrying out a review of UK skills policy would help “to identify how best we can equip our workforce for the challenges of an ageing population and rapid technological change”.
The report indicates that firms that compete on premium quality typically have greater productivity and the report also recommends that the government must improve the co-ordination of public policy and workplace issues, for example, to increase the uptake of high-performance working practices. Investment in workforce training and an intelligent approach to the implementation of ‘smart’ or agile working practices also has a positive impact. Despite ongoing productivity concerns, the CIPD’s report found that only 41 per cent of businesses consider increasing productivity to be a current priority. A third (33 per cent) of UK businesses do not currently have any measures of productivity in place and understanding of the term ‘productivity’ is patchy – it is
GETTY
Skills policy needs an overhaul Is there also a trade-off between productivity and the number of people in work?
often confused for performance. The report points out that the quality of management and people practices within an organisation, managementemployee relations, trust and employee engagement can all have an impact on an organisation’s productivity yet they have received very little attention from the government. In part, this is because these issues fall between the gaps of departmental responsibility and thinking, but it is also because they are seen as ‘soft’ issues best dealt with by individual companies. Peter Cheese, CIPD CEO, said: “Productivity starts with people. Our flexible labour market’s
ability to create jobs has exceeded expectations, but our report shows that increasing headcount is now the most common way that businesses respond to increasing demand. This has … boosted employment, but the labour supply is already starting to tighten and productivity has not been improving. We need a shift in focus towards increasing the value generated by the workforce and how work is organised.” Mark Beatson, CIPD chief economist and report author, said: “The reasons behind the UK’s poor performance are deeprooted and complex. Government investment is vital to increasing productivity, but it needs to be broad-based.”
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09/07/2015 17:15
FM BUSINESS IN FOCUS
The interviewee: Bill Toner, group chief executive, CH&Co Group The issue: The merger of CH&Co and HCM Group
An appetite for organic growth The major merger between independent caterer and Royal Warrant holder CH&Co and HCM Group (Host Catermasters Group) has given the new combined business a turnover approaching £200 million – and a team of 4,500 employees providing services to more than 400 operations across the UK and Ireland. The new company will be called the CH&Co Group and it will be headed by HCM’s CEO, Bill Toner. Toner will be group CEO, with CH&Co’s co-founders Robyn and Tim Jones continuing in their previous roles as founder and chairman respectively. Despite the magnitude of the big merger, not much will change. Toner told FM World: “For both clients and employees it’s very much business as usual. They will still deal with the same people on a daily basis and our focus on delicious and creative fresh food, sustainable ingredients and excellent service will continue. “The managing directors of all of the specialist businesses within CH&Co Group are continuing in their current roles, which makes perfect sense because they are all experts in their particular sectors.” Combined, the new group covers more business sectors than www.fm-world.co.uk
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either company did individually and the new company is composed of a number of specialist businesses. These include: ● Charlton House, which caters to the workplace and higher education sectors; ● Lusso, which covers corporate fine dining and hospitality; ● Host Catermasters, which caters for the workplace, healthcare and education sector; ● Via 360, a reception and frontof-house services company; ● Ampersand, which carries out public catering at visitor attractions, event catering and venue sales; ● Chester Boyd, covering livery hall and private venue catering; and ● ITA*, a venue booking agency.
Specialities of the day According to Toner, the merger gives all of these businesses a shot in the arm. “These specialist businesses
now have the backing of a major corporate (CH&Co Group), which means that they have the support, infrastructure and financial strength to compete with any of the largest competitors in the contract catering sector.” Toner says that behind the scenes “we have a specialist project team working on the integration of the two companies”. The team’s role is “to identify what is needed for the future strategy of the combined business. This includes looking at what systems and processes currently exist within both companies, whether these meet the business’ future needs and what changes are needed, and communicating and implementing these changes across the new combined group”. Both CH&Co and HCM have enjoyed significant success in recent months with a combined £42.8 million achieved in new sales and contract retentions
“Toner says his ambition ‘is to grow into a £300 million turnover company in the next three to five years’ ”
since January, including £19.6 million in new deals and £23.2 million in retained contracts. The CH&Co Group is predominantly managementowned, but the deal has also been funded partly by MML Capital, which provides capital to private businesses for expansion, acquisitions, recapitalisations and management buyouts. Richard Mayers and Ian Wallis from MML will also join the CH&Co Group board as nonexecutive directors to provide counsel on growth strategy. Other non-executive members of the board include Elizabeth McMeikan and Simon Hodson. More acquisitions ahead But Toner says his ambition “is to grow into a £300 million turnover company in the next three to five years”. Toner says: “This will be done predominantly through organic growth, but we may also consider a specialist acquisition where appropriate. “For example, we have grown our business in the healthcare and education sectors and may consider an appropriate acquisition in these areas.” He is confident that the company has the scale to offer effective competition for the largest national group contracts, but also still has the specialist and small company feel to be able to offer a personal service on much smaller contracts. “Our office reception and services business, Via 360, has also been expanding recently and this is becoming a complementary add-on service for a growing number of clients.” But the focus now is firmly on the present. “The current priority is the integration and growth of the existing business.” HERPREET GREWAL newsdesk@fm-world.co.uk
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09/07/2015 12:07
FM BUSINESS SIGN UP FOR FM WORLD DAILY AT FM-WORLD.CO.UK
ANALYSIS
Has Network Rail set builders up for a fall? GRAEME DAVIES newsdesk@fm-world.co.uk
The UK economy grew faster than first thought in the opening quarter of 2015, with revised estimates from the Office for National Statistics (ONS) showing 0.4 per cent growth rather than the 0.3 per cent first indicated. So over the 12 months to the end of March the economy expanded by 2.9 per cent. But instead of the dominant
service sector being the driver, it was the construction sector that drove the positive revision. Previously, the sector was thought to have shrunk by 1.6 per cent during the quarter, but this was revised to a marginal 0.2 per cent reduction in output. This was partly because the ONS changed the way it measures construction output but, nonetheless, the improvement chimes with anecdotal evidence
that the sector is recovering some confidence after a tough time during the recession. Confidence among members of the trade is on a high; the latest survey suggests that optimism about the year ahead has risen to a nine-year high. Many put this down to the election of a Conservative government, which should contribute to a more coherent policy towards the building trade. The government also talked long and loud about investment in the UK’s crumbling infrastructure, something which saw a notable boost in the opening half of the year. During this period the value of UK infrastructure projects awarded by the government surged by 72 per cent to £1.9 billion compared with the opening half of 2014 as a number of chunky projects came through. For businesses that combine FM
Contract wins
NEW BUSINESS
partnership to provide catering services to the Ricoh Arena in Coventry. The stadium is owned by Wasps and its subsidiary company Arena Coventry Ltd (ACL). Levy has worked with ACL since 2007. The extension is expected to generate up to £195 million in turnover. Levy will be responsible for match day catering, conference and event catering.
Caterer Peyton and Byrne has extended its contract with London’s National Gallery for eight years at an estimated worth of £36 million. It will continue to cater for the National Gallery’s two restaurants, as well as two cafés and a private dining room. Peyton and Byrne has held the contract for nine years.
Bellrock has been appointed to a maintenance contract with car park operator NCP. Under the deal, Bellrock is responsible for planned and reactive maintenance, supply chain management and contact centre services. It has provided maintenance services for NCP since 2011.
Cofely has secured a two-year extension to its TFM contract with UK Power Networks, which owns and maintains power lines across London, the South-East and East of England. The deal covers 75 core sites, with services being delivered by 155 Cofely staff. The extension builds on the relationship enjoyed by the two companies over the past three years. 16 | 16 JULY 2015 | FM WORLD
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OCS will continue to provide a TFM service to Chepstow Community Hospital until 2020 under a new deal with the Aneurin Bevan University Health Board and SPV company Kintra. OCS has provided all FM services to the hospital since it opened in 2000. Incentive Lynx Security, part of the Incentive FM Group, has taken a threeyear deal worth £3 million to provide security at 30 St Mary Axe, also known as The Gherkin, in the City of London. The contract with real estate services firm CBRE began in July. Incentive Lynx will provide guarding services including X-ray screening and CCTV monitoring. Levy Restaurants, part of Compass Group, has secured a 15-year
Design, production and distribution firm Saint-Gobain Building Distribution has appointed Regent Samsic to clean in excess of 350 building materials distribution sites from Bristol and Wales to northern England and Scotland. The deal is worth £1 millionplus to Regent Samsic, which has also added two further sites to its national contract with Vertu Motors, the UK’s sixth largest motor retail dealership.
services and construction arms, a rebound in construction would be a relief after a long period in the doldrums when services have shored up struggling construction businesses. With the boom in commercial property construction being allied to continuing contracts for public sector works and the improvement in the house building markets, it is easy to see from where this renewed confidence springs. But challenges remain, not least hiring skilled workers at a price that doesn’t compromise margins – an issue that always rears its head during periods of recovery for the sector. The other more fundamental risk is that the recent splurge of government infrastructure work was just that, a shortterm boost – possibly ahead of the election. Further spending cuts are expected, so there is a chance that public sector activity could fall away again as it did in the 2010-2012 post-election period. Last month promised rail improvements in the North were shelved owing to budgeting issues at Network Rail. If slack here is not taken up by further growth in the commercial sectors, construction businesses could be faced with slowing order books just as they were gearing up for a bounce. Construction has always been cyclical and we should be thankful that it only represents less than 7 per cent of the overall UK economy. Boom times are always great for building and it pays to make hay while the sun shines, but there is a risk that the current sunny disposition of the construction industry’s managers could find itself overshadowed by more inclement conditions in the months to come. Graeme Davies writes for Investors Chronicle
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09/07/2015 12:08
Serco sees an uptick in trading over the first half of 2015 Trading covering the first half of 2015 has been a little better than expected for support services group Serco, according to its financial update. Expectations for the year as a whole remain unchanged from those the company set out on 12 March 2015, with revenue likely to be around £3.5 billion, its report stated. Trading profit was reported as around £90 million and EBITDA (as defined for covenant purposes) of approximately £160 million. These expectations do not include any adjustment for disposals that may be completed over the remainder of 2015, the report added. The company said: “For the first half we expect to report revenue of not less than £1.7
Rupert Soames, group chief executive officer at Serco
billion (1H14: £2.0 billion). “The revenue reduction versus the comparable period was driven by an anticipated organic decline, in particular reflecting the reduced volumes and rates in Australian Immigration Services and the previously disclosed ending of contracts such as the
BUSINESS BRIEFS
Docklands Light Railway and the National Physical Laboratory in the UK.” There was a small reduction in revenue resulting from the disposal of Great Southern Rail during the period, the statement added. Rupert Soames, group chief executive officer, said: “We have ended the first half in reasonably good order and are making progress in implementing our plans. “Whilst our recovery is at an early stage, and there will be bumps along the road, I am confident that we are doing the right things, with a stronger balance sheet and supported by an excellent management team.” Serco will release its 2015 halfyear results on 11 August.
Clugston enjoys growth for fourth consecutive year Clugston Group, the privately owned group of companies with interests in construction, facilities management, logistics and property development, has announced a turnover of 9 per cent to £252.9 million from £231.2 million. This is the highest in the Scunthorpe-based company’s 78-year history, with a pre-tax profit of £3.3 million for the year to 31 January 2015. The FM activities increased with the addition of new contracts in the industrial service sector. The construction arm saw an increase in turnover of 5 per cent from £136.7 million to reach £143.3 million – the fourth consecutive year of growth. www.fm-world.co.uk
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Stephen Martin, chief executive of the Clugston Group
This was led by increased activity in the core market of energy from waste, where the division has significant experience and expertise working on projects across the UK, with substantial progress made on
major schemes in Leeds, Wilton, Shropshire, and Oxfordshire. The group’s logistics division achieved another year of growth as turnover increased 16 per cent from £13.2 million in the previous year to £15.3 million – the highest level for the business in over a decade. Stephen Martin, Clugston group chief executive, said: “Whilst the group operates in highly competitive markets with supply generally exceeding demand, we remain confident for the future. Our focus on delivering a safe and efficient high-quality service through the team’s continued hard work and commitment gives us confidence in our ability to further deliver sustainable profits in the years ahead.”
