FM World 5 November 2015

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 5 NOVEMBER 2015

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IN FULL FLIGHT Alan Russell, head of FM at Heathrow Terminal 5, on his route to becoming Facilities Manager of the Year

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VOL 12 ISSUE 20 5 NOVEMBER 2015

CONTENTS

10| Workplace illness

18| FM of the Year Alan Russell

22| Team NEC

NEWS

OPINION

FEATURES

06 Work-related illness is costing the UK £14 billion per annum 07 Keynsham centre is top workplace, claims BCO 08 Project of the fortnight: Burntwood School, London, winner of the 2015 RIBA Stirling Prize 09 Think Tank: Does your organisation have a culture conducive to employee wellbeing?

10 News analysis: The cognitive function of office workers 12 Business news: Graeme Davies: Expect more private sector outsourcing deals – but of smaller value 13 Eric Wright posts 41% pretax profit jump 14 In focus: Colin Kenton on his company’s success on the new Crown Commercial Services framework

16 Roger Amos says FM clients need to be realistic about their expectations 17 Five minutes with Claire McCartney, research adviser for the CIPD

MONITOR 30 Legal update: Keeping up with rapidly changing energy legislation 31 Legal update: What is the impact of the EU’s travel time ruling?

33 Primer: Heating emitters 35 How to… understand passive fire protection 36 Technical: What can facilities learn from IT service management technology

20| Data centre audits

18

In full flight: New facilities manager of the year Alan Russell has made the most of his career in engineering and FM at Heathrow Airport

22

Exhibiting their green credentials: The NEC’s facilities team won this year’s BIFM prize for impact on sustainability category – here’s why

26

Out in the cold: Data centres are wasting energy by producing far more cooled air than necessary – this article explains why, and what you should do

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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f a tree falls in a forest and no one is around to hear it, does it make a sound? Similarly, if a facilities service is performed and no one is around to value it, is it really making a difference? You can imagine frustrated FMs pondering this as they continue, day in and day out, to keep their organisations going with little recognition or reward. And it’s also easy to ponder this kind of thing when yet more evidence of good FM (the recent BIFM Awards, for example) does not immediately obtain a much wider audience. Because it really should do, Sometimes the sheer scope and scale of the projects takes your breath away – witness the North East Lincolnshire FM contract that came away as the winner in the new societal impact category at the BIFM Awards.

Of course, this frustration at a lack of recognition is in the very nature of FM, which is often described as being at its best when no one realises it’s taking place.

But while this may be the operational ideal, it naturally presents quite the Catch 22 for those promoting the wider value of FM; more recognition craved from a sector for which success is best measured by the quiet effectiveness of its execution.

Fortunately, I think we can safely say we’re living through some seismic shifts in business and public perception. The last two years have seen FM success case studies of such strength in depth that their impact cannot be denied. We’ve two in this edition, and more to come from the BIFM Awards.

As if the stories emanating out of the Grosvenor House Hotel aren’t proof enough, we’re also seeing some other welcome shifts. This summer, the Property Directors Forum reported on how employee productivity was now being seen by its members as almost three times as important as cost reduction. This is no small shift: Property directors’ priorities, famously focused on cost reduction, are now much more about the performance and productivity of people. ‘Soft metrics’, including employee engagement, satisfaction and retention are now the top issues for 61% of property directors when measuring the performance of workplace strategies. Metrics concerning space and furniture or business agility are, suddenly, least important. All of which can only help FM in becoming increasingly decoupled from, well, facilities.

This is quite the conversion, with property directors speaking about how effective workplace strategies can only be called such if they’re seen to be catering, for example, for the different needs of each generation of employee. And it’s not just a focus on productivity, it’s a focus on individual strands of productivity.

Worker wellbeing, surely one of 2015’s most ubiquitous buzz phrases, feeds into this idea of productivity as the overriding outcome of good FM. The concept of wellbeing may not yet sit high on the priority list for property directors, but it’s undoubtedly an issue likely to rise in prominence with pretty much everything that goes into improving individual wellbeing in the workplace within the purview of the facilities manager.

Factor all these elements in and it feels like there’s plenty of grounds for optimism just now. Here’s to FM’s productive use of productivity.

I

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EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenfield, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 13,326 (Jul 14 – Jun 15) 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 Pensord Press ISSN 1743 8845

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“More recognition is being craved from a sector for which success is best measured by the quiet effectiveness of its execution”

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FM NEWS

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HEALTH AND SAFETY

GETTY

Work-related illness costing UK £14 billion More than a million people are being made ill by their work, costing society £14.3 billion a year, according to new figures from the Health and Safety Executive (HSE).

Despite the UK remaining one of the safest places to work in Europe, injury and ill-health statistics released by the HSE show that an estimated 27.3 million working days were lost due to work related ill health or injury in 2014/15.

In the same year 142 workers were killed, and there were 611,000 injuries in the workplace.

Of the estimated 1.2 million people who suffered from a work related illness, 516,000 were new cases.

611,000 injuries occurred at work according to the Labour Force Survey, of which 152,000 led to over-7-days absence, with rates of 2,030 and 500 per 100,000 workers respectively.

HSE’s Chair Judith Hackitt said: “It’s encouraging that there have been improvements in injuries and ill health caused by work related activities. But behind the statistics are people, their families, friends, work colleagues, directly affected by something that’s gone wrong, that is usually entirely preventable.

“Nobody should lose their life or become ill simply from doing their job. These figures show that despite the great strides and improvements made over the last 40 years since Britain’s health and safety regime was established, there is still more that can be done”.

Work activity can present both physical and psychosocial risk factors, the report states.

The most commonly cited risk factor across all workplaces was

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“dealing with difficult customers, patients, pupils’, present in about two-thirds of workplaces with five or more employees. While a recognised psychosocial risk, it can also present as a physical risk in terms of threats and violent

incidents towards workers”.

‘Lifting or moving people or loads’ was the second most prevalent reported risk factor in workplaces (present in just under 60 per cent of workplaces with 5 or more employees).

When this risk is not adequately controlled it leads to the potential for manual handling accidents and longerterm musculoskeletal disorders, according to the report.

Other physical risk factors present in the workplace that contribute to musculoskeletal disorders include ‘repetitive hand or arm movements’, ‘slips, trips and falls’ and ‘working in tiring or painful positions’.

Each of these risks was reported to be present in around half of all workplaces with 5 or more employees.

Health and Safety Statistics: Annual Report for Great Britain 2014/15 can be found at www. tinyurl.com/hsestats1415

FACILITIES MARKETS

Health and education FM ‘looks positive’ AMA Research, an independent building and construction market report provider, has published the fourth edition of its Facilities Management Outsourcing – Health and Education Market Report – UK 2015-2019 Analysis.

The report seeks to shed light on key trends in the delivery of non-core services and the wider outsourced management market, with a focus on the health and education sectors.

Budget cuts in 2012 and the cancellation of large-scale capital expenditure programmes in 2010 limited FM outsourcing in these sectors, according to the report.

It cites the cancellation of the Building Schools for the Future investment programme and concern over the value of long term Private Finance Initiative

(PFI) hospital service contracts as responsible for spending cuts in and the general decline of outsourcing.

The report identifies a gradual shift towards total facilities

management (TFM) contracts, which it suggests has been a positive influence on sector growth and contract values. This trend towards consolidation is expected to continue over the medium term, owing to both the tightening of government budgets and moves by larger FM providers to expand their services and geographic coverage.

The medium-term outlook for healthcare and education outsourcing is described as “relatively positive”, with outsourcing penetration being supported by the government’s encouragement of cross-regional co-operation in procurement.

However, the National Living Wage, due to become compulsory from 2016, is expected to impact FM contract prices in both sectors. www.fm-world.co.uk

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NEWS

BRIEFS Mundell is Axis Security MD

Taskforce to improve cleaners’ conditions A campaign to promote good working conditions in the cleaning industry has been launched by an industry-led taskforce set up by the Equality and Human Rights Commission (EHRC).

The taskforce, chaired by EHRC deputy chair Caroline Waters, includes leading businesses, trade associations and trade unions.

The commission convened the taskforce following publication of its report The Invisible Workforce: employment practices in the cleaning sector.

This set out the EHRC’s findings on employment practices in the commercial cleaning sector.

The report found many

examples of good practice.

These included cleaning firms with policies in place to promote equality and also clients who enter into longer-term contracts.

These help firms to develop positive relationships with suppliers and also encourage investment in workforce development, leading to greater job stability.

The report also found that some employers did not provide contracts to staff. Further, some failed to pay their employees in full, or to pay sickness or holiday leave entitlements. Many cleaning operatives are female migrants, who spoke of being “invisible”,

of being treated badly compared with other employeess.

The taskforce has developed principles for responsible procurement, in order to encourage clients who buy in cleaning services to consider the impact of procurement on the employment practices of cleaning providers.

The taskforce also developed a poster to highlight the value of cleaning operatives, and Your Rights at Work postcards for cleaning companies to send to their employees explaining their employment rights.

Materials are available at: www.bit.ly/1LoAPMI

ISTOCK

BIFM and Orbis launch vacant property survey The BIFM and vacant property management firm Orbis have launched a new vacant property management survey for 2015.

The organisations are eager to obtain views from property and facilities managers about the empty buildings in their portfolio.

Squatting in a residential building became a criminal offence three years ago. An Orbis survey at the time revealed that a third of property managers predicted a rise in squatters targeting commercial properties as a result.

The new survey for 2015 aims to establish whether these concerns have become a reality.

It seeks to understand what facilities managers’ main concerns www.fm-world.co.uk

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are about empty buildings, their understanding of the legal and insurance requirements around empty properties and how they currently manage them.

The survey also considers urban exploring, the exploration of manmade structures, to determine whether this is a growing trend and a threat.

Guy Other, chief executive

officer of Orbis, said: “Our 2012 survey found that a third of property managers were predicting a rise in squatters targeting their commercial properties. With this new survey we will better determine the extent of the problem in 2015, and the extent of any new threats.”

The survey can be completed here and respondents will be entered into a prize draw to win a Kindle Fire HD. The nine-question survey, which asks questions on dealing with urban exploring, squatting and insurance implications of vacant properties, can be completed at www.tinyurl.com/ bifmorbissurvey

The Axis Group has appointed David Mundell as managing director of its Axis Security business.

Mundell joined the security industry with First Security, before being part of the management buy-in to Axis Security in 2007. He will be responsible for strengthening the position of the company in the manned guarding sector.

Mundell’s promotion follows the recent appointment of Simon Giles as group finance director.

Townsend steps down Ian Townsend is to step down from his position as deputy chairman of the BIFM board. The announcement was made in advance of the chairman elect and deputy chair elections which will take place this November at the BIFM board meeting. The newly elected deputy chairman will take the post at the November board meeting.

Townsend cited his ongoing work commitments in America as the reason for stepping down. He has been deputy chairman of the BIFM since July 2014 supporting Julie Kortens as chairman “to drive and oversee the development of the Institute”. Townsend has previously taken on committee roles on the Home Counties region before becoming chair of the region.

NHS Trust saves on soft FM Fourteen cleaners at the Foreign and Commonwealth Office “punished” for signing a letter to the Foreign Secretary, Philip Hammond MP, according to campaign group London Citizens.

The cleaners signed a letter on the 21 July congratulating Hammond on his new role and seeking a meeting to discuss the Living Wage. Six weeks later, they received a letter from their employer, Interserve, contracted by the FCO, initiating a disciplinary process, with the letter to the Minister attached as evidence.

The 14 cleaners have been accused of “bringing the contract into disrepute” for writing to the Minister. Three cleaners have been made redundant and they believe they are being victimised due to their involvement in this action, according to London Citizens.