Monsoon stays with Incentive Monsoon Accessorize has extended its contract with Incentive FM for two years. Incentive has worked with Monsoon at its head office in Notting Hill Village, West London, for three years. The TFM contract calls for onsite services including reception, helpdesk, security, cleaning, day janitors, grounds maintenance, waste management and mail/couriers. A full-time on-site soft services manager is responsible for coordinating all activities on site.
New faces at Derwent FM Derwent FM, a subsidiary of housing provider Derwent Living, has made two key new appointments. The company specialises in offering integrated, bundled or individual services, including cleaning, security and building maintenance. New director of operations Israr Shah will be responsible for the compliance and safety of all of Derwent’s systems in hard and soft FM. Nick Birch also joins the company as finance manager.
Managers take over Emprise The management team of support services provider Emprise Services Holdings has staged a buyout of the Emprise Group. It acquired the company from its existing shareholders with support from LDC, a private equity specialist, and the Royal Bank of Scotland. The management team is led by Mark Beadle (CEO), who was appointed to his position in May. Emprise specialises in cleaning and security services. It employs 5,000 staff. FM WORLD | 16 JULY 2015 | 17
09/07/2015 12:08
FM OPINION
THE DIARISTS
EDUCATING THE YOUNG ONES
‘
EMMA VINCENT
is facilities manager at Sevenoaks District Council
It’s the time of year when work experience requests start rolling in at Sevenoaks District Council. Our print studio receives many requests each year, but over the past couple of years the rest of the FM team has seen an increase. Many teenagers probably haven’t even heard of FM before, and some requests could be because there was nowhere else for them to go. The general misconception is that they will be office-bound because we are an internal service – filing or changing toilet rolls. There is a notable difference when I explain to them that they will be helping the post room, working with the print studio or going out on courier deliveries. It can be difficult for young people to know what they want
to do after school, or even just for a week on work experience. I find that working with FM offers them not only an introduction to facilities, but to local government in general and all the departments we help as well as legal details, health and safety, budgeting and customer care. Then mention the wider FM community, who have clients such as The O2 or sports stadiums, and that really grabs their attention. They are even more shocked when they realise there are
“MENTION THE WIDER FM COMMUNITY, WHO HAVE CLIENTS SUCH AS THE O2 OR SPORTS STADIUMS, AND THAT REALLY GRABS THEIR ATTENTION”
training programmes for FM. “Training? To set up coffee cups?” is the normal response. Delve into the world of space planning, IOSH, procurement or service level agreements and they tend to shy away from the stereotypical cleaning comments for the rest of the week. In fact, they have been known to get quite defensive of us. Our work experience people leave us having a positive attitude to FM. They have to keep work diaries that by the end of the week note the different tasks they have helped with and information they have gathered. I‘ve even been contacted by work experience students asking if they can help us during the summer holidays, or requesting another week the following year. It’s nice to know you’re wanted.
BEST OF THE WEB Views and comments from across the web Student accommodation waste collection – local authority or private supplier? (BIFM group) Lou Baxter: At Cranfield University we have a private supplier and collection points around the residential campus for the students to put their waste and recycling. It gets taken back and centrally sorted into recycling. Elizabeth Brown: At Oxford City Council, we run specific student waste campaigns at the end of terms. 18 | 16 JULY 2015 | FM WORLD
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Mark Parkinson: In Liverpool and Leeds we were unable to get anywhere with the local authority regarding waste collections and this is now run by a private contractor. In Cambridge, Newcastle, Glasgow and Acton we get one free empty per week from the LA and pay for any additional empties. Keith Feesey: We are a 1,000 sq ft building and we had to use private contractors as the local council could not meet our demand of three collections per week.
What are the most important factors when preparing and executing a fire drill? (FM group) Keith Dunne: In no particular order, time to evacuate, was the evacuation orderly and conducted safely. In relation to a drill I’d say a discussion with appointed marshals identifying choke points and other issues. Macky Guilherme: You may also need to consider which stairwell first responders will use as the attack stairwell, and how you will direct occupants
to other stairwells once the attack stairwell has been identified. Scott Stahl: I have had to evacuate hotels and learned a couple lessons the hard way. Purchase small mallets to knock on doors, after 100 rooms your knuckles get sore. After the room is checked mark the door with chalk; it comes right off with a wet rag after the event. How best can you bring space/cost ratios into line? (FM group) Tracy Siler: Implement
shared meeting spaces, but also create as minimal cubicle and office standards as possible. David Reynolds: If your question is about prospective new space, or rearranging existing uses, two elements come to mind: (1) how you measure your space (useful if benchmarks figure into your case, especially if your building is rich in not very useful space), and (2) working with staff who occupy the space to truly meet their priorities, but conserve space. www.fm-world.co.uk
09/07/2015 17:14
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BEST OF THE
FMWORLD BLOGS The Papal Encyclical relevance to the built environment Martin Brown, fairsnape isite The Papal Encyclical has much relevance for the built environment sector on sustainability, the relationship of buildings with nature, on waste, energy, health, biophilia and even touching on BIM. Here are some salient sections. 26. Investments have been made… in methods of construction and renovating buildings which improve their energy efficiency. But these good practices are still far from widespread. 44. … Many cities are huge, inefficient structures, wasteful of energy and water. Neighbourhoods, even those recently built, are congested, chaotic and lacking in sufficient green space… 103. Technoscience, when well directed, can produce important means of improving the quality of life… great transport systems, bridges, buildings and public spaces… 149. … In the unstable neighbourhoods of mega-cities, the daily experience of overcrowding and social anonymity can create a sense of uprootedness which spawns antisocial behaviour and violence. Nonetheless, I wish to insist that love always proves more powerful.…often generating creative ideas for the improvement of a building… 150. … Those who design buildings, neighbourhoods, public spaces and cities, ought to draw on the various disciplines which help us to understand people’s thought processes, symbolic language and ways of acting… 180. … On national and local levels, much still needs to be done, such as promoting ways of conserving energy. These would include favouring forms of industrial production with maximum energy efficiency and diminished use of raw materials… Read this full article at www.tinyurl.com/pvdenum
Overuse of the C-Word in the workplace Oseland, Workplace Unlimited I often hear fellow workplace strategists using the C-Word when referring to the office. I’m not talking about the expletive, or ‘consulting’, or ‘C-suite’. There are a host of C-Words. Many are overused; others are vital to creating a successful workplace. Collaboration: design can facilitate collaboration, but it requires the organisational factors to be in place. True collaboration is when people come together and create something that they could not produce alone. Creativity: Colourful, quirky spaces might contribute something, but the creative process involves people sharing ideas followed by time in solitude developing them. Concentration: In open-plan environments we may need to offer alternative work settings such as focus pods, create quiet zones or allow working outside the office. Confidentiality: I don’t condone the need for private offices for confidentiality, but I accept that some spaces offering good visual and acoustic privacy are required. Cost: I believe we can measure productivity and also that using performance metrics will lead to better, more people-focused workplaces. Connectivity: Crucial both within and outside the office, whether in a co-located or in a virtual team. Wi-Fi is now the key enabler rather than the IT kit itself. Caring – Wellbeing and active design are on-trend. It’s great to see a focus on staff welfare, even if it might extend time at work or result in cheaper healthcare cover. Comfortable: Noise is the greatest challenge facing interior designers. Co-working/co-location: Other spaces are required, but teams must congregate at times. Read this full article at www.tinyurl.com/pbbxbem
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FIVE MINUTES WITH NAME: David Frise JOB TITLE: Head of Sustainability, B&ES
The NHS has huge scope to reduce energy consumption and cut its substantial energy costs. A good starting point is for estate managers to carry out extensive measuring and monitoring to investigate how well their heating and cooling systems are operating. In many cases they will find they are working against each other because occupants have been changing the temperature settings. This situation is often made worse by building users opening the windows because they feel hot, rather than turning the heating down. FMs could also make sure there is a temperature ‘dead band’ programmed into controls to ensure heating and cooling systems do not end up running at the same time. Ventilation systems are often overlooked when managers search for potential savings. Yet just by optimising the way air is supplied to a single operating theatre could save a hospital £5,000 in annual running costs. That could add up to £10 million a year if replicated across the whole of the NHS and would also avoid 80 tonnes of carbon emissions. Any ventilation fan over five years old is almost certainly inefficient. A replacement would pay for itself in three years. Healthcare FMs could cut running costs by 29 per cent by replacing the fans in their air handling units, and the addition of heat recovery to ventilation systems can reduce costs in non-clinical areas by up to 30 per cent. The majority of ‘quick wins’ in hospitals are linked to making better use of BMS systems already in place. NHS managers usually say there is no money, but there is much that can be done without spending anything and substantial savings to be made with relatively small investments given we are talking about such enormously energy intensive buildings. FM WORLD | 16 JULY 2015 | 19
09/07/2015 16:37
FM FEATURE
CHISWICK PARK
MARTIN READ
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DAN TSANTILIS
SIMPLY THE GUEST www.fm-world.co.uk
09/07/2015 17:28
CHISWICK PARK
OUTSOURCED SERVICES: CLEANING - JPC CLEANING SERVICES LANDSCAPING – NURTURE LANDSCAPES RECEPTION - PORTICO ENGINEERING - JONES FM SECURITY - ULTIMATE ORIGINAL PARK DESIGN: ROGERS STIRK HARBOUR
Chiswick Park in West London continues to win awards for the way its estates management team focuses solely on the needs of ‘guests’. Today, 10 years after FM World’s first visit, what impresses is how the team is helping workers take control of their lives beyond the workplace, as Martin Read reports
DEVELOPERS: STANHOPE OWNERS: BLACKSTONE GROUP INTERNATIONAL PARTNERS LLP OVERALL FACILITIES TEAM SIZE: CIRCA 140 DIRECTLY EMPLOYED BY ENJOY-WORK: CIRCA 15
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C
hiswick Park ran away with the BIFM’s Excellence in Customer Service award in 2013 and still regularly appears in the list of top 50 UK companies in the ‘Great Places to Work’ survey. It’s easy to see why. The bright, expansive site with a lake at its centre would be, on a hot summer’s day, a destination for anyone seeking to take time out from work. Except it’s a thoroughly modern business park – one where ensuring the enjoyment of work is the full-time mission of the 140 yellow-clad estates management personnel. The park, designed by architect Richard Rogers, opened in 2000. When this magazine first visited the site in 2005 it was only half-constructed (although functional). By the end of this year Building 7, the 334,000 sq ft final new structure in the park’s phased construction, opens its doors. Since 2010, the number of workers housed on site has
expanded 45 per cent as the 45 big-brand tenants employing upwards of 8,000 staff continue to be recipients of the many and various programmes and services delivered by the on-site facilities and estate management team, named Enjoy-Work (to define the team’s approach to customer service). On the grass banks that lead down to the lake, herons, fish, ducks and herons can be seen all day. Workers use of the deckchairs, picnic blankets and even bean bags that the team places strategically about the site. Guests kick back and make the most of the environment. The story here is in the constant reinvention of the estate management team’s service to maintain the link between a great working environment and its tenants’ business success. It’s in the detail behind the service making that enjoyment possible and giving tenants the necessary competitive edge to attract and retain employees. FM WORLD | 16 JULY 2015 | 21
09/07/2015 17:28
CHISWICK PARK
MARTIN READ
Brand values
Service game
In its early days the park was seen – and sold – as a media hub. Companies like Paramount, Vue and Disney remain as tenants, but alongside these and other media giants are five of the world’s largest oil companies, including Halliburton, Tullow Oil and Baker Hughes. (Chancellor George Osborne called Chiswick Park as the UK’s biggest hub for oil and gas outside of Aberdeen.) Besides ‘big oil’ there’s jewellery firm Swarovski, drinks manufacturer Pernod Ricard, estate agency Foxton’s and coffee giant Starbucks. The common theme is of international brands happy to spend to provide the best for their employees. “The landlords have been very clever in diversifying the portfolio of companies based here,” says Chiswick Park’s head of brand Gemma McNeilis, who points out how the competitive market for engineers and other professionals is driving the demand for such a high quality and multi-faceted workplace. It’s about avoiding the expense of recruitment wherever possible.