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FM NEWS

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Under 6% of companies ‘fully ready’ for BIM

BURNTWOOD SCHOOL, WANDSWORTH, LONDON BUILDING SERVICES SPECIALIST: LJJ ARCHITECTS: AHMM (Allford Hall Monaghan Morris) CONTRACTOR: Lend Lease M&E ENGINEERS: Mott MacDonald Fulcrum COST: £40.9 million

TIMOTHY SOAR

Stirling Prize awarded to AHMM A school designed by Allford Hall Monaghan Morris (AHMM) for Burntwood School in inner London has won the 2015 RIBA Stirling Prize for the UK’s best new building.

Awarded by the Royal Institute of British Architects, the Stirling Prize, now in its 20th year, is one of the leading annual awards in architecture.

AHMM created six new faculty buildings and two large cultural buildings for Burntwood School, a large comprehensive girls’ school in Wandsworth.

Built in 2014, the 21,400 square metre school was designed to give an ‘immediate impression of quality, openness, confidence and solidity’.

RIBA explained that the architects had produced ‘grown-up buildings for Burntwood School, which make kids raise their game, instead of pandering to them’.

The judges explained that the school won for its “technically sophisticated” use of prefabrication, its low-energy strategy, and the minimal disruption to teachers and pupils during construction.

“It is the most accomplished of the six shortlisted buildings because it demonstrates the full range of the skills that architects can offer to society.”

The entries on the shortlist included: ● Maggie’s Cancer Care Centre, Lanarkshire, by Reiach and Hall ● NEO Bankside housing, London, by Rogers Stirk Harbour + Partners ● University of Greenwich Stockwell Street Building, London, by Heneghan Peng architects

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Fewer than one in six firms (16 per cent) in the building services sector are ‘fully ready’ to use Building Information Modelling (BIM) on projects, according to a survey from the Electrical Contractors’ Association (ECA).

The government deadline for the mandatory use of ‘BIM Level 2’ in all Whitehall-procured contracts is just months away, but nearly six in 10 firms (57 per cent) admitted they were not fully ready, while more than one in four (27 per cent) said they were “not ready at all”.

Yet, despite these findings, nearly two-thirds of respondents (65 per cent) believe that BIM Level 2 will be “good for the sector”, and almost six in 10 (57 per cent) think it will be the “future for building services”.

Paul Reeve, ECA director of business services, said: “The survey results show that ‘BIM awareness’ is generally high across building services, but many contractors, and others associated with our sector, still have a long way to go to be ready for the government’s 2016 BIM deadline.

“The results indicate that while some companies have already engaged successfully with BIM, many more have yet to engage with the aspects that allow effective information sharing with others in their supply chain.

“In addition to flagging up our findings to government and the industry, we will be working with our ‘BIM readiness’ partners to tackle the important gaps identified by the survey, as soon as possible”.

The sector-wide ‘BIM readiness’ survey was held in conjunction with the Chartered Institution of Building Services Engineers (CIBSE) and building services and engineering consultancy BSRIA.

Review saves £4.8m in FM costs at NHS Trust A benchmarking review of soft facilities services at an NHS Trust has resulted in savings of £4.81 million. Dartford and Gravesham NHS Trust, working with NHS London Procurement Partnership (LPP), reviewed the soft services, including catering, logistics, switchboard and laundry, finding that these costs formed a ‘significant part of the PFI (Private Finance Initiative) contract’.

The Trust runs services at Darent Valley Hospital, Queen Mary’s Hospital, Erith & District Hospital, and Elm Court (Priory Mews).

Darent Valley Hosptial was one of the first hospitals to be constructed under a PFI deal awarded in 1997, designed, built and financed by Carillion, who was also tasked to provide total support services.

The benchmarking negotiations delivered a price reduction to the Trust of £4.81 million on the soft FM element of the PFI contract over the next five years. This reduction, according to LPP, “represents a saving of around 12 per cent on the annual spend of soft FM services whilst maintaining service levels to the required standard”.

Earlier this year, research commissioned by Travis Perkins Managed Services, part of Travis Perkins, found that NHS Trusts could come closer to their targets and make significant savings each year by re-engineering their repair and maintenance (R&M) materials purchasing and management systems.

Food apps could ‘change the workplace’ A report commissioned by caterer BaxterStorey has found that ‘app usage’ is one of the areas set to ‘change the face of the workplace’.

The research, carried out by M&C Allegra, found that 15% of all consumers having used a food-based mobile application in the past year.

The research indicated that 65 per cent of app users have used promotional apps, 52 per cent have used booking apps, 29 per cent have used ordering apps and 2 per cent have used payment apps.

It also found that foodservice sector growth is being fuelled by more consumers eating out more frequently. The sector has grown by 3 per cent in the last year, valuing the UK catering market at £4.1 billion.

Noel Mahony, co-ceo, BaxterStorey, said: “This report really represents an opportunity for our sector and provides a real framework for clients and employers to better understand the expectations of their employees.” www.fm-world.co.uk

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29% Well-being has become a core focus

14% It’s not seen as an important issue

THINK TANK

OUR READERS SAID… We asked our LinkedIn and mailing list members: does your organisation have a culture conducive to employee well-being?

57% Well-being has always been important

Attendees at the Workplace Trends conference in October heard about a perceived ‘well-being deficit’ in the workplace. How is this defined?

Fiona Adshead, chief wellbeing and public health officer for Bupa, and Philip Tidd, principal at consultancy Gensler, explained how “rising stress levels, increasing distractions and a lack of comfort” were contributing to a “loss of workplace productivity through sickness”.

At Workplace Trends Adshead said the future would see more attention on wellbeing rather than workers being viewed “as machines”. Tidd said that by 2030 “depression will be the leading cause of disease burden globally”.

Organisations that address their wellbeing deficit will benefit from significant drops in employee

churn and sickness absence, and thus greater productivity. At Workplace Trends, Simon Carter of the National Grid and Hilary Jeffery from AECOM concluded that organisational culture is the biggest predictor of productivity.

So we asked you whether your organisation has a culture conducive to employee wellbeing?

Only 29 per cent agreed that well-being has become a core focus in your organisation while 57 per cent agreed that wellbeing has always been important. One respondent said: “It is natural for people to want to talk to others and share a work load within a team with which they feel a sense of belonging. The formality of early to mid 20th Century office status protocols gave way to 1970s more

relaxed interactions between line managers and their staff.”

The respondent added: “Personal computer use from the 1990s has changed that interactive style.

Computers isolate people.

“The increasing drive for efficiency demands more from less people. Typically a lack of administrative staff in offices forces bright managerial people to incorporate administrative functions creating what, for them, is a daily grind. Add to that frustration the 24/7 communications expected then for some people stress, maybe leading to depression, is inevitable.”

Another respondent also pointed out that “rising stress levels” are a

result of things happening outside the work place – care of elderly parents, organising childcare, commuting and managing household budgets. “A well-being approach in the workplace helps, but doesn’t resolve these stresses.”

Only 14 per cent of you said well-being was not seen as important. As one respondent said: “I suspect once somebody has had depression, then they are more likely to have it in future. So, if we have a generation with higher rates of depression, it would not be surprising for it to carry into the workplace… I think employers need to tackle obesity, physical well-being and mental health.”

GETTY IMAGES

Shifting focus to “wellness” can increase productivity Investment management company JLL has released a report urging employers to look beyond the physical health of their workforce in order to address a “more comprehensive concept of wellbeing”.

The report, written by Bernice Boucher, managing director Americas of JLL’s Workplace Solutions division, stresses the view that increased productivity can be achieved through creating a workplace wellness programme that takes a more ‘holistic’ approach to employee welfare.

This move from employee ‘wellness’ to ‘wellbeing’ is part of a “major shift” in global employer practice, says Boucher.

“96 percent of the 6,500 organisations surveyed by [US www.fm-world.co.uk

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human resources organisation] WorldatWork offer elements of a wellbeing program, and threequarters of them are increasing their offerings in the next two years with the main objectives of improving employee health, impacting healthcare costs and increasing productivity”, she said.

The report claims that practicing meditation or ‘mindfullness’ – a

“form of inner technology” – can serve to help employees gain focus, perspective and clarity in any situation, subsequently increasing productivity.

Boucher also cited JLL’s 2015 Global Corporate Real Estate Trends survey, identifying an increased percentage year-on-year of respondents who demonstrated an interest in workplace well-being and productivity as a measure of business strategy.

“More than 80 percent of CRE respondents have executed programs that improve the quality of the workplace during the past three years” Boucher said, with an increased demand for more flexible forms of working also identified.

The report flags three of the top ‘crimes against productivity’; issues

that regularly impact workplace experience, as identified by real estate departments: ● Office air temperature. New systems that allow employees to control the air temperature of individual desks will aid physical comfort and increase employee satisfaction ● Adequate supply of meeting space. Employers need to assess what their employees need in order to do their job properly, with access to sufficient meeting space being a key concern ● Privacy. Open plan offices can lead to issues with concentration and confidentiality protection – employers need to ensure that there are adequate private spaces for people to retreat to for focused or sensitive work.

FM WORLD | 5 NOVEMBER 2015 | 09

29/10/2015 18:40

FM NEWS ANALYSIS

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ENVIRONMENTAL HEALTH

HERPREET GREWAL newsdesk@fm-world.co.uk

The cognitive function of office workers is significantly better in green building conditions compared to conventional building conditions, according to a new study.

The research by the Harvard T.H. Chan School of Public Health’s Center for Health and the Global Environment, SUNY Upstate Medical University, and Syracuse University published this week in the journal Environmental Health Perspectives, found that on average, cognitive scores were 61 per cent higher on the day that workers were in the green office building and 101 per cent higher on the two days office workers spent in the green building than in the conventional building.

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spending 6 full working days (9am – 5pm) in an environmentally controlled office space, blinded to test conditions. On different days, they were exposed to conditions representative of conventional and green office buildings in the US. Additional conditions simulated a green building with a high outdoor air ventilation rate (labeled green+) and artificially elevated carbon dioxide (CO2) levels independent of ventilation.

Design changes The report argues that the increasing cost of energy in the 1970s led to a change in building practices (mostly throughout the United States), as buildings were “increasingly constructed to be airtight and energy efficient”.

It also points out that “commercial ventilation requirements were lowered in the early 1980s, largely as an energyconservation measure”.

With these design changes,

“The research forms part of a growing body of evidence that green buildings can be better for the people that live and work in them”

the researchers argue there was “the potential for negative consequences to indoor environmental quality (IEQ), as decreased ventilation can lead to increased concentration of indoor pollutants”.

Building-related illnesses and sick building syndrome (SBS) were first reported in the 1980s as ventilation rates decreased, with significant annual costs and productivity losses due to health symptoms attributable to the indoor environment, states the report. A few factors of the indoor and work environment have been found to be associated with occupant health, according to the research.

The researchers concluded that the findings “have wide ranging implications because this study was designed to reflect conditions that are commonly encountered

GETTY, IMAGE SOURCE

The cognitive case for healthy buildings

www.fm-world.co.uk

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Basic Applied Focused Activity Level Activity Level Activity Level

Conventional Task Orientation

Green

Crisis Response

Green+

Information Seeking

Information Usage

1.5

Breadth of Approach

Strategy

Score (Normalized to Green)

1.0

0.5

0.0

Cognitive Domain The graph shows average cognitive function scores for office workers in the test group, in conventional, green and green+ building conditions.

every day in many indoor environments”.

In the 2014 Report by the World Green Building Council ‘health wellbeing and productivity in offices’ it cites measurability as a key barrier to understanding environmental and social impacts in buildings and being able to manage them.

But Richard Twinn, policy advisor at charity and membership organisation, UK-GBC told FM World that the “research forms part of a growing body of evidence that green buildings can be better for the people that live and work in them”.

Twinn added: “Improving air quality, temperature control, noise levels and natural lighting can all make offices a healthier and more pleasant environment for their occupants. Businesses are increasingly waking up to the idea www.fm-world.co.uk

10-11_News Analysis spread .indd 11

that investing in their employees and boosting productivity also means investing in good quality working space.”

Kate Lister, president of analyst Global Workplace Analytics, says: “The study clearly shows poor air quality and poor performance go hand in hand. At CO2 levels 50% lower than what occupational safety regulations consider unhealthy, the study participants were actually dysfunctional across two of the test measures (initiative and basic strategy) and boarder line dysfunctional on two others (information usage and breadth of approach).”

Lister is convinced that “the bottom line implications of this are staggering”.

Others like, Andrew Mawson, managing director of Advanced Workplace Associates (AWA), are not as sure.

Mawson told FM World:

“Intuitively if you get more oxygen to the brain you’d expect cognitive performance to increase..so it feels right. Though interestingly our own Cognitive research involving a review of all the academic research using the most respected academic databases didn’t reveal any evidence in this area.”

A waste of energy Tim Oldman, CEO of the Leesman Index - which measures the relationship between people and place in organisations of varying sizes, sectors and global reach says: “If a space is not supporting the user and employees are not working effectively with the infrastructure provided then it is a waste of energy and doesn’t matter how good the building is from an environmental and sustainability perspective.

“Our statistics show only

54% of respondents agree their workplace design enables them to work productively; this is neither sustainable or efficient.”

Oldman adds that “a key performance enabler is having different types of workspace to perform tasks, yet only 27% of employees are satisfied with their workspace variety”.

A key performance inhibitor (and contributor to poorly perceived productivity), says Oldman, is noise, “yet only 30% of employees are satisfied with the noise levels in their workplace”.

• The report entitled Associations of Cognitive Function Scores with Carbon Dioxide, Ventilation, and Volatile Organic Compound Exposures in Office Workers: A Controlled Exposure Study of Green and Conventional Office Environments can be found at http://1.usa.gov/1XBWhFR FM WORLD | 5 NOVEMBER 2015 | 11

29/10/2015 17:21

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

ANALYSIS

Expect more deals – but of smaller value GRAEME DAVIES newsdesk@fm-world.co.uk

We heard recently of a calming down in the ‘exuberance’ which had characterised the trends in outsourcing in the NHS during the past two years, but has this pattern been repeated elsewhere, and indeed in the private sector.

With the size of deals inked, and the emotive nature of many public sector outsourcing deals, many column inches are expounded

when the private sector makes yet more headway in the delivery of public services. But equally important to the outsourcers are trends in private sector outsourcing and, increasingly, in global outsourcing markets.

And the latest data from the global outsourcing sector suggests a marked change in trends. After a boom in global outsourcing contracts during the second quarter, coming after an unusually

subdued first quarter, the most recent three month period saw a rapid upswing in the number of contracts being awarded but an equally notable reduction in the average contract value of those deals signed.

According to industry data service ISG, deal volumes grew by a fifth on the previous year’s total in the three months from June to September with 344 deals worth more than $5m agreed but this was a fall from the peak of 448 contracts signed in the second quarter. The aggregate value of contracts signed was $5.6bn, which was flat on the previous year, with the bulk of deals accounted for by IT outsourcing deals.

In the year to date, the number of deals signed worldwide has grown by 8 per cent to a record 1,094 but the value of said deals is 11 per cent lower at $16.8bn with the number of ‘mega relationships’

Contract wins

NEW BUSINESS Contract event caterer Fare of London has been appointed by Woburn House Conference Centre to provide catering and sales support services. Woburn House, owned by Universities UK, is situated in London’s Tavistock Square and houses event spaces suitable for exhibitions and conferences. Profits from the venue’s events are gifted back to the Universities UK charity.

JLL has been awarded a five-year contract by Aon, a global provider of risk management services. JLL is to provide engineering, cleaning, reception and concierge services, mailroom management, waste management, security, vending, catering and onsite facilities management to Aon’s continental Europe portfolio.

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ISS Facility Services has been appointed to a contract with Fenland District Council, in Cambridgeshire.

Under the terms of the five-year deal, with an option to extend for a further five years and valued at £500,000, ISS will be responsible for horticultural services across the district’s parks, sports pitches and cemeteries.

Event caterer Rhubarb is to add Goodwood Estate in West Sussex to its client list. The contract, worth around £60 million, starts on 16 March next year and will see Rhubarb take control of the catering operations at the estate’s key festival events.

TC Security Services, part of TC Facilities Management, has been

awarded a contract to provide manned guarding services to the ‘TOR’ Grade A office headquarters in Maidenhead, Berkshire, by property management and building consultant Workman LLP. TC Security Services will be responsible for the total security provision and protection of the 67,777 square feet headquarters.

Graham Facilities Management is to provide building maintenance and minor works, including responsive maintenance, for all student accommodation at The University of Edinburgh. The contract also incorporates the preparation of all properties used as student accommodation into holiday lets over key holiday periods and around core academic and Fringe Festival business.

The University has a population of over 29,000 students and 7,500 staff.

Contract caterer Elior UK has secured a contract worth over £300,000 a year to run Abbot’s Kitchen, a popular café at St Albans Cathedral. After giving it a visual makeover, Elior took over the operation of the café at the beginning of September.

– deals worth $100m-plus on an annual basis, numbering just 14, a low point for the past decade.

Regionally, growth in outsourcing deals has ostensibly remained solid with all the main regions reporting growing numbers of deals despite somewhat iffy economic conditions in some areas although analysts at ISG still expect the value of deals at the full year stage to be somewhere in the region of 7 to 10 per cent below those signed in 2014. Drilling down into the data further, the UK followed the same path as the other regions of the world with the number of contracts in the third quarter rising by more than a third on last year but their value slipping by 2 per cent.

The overriding trend is seemingly headed towards more deals but of smaller value, which may indicate governments and private sector clients trying to get better value from suppliers but also suggests that all is not lost for smaller specialist players who can’t hope to compete on scale with the big boys. After a period of several years in which the trend seemed to be heading inexorably in favour of multi-disciplinary players with the scale to offer solutions across wide geographic areas, maybe the latest data suggests that the tide might be turning.

Should this trend prove to be established it could signify better times for the smaller providers of specialist services who have been squeezed out of some areas of the UK market by the multi-disciplinary big beasts of the sector. But those companies will also react, often by trying to price smaller competitors out of the market, which could partly explain some of the erosion in contract value, but also by simply buying up smaller players to add their specialised skill sets, and contract bases, to their operations.

Graeme Davies writes for Investors Chronicle www.fm-world.co.uk

29/10/2015 17:21

BUSINESS BRIEFS

ISTOCK

OCS boosts TFM offer by acquiring Guernsey firm FM service provider OCS Group has bought out Meadowcroft Limited, a building services provider based in Guernsey.

OCS says that the deal will boost its total facilities management (TFM) offer to Channel Islands businesses and property owners. OCS Group will now have a 200-strong workforce to deliver services on the islands.

Meadowcroft managing director, Paul Meadowcroft, will continue to lead hard services as operations director.

The acquisition follows last week’s contract win with Central and North West London NHS Foundation Trust.

The service provider will continue to deliver TFM services to the trust until 2020, having been first appointed to the contract in 2008.

OCS Group will now have a 200-strong workforce to deliver services on Guernsey

Phil Taylor, managing director of OCS Group in the Channel Islands, said: “OCS Group has a strong track record of commitment to serving clients in the Channel Islands and a long history dating back to 1900 as a family-owned business, so we are delighted to

be joining with another wellestablished family business that shares our values and commitment to long term client relationships that deliver value.

“The electrical and mechanical engineering expertise of Meadowcroft complements OCS Group’s soft services proposition of cleaning and washroom hygiene services. Together, the joint capabilities of the new operation offers an unrivalled breadth and depth of facilities services, taking on all aspects of property management and allowing our clients to focus on their own core business.”

The merged company’s clients on the islands include the States of Guernsey, the States of Jersey, RBS, Marks & Spencer, Jersey Dairy and Guernsey States Property Services.

Eric Wright posts 41% pretax jump in profits Preston-headquartered Eric Wright Group has reported yearly profits of almost £10 million.

The firm, which provides construction, civil engineering, facilities management and property development services, posted pre-tax profits of £9.6 million in the 2014 financial year, up by 41 per cent on the previous year.

Citing the success to growth across a number of divisions, the company has secured a number of large-scale contracts, particularly retail, leisure and commercial projects, as well as being appointed onto a number of frameworks within the utilities and education sectors.

The firm is supporting www.fm-world.co.uk

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Jeremy Hartley, managing director, Eric Wright Group

the increase in business by expanding its footprint across the north of England with a new office in Manchester and plans to open another in Yorkshire.

Jeremy Hartley, managing director of the Eric Wright Group, said: “The figures are

testament to another strong year for the group as a whole with all key operating divisions showing positive signs that the recovery in the economy is sustainable.”

Hartley added: “The north of England is definitely seeing a strong upturn in both development and construction activity, supported hugely by the likes of the Northern Powerhouse, Enterprise Zones and Preston, South Ribble and Lancashire City Deal. It’s therefore an ideal time to invest in expanding our presence in the heart of the region in support of our future growth plans.”

The Eric Wright Group was started in 1923 and is 49 per cent-owned by the Eric Wright Trust.

ISS wins £45m NHS FM deal ISS Facility Services has begun a contract at Homerton University Hospital NHS Foundation Trust in East London. The contract, worth more than £45 million over an initial five-year term, will see ISS provide patient catering, retail catering for staff and visitors, healthcare cleaning, portering and security services.

The contract will also include the management of window cleaning, pest control, linen and waste management. More than 300 staff will transfer to ISS from other providers.

Churchill buys Pride Catering Churchill Services Group has acquired Pride Catering Partnership.

Pride Catering is based in London and the South-East, and provides catering services to the education and senior living sectors. The two organisations have a combined turnover of more than £100 million, but Pride Catering will remain as an individual operating company within Churchill Group.

In 2014, Churchill acquired Redcliffe Catering.

OCS forges NHS partnership Facilities management provider OCS will continue to deliver soft services for healthcare services provider Central and North West London NHS Foundation Trust until 2020.

OCS will deliver cleaning, catering, reception, portering, security, waste management, pest control, window cleaning, and linen and laundry services.

The trust is one of the largest in the UK, providing more than 300 different health services across 150 sites.

FM WORLD | 5 NOVEMBER 2015 | 13

29/10/2015 17:21

FM BUSINESS

IN FOCUS

The interviewee: Colin Kenton, managing director, FM Services, Kellogg, Brown & Root The issue: KBR wins new Crown Commercial Services contract after work with the MPS

Some valuable lessons learnt Recently, the Crown Commercial Service (CCS) awarded the new facilities management assurance agreement to global technology, engineering, procurement and construction company Kellogg, Brown & Root (KBR). The contract offers a single helpdesk to customers in the public sector to help manage their FM services.

The government says the contract is expected to save the public sector £4.8 million on office management services.

It also complements the new government-wide FM Services agreement launched in August.

This enables customers across central government and the wider public sector to access a comprehensive range of FM services, says the CCS. It includes mechanical and electrical maintenance, mail services, cleaning and security.

The deal adds to the anticipated £200 million savings on FM for government over the next four years. John Manzoni, chief executive of the civil service, said: “This new contract is great news for the taxpayer and for the government bodies that will use it. The new agreement will make substantial savings by providing value for money services that keep our offices and staff safe and supported.”

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Andrew Barrie, head of government services for KBR said they were pleased “to have been selected by the Crown Commercial Service to continue delivering our expertise”.

Barrie said: “This contract award follows on from the success of our work with the Metropolitan Police Service (MPS) to transform its vast estate. In 2013 the MPS chose KBR to integrate the management of their facilities which has delivered significant savings for the force and UK taxpayers.”

This contract is in addition to the suppliers announced by government at the end of July for its FM services agreement.

Better buying Colin Kenton, managing director of FM services for KBR will be overseeing the contract and told FM World: “We will achieve this [the savings] through better buying, combining requirements and the standardising service

provision. The CCS has appointed a range of suppliers across the services agreement, providing services that meet customer needs at a competitive rate.”