It’s the quest to help guests in their out-of-hours lives that McNeilis and chief executive Graham White see as an important USP for Chiswick Park. McNeilis runs a team with four other marketing professionals directly employed by Enjoy-Work. This, she says, shows the commitment of the facilities operation to constantly reinventing its events and services offer. It shows in the small touches; umbrellas are available in baskets by the entrances to each of the buildings, but so too are guitars should anyone fancy making music down by the lakeside. Today, there’s a big focus on helping workers to ’reclaim their weekend’ by bringing on-site services such as dry cleaning, grocery delivery and car maintenance – things that would otherwise eat into evenings and weekends. Perhaps it’s through cycling that we can see the breadth of this service; as well as offering bikes for guests to use on and off site, they can have their own bikes
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maintained; attend out-of-hours cycle maintenance workshops; and take part in actual cycling trips organised for before and after-hours. There are evening classes, lunchtime workshops, clubs for running, photography and books, and training classes covering everything from fire awareness to first aid. What’s more, there is a weekly sports programme on Wednesdays. Most of EnjoyWork’s programmes and services are free, their cost absorbed in the service charge – a cost that has been cut in recent years. A key part of the service is the Chiswick Park One Card, a discount scheme that sees EnjoyWork partner with a variety of local companies, restaurants, hairdressers, retailers and others. McNeilis and her team drive the idea of local engagement further, linking it to ever-broadening guest requirements. Take the tieup with a local pharmacy, which will contact your doctor, obtain your prescription medicine, process it and then have it brought by cycle to the park on the same day.
Main events An activities programme for the year ahead is published each December. Some have become fixed highlights, in particular those at Christmas and the annual fireworks display. (Between 3,000 and 4,000 people turn up to the fireworks, including many local residents.) But there’s a huge variety of events, each of which is communicated to guests by email and electronic screens at reception desks and in lifts. There’s also a summer season that lasts six weeks with a special event at the end of week. These vary from orchestra performances and dance classes through to, on our visit, a zip-wire between buildings – occasioning shrieks as each brave soul whizzes past. Individual guests can propose new events, while at a corporate level tenant organisations often run their own, particularly where charity fundraising is concerned. The team’s success in helping their tenants’ staff retention rates has the unintended consequence of putting more pressure on
DAN TSANTILIS
FM FEATURE
www.fm-world.co.uk
09/07/2015 17:29
CHISWICK PARK
“If more people are staying longer, then they’ll have seen many of our successful events. So we need to be more creative for them”
Enjoy-Work’s creative faculties. McNeilis says: “We make our own job harder because if more people are staying longer, then they’ll have seen so many of our successful events. So we need to be more creative for them.”
Service providers Consider, too, the impact of the hospitality-first culture on the park’s service suppliers. McNeilis has calculated that a fifth of the current Enjoy-Work team – www.fm-world.co.uk
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inclusive of all those employed by the outsourced providers – have worked on the site for at least five years. JPC, fresh to the park when FM World visited in 2005, is still the contract cleaner today. “For a firm to keep a cleaning contract for that length of time is exceptional,” says White. It’s a classic lean FM model, with about 15 personnel directly employed by Enjoy-Work and the remaining 140 through
service providers. There’s a dedicated fabric / M&E manager because of the need to take a holistic view of the estate as it gets older, but as McNeilis points out “not many other estates would have a five-person brand team”. Each of Enjoy-Work’s facilities service partners – from JPC Cleaning Services (now in its ninth year as a contractor) to landscape maintenance firm Nurture Landscapes – has its new recruits, irrespective of position, interviewed separately by the Enjoy-Work team. The aim is to make sure of their fit in terms of hospitality. Maintenance is key. “When new visitors arrive here they can’t believe the site is now 15 years old,” says White. “But that impression can easily slip.” White explains that the FM team cleans the roofs of the buildings. “We can spend the best part of three weeks doing that, but to go to that level I think is fantastic.” It demonstrates, says White, that there’s a literally top-down approach to maintaining the facilities.
Community spirit Service culture and attitude is so important that Graham White was appointed because of it. The former Center Parcs operations director was invited by landlords the Blackstone Group to re-energise Chiswick Park’s approach to bring hospitality to
the fore. The sense of community that Enjoy-Work is engendering sees tenants inviting guests from other tenants to help out, for example, Pernod Ricard testing new drinks products on the park’s captive audience. International SOS, based in Building 4, have a relationship with the London Air Ambulance and recently got staff on site to provide resuscitation demonstrations – and got guests involved in the demonstrations. This sense of community has taken years to be reflected in the annual guest survey. In recent years, guests have begun to note just how much they feel part of something more than just a workplace. Local residents are also involved, extending community further. One particular gentleman on a mobility scooter comes to most events and has been doing so for years. Local involvement also includes schoolchildren – 200 a year come through the park on a work experience programme. The park’s service providers are obliged to take part in these community programmes and instigate environmental improvements, says McNeilis, but on top of that guests too are encouraged to volunteer their services to the students. She talks of staff at Foxton’s and Starbucks helping children with their interviewing skills and networking workshops. To make it as easy as possible for FM WORLD | 16 JULY 2015 | 23
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CHISWICK PARK
guests to volunteer their time, Enjoy-Work brings the students on site. As regards formal networks, the tenants’ various FMs meet monthly to be updated on park projects, building and estates maintenance. There’s also a forum of HR managers that meets once a quarter to pick up on the latest legal developments and other issues. On our visit, the group was gearing up for a session on feelings and emotions in the workplace. There’s also a forum for security on the park, with tenants’ security teams coming together with Enjoy-Work’s. The Metropolitan Police and Counter Terrorism Unit are examples of organisations that have come in to present. Another forum is for the park’s sustainability professionals. Tenants’ attitude to sustainability varies, but all 24 | 16 JULY 2015 | FM WORLD
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MARTIN READ
have a presence. It’s here that Enjoy-Work updates tenants on initiatives such as the switch to LED lighting, where the cost of doing so within each building is calculated and presented on tenants’ behalf by Enjoy-Work’s dedicated engineering manager. Projects such as this are developed so that tenants have the option of benefiting from the economies of scale accruing from others’ involvement. Says McNeilis: “Through our engineering manager, we’re able to calculate what the cost will be in changing to LED in a 10,000 sq ft demised space, and the length of time on payback.”
Next steps So what next for the EnjoyWork team? “Certainly the focus on health and wellbeing has grown,” says McNeilis. “We’ve seen an increased demand for our sports
“When new visitors arrive here they can’t believe the site is now 15 years old” programme; physical activity in general has grown and we’ve a gym on site.” “But now we’re also looking more to mental wellbeing – to reflexology, meditation workshops, and yoga, for example.” Keeping up the pace requires McNeilis’ brand team to be outward-looking, keeping up with what’s fashionable and what people are interested in. “And that’s about having a team creative enough to find those
opportunities and then work with the right partner to deliver them,” she says. At a time of a keen focus on the nation’s poor business productivity performance, Chiswick Park can point to the 95 per cent of guests in its annual customer survey who agree with the statement ‘that Enjoy-Work’s environment and ethos enhances their productivity’. Facilities equating to better productivity? Perhaps the park’s next event should celebrate that. FM
DAN TSANTILIS
FM FEATURE
www.fm-world.co.uk
09/07/2015 17:30
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FM FEATURE
MIND THE PAY GAP
BIFM LEADERS’ FORUM
MIND THE PAY GAP
Controversy surrounding zero-hours contracts and the Living Wage provides FM with favourable circumstances in which to make its case and boost the pay of facilities service team members. Facilities professionals debated the issues at a recent BIFM Leaders Forum
EXECUTIVE SUMMARY
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is an opportunity for FM to ‘own’ these issues, concluded the panel. There are difficulties in FM showing a united face when many of its service providers continue to treat the issue of staff development so differently. But ultimately, FM has a duty of care to pay a wage on which its personnel can manage.
““PAY, MANAGEMENT, CAREERS AND QUALITY OF DELIVERY – THEY’RE ALL LINKED” AKIN FALOPE
erhaps counterintuitively, the media’s fixation on the misuse of zero-hours contracts could give FM an opportunity to reverse negative preconceptions about what they offer. The reality is that individual workers are more often empowered through their use on FM contracts, not entrapped. Similarly, the Living Wage has come to prominence at exactly the right time for it to be used to show the appreciable difference between the worst-performing FM contracts and the best. In just two years, awareness and use of the Living Wage has grown tenfold. FM is increasingly capable of demonstrating how successful delivery of facilities services boosts overall organisational performance. At a time of such a keen focus on the UK’s lamentable standard of productivity when compared to its G7 cousins, what the current environment offers
GUY STALLARD
www.fm-world.co.uk
09/07/2015 17:56
LEADERS FORUM
Bottom picture, left to right: Caroline Reilly, Andrew Hulbert, Vicky O’Brien, Nikki Singh-Barmi and Gerwyn Davies top picture l-r: Guy Stallard and Robert Cunliffe
LEARNING TO LOVE THE LIVING WAGE
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ot that long ago facilities service providers were concerned that offering the Living Wage would leave them commercially exposed as a first mover in a ruthlessly low-margin market. Today a sizeable number of providers are signed up to the Living Wage Foundation, paying their own central office staff at above that rate and always putting forward a Living Wage bid alongside a ‘commercial’ offer. ISS, OCS, Sodexo, Julius Rutherfoord and Incentive have been joined as signatories to the Living Wage Foundation by smaller players such as Pareto FM, whose managing director Andrew Hulbert said the www.fm-world.co.uk
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challenge now was for service providers to agree between them not to bid for work below a certain level. ISS, an ‘early adopter’, says its staff engagement, client engagement and productivity are all higher on its Living Wage accounts. But the obligation to put forward a Living Wage price on all bids would increasingly make it clear that the problem of acceptance lies with clients. “The client is making the choice,” said Hulbert. “Do they want to support the Living Wage? And if they don’t, what level are they willing to go down to? What reputational risk does that potentially expose them to?” Anecdotal evidence is that the number of requests coming from corporates requesting the Living Wage has dramatically increased in recent months. But Vicky O’Brien, of the Recruitment and Employment Confederation, said it was important for the government to adequately resource its own mechanisms, ensuring enforcement of the National Minimum Wage and boost the work of the Low Pay Commission.