Kenton says he has already started having meetings with the Home Office. He will be responsible for mobilising and providing to government, regarding the contract.

From working on a contract with the Metropolitan Police Service (MPS), the company learned many transferable lessons. Kenton said the major lesson learnt is getting early engagement with the client team to find their requirements for the FM integrated project.

Kenton says a challenge when dealing with lots of different sections of an organisation as large and sprawling as the MPS was that internal stakeholder departments often work in silos within it. So, Kenton says the combined aim was to bring all teams together “to define very accurately the specification,

“We will allow government agencies to look for different service delivery models and choose what suits them best”

the scope and the services that needed to be delivered by the new supply chain”.

The MPS had put together an estate strategy that helped, says Kenton as well as a set of objectives that had to be achieved and it was KBR’s job to monitor the activity of that estates strategy. He says: “We had to take resilience into account because the Met didn’t want to have overdependency on one or two suppliers so we needed a supply chain in place so if anything happened we could easily bring another supplier on board.”

Responding to demands He said another objective was to have a supply chain that was responsive to the demands of the MPS. “As you know the Met is quite a unique organisation and it delivers 24-7 policing and we needed to make sure that when there was a problem the suppliers could respond and remedy any problem before it may make a building such as a cell operation, unavailable. We had a rigorous service level agreement that the suppliers needed to attend to for reactive and also planned, preventative work to reduce reactive callouts.”

Kenton says that in comparison, the CCS contract is “slightly different to the MPS integrated FM contract”. Kenton says: “We are not going to be responsible under the CCS for procuring the supply chain but we will bring those lessons learnt of that engagement and sourcing strategy early on and provide that information to help government agencies to learn from those lessons and allow for them to look for different service delivery models and choose what suits them best.”

HERPREET GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

29/10/2015 17:30

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26/10/2015 12:22

FM OPINION

THE DIARISTS

GREAT EXPECTATIONS

‘

ROGER AMOS

formerly of Ealing Council, is director at Ayer Associates Limited

When an organisation embarks on a procurement exercise for a new FM contract, among the hard work that lies ahead they will usually feel optimism and have great expectations.

So what do we need to do? Well, we have to be realistic in terms of what we can expect to be delivered and for what price and that applies to everyone – contractors, consultants and clients.

Like any other major programme or project, spending a bit of extra time planning is something that is all too often overlooked – after all, you wouldn’t build a house and return afterwards to put the foundations in. The planning isn’t just about the client team and its internal stakeholders having an early engagement, it also helps to seek the view of the market at an early stage through soft market testing and even meet the bidder sessions – all achievable within an EU procurement process. This not only enables a client to engage

with the market at this crucial stage but also demonstrates to the market how seriously the client are taking their project. All that said, you can have a contract model that everyone is comfortable with and signed up to but there are other challenges – not least ensuring that a skilled workforce is in place.

The recent recession left its mark on the construction industry and apprenticeships and graduate opportunities were badly affected during that period which is contributing to the skills shortage we are seeing today. However difficult this is to solve we must learn lessons from the recent

“CLIENTS NEED TO BE REALISTIC ABOUT WHAT THEY CAN AFFORD AND ENSURE THEIR INTERNAL CUSTOMERS OR STAKEHOLDERS UNDERSTAND THAT”

past and ensure we invest in our apprentices and graduates. The Public Services (Social Value) Act 2012 helps to mandate some of these things but also presents a commercial challenge.

Whilst the construction industry appears to be picking up again now, the public sector is still facing cuts and services such as FM are still prime targets for savings.

This creates a big challenge for any provider in that they need to deliver ‘more for less’ and resource it well whilst competing against the more buoyant construction industry for labour.

Clients need to be realistic about what they can afford and ensure that their internal customers or stakeholders understand that. If that is not handled well then all that optimism can evaporate. Equally, lacking ambition is something that none of us want to see and finding that fine line between the two is very important.

BEST OF THE WEB Views and comments from across the web Beautiful but dangerous and slippery floors? How can we fix this without re-tiling the whole space?

(BIFM group) Dave Thomas: After years of shouting and arguments about people slipping when entering the building (although some people ask for trouble wearing inappropriate footwear) the only answer I can give is: fit carpets.

I’ve just moved over to covering nights. I’m interested to hear what 16 | 5 NOVEMBER 2015 | FM WORLD

16_Opinion.indd 16

tasks people have their night staff doing?

Security is managed by private contractors so that isn’t an issue. (BIFM group) Dan Gurney: In hospitals, it is a good time to clean and maintain corridors, empty theatres and clinics.

Wayne Savill: Topping up copiers and checking timer levels, do office checks e.g fire extinguishers, escape routes etc., identifying lamps out and so on!

Adrian Pendle: Our engineers work nights a lot - providing PAT testing,

periodic inspection and testing and thermal imaging. We find that clients often prefer to carry out electrical testing at night as it means less disruption to normal working business hours.

Panida Steward: It’s a good time to monitor energy consumption and reviewing what efficiencies you can make.

If you have smart electric meters you can investigate out of hours spike in consumption if any. Try to get as much disruptive ppm completed at night

including lift servicing if not cost prohibitive.

Ben Kay: First thing that comes to mind would be those hard to reach FCU’s above desks, also emergency lights you could do a three-hour drop test or just monthly flick tests, any shut downs, or just any jobs that “people” get in the way during normal office hours.

Best practice compliance maintenance checks?

(BIFM group) Rob Farman: It does depend on the nature of

the building. For example, while air conditioning needs maintenance, in a data centre it will be far more meticulous. This is the world of mission critical (a USA / NATO term) or business critical (a UK term) maintenance, where you cannot afford to have power supplies to go down suddenly.

Likewise, you need fuel supplies and standby diesel generators to be water-free and for fire alarms to be ‘Ronseal’; when they go off, they are saying it is a fire. www.fm-world.co.uk

29/10/2015 18:46

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

BEST OF THE

FMWORLD BLOGS How do you support productivity in your facilities?

Bernice Boucher, Jones Lang LaSalle Why do so many companies make it difficult for employees to concentrate? So many persist in committing “crimes against productivity,” with workplaces that are too hot, too cold, too loud, or too confining for anyone to focus. There’s no reason this has to be the case. The solution lies in how we create the employee experience. Employee wellness programmes are great for boosting the office energy level, but smart companies are moving toward a more holistic concept of employee well-being.

A World Green Building Council (WGBC) report has uncovered substantial links between employee health, well-being, and productivity. Factors such as inflexible workspaces, poor air quality, little access to daylight and plants, and temperatures that are too hot or too cold can distract from tasks and reduce employee engagement.

In contrast, a health-enabling, engaging work experience supports the bottom line in measurable ways. This lure of ROI has inspired 82% of corporate real estate teams to launch new programmes to “improve the quality of the workplace,” according to JLL’s 2015 Global Corporate Real Estate Trends survey. In terms of crimes against productivity, facilities are missing the mark in a number of areas including addressing physical discomfort, uninspiring surroundings, inconvenient meeting space, siloed management approaches and the inability for employees to escape from noise.

Collaborating with your peers in HR and IT will lead to triumphs in workplace strategy, and today’s data and analytics platforms will enable you to combine workplace usage metrics with facilities data to see where and why specific strategies are working.

The fact is, health-oriented packages are a perk, but creating a well-being experience makes a workplace fit for the future.

Read this full article at www.tinyurl.com/p92m528

Compensation culture –a good thing?

Nick Cook, RoSPA According to HSE statistics, work-related injury/illness cost society £14.2 billion in 2012/13, with major costs to employers arising from productivity costs (equivalent to the statutory sick pay payments made) and Employer’s Liability Insurance Premiums.

Since 1969 the Employers’ Liability (Compulsory Insurance) Act has ensured UK employers must have insurance that enables them to deal with compensation costs.

But as Jonathan Wheeler, president of the Association of Personal Injury Lawyers, explains: “Insurers offer financial incentives to ensure steps are taken to reduce accidents and ill health to the lowest possible levels - consequently employers with poor records may end up with increased premiums. Insurers now take quite a big role in helping their clients reduce accidents, but some employers need to be hit in the pocket before they make health and safety improvements.”

One benefit attributable to this ‘claims culture’ is that each successful claim saves the country money. The Government’s Compensation Recovery Unit (CRU) monitors each common law claim and recovers government benefits already paid to successful claimants because of their injury or illness. In 2014/15 the CRU recovered nearly £74 million from employers’ insurance. But evidence shows financial compensation payouts are generally not excessive - 75% of claims are for less than £10,000, the majority less than £5,000. These generate vast amounts of information that can be used to improve health and safety.

Read this full article at www.tinyurl.com/q3dg9nf

www.fm-world.co.uk

17_Opinion.indd 19

FIVE MINUTES WITH NAME: Claire McCartney JOB TITLE: Research Adviser, CIPD

Productivity at work has been a real focus this year for employers and policy-makers. But it’s easy to forget that the most important perspective on the productivity debate is that of employees themselves. The Chartered Institute of Personnel Development (CIPD) Employee Outlook survey gives us insight into what workers feel affects how well they work, and the answer is much simpler than many would probably assume.

Improving productivity is an ongoing, longterm project for the UK. But in the shorter term, employers can help employees use their skills and ideas by developing leaders and line managers who empower rather than control staff and by designing jobs which provide sufficient autonomy.

Setting employees free to innovate and play to their strengths also involves an employment relationship based on trust and removing unnecessary and restrictive rules and procedures that get in the way of common sense and agility.

Engagement is also a key factor affecting productivity at work. The proportion of engaged employees has dropped from 39% to 36% this year, with men more likely to be disengaged at work than women.

Amongst those that are disengaged at work, 44% feel they are over-qualified. Indeed the survey also found that overall, nearly three in ten employees (29%) think they are overqualified for their role.

Engagement also has an impact on productivity, as significantly more disengaged employees (17%) say they are less productive than neutral (5%) or engaged (3%) employees. The good news is that employees point to the solution to overqualification themselves, with three-fifths (61%) suggesting that broadening their job role would make better use of their skills and experience.

FM WORLD | 5 NOVEMBER 2015 | 17

29/10/2015 18:03

FM FEATURE

ALAN RUSSELL: FM OF THE YEAR

MARTIN READ

IN FULL FLIGHT Alan Russell, head of facilities management at Heathrow Airport for Terminal 5, has made the most of what’s turned out to be an ideal environment for an ambitious, self-starting engineering & facilities manager. Martin Read reports

M

onday 12th October proved to be quite the night for London Heathrow Airport Ltd. Already highly commended in the learning and career development category for the way it develops its engineering & asset management personnel (with much emphasis placed on Heathrow’s longstanding apprenticeship scheme), Heathrow then saw its Terminal 2 engineering and facilities team win in the Impact on Customer Experience category, selected for their close involvement in the design and development of the new terminal building.

How could the night possibly get better? And yet it did, when Alan Russell – a product of that very apprenticeship scheme, and just as enmeshed in service delivery for Terminal 5 as his

colleagues in Terminal 2 – was proclaimed the 2015 facilities manager of the year.

It’s quite the achievement.

Alan Russell has risen from a teenage apprentice to become responsible for all of the engineering and facilities services, hard and soft, across Heathrow’s Terminal 5 campus.

This is as comprehensive a role as it sounds, encompassing compliance, contract management and asset management. (Among engineering assets under Russell’s charge are the terminal’s lifts, escalators, conveyors, lighting, water and ventilation systems.)

Russell has P&L accountability for expenditure on cleaning, maintenance and energy; he’s responsible for a budget exceeding £27m and an in-house team of 120. His key clients are the terminal’s airline users, chiefly British Airways, which

“For us it’s about getting under the skin of the airline and understanding what is important to them” 18 | 5 NOVEMBER 2015 | FM WORLD

18-21 FM of the year.indd 18

makes up 53% of air traffic operation at Heathrow; and he’s understandably proud of he and his team’s part in T5 being awarded World’s Best Air Terminal for two years in a row.