It was suggested that the government should consider raising the National Insurance threshold; if tax goes down, the Living Wage itself needn’t go up as much. The potential for corporate reporting structures was discussed in the wake of the Labour and Liberal Democrat manifestos, including requirements for employers to state how many people are paid a Living Wage in their organisation, and the ratio of pay between its chief executive and lowest-paid employees. Any such scheme should be introduced with caution, structured to ensure the definition of lowest-paid employees includes those on site, thus including outsourced facilities service workers employed by the contracted FM service provider. The Living Wage Foundation’s Caroline Reilly said FM should take the lead in putting forward the case for the Living Wage, with its now-sizeable network of Living Wage-recognised service providers reporting collectively in five years’ time on their progress. But the CIPD’s Gerwyn Davies said that the whole discussion might actually be back to front. “We’re looking at this with the Living Wage at the top of the tree, but shouldn’t performance and productivity be there instead? What flows from that is the need for good management and then, as productivity generates added value, more money is generated for employees which can be distributed in the form of a pay award.” FM WORLD | 16 JULY 2015 | 27
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FM FEATURE
MIND THE PAY GAP
BIFM LEADERS’ FORUM
ENGAGEMENT AND PRODUCTIVITY An assumption that higher pay automatically leads to better output is often false
“
We know the UK is the worstperforming nation in the G7 in terms of productivity by far,” said Davies, “and it’s a national disgrace. We also know that the key reason for that is management practice in the UK being still way behind our international competitors. By improving line management capability, you raise productivity.” Mounting evidence from FM service providers showed that the Living Wage has had a positive impact on engagement. Panellists agreed that paying people more reduces staff turnover, which in turn leads to more group cohesion as the same group of staff work together every day. Better productivity flows from staff who know each other and the buildings they work in. But, said Cofely’s Rob Cunliffe, it’s not always that simple. “In some services you can have fewer higher-paid staff or more lower paid staff – yet you can end up with exactly the same quality of work.” The nature of a low-paid individual worker’s circumstances can also come into play. A person doing two or three other jobs on the same day to make a decent 28 | 16 JULY 2015 | FM WORLD
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“HOW CAN WE MAKE OUR JOB WORK FOR YOU?” ANDREW HULBERT
wage is unlikely to be more productive in their FM role just because they receive a pay bump. For the lowest-paid workers, productivity and engagement can be boosted by sensitive management. Pareto’s Andrew Hulbert spoke of a master’s degree project in which, tasked with reducing staff turnover in an FM team, he asked workers “How can we make our job work for you? What time of the day do you want to work? What shift length do you want to work? “We changed some shifts from two to three hours in length and a lot of work from morning to evening. As a result, we saw a reduction of 97 per cent in absenteeism and a huge reduction
in turnover,” he said. For some, working three hours rather than two made doing the job easier because bus fares were cheaper at certain times. Others enjoyed working evenings because it meant they didn’t have to get up so early. “We changed our entire cleaning division to work to this methodology,” said Hulbert, “and every single contract showed a reduction in turnover and commensurate increase in productivity.” Panellists accepted that smaller service providers had more opportunity to trade on greater engagement and productivity from a more stable workforce than larger competitors. Here, the quality of staff at supervisory level can be critical. Guy Stallard, head of facilities at KPMG, wished the Living Wage would help to allow more people see a path to extra wages from cleaner to supervisor to manager. “It’s all about management; extra pay for extra responsibilities. But that is one of FM’s biggest challenges,” said Stallard. “In the last 10 years we have eliminated some of
the bottom-to-the-top avenues which have been quite important historically in developing our future leaders.” Strong management at a local level is also important to ensuring basic fairness within teams; the benefits of engaging and empowering people can be hugely diminished if the team’s pay structure isn’t fair. “Do customers care about the quality of cleaning?” asked Stallard. “If they don’t, and just see cleaning as a statutory responsibility, they might pay next to nothing and end up with a poorly maintained building and demotivated staff.” FM in the public sector in particular can still be seen as an area in which to make savings. Said Stallard: “Pay, management, careers and quality of delivery – they’re all linked. Some of this is about the FM sector being proud of articulating what it is that we deliver. Too often we let ourselves be characterised by the press as that industry than no one understands, rather than explaining, ‘If it wasn’t for us you wouldn’t have this, this and this…’ ” www.fm-world.co.uk
09/07/2015 17:56
LEADERS FORUM
ZEROING IN ON A GOLDEN OPPORTUNITY
WHO’S THE BOSS?
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ngagement is important when dealing with a workforce that has been TUPE-transferred several times and may thus identify more with the end-user client than the service provider for whom they work. For service providers, communicating to its workforce that it is they who are responsible for pay rises rather than the end-user client is key to that organisation benefiting from the pay award. “We all know operational staff who will talk negatively about their actual employer but love the client they work for,” said Andrew Hulbert. “Service providers have the responsibility of trying to create that bond.” Obligatory and routine retendering in the public sector makes it difficult for service providers to instill the message that “we’re all in this together”. A major misconception is that zero-hours contract workers are somehow just part of the casual workforce, whereas the
F
vast majority are just as much employees as anyone else within the organisation and thus should be afforded the same training, employment rights and conditions as elsewhere within the workforce. Employees themselves can be unaware, and the panel concurred with Davies’ suggestion that the BIFM had a role to play in explaining how zero-hour contracts can have a highly positive impact on those on them.
M, the panel agreed, has been dragged into the zero-hours debate because of its close association to other low-paying sectors, but has done little to fight this poor perception. The more egregious examples of zero-hours contract misuse among retailers – fast-food chains that send home staff on zero-hours contracts because of poor weather, or low trading volumes – had, said Stallard, “clouded the view of what is actually a very sensible arrangement if it’s not used as (certain retailers) do.” “The FM sector has been historically unwilling to discuss pay,” said Stallard. “As a result, we’ve let the national media establish the perception that we embrace low pay rather than the truth, which is that we’re routinely fighting to pay people the right rate and ensure that they are regularly upskilled.” Davies thought Stallard had
“IF YOU RESTRICT OR LEGISLATE AGAINST ZERO-HOURS CONTRACTS, YOU REMOVE A CRUCIAL ELEMENT OF FLEXIBILITY ” NIKKI SINGH-BARMI
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“highlighted the vacuum that exists,” saying there was a role for BIFM to produce a code of conduct for FM and zerohours contract, one that would allay the concerns of those swayed by anecdotal evidence about FM’s intentions and pay practices. Zero-hours contracts may have become used routinely in FM by organisations “out of laziness,” suggested Stallard. Where, for example, the job requirement may once have been for a 30-hour, full-time position that might on occasion require overtime, some firms may have deemed it easier instead to put in place a zerohours contract to routinely facilitate a 32-hour week. Nikki Singh-Barmi provides winter management services, enjoys an 86 per cent annual staff retention rate. “Zero-hours contracts being demonised is completely wrong. The idea that they can be used as some sort of victimisation of staff may be true of a few unsavoury employers, but we shouldn’t throw the baby out with the bathwater. If you restrict or legislate against them, you’re removing a crucial element of flexibility that so many employees – just as much as employers – enjoy.” Cunliffe said that hospitality services and event work provided by Cofely at the Olympic Park would not be possible without a reliance on zero-hours workers “because we do not have the infrastructure … to have that flexibility in the staffing model”. FM WORLD | 16 JULY 2015 | 29
09/07/2015 17:57
FM FEATURE
MIND THE PAY GAP
BIFM LEADERS’ FORUM
THE VALUE OF AGENCY WORKERS Agency staff continue to offer a flexible recruitment option for FM firms, but zero-hours contracts can be a better solution
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ithout zerohours contracts, some service providers would be excluded from tendering for particular forms of business because they do not have the infrastructure to offer the same flexibility of staffing model. Service providers on the panel thought that employing workers on zero-hours contracts is sometimes better than bringing in agency workers to plug gaps. Vicky O’Brien suggested that FM providers would benefit from building up their relationships with their staffing suppliers if they are concerned about their agency workers’ induction and integration. She pointed out: “There are a variety of different relationships; you can use
agency workers on an ad hoc basis in response to an emergency situation, but there are also many agency staff in longer-term placements.” Choosing agency workers can come down to risk, she said. If an agency can guarantee particular people for specific roles there is less operational risk to the service provider as that person is better prepared for a specific task. But agencies could often struggle to ensure availability of the same person on an ad hoc requirement. Customer-facing roles in particular may benefit more from trained staff on zero-hours contracts, “because you have to have the certainty that they are able to promote the image of your organisation”, said Stallard.
“TOO FEW ORGANISATIONS HAVE SOPHISTICATED MANAGEMENT PRACTICES AND A SIGNIFICANT MINORITY DON’T EVEN CARRY OUT APPRAISALS. UPSKILLING AND JOB DESIGN ARE KEY TO ANY DISCUSSION AROUND PAY” GERWYN DAVIES
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MANAGING THE ISSUES
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reater autonomy at operational team level and a sense of belonging are key issues for ensuring that low-paid team members feel included. Davies said the Living Wage and the issue of low pay in general should not be seen as something independent of organisations’ overall attitude to staff development. ”Too few organisations have sophisticated management practices and a significant minority don’t even carry out appraisals,” he said. “Upskilling and job design are key to any discussion around pay.” Corporate reporting structures in which employers are obliged to state how many people in their organisation are paid a Living Wage, and the ratio of pay between CEO and lowestpaid employees, may be helpful. But such a scheme would need to be based on the number of staff working on its premises so that the low-paid are not merely outsourced for convenience. Creating and maintaining team structure is vital, but not easy. Good managers, who are typically few and far between at the lower end of the pay structure, tend to be identified earlier and moved up in an organisation quickly, thus removed from the operational environment in which they
originally thrived. Singh-Barmi said: “Our biggest skills gap is in management more than anything else. It’s not a technical skills gap we face, it‘s a management gap.” Investing in line management capability through training is key, as is better identification of management potential. People are often promoted because they demonstrate an expertise in their job rather than the management prowess they will likely need in their new role to manage staff. The organisation can lose the value that particular employee gave them in their operational role and compounds that by introducing an inadequate manager. It’s an all-too easy mistake to make and a difficult problem that the sector needs to address, said Davies. Maintaining an organisational structure that incorporates as much individual business unit autonomy as practicable would help large organisations retain a small business mentality. In turn, this would foster stronger team cohesion at the lower levels. This has been proved on multinational organisations such as Google, said Singh-Barmi, whose own business is structured in this way. Hulbert added: ‘When you get to 50,000 staff you have to be rigid in your processes and procedures because you cannot www.fm-world.co.uk
09/07/2015 17:57
LEADERS FORUM
ATTENDEES Caroline Reilly is programme manager (service providers & support) at the Living Wage Foundation. She previously worked in HR teams at PwC and at Deloitte, where she created bespoke tax compliance software for global corporations. She is on the Taskforce group for the Equality & Human Rights Commission for Cleaning: The Invisible Workforce, and partner on the group for ‘Good Food for London’ report have that level of autonomy at the bottom level. What’s wonderful about businesses like that and with us, it’s just entrepreneurial; you can allow people a bit of creative licence.” Panellists agreed that attitudes to staff development vary greatly among service providers; some see themselves solely as running contracts in a mechanical fashion, measuring the margin they achieve and little else; others take the longer view in seeking to build careers for their staff. The continuing existence of the former group will carry on clouding wider perceptions of the FM sector, so the culture of the service provider, as set by senior management, is critical. Singh-Barmi spoke of his continued attempts with his colleagues to retain a ‘startup mentality’ in his business. The challenge is in attempting to grow and introduce new service lines into an established organisation struggling with the sector’s notoriously slim margins. Here again, the flexibility of zero-hours contracts was important. “Take the zerohours away from some sectors and they really will not be able to expand. Devices like zero-hours contracts help to mitigate that risk and can make organisations more ready to take the leap.” FM www.fm-world.co.uk
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Robert Cunliffe specialises in local government partnerships. He has been at Cofely UK since 2013, working in property, highways and business process outsourcing. He was previously a transition manager at Capita Symonds and before that managed Balfour Beatty Workplace‘s local authority total facility management contracts.
Guy Stallard has worked at KPMG UK since 1987 – for the past eight years as head of facilities. He is a member of the company’s corporate responsibility leadership committee, which has a focus on social mobility, the environment and promotion of the Living Wage. He is chair of the Building Futures Group End User Forum.
This is an edited version of the full white paper, which readers can download from the BIFM at the following address: http://www.bifm.org.uk/bifm/ knowledge/FMleadersForum
Andrew Hulbert is MD of Pareto FM, which he founded in 2014. His experience spans all service lines both managed and selfdelivered in the UK and Europe, across law, banking, retail, media, and hospitality sectors. He was Young Manager of the Year (2010), and serves on the Governance Committee of BIFM. Gerwyn Davies has been public policy adviser at the CIPD since 2008. He has lead responsibility for welfare reform, migration and zero-hours contracts at the CIPD, having shaped the policy debate in the media. He previously worked for the Wales European Centre, Brussels, and as a consultant for the political agency Central Lobby Consultants at Westminster.
Vicky O’Brien is a policy adviser at the Recruitment & Employment Confederation (REC). She leads on recruitment and employment policy in the health, social care and industrial sectors for the REC. The REC is a leading voice for employment and Vicky works on its key campaigns for procurement, labour supply chains and employee/worker relations. STOP PRESS:
National Living Wage Nikki Singh-Barmi joined GritIt as operations manager in 2006, becoming managing director in 2012. He has helped drive the company to its current position as UK industry leader in winter gritting and maintenance services. He was founder of Iraq Procurement at Windrush Communications, organising procurement conferences. He previously managed Omega Publishing, producing international business titles and communiqués for G8 and IMF summits.
As FM World went to press, Chancellor of the Exchequer George Osborne was announcing the introduction of a National Living Wage – in essence, a new higher national minimum wage with a new gradation (for those under 25). Introduction of the new rate will come in increments, rising at around 6 per cent a year over the life of the current Parliament to reach £9 an hour by 2020. Clearly there will be interesting ramifications for this debate, and response to the initial announcement can be found in our story on page 8. Please check www.fm-world.co.uk for further response to this developing story.
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FM MONITOR
MARKET INTELLIGENCE
INSIGHT ECONOMY
The figures on this page have been compiled from several sources and are intended as a guide to trends. FM World declines any responsibility for the use of this information.
UK HIGHWAY MAINTENANCE 2015-2019
VAT rates: Standard rate – 20% Reduced rate – 5% Source: HM Treasury (hmrc.gov.uk)
Bank of England base rate: 0.5% as of 9 July 2015. Source: Bank of England (bankofengland.co.uk)
Consumer Price Index (CPI): The Consumer Prices Index (CPI) rose by 0.1% in the year to May 2015, compared with a 0.1% fall in the year to April. The largest upward contribution to the change came from transport services. The largest offsetting downward effect came from recreation – games, toys and hobbies (such as computer games) and data processing equipment.
THE UK’S HIGHWAY MAINTENANCE COSTS
BAD WEATHER OVER THE PAST 2 YEARS HAS BROUGHT FORWARD EXTRA GOVERNMENT FUNDS FOR MENDING POTHOLES MOTORWAYS AND TRUNK ROADS ARE RUN BY HIGHWAYS ENGLAND – LOCAL AUTHORITIES’ DIRECT WORKS TEAMS OR PRIVATE CONTRACTORS MANAGE OTHER ROUTES.
£10 BILLION A YEAR
KEY SPENDING IS ON ROAD SURFACING, DRAINAGE FOR NEW CONSTRUCTION AND IMPROVEMENTS, AND STREET LIGHTING AND FURNITURE
50%
SOURCE: AMA RESEARCH
Source: (www.ons.gov.uk)
EMPLOYMENT
National Minimum Wage The following rates came into effect on 1 October 2014: Category of worker
Hourly rate from 1 Oct 2014
Aged 21 and above
£6.50 (up from £6.31)
Aged 18 to 20 inclusive
£5.13 (up from £5.03)
Aged under 18 (but above compulsory school age)
£3.79 (up from £3.72)
Apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship
£2.73 (up from £2.68)
UK Living Wage: The following rates are set by the Living Wage Foundation:
SHUT TERSTOCK
Category of worker
Hourly rate from Nov 2014
UK Living Wage
£7.85 per hour
London Living Wage
£9.15 per hour
OVER THE PAST 20 YEARS COMPANIES SUCH AS LAFARGE TARMAC, AMEY, RINGWAY, BALFOUR BEATTY, KIER HAVE INCREASING TAKEN ON HIGHWAYS WORK – 50% OF AUTHORITIES NOW HAVE LONG-TERM CONTRACTS WITH PRIVATE FIRMS.
REAL ESTATE WORKFORCE JOBS
PUBLIC SECTOR EMPLOYMENT 1999-2015
Since December 2000, total employment in the UK’s real estate industries has increased by 79 per cent from 315,000 by 249,000 to 564,000 in December 2014 (including overseas-based HM Forces personnel). In England this represented a 75.8 per cent leap of around 213,000 jobs from 281,000 to 494,000 posts. Wales saw about 82 per cent growth in such jobs from 11,000 at the turn of the century to 20,000 by December 2014. Scotland saw such jobs more than double by a massive 121 per cent rise from 19,000 to 42,000. In Northern Ireland the sector rose by 60 per cent from 5,000 to 8,000 jobs.
In Q1 2015, total UK public sector employment (PSE) was 5.37 million, 15.7 per cent down from the Q3 2009 peak. This is a fall of 22,000 (0.4 per cent) on the previous quarter and 59,000 (1.1 per cent) on the previous year. Without the effects of reclassification of Royal Mail plc and Lloyds Banking Group between public and private sectors, PSE fell by 10,000 (0.2 per cent) on the previous quarter and by 42,000 (0.8 per cent) on the previous year. SOURCE: OFFICE FOR NATIONAL STATISTICS
SOURCE: OFFICE
7
£ millions
6 5 4 3
Q4 2008 Lloyds Banking Group and Royal Bank of Scotland moved to public sectors Q1 2012 English colleges moved to private sector Q1 2014 Lloyds Banking Group move back to the private sector
2 1
Total public sector employment
FOR NATIONAL STATISTICS /
0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
NOMIS
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FM MONITOR
RHIAN GILLIGAN
LEGAL UPDATE
Rhian Gilligan is legal director at Clyde & Co LLP
CON TROL OF M A J O R ACCI DEN T H A ZA R DS REG U L ATION S 2 0 1 5
ew measures imposing greater N obligations on firms facing industrial accidents are now in force – and FMs must know their responsibilities, says Rhian Gilligan The latest incarnation of the the Control of Major Accident Hazards (COMAH) regulations was introduced on 1 June. Based on the Seveso III Directive, the new regime will see UK law harmonise with the globally agreed approach to labelling chemicals. The business of regulating such high-hazard industries is detailed and onerous. This article examines the key changes and identifies the steps you need to take now to secure compliance. The origins of COMAH explain the necessity for tight controls. The directives followed a disaster in the Italian town of Seveso in 1976, when around six tonnes of the potent carcinogen TCDD (often wrongly shortened to dioxin) were accidentally released into the atmosphere. There were no human fatalities, but the effects on the locality were enormous. Some 80,000 animals were slaughtered to stop TCDD entering the food chain, 500 people were treated for skin lesions, 200 more presented with chloracne and it was thought that there was increased incidence of diabetes and certain cancers among local people. In the aftermath Europe examined its approach to industrial regulation and the first Seveso Directive was introduced to provide a European Community-wide framework to regulate major accident hazards. The directive was introduced through the COMAH regime 34 | 16 JULY 2015 | FM WORLD
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in the UK to manage the high hazard industries by: ● Land use planning to control the siting of new establishments handling dangerous substances; and ● Health and safety measures to regulate the day-to-day conduct of the sector. COMAH is regulated by the Competent Authority (CA) – being the Health and Safety Executive and the Environment Agency, Scottish Environmental Protection Agency or Natural Resources Wales acting together. The COMAH 2015 regime applies to any business that manufactures, stores or uses dangerous substances in bulk quantities. A ‘dangerous substance’ is defined by Schedule 1 to COMAH 2015, which also identifies the threshold amounts in which those substances must be present to trigger a COMAH notification.
Why the change? The principal motivation for the introduction of Seveso III (and therefore COMAH 2015) is the need to align Europe with the United Nations’ Global Harmonisation Standards (GHS). GHS is designed to
bring worldwide consistency to the way the supply chain and end-users classify, label and package chemicals. In Europe, GHS is being introduced by the Classification, Labelling and Packaging Regulations 2015.
What should you do? FMs of sites that produce, supply or use chemicals must carefully review Schedule 1. There have been substance classification changes meaning that some sites will become part of the COMAH regime for the first time, while others will drop out altogether, and some will simply switch tiers. Whichever scenario applies, you must notify the CA, even if only to confirm that the site is no longer subject to the requirements of COMAH. It is expected that the inclusion of flammable aerosols within Schedule 1 will see some warehousing, logistics and distribution operations becoming COMAH sites for the first time. Once satisfied that COMAH bites, you then need to consider the regulations as a whole to ensure that the site is discharging its obligations as, again, there have been some changes. In particular: ● If the site is transitioning from lower to upper tier, you must satisfy the additional responsibilities imposed upon those posing the greatest hazard. This includes the preparation of a safety report, without which the
“Failure to comply with the requirements of COMAH is a criminal offence punishable – in the case of an organisation – by an unlimited fine”
site cannot operate. ● If the site is caught by COMAH for the first time, you must prepare a major accident prevention policy (known as a MAPP), which identifies the organisation’s commitment to compliance with the legislation, outlining in broad terms how this will be achieved. ● Another task for the FM of a new COMAH site is to raise with the client the thorny issue of the fees owing to the CA for the time spent regulating the new site. ● All upper tier sites will need to review their safety reports to ensure they are in line with CLP and any necessary amendments will need to be made. ● Most COMAH sites will also need to review their emergency safety plans to ensure they comply, particularly in relation to the information to be disclosed to the public in the event of an incident.
Other changes Of the remaining changes to COMAH, there are new information requirements placed on the CA. Upon application by a member of the public, the CA may disclose the safety reports of upper tier sites provided no commercially sensitive information is included in the disclosure. It would be prudent for FMs to flag this with clients. Failure to comply with COMAH’s requirements is a crime punishable – in the case of an organisation – by an unlimited fine. The CA also has the power to serve an Improvement Notice if the inspector believes there has been a contravention. This becomes publicly available information once posted on the HSE’s website. FM www.fm-world.co.uk
09/07/2015 12:09
FM MONITOR
MATTHEW TAYLOR
LEGAL UPDATE
Matthew Taylor is an associate solicitor at Pinsent Masons specialising in acting for clients facing regulatory intervention
LEG ION ELL A – CO N T RO L L I N G T H E R I S K S
wo recent criminal prosecutions against T NHS trusts highlight the importance of ensuring that proper control measures are put in place to protect people from being exposed to the legionella bacteria, says Matthew Taylor The case On 11 June 2015, Brighton and Sussex University Hospital NHS Trust was fined £50,000 and ordered to pay £38,705.60 in costs for failing to control legionella at its hospital. Cancer patient Joan Rayment, 78, had contracted an infection while being treated in hospital. An inquest found that the legionella had been appropriately treated, however, it was found that the infection could have hastened her death. The court was told that although the trust was monitoring legionella and water temperatures across its various sites, a total of 114 positive legionella tests and a further 651 records of water temperatures outside the required parameters were not adequately acted on. An investigation by the Health and Safety Executive (HSE) also revealed that chlorine dioxide units that were fitted at five sites to control legionella routinely failed to emit the required dosage to work effectively. Inspectors also found that water often failed to reach the 60°C temperature needed to kill the bacteria. In addition, the investigation established that staff at the hospital had not been provided with adequate training and instruction to be able to make informed decisions and take appropriate action. www.fm-world.co.uk
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In the second prosecution, on 4 September 2014, Basildon and Thurrock University Hospitals NHS Foundation Trust was fined £100,000 with costs of £162,000 after pleading guilty to Section 3(1) of the Health and Safety at Work Act 1974. In this case at least seven patients became infected with legionella from the hospital’s water system between 28 February 2004 and 31 December 2010. The HSE investigation identified a number of failures. In particular, it was found that the trust had failed to monitor the hot and cold water systems adequately or ensure that key parts of the system – such as the showerheads and hoses – were kept clean. Raymond Cackett, 54, died in March 2010 as a direct result of developing Legionnaires’ disease. The trust’s failings also contributed to the death of 74-year-old patient James Compton in June 2007.