Colleagues talk of Russell in effusive terms, citing his “appetite to learn” (head of engineering, Ross Everix) and “thirst for knowledge” (engineering training and development manager, Kelly Stone). They speak of an approachable management style and a desire to help others follow in his footsteps. BIFM Judges mentioned “an unassuming blend of experience and commitment, team leadership and professionalism”.

Apprenticeship and onwards For someone in his thirties, Alan Russell has had an extensive and varied career spanning all of the engineering and facilities activity at Heathrow. So what got him interested in this line of work?

“I just wanted to get my hands dirty fixing broken things,” he explains. “I’ve always had a need to get stuck into how things work, to understand electrical and mechanical systems.”

PETER SEARLE

CATEGORY: FACILITIES MANAGER OF THE YEAR SPONSORED BY: SCREWFIX WINNER: ALAN RUSSELL ORGANISATION: HEATHROW AIRPORT LTD PHOTOGRAPHY: PETER SEARLE

www.fm-world.co.uk

29/10/2015 19:03

ALAN RUSSELL: FM OF THE YEAR

Russell attended Bishop Ramsey School in Ruislip, a few miles north of Heathrow.

(Today, Russell lives in Uxbridge, a similarly short distance away.)

Then as now, the school had a reputation for the STEM subjects in which Russell excelled. But in 1997, rather than stay on for A levels, he decided “to get out and learn, to see what the world had to offer”.

Although few were available back then, Russell wanted an engineering apprenticeship – and in fact, he’d already cultivated a connection with Heathrow.

Aged thirteen, he’d undertaken a two-week work experience programme in the engineering workshop still based at the northern end of the airport.

How did he get this? Just by asking. Indeed, it’s this drive to make things happen that’s something he’s keen to convey to others starting out on a similar career path.

“If you want something you need to own it and push it forward; no one will do it for you. Fortunately, I had support from my parents. (Although Russell’s grandfather on his mother’s side was a mechanical engineer, as was one of his uncles, “I wouldn’t say I was from a long line of engineers”.)

Heathrow’s engineering apprenticeship scheme had built up long-standing credibility within the Heathrow community.

Today it is seen as one the best in the country Russell says he benefited from both the structured learning and on-thejob experience. Every three months, apprentices rotated to different sections of the airport to experience the various different engineering teams operating across the site. It’s this that Russell believes gave him the confidence to take on the challenges in his later managerial positions. www.fm-world.co.uk

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FM WORLD | 5 NOVEMBER 2015 | 19

29/10/2015 18:56

FM FEATURE

ALAN RUSSELL: FM OF THE YEAR

MARTIN READ

Into management

Terminal time

It didn’t take long before an opportunity to enter management arose. It came when Russell was a 21-year old engineering technician in the generation (then boiler house) team, “getting stuck in” to large heating and cooling infrastructure systems. When his line manager resigned, Russell applied for the vacant post.

Says Russell: ”It was a huge test, realising the difference in how you add value as a manager, as opposed to just going around physically fixing things.”

And he’s quick to credit one of his early mentors. The sponsorship of Greg Ward, then engineering director, helped Russell to get his first managerial role. Ward, says Russell, was “a larger than life character, but one who, while he threw you in at the deep end, never let you sink”.

In his maintenance management positions, Russell certainly made his mark. To quote just a handful of projects, as maintenance manager; water infrastructure, he developed the scope for tender documents and improved engineer productivity by 20%. As engineering delivery manager; thermal energy, he delivered Heathrow’s first biomass heating installation, also reducing utilities demand to the value of £500k per annum.

Much of this work and more besides showcases the level of strategic decision making which Russell’s employers have allowed him as his career has progressed.

In 2012, Russell was appointed facilities manager for Terminal 1, where he soon became involved in overseeing the raising of standards in the run up to the Olympics – “a case of stripping everything back to basics, right down to assessing toilet cleanliness - a key customer satisfaction driver for Heathrow”.

Then, personnel issues saw Russell add the interim position of FM for Terminal 3 to his Terminal 1 portfolio, a role allowing him greater experience of the airport’s airline clients.

“I got a broader understanding of T1’s short haul and domestic traffic, but also the long haul traffic of T3,” explains Russell.

“Short haul has a really short turnaround, so there’s a lot of focus on air bridges in terms of delivering a great service. For long haul, there’s more of a focus on departure lounges and dwell areas, because people generally check in earlier.”

At Terminal 5, both must be considered. Russell was appointed to his current role as head of FM for T5 in 2014, having already had knowledge of the terminal when scoping and specifying the contracts for its opening. The largest freestanding structure in the UK, T5 has its own unique requirements, not least of which is Europe’s busiest track transit system. Russell points to a recent two month period in which the track transit delivered 100% service – the first time since the terminal opened in 2008.

“If you want something you need to own it and push it forward; no one will do it for you” 20 | 5 NOVEMBER 2015 | FM WORLD

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Work with suppliers In the T5 office, Russell’s team shares desk space with their Mitie and Carillion supplier representatives. Over the last eighteen months, Russell has been involved in a tender exercise focused more on output specifications, from a cleanliness and fabric perspective.

“We’ve now got large framework contracts in place with a small number of organisations,” explains Russell.

“Our key first tier suppliers from an FM perspective are Mitie, Carillion and ISS – we’ve got the big guns in the building!

And it’s testament to the great relationships we have that they, too, are keen to adopt our one team approach.”

The perfect place for engineering FMs? I wonder which is most important in his career progression - the man himself, or an employer that has allowed him to develop? Russell believes Heathrow is the perfect environment for an engineering FM to flourish, but also cites personal details such as dressing the part or being alive and responsive to requests. And then there’s his appetite for volunteering; Russell chose, for example, to be part of Heathrow’s operational crisis team as its technical engineering operational representative.

And over the last twelve months he’s also chaired sixweekly best practice session www.fm-world.co.uk

29/10/2015 19:03

ALAN RUSSELL: FM OF THE YEAR

ALAN RUSSELL CAREER FILE FM JOB HISTORY: 2014-Present Heathrow Airport Ltd - Head of Facilities Management at Heathrow, Terminal 5 2012-2014 Heathrow Airport Ltd - Facilities Manager Terminal 1, (including interim role of Facilities Manager Terminal 3 from June 2013) 2009-2012 BAA Heathrow - Engineering Delivery Manager, Thermal Energy Heathrow 2009-2009 BAA Heathrow – Group Technical Lead; Public Health & Water Infrastructure (Maternity Leave) Fixed Term, Covering Maternity Leave Responsible for Public Health & Water Infrastructure for BAA Group Airports.

involving key suppliers, seeking to ensure that while suppliers remain competitive, it’s a competitive element does not lead to siloed working.

Three years ago he accepted the extent to which the personal development programme made available to him could “really help really drive a career; it’s been fundamental in pinning down what I wanted to do”.

Today he also spends plenty of time supporting people from a coaching and mentoring perspective.

Internal resource Recent projects have included internalising and upskilling more facilities engineering personnel, the result of customer surveys www.fm-world.co.uk

18-21 FM of the year.indd 21

indicating the need to improve the condition of air bridges (the mobile gantries linking aircraft to terminal gates). A decision was made to move away from sub-contractor servicing and internalise the resource required; Heathrow now has its own air bridge technician resource, based on site 24 hours a day.

“Critical to an airline’s success is punctuality – if an air bridge breaks halfway through an operation you have 200 people stuck on an aircraft, or an aircraft that can’t be boarded. For us it’s about getting under the skin of the airline client, understanding what is important to them and how we can support that.”

Moving the other way, as part of a new resourcing strategy

Operational and Maintenance delivery for Heathrow’s water Assets, including life safety systems, public health and environmental compliance.

2006-2007 BAA Heathrow - Contracts Manager Hard & Soft FM Services Procurement and ongoing contract management for subcontracted FM services for Terminal 5 post completion 2004-2006 BAA Heathrow - Maintenance Planning Manager, HVAC System 1997-2004 BAA Heathrow - Engineer, Mechanical Services

for its fabric works, Heathrow has outsourced some lowerskilled work.

“We’re training our guys so that they can more often fix faults first time rather than pass them on to a supplier,” explains Russell, who is also now working on a Heathrow-wide project to electrify 40% of the engineering vehicle fleet, working out how they can reduce the number of vehicles in the fleet and reduce their C02 footprint. “We’re also questioning how we move our people efficiently around the campus to enable them to do their job better. Can we put electrical vehicles within the buildings and move people internally? We are really looking to push the boundaries.”

Next steps As an enthusiastic ambassador for FM, you’re likely to see a lot of Alan Russell over the next twelve months. His team already undertakes various community activities “to help drive the message of how rewarding the FM sector is.”

As FM of the year, he’s aiming to do all he can to promote the sector. Even prior to this award he’d spent time in secondary schools and universities, aware of the need to increase the number of people passionate about engineering and facilities.

“I see the role of FM of the year as ambassadorial,” he concludes, “I’m really keen to get FM out there.” FM

Alan Russell is speaking at a BIFM People Management SIG event in London on the evening of Tuesday 17th November, entitled ‘The DNA of a High Performing Facilities Manager’. For more details, and to book your place, go to http://tinyurl.com/ FMDNA2015 FM WORLD | 5 NOVEMBER 2015 | 21

29/10/2015 19:03

FM FEATURE

BIFM AWARDS 2015: IMPACT ON SUSTAINABILITY

JAMIE HARRIS

EXHIBITING GREEN CREDENTIALS

THE NEC GROUP

Birmingham NEC’s facilities team, ‘Team NEC’ beat its own high targets in waste management and has been recognised for its commitment to new sustainability initiatives including cutting landfill, water use, energy wastage – and costs

22 | 5 NOVEMBER 2015 | FM WORLD

22-25_NEC Case study.indd 18

www.fm-world.co.uk

29/10/2015 16:32

NATIONAL EXHIBITION CENTRE

E

ach of my previous visits to the National Exhibition Centre (NEC), an events venue and complex situated adjacent to Birmingham International Airport, began with a train ride from London, and was followed by a brisk walk across from the train station to one of the exhibition halls for a day’s reporting, before I embarked on the return journey.

From Euston Station, I never placed a foot outdoors.

So focused are the visitors on the exhibitions and events the NEC holds, ably supported by various amenities located on site, that much of the rest of the centre’s operations will go unnoticed.

Last month, this behind the scenes success was brought to the fore as NEC’s facilities team, ‘Team NEC’, walked away as winners in the Impact on Sustainability category at this year’s BIFM Awards.

Judges said that the NEC’s entry “provided a compelling example of best practice in waste management”. www.fm-world.co.uk

22-25_NEC Case study.indd 19

They are not wrong; the NEC have hardly missed a beat, setting (and beating) high targets in a continuously evolving environment.

The NEC is home to 140 conferences and exhibitions each year, providing additional challenges for the facilities team, which must work with constantly changing third parties on site.

In partnership The facilities team, a partnership between in-house staff and service providers CBRE Norland and OCS which is branded as ‘Team NEC’, carry out hard and soft services, including cleaning, waste management and maintenance and compliance services. The team’s size fluctuates, depending on how many events are currently

running across the centre, which houses 20 inter-connecting halls. Ninety hard services staff (increasing to 106 full time staff next year) are joined by the cleaning staff team, which can vary from 50 to 2,000 people.

Steve Cartmell, integrated facilities services contract manager, cleaning and waste, began working on site 17 years ago ‘with a broom in hand in hall 20’. Since then, Cartmell has worked his way up to his current position, where he is responsible for the delivery of cleaning and waste services on site, as well as working with the various events’ organisers.

“I regularly walk the floor with our organisers and our customers to figure out the best process for them,” he explains.

Team NEC, while having to

“We came up with the idea [for an on site waste pre-treatment centre] on a post-it note”

address immediate work, such as clearing exhibition space as one event ends and another begins, sometimes overnight, as well as keeping food and retail plazas clean for more than two million visitors each year, has also been a driving force for new sustainability initiatives.