Take proper control These two cases are a stark reminder of the importance of
ensuring that organisations have proper control measures in place to monitor and control legionella risks. An employer (or someone in control of premises) has a legal duty to understand and manage legionella risks under the Health and Safety at Work Act 1974 (HSWA) and more specifically, the Control of Substances Hazardous to Health Regulations 2002 (COSHH). A breach of duty can result in a criminal prosecution and the penalty for an organisation convicted of an offence is an unlimited fine.
Risk assessments Any water system, with the right environmental conditions, could be a source for legionella bacteria growth. There is a reasonably foreseeable legionella risk if your water system: ● Has a water temperature between 20°C to 45°C; ● Creates and/or spreads breathable droplets (e.g. cooling tower, or water outlets); ● Stores and/or recirculates water (spa pools); and ● Is likely to contain a source of nutrients for the organism to grow – such as rust, sludge, scale, organic matter and biofilms. The most common sources of legionella are in man-made water systems including: ● Cooling towers and evaporative condensers; ● Hot and cold water systems; and ● spa pools.
“Design, maintain and operate your water services under conditions that stop or adequately control the growth and multiplication of legionella”
There are also a number of other systems that may pose a risk of exposure to legionella, such as humidifiers, air washers, emergency and showers. So it is important to undertake a risk assessment of your water system and any appropriate control measures put in place. You must first consider whether you can prevent the risk of legionella by looking at the type of water system you need. For example, identify whether it is possible to replace a wet cooling tower with a dry aircooled system. The key point is to design, maintain and operate your water services under conditions that stop or adequately control the growth and multiplication of legionella. If you identify a risk that you are unable to prevent, you must introduce a course of action (such as a written control scheme to help you to manage the risk from legionella by implementing effective control measures and keep accurate and up-todate records of those control measures. The introduction of the new sentencing guidelines towards the end of 2015, applicable to all health and safety offences, will mean that organisations convicted of failing to control legionella risks substantial fines. For large and very large organisations those fines could be in the millions of pounds. It has never been more important to ensure that a legionella risk assessment is undertaken, appropriate control measures are put in place, and employees receive adequate instruction and training so that those measures can be correctly implemented. FM FM WORLD | 16 JULY 2015 | 35
09/07/2015 12:09
FM MONITOR SOPHIE CHISHOLM
TECHNICAL
Sophie Chisholm is programme and technical manager at CBx
EM B ODIED CARBO N : ARE W E THER E YET ?
s the construction industry designs and constructs buildings with ever-decreasing operational energy use, embodied carbon is increasingly important in the whole life cycle costing of a building. Sophie Chisholm reports the findings at a recent CBx event
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Embodied carbon has been the focus for much academic research for 20 years, but only recently became part of the construction industry’s wider agenda. Originally the province of quantity surveyors, it has now been adopted as an objective by the whole building cycle. As the built environment tends towards zero-operational energy use, the embodied carbon of those buildings becomes increasingly important in comparison. In 2014 the UK Green Building Council ran an Embodied Carbon Week and produced a report capturing main themes of the event. Of the 15 challenges identified by attendees across the programme the top four were: consistency in method, availability of comparable data, industry attitude – legislation not forthcoming and worry of extra cost and complexity. Headway has been made but, as the CBx event highlighted, these challenges are ongoing.
Embodied vs operational The main unintended consequence of the tightening of the Building Regulations’ requirements for operational efficiency has been observed as the increase in embodied energy of buildings. In many cases, designers will employ a high-tech approach to minimise 36 | 16 JULY 2015 | FM WORLD
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operational consumption – using highly processed materials, complex plant equipment and a sophisticated, automated control system. In terms of whole-life performance, this tends to shift the carbon ‘cost’ from operational use to the embodied carbon of the fabric. The University of Bath, which produced the industry’s first authoritative database on embodied carbon of materials in 2005 (Inventory of Carbon & Energy – ICE), endorses the standardisation of the industry’s reporting of embodied energy to stop merely shifting the time at which energy is ‘spent’ and reducing the net carbon cost of any project. The Royal Institute of Chartered Surveyors (RICS) produced guidance that sets out a way to calculate embodied carbon from cradle to end-oflife across four main sectors with case study figures for each. These show that over 30 years around 50 per cent of the total carbon is tied up in embodied (vs operational) which includes the embodied carbon of the initial material, emissions during construction and the maintenance and repair cycle. And the embodied versus operational split differs from sector to sector with embodied carbon more pronounced in buildings housing low-energy intensity activities such as
warehouses; in offices embodied carbon accounts for over half the whole life carbon cost, in supermarkets it is 50 per cent and in a semi-detached house it is higher than 50 per cent.
Available data The water industry’s regulator has required embodied carbon analysis of all assets since 2004. There has been development in determining carbon factors for pumps and other elements to get accurate calculations for any replacement projects. Network Rail and the Highways Agency also include embodied carbon calculations in design, refurbishment and maintenance proposals. Embodied carbon calculations are much simpler in these industries as they comprise standard, modular components. It’s not all bad news; things are progressing with a number of metrics and data sources and with BS 15978 setting framework for embodied carbon analysis. An EU standard published in 2011, BS 15978 is the standard upon which all Lifecycle Cost Analysis (LCA) is based and is gaining traction in the industry. The RICS method mentioned is a globally applicable process that simplifies life cycle cost analysis. There are also a number of publicly available tools; the Environment Agency first published its embodied carbon calculator in 2007 and uses this as one of three metrics upon which to judge a project. These tools can also be mined for embodied carbon figures. There is still much uncertainty in embodied carbon values at the manufacturing stage and this creates difficulties for the contractor, who must deliver
against specifications assumed at design stage. Further uncertainty is introduced where assumptions are made in terms of building use and refresh cycle. End-of-life details are also hard to predict. The industry relies on a few global averages, but it’s expected that more embodied carbon data will come from Environmental Product Declarations (EPD) – verified documents that report data of products based on LCA and other relevant data. Only seven EPDs exist in the UK: the US has hundreds registered, while Germany has 1,000. But BIM will have embodied carbon capabilities, thus allowing more accurate and less time-consuming calculations.
Legislation in place There is no embodied carbon requirement in Part L and in BREEAM there are one or two credits available per project. The Green Guide is tangentially linked to embodied carbon including the requirement as a proportion of an A-rating. Brighton Council has required an embodied carbon plan since 2011, however, there is no record of the council pushing for more stringent measures or holding applicants accountable to these. In Westminster, such plans are appearing and the Department for Communities and Local Government is working on a White Paper probing the potential for using allowable solutions as a mechanism for embodied carbon mitigation. FM This article is an abridged version of CBx’s white paper: Embodied Carbon – are we there yet? This paper was put together following a CBx event in March 2015. To download a copy of the full report, visit: bit.ly/1SaZeby
www.fm-world.co.uk
09/07/2015 16:37
FM MONITOR
DAVID COLE
HOW TO...
David Cole is water pollution manager at Hydro Consultancy
F LOOD R ISK AND WAT ER P O L LUT I O N CON TAIN M EN T
flood, pollution spill or fire incident are the ‘what if’ scenarios no business ever wants to contemplate. David Cole explains how to manage the risk and demonstrate regulatory compliance Even for those operators who are already familiar with their responsibilities, a comprehensive review could be highly advisable.
companies really understand how a pollution containment system will operate in an emergency? What will happen if a pollution spill is combined with a source of flow into the below-ground drainage system such as fire water or rainfall? When the drainage system is overloaded, the backedup flows could simply bypass the containment device either by other below-ground flow paths or as overland flood water.
Causes of pollution
Risk assessment
Sites that store or use hazardous or polluting substances need to take steps to ensure that these do not escape into the environment. Even for sites that would not obviously be at risk, flooding or firefighting water could still be a concern – a fire at a waste recycling facility could lead to environmental pollution if firefighting water is not contained on site. For most sites fitting a containment valve is the conventional way to contain polluted water by blocking underground drainage. For some sites additional flood protection measures such as bunds and underground storage tanks are also necessary to hold back water. But all too often companies retrofit containment valves without actually having any technical evidence to demonstrate how it will hold water pollution safely on site in an emergency. Without this knowledge, can
A robust flood risk assessment provided by suitably qualified experts will identify all sources of flood risk, along with potential flow paths into and out of a site. A Hazard and Operability (HAZOP) study may also be an appropriate methodology to provide an evidence-based understanding of the combined water pollution and flood risks. As part of this process, using hydraulic modelling can be invaluable. It can be used to accurately map the surface water and pollution pathways on and off a site as well as assessing and validating the effectiveness of the drainage system design. This specialist 2D modelling technique, developed by Hydro Consultancy’s team, is an approach that requires a mix of flood risk and pollution containment expertise. It can provide an effective method to test the efficiency of pollution containment
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Flooding and water pollution are inextricably linked and planning for protection is critical for any site, facilities or environmental manager. The impact of a pollution spill or flood is often badly underestimated – as is the commercial and environmental damage they can cause. The only acceptable kind of pollution risk is one that a business can demonstrate it has taken adequate measures to protect against. No business can afford to continue in the belief that it could never be subject to a serious water pollution incident. Pollution containment is particularly critical for sites operating under the Control of Major Accidents and Hazards (COMAH) 2015 or Environmental Permitting (England and Wales) Regulations (EPR) 2010. It should also be integral to any compliant Environmental Management System (EMS) – or for those companies working to IS0 14001. The introduction of the revised COMAH regulations on 1st June (see p.37, this issue) has provided a timely opportunity for regulated sites to fully review their risks and ensure both their business and the surrounding environment are fully protected. As government funding is cut back, environmental authorities are being forced to relinquish their advisory role and are increasingly enforcing regulations through prosecution. www.fm-world.co.uk
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“An unexpected pollution incident is likely to land an unprepared operator with significant fines and a substantial bill for environmental remediation”
systems – and provide reliable evidence for regulators and EMS documentation.
Site vulnerability Under planning guidelines the suitability of a new development is assessed using a system that compares flood-risk vulnerability against its compatibility with a flood zone. The National Planning Policy Framework states that for any “installations requiring hazardous substances consent” such as COMAH and EPR sites, their vulnerability classification would be “highly vulnerable”. This would place planning restrictions on such development because of flood risk in two of the three ‘flood zone’ classifications. But this applies only to new developments and many existing sites are unlikely to have been built to these guidelines. So when considering existing highly vulnerable sites it’s a fair assumption that many are in a zone that is inappropriate to their vulnerability, and the residual risks are not fully understood. An unexpected pollution incident is likely to land an unprepared operator with large fines and a substantial bill for remediation. Insurance cover may not be sufficient to pay for the clean-up costs in all but the most exceptional circumstances. In the worst cases a pollution conviction can even invoke custodial sentences for company directors. Notwithstanding a company’s regulatory obligations and noting that in most instances the ‘polluter pays’, the expectations of corporate social responsibility alone (especially for larger companies) make it good practice to show exemplary environmental compliance. FM FM WORLD | 16 JULY 2015 | 37
09/07/2015 12:10
BIFM FEATURE
BIFM.ORG.UK
BIFM AWARDS
Lifetime Achievement Award Time is running out to nominate someone for the 2015 ‘Lifetime Achievement Award’ in the BIFM Awards. This Award recognises individuals who have made a significant contribution to facilities management over the course of their career. The contributions of the individual should have had a lasting impact on the profession and industry. Individuals will be assessed based on a clear demonstration of their commitment to the progression of FM where they have made both a significant and positive impact throughout their career. The nominated person must have: ● An established history and proven track record in facilities management; ● Exhibited professional leadership and inspiration to others; ● Made a positive and lasting impact on the FM profession; ● The respect of their peers; and ● Integrity and be recognised by the industry as playing a key role in the progression of the profession. i Nominations must be received by midnight on 31 July 2015. For full details go to www.bifmawards.org/people/ lifetime-achievement-award/
Will you be the person who collects the coveted Lifetime Achievement Award at the BIFM Awards 2015, to be held at the Grosvenor House Hotel, London, on 12 October?
QUALIFICATIONS IN FM
Get the edge with a BIFM qualification Gain a recognised, accredited qualification to support your career and build your earning potential. All BIFM qualifications in facilities management are designed to be flexible and meet your needs. Choose a level and depth to suit you and select the optional units to match your development needs.
KEEP IN TOUCH » Network with the BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr 38 | 16 JULY 2015 | FM WORLD
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● All qualifications come in three sizes – Award, Certificate, and Diploma – so you can choose the one that suits your needs and the time available. ● Qualifications are built up from a combination of mandatory and optional units, offering flexibility and choice. ● There is no need to work up through the levels – you can start at the right level for you and your organisation. ● The qualifications can be customised by you and your organisation to suit your business needs. ● All assessments are practical and work-based, so that they add value to your business. ● The qualifications cover real need-to-know facilities management knowledge and skills, and the learning outcomes and
assessment criteria are clear. ● BIFM recognised centres offer different ways of learning – faceto-face, evening class, distance learning, online learning – to suit you. ● Each qualification needs to be completed within two years, but you have the flexibility to complete it more quickly. ● The qualifications are aligned with BIFM membership grades so you can enter into the appropriate member grade and gain extra recognition in the job market. The levels are: ● Level 2 qualifications A Level 2 qualification in facilities services is for you if you are a school-leaver or are new to the facilities management profession. People who wish to consider a career change to facilities www.fm-world.co.uk
09/07/2015 12:10
Please send your news items to communications@bifm.org.uk or call +44 (0)1279 712 620
management may also benefit from this entry-level certificate.
GUEST COMMENT
Victoria O’Farrell is Chairman of the BIFM Women in FM group and Managing Director at MV Consultants Ltd
● Level 3 qualifications
The BIFM Level 3 qualifications in facilities management are for you if you are a first-line manager or supervisor in facilities management, or if you are new to the industry. They are designed to develop an understanding and knowledge of facilities management matters. ● Level 4 qualifications
The BIFM Level 4 qualifications in facilities management are typically for you if you work at an operational management level or if you are aspiring to these roles and want to stretch and develop your knowledge and capability. ● Level 5 qualifications
BIFM Level 5 qualifications in facilities management are for you if you are at a middle or senior management level and responsible for more specialised and complex functions, or if you are aspiring to these roles and looking to stretch and develop. ● Level 6 qualifications
BIFM Level 6 qualifications in facilities management will help you to develop your strategic skills and knowledge if you work in or aspire to work at a senior position. ● Level 7 qualifications The BIFM Level 7 qualifications in facilities management will help you to reflect the ability to reformulate and use relevant understanding, methodologies and approaches to address problematic situations that involve many interacting factors.
i If you want to find out more about the qualifications or to talk through your options contact the qualifications team on +44 (0) 1279 712651, email qualifications@bifm. org.uk, or visit www.bifm.org.uk/ qualifications
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THE NEED TO COLLABORATE
IFM, and indeed the wider FM profession, is all about collaboration. Collaboration helps us learn, develop, access new ideas and open our minds on both a professional and personal level. When I began my tenure as Chair of the Women in FM group, collaboration was something I was keen to promote. I knew that our members would benefit from collaboration and be open to seeing a bigger picture. This is why as a group we are so eager to work with our fellow groups and regions. Much of this collaboration started from feedback - as there was a feeling that as a group we were very London-centric, but also to truly collaborate we needed a bigger reach and as such we wanted to reach as many members as possible. Working with other groups and regions is a great way to do this. By working with other groups we can bring great venues and content to our members – and also as a committee learn from others as to how they deliver such great events to their members. All BIFM SIGs and regions put on such great events – so it makes sense for us to pool our resources to benefit members. In addition, through a joint event we have more reach and more participation – bringing benefits to those who attend as there are more opportunities for collaboration through networking. Utilising the expertise of SIGs in particular enables us to deliver very current content on key topics, which are relevant and interesting, whilst aiding personal development. So what are our aims and plans for the coming months? Well, our successful collaborations will continue, currently in the pipeline are other events in the North, North East and East regions. Then a triple collaboration event in Sussex with the South region and Education SIG. In the meantime don’t miss our ‘Ask WIFM’ event, which takes place on 22 July. This is a great event to come along to if you are a ‘first-timer’ and a great opportunity to collaborate with other members. If you are a little apprehensive about attending your first event with us – don’t be. Just let the committee know (wifm@bifm.org.uk) and we will then welcome you and introduce you to other members. Generally 30 per cent of attendees choose a WIFM event as their first one, and in fact my first networking event was a WIFM one! You will find an open and relaxed atmosphere, and it will be a good way to build confidence, to network, to open doors and to meet new people.
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“ALL BIFM SIGS AND REGIONS PUT ON SUCH GREAT EVENTS – SO IT MAKES SENSE FOR US TO POOL OUR RESOURCES TO BENEFIT MEMBERS”
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www.bifm.org.uk/wifm
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BIFM FEATURE
BIFM.ORG.UK
KNOWLEDGE
Good Practice Guides BIFM produces a wide range of Good Practice Guides that are available for free to members. Over recent months the suite of guides has been updated and also added to. The full range now comprises: FM Procurement Building Controls and Building Energy Management Systems ● Energy Audits ● Recycling and 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 ● ●
i To download the BIFM Good Practice Guides go to www.bifm.org. uk/gpgs
MEMBERSHIP
Are you ready to upgrade? Are you at the right BIFM membership grade to reflect your increasing achievements in the 40 | 16 JULY 2015 | FM WORLD
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FM industry – or is it time to progress? Does your current grade reflect your status in the industry now, and provide the chance to raise your profile further in line with what you’ve accomplished? Check out if a different BIFM grade would be more applicable to where you are today because our carefully planned membership scheme is designed for every stage of your career in FM. ● Route 1 - Affiliate to Associate grade ● Route 2 - Affiliate & Associate to Member grade ● Route 3 - Affiliate & Associate to Certified grade ● Route 4 - Member to Certified grade ● Route 5 - Member to Certified grade (if you became Member grade before 2010) ● Route 6 - Certified to Fellow grade
By upgrading your membership to one of our assessed levels you will be entitled to use postnominal letters. Many of our members use these letters on their CVs, business cards, email signatures and other business collateral to denote their professional status. In order to upgrade your membership we require a copy of your CV and your current job description, plus supporting materials relevant to the member grade you are applying for an upgrade to. Please also be aware that to upgrade your membership, your current subscription must be fully paid. i If you have any queries regarding your membership or upgrading, please contact our Membership team on +44 (0) 1279 712650 or by email at membership@bifm.org.uk
BIFM TRAINING IOSH ACCREDITATIONS
e hear about IOSH in FM quite a lot, but most of the time people don’t really know why it matters, so we’d like to say what IOSH is and why it matters and remind you of a course we at BIFM Training believe is paramount for anyone in FM. IOSH is not just the biggest health and safety membership organisation in the world, it is also the chartered body for health and safety professionals. It was founded in 1945 and has been registered as a charity since 1962. In 2002 it was awarded a Royal Charter. As the largest health and safety membership organisation in the world, IOSH has more than 44,000 individual members in at least 100 countries and more than 150,000 people take IOSH courses yearly. Across the world, more than two million people die each year as a result of health and safety failures. So we at BIFM Training are committed to creating an FM workplace that is safe, healthy and sustainable, and to do that we provide IOSH Courses throughout the year to give our FMs of today and tomorrow the knowledge and the capacity to work safely and to a high standard. To do that we have a course that should be in any FM CV and is the basis for any H&S Best Practice in the workplace. If you are thinking about an IOSH accreditation, then a priority would be the well-established IOSH Managing Safely. Our next IOSH Managing Safely four-day course runs from 8th-11th September 2015 This course introduces practical controls to enable best practice in H&S for your organisation. By identifying how to manage common hazards, it will help you to: reduce sickness and absenteeism; improve the quality and productivity of your workforce and reduce costs such as healthcare, insurance premiums and compensation claims. It is accredited by the Institution of Occupational Health & Safety, the world’s leading professional body for H&S practitioners. ● The H&S responsibilities of managers ● Assessing & controlling risks ● Identifying & managing common hazards ● Checking performance & learning from losses ● Protecting our environment So are you ready to delve into the H&S world to get the knowledge you need? If so, get in contact with us to start your new IOSH accreditation. We offer the largest range of FM training courses in the UK and we are confident that we will able to serve your learning and development needs this year.
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i Contact the team on 020 7404 4440, email info@bifmtraining.co.uk, or visit www.bifm-training.com
www.fm-world.co.uk
09/07/2015 12:11
FM DIARY INDUSTRY EVENTS 10 September | National Golf Finals Entry is via regional qualifiers. Venue: Hanbury Manor Marriott Hotel & Country Club, Ware, Hertfordshire, SG12 0SD Contact: For details of sponsor opportunities, contact Don Searle at don@c22.co.uk 30 September | Corporate members event: BIM and Soft Landings More information to be confirmed. Venue: To be confirmed. Contact: For details, email corporate@bifm.org.uk or call 01279 712 675. 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
Contact: For more information, visit www.workplaceweek.com NORTH REGION 9 September | BIM and soft landings – key learning event More information to follow. Venue: Birley Building, Birley Campus, 53 Bonsall Street, Manchester M15 6GX Contact: Email mark.a.whittaker@ integral.co.uk to register interest. 19 November | Outsourcing vs In-house More information to follow. Venue: Ministry of Justice, Manchester Contact: Email mark.a.whittaker@ integral.co.uk to register interest. SCOTLAND REGION 18 September | Security and serious organised crime Police Scotland to present on Serious Organised Crime, and Community Safety Glasgow to present on Security. Venue: Hilton Strathclyde Hotel, Phoenix Crescent, Bellshill, North Lanarkshire ML4 3JQ Contact: Email Isabel.Brown@ glasgowlife.org.uk for more information. 29 October | All about FM! Annual conference and exhibition. More information to follow. Venue: BT Murrayfield Stadium, Edinburgh Contact: Email Michael Kenny at mkenny@fesfm.co.uk for more information. SOUTH REGION
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 9-14 November | Workplace Week A week-long convention, organised by Advanced Workplace Associates. The week includes tours of interesting workplaces, a convention on 12 November, and fringe events in aid of BBC Children in Need. www.fm-world.co.uk 45 | 8 MAY 2014 | FM WORLD
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29 July | All about catering A presentation on how catering adds value to FM contracts. Chris Stern from Stern Consulting will be advising on how to get the best from your contract caterers. Graham Eveleigh from BaxterStorey will discuss the need to invest in training and skills to provide the very best service in contract catering. Venue: British American Tobacco, Southampton Contact: Email Ian Fielder at ian.r.fielder@gmail.com for more information or visit bit.ly/1SaTzCz to book tickets. 30 September | Sustainability More information to follow. Venue: EDF Energy, 329 Portland
Road, Hove, East Sussex BN3 5SU Contact: Email Ian Fielder at ian.r.fielder@gmail.com for more information. 28 October | Help for heroes A site visit to the recovery centre in Tidworth. More information to follow. Venue: Tedworth House Tidworth, Hampshire SP9 7AJ Contact: Email Ian Fielder at ian.r.fielder@gmail.com for more information. 25 November | Managing FM in Science and Business Parks The South Region takes a look at managing FM in a business park environment. Venue: Fasset Business Park, Havant, Hampshire Contact: Email Ian Fielder at ian.r.fielder@gmail.com for more information. SOUTH WEST REGION 18 September | Quarterly training day – legislation and compliance Full programme to follow. Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Nick Fox at nicholasjamesfox@outlook. com or visit www.tinyurl.com/ bifmswqtd15 to book tickets. SPECIAL INTEREST GROUPS 22 July | Ask WIFM: Panel discussion – challenges facing the sector The panel includes Liz Kentish, managing director at Kentish & Co; Ross Abbate, managing director at Mace Macro; and Lucy Osborne, director at Capita. The event organisers are requesting attendees to submit questions on finance, service provision and market share, staffing and training, flexible working, or sustainability. Questions can be submitted at bit.ly/1NR5V1r. Venue: Capita HQ, 65 Gresham Street, London EC2V 7NQ Contact: Email Tanya Brick at tanya_brick@hotmail.com or visit bit.ly/1TnVCpd to book tickets. 28 July | Catering and hospitality – the customer comes second Frazer Rendell, an international speaker, writer and consultant on employee engagement will show you the evidence why now is the time to change your understanding
as to whether customer comes first or second. Rendell demonstrates that by putting the customer second, you can increase your customer satisfaction, your overall business performance and your organisation’s profitability. Venue: Academy of Medical Sciences, 41 Portland Place, London W1B 1QH Contact: Email Paul Greenwood at paulg@tricon.co.uk or visit www.tinyurl.com/noxsrk4 to book. 6 August | Rising FMs Annual Quizcrawl Details to be confirmed. Contact: Email Jason Gurd at risingfms@gmail.com 15 September | International – service management 3.0 Peter Ankerstjerne, ISS, Denmark will present how the key differentiator for service providers lies in the service management model and the ability to execute it. Ankerstjerne believes that the traditional models and themes are no longer sufficient, future focus should be on the service delivery system and the power of the human touch. Contact: Email ClaireSellick@ btinternet.com for more information. 22 October | International – Apples and pears: the differing shape of FM in interational markets More information to follow. Venue: Workplace International in central London. Contact: ClaireSellick@btinternet. com for more information. 4 November | International – A BNP Paribas case study More information to follow. Venue: BNP Paribas, London Contact: ClaireSellick@btinternet. com for more information. 17 November | People management – DNA of a facilities manager An event which provides the opportunity to meet the newly appointed Facilities Manager of the Year, as well as previous winners. Hear how they got to where they are today, what makes them tick, what is the key to their success. Venue: Sodexo, 1 Southampton Row, London WC1B 5HA Contact: Email alimoran@hrworks. org.uk for more information. FM WORLD | 16 JULY 2015 | 41 www.fm-world.co.uk
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FM MONITOR
PRODUCTS PUT TO USE
Call Greg Lee on 020 7880 7633 or email greg.lee@redactive.co.uk For full media information take a look at www.fm-world.co.uk/mediapack
CASE
IN POINT FEATURE CASE STUDY
Integrated CAFM system supports transparency in NEC3 deal PROBLEM In 2014, Vinci Construction and Mouchel came together in a collaborative joint venture to provide facilities, project and data management shared services to Lincolnshire County Council. In order for accurate information on all the services to be available to all other services, VINCIMouchel needed a CAFM system at the core of the service offering to manage all aspects of this £45 million property contract. The solution needed to facilitate a transparent relationship between all parties – a key objective of the NEC3 Term Service Contract Solution. SOLUTION Concerto was selected as the CAFM system at the core of the service offering to the
council to manage all aspects of the contract, including: estates management, project management (capital works programme), managed services (property service centre, asbestos management and legionella control) and hard FM services. The system provides dashboards across the board, and this facility provides relevant management information to all users.