Brian Pell, group director of operations for NEC, is grateful to have the support of the board through their investment into sustainable practices.

“There is almost the temptation to say, ‘let me paint all of the buildings and replace the frontage’… I’m not saying they’re superficial, but we’ve also been able to spend substantial amounts on all of the things that the customers don’t see, but will absolutely benefit from.”

The contracts with OCS and CBRE Norland began just over three years ago. The tenders, says Pell, were two years in the making. “We wanted to make sure that we were partnering with the right people, who had the right credentials. It’s had a knock-on effect: even FM WORLD | 5 NOVEMBER 2015 | 23

29/10/2015 16:32

FM FEATURE

BIFM AWARDS 2015: IMPACT ON SUSTAINABILITY

JAMIE HARRIS

the smallest suppliers must now demonstrate their green credentials.”

The amount of work carried out over the last five years, and the end results of that work, are quite staggering. £1.3 million of chillers have been replaced over a five-year period; Escalators and travelators have been fitted with motion sensors and investors, which reduce the energy consumption of the equipment; and more than 800 urinals have been fitted with technology that has saved more than 100 million litres of water each year. Cleaning materials used across the site are all chemical free.

Nearly £500,000 has been invested in the installation of 850 smart meters, which has enabled the team to be able to track 24 | 5 NOVEMBER 2015 | FM WORLD

22-25_NEC Case study.indd 20

consumption patterns and trends.

Sean Prior, energy manager on site, oversees the use of smart metering, and has incorporated energy targets into the contract with the building management system (BMS) provider).

“The biggest thing is to use the data,” says Prior. “It’s all very well metering everything, but there are 2 million bits of data per month.”

The meters allow the team to make smarter decisions about energy usage. When a hall is not ‘in show’, Prior can now drop all of the lighting down. He can also identify if a single fridge is being powered in an empty hall.

“It creates good behaviours - a lot of it is remarkably obvious stuff, but it’s installing that best practice.”

Creating a green culture starts from the moment an employee begins working at NEC. On induction day, they are taken on a site tour and the environmental processes are emphasised as a key facet of the day to day operations. Getting suppliers and event organisers to embrace the green culture has also been relatively straightforward.

“Everyone wants to be part of a good news story,” explains Pell.

Sweeping changes An exhibition centre of this scale produces large amounts of cardboard waste, as well as discarded brochures. To make the process more efficient a waste pre-treatment centre was opened on site in 2009 to give team NEC the ability to sort materials

into its various streams, before it is baled and sent for further processing.

Cartmell thinks that the pretreatment centre was the catalyst for the sustainability initiatives that followed.

“We came up with the idea [for an on site waste pre-treatment centre] on a post-it note over a bacon sandwich. I still have that post-it note.”

Pell explains that many of the initiatives result from “blue-sky” thinking in meetings.

“We ask if we could [make an initiative work], and then we’ve got the expertise on all sides of the partnership. We come up with ideas, and then try to backwards-engineer them.”

When the pre treatment centre opened, the site transformed from nearly 100 per cent of waste going to landfill, to zero to landfill, overnight.

“For the first few weeks, I was working in the centre,” explains Cartmell. The material is separated, and each stream has a different onward journey. Spare wooden pallets are sold on or given away to local causes, while bins have been placed by loading bays purely for waste paint.

“We had a paint spillage, so from now on, we’ll know where the paint is, so it can be treated correctly.”

The baler has helped increase a single load of cardboard from one tonne to 22 compacted tonnes, which is then taken out to further processing plants. The waste trucks are based on site, in order to further reduce the organisation’s carbon footprint by reducing the number of empty loads. The whole process has saved the NEC more than £700,000 in landfill tax so far. It has diverted more than 10,000 tonnes from landfill to date, and the number continues to rise.

Food waste is collected from kitchens, retail outlets and

ALAMY

A waste pre-treatment centre was opened on site in 2009 and was the ‘catalyst’ for the sustainability initiatives that followed

www.fm-world.co.uk

29/10/2015 16:39

NATIONAL EXHIBITION CENTRE

FACTS AND FIGURES NATIONAL EXHIBITION CENTRE (NEC), BIRMINGHAM SOFT SERVICES, INCLUDING CLEANING AND WASTE MANAGEMENT: OCS MAINTENANCE: CBRE NORLAND GROUNDS AND ESTATES: MITIE CATERING: AMADEUS INDOOR SPACE: 182,000 SQUARE METRES EXHIBITION HALLS: 20 FM STAFF: UP TO 2,000

exhibitions and sent to a local anaerobic digestion plant, just three miles away, where the energy generated from the waste powers a sewage treatment works. The previous plant that the NEC used was in Staffordshire, but once word of a new plant in construction reached the NEC, no time was wasted in setting up a partnership. The reduction in travel from 27 miles to three further cut the carbon footprint.

THE NEC GROUP

The great outdoors “There are other areas of the site that people don’t realise have to be managed,” explains Cartmell.

“We’ve got a sixteen acre lake, 75 acre woodland. We’ve got badger sets, deer and other wildlife.”

The grounds are maintained

by Mitie, which uses reusable materials, such as broken branches, which are turned into wood chipping for pathways, throughout. The 14,500 car parking spaces are cleared of leaves, and low emission shuttle buses are used to transport visitors around the site.

“The storm drains all lead down to the lake, so we have to be careful if there is an oil spill www.fm-world.co.uk

22-25_NEC Case study.indd 21

or anything similar - the team is trained to respond so that hazardous materials don’t reach the drains.”

Testing the waters The nature of the interconnecting halls gives the NEC the opportunity to test out initiatives. LED lights were installed in one hall and the resulting energy savings were monitored. If an initiative is successful, it can then be rolled out across the entire site.

As group director of operations, Pell can also roll out changes to the NEC Group, where appropriate. The group owns other venues such as the Genting Arena (originally the NEC Arena, opened in 1980 and based on the same site), as well as the Barclaycard Arena (formerly the National Indoor Arena) and the International Convention Centre (ICC), both located in the centre of Birmingham. The contracts with service providers are group contracts, which makes things easier to mirror across the portfolio.

“The ICC now utilises the food waste process, and it is collected by the same vehicles and taken

to the same digestion plant,” says Cartmell. “The Genting Arena also uses the service, and it’s about to be rolled out to the Barclaycard Arena.”

“It doesn’t always fit,” says Pell, “either by footprint, or if it’s in the city centre, it’s very difficult. But we’ve got lots and lots of space here, we can do wonderful things.”

What next?

Pell, Cartmell and the team are keen to point out one their overriding behavourial characteristics – that they seldom rest on their laurels. Once one initiative has been implemented, rolled out and seen to be successful in saving money and carbon, they loook elsewhere for the next project.

“We’re nearly complete on the feasibility study on recycling the site’s waste water,” says Prior.

“The big one is biomass,” says

Pell. “If we can make that work, we’ll become carbon neutral almost overnight.”

The team has also thought about wind farms, but the NEC is close to an airport (Birmingham International Airport).

“We’ve considered anaerobic digestion on site, too. We’ve also looked at photovoltaic panels on the roof, as we have got 186,000 square metres of roof space that could house either PV cells or thin film PV. “A biomass (2,000 megawatt) station would make us a substantial generating site with all renewable energy.”

Visitors may continue to see only the slightest evidence of the waste management work going on around them, but for the team at the NEC the BIFM sustainability award is just the latest milestone in an ongoing project. FM FM WORLD | 5 NOVEMBER 2015 | 25

29/10/2015 16:32

FM FEATURE

DATA CENTRE AUDITS

DAVID HOGG

D

OUT

IN THE

COLD Data centres are wasting energy by producing far more cooled air than necessary according to David Hogg, managing director, 8 Solutions

26 | 5 NOVEMBER 2015 | FM WORLD

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espite rising energy costs, data centres are spending vast amounts of money on cooled air to ensure there is no impact on data integrity, or even a loss of functionality on the expensive technology installed. But to what extent is such an investment being squandered?

In an audit of 20 data centres across Europe conducted over a six-month period by 8 Solutions, the technical cleaning business, nearly all were found to be using more energy than was required.

Indeed in some cases they were producing nearly four times more cooled airflow than is needed to maintain a supply temperature of 27 degrees C – the figure generally accepted for equipment to run at optimum levels.

And this figure is supported by other sources: Upsite Technologies, a company that specialises in finding cooling solutions within data centres, conducted a similar programme of 45 audits in the US and found that data centres were producing on average some 3.9 times the amount of cooled air really needed.

It is, of course, vital to take steps to mitigate the risk of down time or equipment failure within critical environments. But that is not to say that facilities managers should be throwing good money after bad for want of a few simple actions.

As new IT equipment is added to data centres, the procedure to maintain the correct temperature is usually to increase the cooling by adding further cold air supply capacity to the environments.

Such an investment, however, is rarely warranted; most data centres have sufficient capacity already, it is just that the current cold air being generated is being wasted, and, critically, is not being directed to the technology that needs it most. www.fm-world.co.uk

29/10/2015 15:57

DATA CENTRE AUDITS

So what are the main areas a facilities manager should be looking at to understand where his/her investment is, literally, disappearing into thin air?

ISTOCK, GETTY

Unsealed firewalls Some, such as unsealed firewalls, for example, should be immediately obvious. Data Centres generally have a positive pressure over the surrounding environments (in layman’s terms that means that the pressure in the area where the equipment is housed is higher than in the surrounding rooms). This ensures that any contamination is literally ‘blown away’ so that it cannot cause any damage. A firewall that is not sealed properly impacts the positive air ‘balance’, and this not only increases the chance of contamination but it also allows cooled air (which is expensive) to escape what should be a controlled environment with comparative ease.

Unsealed cable cut outs have a similar effect, releasing air into areas that often do not require it.

Cable cut outs are generally holes put into the flooring to allow cables from the sub floor into the racks to ‘feed’ equipment. These cut outs are on the exhaust side of the rack/cabinet-based equipment (plugged into the rear, passed the circuit boards, power supplies and fans). If cold air is passing to the rear of equipment without flowing through it, then it is essentially being wasted.

Poor management of hot/cold aisles, including having grilles located within the hot aisles, and IT equipment installed in reverse can also have an impact. Mixing hot and cold air reduces what is known as the ‘Delta T’ on the air conditioning (AC) unit. (The Delta T is the difference in the temperature of air going in and coming out of the AC unit. For optimum efficiency the Delta T should be circa 12 degrees C; www.fm-world.co.uk

26-27 Data Centre.indd 27

27°

THE FIGURE GENERALLY ACCEPTED FOR EQUIPMENT TO RUN AT OPTIMUM LEVELS. ON AVERAGE DATA CENTRES PRODUCE 3.9X AMOUNT OF COOLED AIR NEEDED POWER USAGE EFFECTIVENESS LEVELS ARE REDUCING:

2007 – 2.5 2011 – 1.89 2013 - 1.65 £48 PER SQUARE METRE SUGGESTED SAVINGS FROM BALANCING COOL AIR REQUIREMENT

in some cases 8 Solutions have found a Delta T of less than one degree.) The hotter the air returning to the AC unit after cooling the equipment the more efficiently the AC unit can run in cooling the air to the required temperature before re-supplying it to the data centre. The main aim should be to completely separate the cold supply air and the hot return air. If you introduce cold air where you shouldn’t eg (into the hot aisle) or hot air where

you shouldn’t (eg into the cold aisle) the mixing of the hot and cold air unnecessarily reduces the efficiency of the cooling units substantially.

Bypass air Bypass air – the name given to cooling air that circulates back to the air handling unit (AHU) without going anywhere near the IT equipment – can similarly be an issue. Any gaps in the equipment cabinets or missing racks create the potential for cold air to bypass the equipment and become contaminated with warmer air with the same impact (ie reduced efficiency of the AC unit) as identified above.