OUTCOME The open-book policy is being fully supported as all parties can access the system and therefore view and use the same data. Access to this data facilitates a transparent relationship between all parties, a key objective of the NEC3 Term Service Contract. Workflow processes have been established for all key
processes, which encourages users to work in the correct way. Key stakeholders can make appropriate decisions as early as possible, which avoids unnecessary cost. Call 0844 858 9171 for more information E: info@concerto.co.uk Visit www.concerto.co.uk
Cool-Therm supplies chillers Hotel chain improves water in Swindon hospital project system with KalGUARD
Carrier chillers are cool for New Ludgate offices
PROBLEM
PROBLEM
PROBLEM
Swindon Hospital recently undertook a major chiller replacement project, looking to save energy and improve efficiency.
To prevent limescale accumulation in a hotel’s hot water system, a large duplex brine-based water softener was historically used to treat incoming mains water. The water softener required a demanding and expensive maintenance regime.
When Carrier installed air conditioning at two new office buildings at 1 & 2 New Ludgate in London, it had to solve the challenge of a strict noise spec because its proximity to flats.
SOLUTION Cool-Therm installed two low-temperature Tonon chillers. The units provide chilled water to the hospital’s catering department. Also installed were low-temperature fan coils in the cold rooms, which are used to take advantage of the lower water temperatures. The project was carried out jointly with service provider Carillion.
OUTCOME The installation allowed the hospital to increase cooling capacity by 30 per cent without increasing energy consumption. The system also benefits from a greater capacity turn-down, with much smoother temperature control. Visit www.cooltherm.co.uk for more information
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SOLUTION The hotel replaced its brine water softener with KalGUARD from Sentinel Commercial, a limescale prevention device that uses Part L approved electrolytic technology to treat incoming mains water. KalGUARD requires no salt, wastes no water and requires minimal maintenance..
OUTCOME KalGUARD saved thousands of litres of water, tens of thousands of pounds in maintenance costs, and tonnes of CO2 emissions. Visit www.sentinelprotects.com for more information
SOLUTION Carrier was working with the client, consultant and contractor and engineer SRW to enclose the AquaForce chillers in the basement. But the chillers’ delivery of excellent part-load efficiency and high-performance cooling in a compact meant it was possible to install them on the roof.
OUTCOME AC is supplied by six Carrier 30XAV 950 AquaForce chillers with VSD-controlled screw compressors, alongside three Carrier RBM 520 and three Carrier 30RBM 420 AquaSnap chillers. Carrier’s team will be maintaining the chillers. For more information, call 01372 220190, or email at danny.lear@carrier.utc.com
www.fm-world.co.uk
09/07/2015 12:11
FM PEOPLE
MOVERS & SHAKERS
BEHIND
DATA
THE JOB
NNENNA AZUBIKE
TOPIC TRENDS
NAME: Nnenna Azubike JOB TITLE: Assistant facilities manager ORGANISATION: Imdaad LLC in Dubai
What’s been your career high point to date?
At a young professional level, I was given the direct responsibility for the FM function, playing a pivotal role in strategic advisory during construction of the $40m HQ of my last employer in Nigeria. I deployed the procurement strategy by consolidating a robust asset register and life cycle plan. I also championed the spatial planning of the building, which was special as I had to work with a designer based in the US to ensure a world-class outlook with a local interpretation. The project contributed to the winning of the chairman’s HSE Award for 2012.
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
NNENNA AZUBIKE
Key responsibilities
I am responsible for planning, directing, and overseeing the building operations and services, delivering both hard and soft FM services in maintenance of retails and commercial building in heart of the Dubai district – Marina; The Dubai Marina Mall, Pier 7 and The Marina Plaza.
If I wasn’t in FM, I’d probably be…
In construction project management. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?
Introducing/ working with new forms of IT
5
7
Filing of completed reports and assessment records What attracted you to the job?
I saw this move as an opportunity to widen my experience in FM especially in a city globally acclaimed for its innovative and rapidly growing FM requirements.
If you could change one thing about the industry, what would it be?
Professional regulation establishing a minimum certification and discipline criteria for non-FM professionals wishing to progress into FM.
7 10
My top perk at work is…
I work in a multicultural and diverse environment, which means you can’t get blinkered to the world outside. It has made me an inclusive and adaptable leader, giving me a great sense of motivation working with other people to achieve a common goal which has a great psychologically advantage.
Which “FM myth” would you most like to put an end to?
‘High performance of a building can be achieved through capital investment or retrofitting’. A building will not measure up to its full designed performance potential if its occupants, who account for water and energy savings, waste reduction etc, are not engaged as part of the system to support design intent.
How did you get into facilities management and what attracted you to the industry? WHAT SINGLE PIECE
I grew up with my Dad’s love for DIY fixes and maintenance at home every weekend. This created the spark that nurtured my interest in the built environment. I studied estate management and later a master’s in facilities management.
Working on energy-efficiency initiatives
OF ADVICE WOULD YOU GIVE TO A YOUNG FM STARTING OUT?
How do you think facilities management has changed in the last five years?
“It pays to gain operational experience as this is a foundation to any tactical or strategic decision you make”
It’s technology and data-driven; there is a focus on growing trends in managing client metrics.
What has been your biggest career challenge?
The acceptance of women folk in FM operations.
And how will it change in the next five years?
Adapting to flexible working
5 8
Maintaining service levels while cutting costs
8
9
We will see the entrance of young FMs who make a conscious choice to make a career in FM as supposed to individuals accidentally finding their way into FM.
Any interesting tales to tell?
One was a request to a mason to get me a close-up picture of this crack for client reports after my site inspection to determine the severity of the crack. He returned about an hour later with pictures of the crack repaired and painted, on an assumption that he was instructed to close the work order! www.fm-world.co.uk
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Do your friends understand what FM is?
Yes, thanks to my passion for the profession. 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 10
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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
09/07/2015 11:02
London opportunities Technical Building Manager London • £45,000 A Technical Building Manager is required for a best-in-class managing agent at a new central London development. This premium residential site requires a professional with a unique blend of M&E know-how, as well as being able to provide a first class service to its tenants. Ideally, you will have come from a hotelier background and will have progressed in to the property sector, whilst possessing a technical aptitude. Applicants with a NEBOSH qualification will be highly regarded for this opportunity. Ref: DaB1262678
Assistant Building Manager City of London • £27,000 - £30,000 A market-leading managing agent is seeking a proactive, driven Assistant Building Manager. An employer of choice, this position offers a real opportunity for career progression. Responsibilities include setting and managing the service charge budget for the site, overseeing health and safety for the property, in addition to developing an excellent working relationship with your tenants and other key stakeholders. You will possess prior experience of managing a multi-let property, strong technical knowledge of hard-services. Ref: CS1262614
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
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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)
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 FM is for those considering whether to pursue a career as a facilities manager. The next version of this popular guide comes out this 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 15 minutes over the phone. We’re also looking for people to talk about the success they’ve had as a result of undergoing further professional training, at whatever level. 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. The guide will work on two levels – as a recruitment tool to help teachers and others explain FM to pupils; as an introduction to young people in general about the joy of a career in facilities management; and as a guide to the world of further development training for established FMs. Notes We understand that the summer months are not necessarily the best time as many of you will be on holiday, so if you yourself can't be involved but know someone who might be, please just forward us their details and we’ll do the rest. 2015 GUIDE TOCAREERS IN FACILITIES MANAGEMENT
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 recognises individuals who have made a significant contribution to the FM profession over the course of their career. Previous winners include Frank Duffy, Keith Alexander and the late Chris Stoddart. Notes A written statement nominating an individual must be emailed to awards@bifm.org.uk www.bifmawards.org 31st July 2015
Sponsored by
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Email editorial@fm-world.co.uk to register your interest Please get in touch by 17th July
THE BIG PICTURE
The central focus at Chiswick Park is the large lake that helps bring the whole site together
IN THE NEXT ISSUE OUT 20 AUGUST
REPORT: BIFM LEADERS' FORUM – CUSTOMER SERVICE IN FM: ARE WE GETTING IT RIGHT? /// FM AND THE PRODUCTIVITY DEBATE /// DEALING WITH LONE WORKING /// WRITING A FIRE SAFETY POLICY /// COMPLYING WITH THE EQUALITY ACT /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 16 JULY 2015 | FM WORLD
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www.fm-world.co.uk
09/07/2015 17:58
Accelerate your FM prospects To speed up your FM prospects ACT FAST and join the BIFM today. If you want to get on in facilities management, get into the BIFM. As Britain’s leading association for our profession, we’re here to advance your cause. Use our extensive network of training and expert advice to progress your career.
Gain invaluable knowledge and contacts at our industry leading events and specialist networks. Increase your standing through our recognised professional qualifications and accreditations.
Profit from the latest professional and industry news – online and in print. Take your opportunity to shape your industry’s future by getting involved in everything from regional committees and local events to national strategy planning. And make it your first priority.
T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk
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K BOO AY D TO
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
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awards@bifm.org.uk
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07/07/2015 13:31
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