An incorrect airflow balance between the supply (ie the installed capacity) and demand (ie the IT equipment installed) is also a concern. If the actual load of the equipment in a data centre is 100kW you should only really need to supply 100kW of cooling to maintain the desired temperature. Data centres generally provide considerably more cooling (and the commensurate energy) than is actually required – in

some cases more than four times the KW output needed.

(N+1, N+2 or 2N are the general redundancy parameters where N = Load. So a 2N data centre at a demand of 150kW would have a supply capacity of 300kW or 2 x demand.) This is due almost entirely to the lack of precision airflow and airflow balancing.

So what are the benefits of getting the balance right? With better airflow management, it has been estimated that data centres can make average energy savings of £48 metre sq per annum. Put another way, that means that a typical 500 metre sq data centre can save £24,000 per annum and show an improvement in power usage effectiveness (PUE) that delivers a return on investment of between 12-24 months.

Recent reports by the Uptime Institute, a leading consortium for the enterprise data centre industry, conclude the same: it suggests that where average self-reported PUE levels have reduced from 2.5 in 2007 to 1.89 in 2011, they reduced still further to 1.65 in 2013, with airflow optimisation identified as the main contributor. FM FM WORLD | 5 NOVEMBER 2015 | 27

29/10/2015 15:57

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31/10/2013 09:55

FM CALENDAR NOVEMBER

YOUR CAREER OUR COURSES TRAINING FMs FOR OVER 20 YEARS

24-25 25 25-26 25-26

DECEMBER 1-3 1-3 1-4 8 8-10 9 9 9 9-10 10 15-17 16 16-17 16-17 17

Telephone

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Project Management Legionella Awareness, Responsibilities & Compliance DSE & Workstation Risk Assessments Fire Safety & Risk Assessment Understanding FM Professional FM 2 IOSH Managing Safely Certificate The Tender Process Professional FM 1 Financial Management 1 Contact Management Waste Legislation IOSH Risk Assessment in Practice Negotiating to Win Understanding FM Collaborative Working Property Management Property Management and Maintenance Strategy for FM Advanced Sustainability

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28 | 5 NOVEMBER 2015 | FM WORLD

FMW.051115.028.indd 028

26/10/2015 12:46

FM MONITOR

MARKET INTELLIGENCE

INSIGHT ECONOMY

Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 8 October 2015.

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

Consumer Price Index (CPI): The Consumer Price Index fell by 0.1 per cent in the year to September 2015, compared to no change (0.0 per cent) in the year to August 2015. A smaller than usual rise in clothing prices and falling motor fuel prices were the main contributors to the fall in the rate. The rate of inflation has been at or around 0.0 per cent for most of 2015.

Source: (www.ons.gov.uk)

EMPLOYMENT

National Minimum Wage The following rates came into effect on 1 October 2015: Category of worker

Hourly rate from 1 Oct 2014

Aged 21 and above

£6.70 (up from £6.50)

Aged 18 to 20 inclusive

£5.30 (up from £5.13)

Aged under 18 (but above compulsory school age)

£3.87 (up from £3.79)

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

£3.30 (up from £2.73)

SHUT TERSTOCK

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

Hourly rate from Nov 2014

UK Living Wage

£7.85 per hour

London Living Wage

£9.15 per hour

29_Insight.indd 29

YEARS

EDUCATION CONSTRUCTION MARKET REPORT 2015-2019

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

www.fm-world.co.uk

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.

OVERALL, DAY-TO-DAY SCHOOL SPENDING IN ENGLAND HAS BEEN PROTECTED OVER THE PAST 5 YEARS, COMPARED WITH OTHER AREAS OF PUBLIC SPENDING AND OTHER AREAS OF EDUCATION SPENDING.

3%

SPENDING ON SCHOOLS GREW BY 3% IN REAL TERMS FROM 2010-15. BUT ACROSS THE SECTOR, CAPITAL SPENDING HAS BEEN CUT BY A 1/3 IN REAL TERMS – CREATING A NEGATIVE EFFECT ON CONSTRUCTION IN THE SECTOR.

THE PUPIL POPULATION IS EXPANDING RAPIDLY AND NUMBERS ARE EXPECTED TO GROW BY 7% IN 2016-20. THIS WILL PUT PRESSURES ON BOTH RESOURCE AND CAPITAL BUDGETS, ESPECIALLY IN LONDON AND THE SOUTHEAST. CUTS OF £900M TO THE DEPARTMENT OF FURTHER EDUCATION AND BUSINESS, INNOVATION AND SKILLS IN THE BUDGET ARE LIKELY TO HIT HIGHER AND FURTHER EDUCATION. EDUCATION BUILDING GREW BY 19% IN 2014, SENDING IT BACK TO 2010’S LEVEL. OUTPUT IS BEING DRIVEN BY INVESTMENT IN PROGRAMMES TO DELIVER NEW AND REFURBISHED FACILITIES TO THE PRIMARY & SECONDARY SCHOOLS SECTOR SUCH AS THE ACADEMIES PROGRAMME. FURTHER EDUCATION HAS BENEFITED FROM REFURBS & NEW FACILITIES FOR FE COLLEGES.

19%

SOURCE: AMA RESEARCH

ROOFING MARKET REPORT 2015-2019

UK LABOUR MARKET SEPTEMBER 2015

The roofing market has grown by 4.5 per cent in 2014, following a decline in 2012 and a modest jump in 2013.

Driven by the Help to Buy and a shift back from building flats to houses, demand for roof tiles has outpaced supply in the past few years.

Roof tiles account for the largest share of the market by value. Concrete tiles are the largest sub-sector by value and volume. Clay tiles are also significant, while fibre cement and natural slates are niche products. House building and domestic re-roofing are the largest uses. Profiled metal roofing is almost as large in value terms, used almost exclusively on industrial, airport, and waste management buildings, and retail ‘sheds’.

Flat roof membranes and felts account for 15 per cent, with reinforced bitumen membranes dominating this sector. Single-ply membranes are increasingly popular and account for a third of the market. Builders’ merchants & roofing merchants are the key routes to market for suppliers of concrete and clay tiles as roofing slates SOURCE: AMA RESEARCH are mostly imported.

There were 31.09 million people in work, 42,000 more than for February to April 2015 and 413,000 more than for a year earlier. There were 22.74m people working full-time, 361,000 more than for a year earlier. There were 8.36m part-time workers, 52,000 more than a year earlier. The employment rate (the proportion of people of 16-64 in work) was 73.5 per cent, little changed from Feb-April 2015, but more than a year before (72.8 per cent).

There were 1.82m unemployed people (those seeking work and available to work), 10,000 more than for Feb-April 2015, but 198,000 fewer than for a year earlier. The unemployment rate was 5.5 per cent, unchanged compared with Feb-April 2015, but down on a year earlier (6.2 per cent). The unemployment rate is the proportion of the labour force (those in work plus those unemployed) who were unemployed.

There were 8.99m people aged from 16-64 who were economically inactive (not working and not seeking work), 24,000 fewer than for Feb-April 2015 and 65,000 fewer than for a year earlier.

SOURCE: OFFICE FOR NATIONAL STATISTICS

FM WORLD | 5 NOVEMBER 2015 | 29

29/10/2015 14:58

FM MONITOR

GRAHAM WRIGHT

LEGAL UPDATE

Graham Wright is a legislation expert at Daikin UK

MEASU RIN G ENERGY EFFI CI EN CY

Ms must note rapidly changing F legislation and take measurement of energy efficiency on board when specifying climate control systems, says Graham Wright In a case of less carrot, more stick the Government has been quick to reinforce the stick in the form of building regulations and remove the carrot in the form of incentives, schemes and initiatives. However, there is a fear within the industry that the building regulations will stagnate after a recent announcement that they won’t be amended or changed until 2020.

The 2013 changes to Part L of the building regulations and the various clean air ventilation requirements, building tightness specifications, and fire resistant duct work, although welcome, will be the last changes the industry is likely to see to the regulations, possibly stunting the environmental and sustainable progress the sector has made.

The Government also recently scrapped the zero carbon homes initiative and the green deal and reduced solar and wind subsidies causing uncertainty about its commitment to reducing CO2 emissions in the UK. With this in mind, building owners and facilities managers need to understand the future energy demands of their buildings, along with legislative changes, before specifying and procuring air conditioning systems. They need to ensure that the right equipment is used to help buildings achieve their energy reduction targets.

For example, when designing new buildings or undertaking refurbishment work, many 30 | 5 NOVEMBER 2015 | FM WORLD

30 Legal update.indd 30

organisations use BREEAM as a mandatory standard to ensure that they meet the requirements for CO2 emission reductions.

BREEAM uses approved techniques of measurement to assess energy efficiency. A typical BREEAM assessment will assess factors including, but not limited to, the management of a building, best practice commissioning, water usage, the life-cycle of the construction materials used, surface water run-off and the effect of the building on the ecology around a site. Credits are accumulated throughout the build, or refurbishment, to give a final BREEAM rating. The most credits are awarded for good energy management including the specification of climate control systems, so it makes good financial sense for building owners to invest primarily in air conditioning before looking at lesser-weighted options.

Other considerations If BREEAM is the first consideration for building and facilities managers, the next is the Energy Efficiency Ratio (EER), used to describe the heating and cooling efficiency of air conditioners. It is measured by assessing the ratio of heating or

cooling provided by a unit relative to the amount of electrical input required to generate it. Thus, if an air conditioner generates 5kW of cooling from a 1kW electrical input, its EER is said to be 5.0. The higher the EER, the more energy efficient the equipment.

Much like EER, seasonal energy efficiency ratings (SEER) are a way of measuring the true energy efficiency of heating and cooling technology, but over an entire cooling or heating season. The performance of the equipment is measured across different climate zones, at partial and full capacity, in auxiliary and standby modes and over different load requirements across the seasons.

The lower the rating, the better – and, it’s a realistic measurement that brings us nearer to closing the performance gap.

Seasonal effects For facilities managers, the SEER rating results in significant savings: from the improved data and the resulting product development. Innovations such as variable refrigerant temperature have led to increases in seasonal efficiency of up to 25 per cent; with newer systems offering flexibility to achieve top efficiency throughout the year, balanced with a quick reaction speed on the hottest day or at peak loads.

However, sizing the plant correctly to enable facilities managers to get the most out of their climate control system

“For building and facilities managers to meet energy targets... it is vital that air conditioning contractors are engaged at the earliest opportunity”

is crucial as even with the right EER and SEER calculations, incorrectly sized equipment can be detrimental to a building’s energy targets. Building use, the size of the building serviced and its occupant levels will often point towards the required plant size.

Only accurate specification can ensure that the system strikes a balance between performance and cost. Under-specification can lead to a mismatch in required and actual cooling/heating outputs, while an over-specified plant may result in increased operating cost and prevent the climate control system from achieving its maximum efficiency.

To achieve this, variable refrigerant volume (VRV) systems sizing software are used to deliver advanced modelling capability for heat recovery VRV systems. It runs thermal dynamic simulations and calculates annual loads, power inputs and efficiencies, which can be used as system efficiencies for Part L to meet regulatory requirements, with automatic sizing of the VRV system and correct selection of indoor and outdoor units.

In order for building and facilities managers to meet energy targets and ensure correct specification and sizing of equipment, it is vital that air conditioning contractors are engaged at the earliest opportunity. FMs with knowledge of legislation and energy efficiency measurements and who have the right level of support from manufacturers and distributors, can ensure the correct equipment is installed and that they are maximising the opportunity to reduce energy usage in their buildings in line with government requirements. FM www.fm-world.co.uk

29/10/2015 14:58

FM MONITOR

CHRISTOPHER MORDUE

LEGAL UPDATE

Christopher Mordue is an employment law expert at Pinsent Masons, the law firm behind Out-Law.com.

EU TR AVEL TIME RUL I N G

he EU’s highest court’s latest ruling on T ‘working time’ will affect some employers - but will not necessarily entitle affected workers to extra pay, writes Christopher Mordue The ruling by the Court of Justice of the European Union (CJEU) in a Spanish case, brought by technicians employed by Tyco to install and maintain security equipment at the premises of the firm’s customers, will have implications for employers with mobile or peripatetic workforces - for example, field engineers, field sales forces and care workers. However, its impact is not as dramatic as suggested by some press reports as the Working Time Directive (WTD), to which the ruling applies, has no bearing on employee pay.

It will apply automatically in the UK, as its Working Time Regulations (WTR) do not exclude this type of travelling time from the UK definition of ‘working time’. There is therefore no need for tribunals or courts to “re-write” the WTR to apply this decision. This note considers the implications of the decision.

What is the decision?

The CJEU ruled that the time spent by mobile workers - those with no fixed place of work travelling between home and their first and last place of work each day is ‘working time’ under the WTD. Tyco’s technicians in this case had no office base or fixed location. They travelled to and from home each day to whichever customer they were allocated, a distance that could be as much as 100km. The CJEU ruled that this travelling time should be classed as ‘working time’. Does this www.fm-world.co.uk

31 Legal update.indd 31

entitle mobile workers to be paid for travelling between home and the places where they work? No: the decision is only about what counts as working time under the WTD and the WTR, which gives effect to the WTD in the UK. This legislation does not govern pay. It is concerned with the organisation of working time.

The Working Time legislation does not require working time to be paid. This is an entirely separate issue governed by the contract of employment and national legislation - including, in the UK, the National Minimum Wage (NMW) legislation. Indeed, the CJEU expressly stated that it is for national legislation to determine whether this travelling time - or, any other category of working time - is paid or unpaid.

What is the position under the NMW? Under the UK’s National Minimum Wage Act and Regulations, the general position is that travel time between home and a place of work is excluded from the obligation to pay the NMW, including for mobile workers.

This is backed up by case law.

For example, in the 2014 case Whittlestone v BJP Home Support, the employment appeal

tribunal (EAT) held that the NMW applied to the time spent by a care worker travelling between clients, but not to the time she spent travelling between clients and home. The exception is workers who do “unmeasured” work. They are not paid by the hours they work, do not have set hours, are not paid an annual salary or are not paid by reference to their outputs. This ‘catch-all’ category will not typically apply to mobile workers.

Is the NMW affected?

No. The NMW is unaffected. If this time is currently unpaid under the NMW, it remains unpaid.

Could mobile workers claim a right under their contracts to be paid for travelling time between home and the places they work? Unlikely, but it will depend on the wording of specific contracts. Employers should check what the contract says about pay and hours of work.

Depending on the wording, you could face arguments that it requires the worker to be paid for all “hours of work”, including those taken up by this form of travel time. Another argument could be that this time effectively uses up the normal hours of work, and means that overtime rates are triggered during what are currently treated as standard working hours. Claims could be made for retrospective payments - for example, breach of contract claims or unlawful deductions from wages. These arguments are likely to be raised – so it is

“Could mobile workers claim to be paid for travelling time between home and the places they work? Unlikely, but it will depend on specific contracts”

worth preparing your response.

If contracts are not sufficiently clear, you may want to make the position more certain.

What are the other implications?

As this travelling time has to be counted as ‘working time’, the other main issue is whether your current working patterns comply with the rules under the WTR. For example, if you are not using opt-outs from the average weekly working time limit of 48 hours per week, do you have workers exceeding this limit?

Does it mean that workers are not getting a daily rest period of 11 hours between the end of one day’s working time, calculated as the time of arrival back home, and the start of the next working day, when they set out from home?

If current working patterns are not compatible with working time limits, you need to consider how these have to be adapted.

How are trade unions likely to react?

Unions are likely to look to pressure employers to pay for this type of travel time. While their legal case may not be strong, they could apply other pressures. For example, they could encourage members to opt out of the weekly working time limit if that could interfere with service delivery. Unions could also take a restrictive interpretation of what the contract says about working hours and start/finish times, to develop a trade-off between normal working and payment for travel time. FM i This story was first published in www.Out-Law.com, the news service of international law firm Pinsent Masons

FM WORLD | 5 NOVEMBER 2015 | 31

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FM MONITOR GEOFF PRUDENCE C. ENG FCIBSE MBIFM

BUILDING ENGINEERING PRIMER NO.3 HEATING EMITTERS embedded in the floor screed.

Sometimes with water being heated by waste heat from an alternative source as part of a combined heat and power system (CHP).

Whether a central system or local stand alone heat emitter, controls are essential to both ensure appropriate operation to meet design requirements and to be energy efficient. Again, controls can be local or linked up to a building management system (BMS) Another in a series of update articles on building services to support FM’s, managing buildings. This edition focuses on the range of emitters providing heat.

Overview As we move into autumn, thoughts turn to ensuring heating systems are functional and ready for winter operations. Whilst there are a range of centrally generated heat sources, there are many types of heat emitters/ terminal units that provide heat to the buildings spaces.

The requirement for heat is to overcome the thermal mass of the building fabric, which absorbs any heat as a cold surface. There is then the need to provide heat for that which may be lost through leaks and ventilation, plus raising the temperature of the space for the function or equipment within the building and the occupants.

The design of the heating system and terminals will include output required to design/ temperature specifications, energy efficiency, building type/fabric, use and aesthetics.

It must operate effectively and when appropriate be able www.fm-world.co.uk

33_Primer.indd 33

to be maintained to ensure performance throughout the component life.

Concepts and Common Terms Most widely known will be central air conditioning systems which will provide heating requirements in a main air handling unit (AHU), supplying air through ductwork to grilles or via water at a local terminal unit in the ceiling or wall mounted.

Water filled radiator systems as applied in domestic buildings can either be stand alone or to work in collaboration with an air handling system.

Specific terminal units as well as those supplied centrally can also be of Standalone variety, for example electric heaters (fixed wired or portable), electric overhead panel heaters, infra red heaters and gas heater units.

Some of these types of units are found in warehouse/storage areas and are referred to as ‘space heaters’.

In the quest for maximum use of space, under floor heating systems are often used, where the floor slab is warmed up and it becomes the heat emitter.

These can either be by electric heating elements or water pipes

Compliance and Maintenance As with all building service, safe environment supported by regular testing and inspection is essential. This will include electrical testing and gas/ pressure systems verification. compliance is the most important aspect of building operational management. This can be reduced at design stage, with engagement of FM/systems thinking and impact of failure of electrical services in a building.

As with all building services and equipment there must be clear procedures that have designated owners of actions which are monitored, recorded and checked on a periodic basis.

However often faults early in the heating season can be simply due to lack of use (or maintenance), such

as sticking valves, settings out of calibration and leaky valves affecting efficiency of operation. The FM will undoubtedly need to be aware of the issues and impact to occupants and satisfaction, probably through increased calls to the help desk.

The facilities manager must be aware of requirements and is responsible to ensure checks are up to date and records available. Being able to demonstrate compliance is key for a facilities manager.

Technological Developments Continual drive for cost effective and improved performance over a component/systems life cycle, continues to drive manufacture and installation of effective components.

Easier to construct and install, and disposable/recyclable components are driving change in the industry. Despite that, the need for maintenance requirements and access to maintenance is essential.

So when you look and sit near the heating device in your office over the coming months, look at it and think is it designed, operating and maintained effectively and for the space it is serving (and taking up). FM

Reference sources www.CIBSE.org CIBSE FM Group (via CIBSE website) CIBSE Guide M-Maintenance engineering and management 2014 CIBSE Guide B Heating, Ventilating Air Conditioning and Refrigeration CIBSE Domestic Heating Guide (DBSP) CIBSE ‘Knowledge Series’ KS08 How to Design a Heating System CIBSE- Energy Efficient Heating CIBSE Guide M Maintenance Engineering & Management (Nov 2014) B&ES SFG Standard Maintenance CIBSE Specification Geoff Prudence is Chair of CIBSE FM, the BIM4FM cross industry workgroup and also BIFM Building Services, Data Centre and Critical Services Network.

FM WORLD | 5 NOVEMBER 2015 | 33

29/10/2015 18:03

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Call us to advertise in our special feature issues and reach the largest targeted FM audience of over 24,000 readers. Contact Jack Shuard on 020 7880 8543 For a full 2016 features list visit:

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

Future Features HPH 051115.indd 1 34 | 5 NOVEMBER 2015 | FM WORLD

FMW.051115.034.indd 034

27/10/2015 15:54

27/10/2015 16:33

FM MONITOR RICHARD NICHOLS

HOW TO...

Richard Nichols is technical services director at G4S Facilities Management

SAF EG UARD PA SS I V E FI R E P ROT ECT I O N

assive Fire Protection in commercial buildings is vital for FM’s to contain fires to the point of origin and prevent flames and smoke from spreading, writes Richard Nichols

P

Concrete Fire Protection, or Passive Fire Protection (PFP), as it’s known in FM, is an integral component of structural fire protection in a building. PFP systems do not seek to extinguish a blaze. Instead their role is to contain the fire at its point of origin and prevent flames and smoke from spreading throughout the building, through the use of fire-resistant walls, floors, doors and stopping materials. This is achieved through compartmentalisation, which means that every room or section of the building is effectively a sealed unit. In many instances the blaze will burn itself out within the contained unit, without spreading to other areas of the building.

Passive fire protection products and systems are named as such because they are considered to be always ‘switched on’ and do not require activating in order to fulfill their role. In contrast, active fire protection devices require some form of response and/or motion in order to work. A further distinction being that active fire protection systems are added to the building after construction, as opposed to being part of the building itself.

All buildings with segregated zones are divided by fire partitions. Where services pass through these partitions the connection between the service and the construction materials www.fm-world.co.uk

35_How to_indd.indd 35

is infilled with fire stopping products rated equal to the fire resistance of the partition, as set out in the Fire Reform Act 2005.

This passive fire stopping is a critical element of a building’s fire prevention strategy and warrants careful design consideration.

Stopping the spread Fire stopping is made up of three methods: insulated panels, which separate one fire zone from another; fire collars, which wrap around a pipe and expand when fire occurs to fill the hole when a fire penetrates; and infill mastic, which fills the void when a fire breaks out, and stops it spreading from one void to another. These techniques must be designed by a competent contractor and documented and signed off as part of the fire strategy for the particular building.

Good practice denotes that all fire penetrations have a unique numbering system, which specifies when it was installed, the unique reference number, the material used and whether it is 90-minute or 60-minute stopping material. These identification numbers linked to locations should be listed as part of the

fire strategy. In an environment such as a hospital, this is critical as the fire stopping buys time to evacuate the building and to tackle the fire in selected zones. If there is no passive fire protection, a fire will spread through the ceiling void, which will make the whole facility go into alarm mode.

Contractors do not always provide the information on day one, and it can be overlooked at the handover stage of a project. Commonly a plethora of contractors are looking after a building, with different teams responsible for different areas.

There is seldom one health and safety file that covers it all, which can make it complicated when contractors come along and do minor works, and the ‘stopping’, for example, maybe not resealed.

If this happens, the building is at risk of breaching its health and safety.

Operating and maintenance (O&M) manuals and/or the installed drawings often fall short of providing sufficient detail.

The information can be out of date, as the fire stopping has been disturbed/removed (if it was there in the first instance) by trades during the final commissioning period.

Unfortunately, quality inspections and sign off are usually a percentage of the total installation and thus cannot be relied upon. The situation is further exacerbated by

“Providing effective fire protection requires both passive and active elements working in unison and complemeting one another”

variation works post service commencement date, undertaken by the FM organisation or client, that passes though the fire stopping without remedial repairs - reducing the system’s efficiency.

Older buildings It is not uncommon in older buildings that through a progressive works programme and/or deterioration of the materials used, the fire stopping can no longer provide the resistance as designed. Products have a shelf life and thus require regular inspection to ensure there is no shrinkage of materials.

Photographic evidence should be taken of each fire penetration, to show the state of the fire ‘stopping’ at any given date.

This should then be linked back to the strategy design, where it can be double checked that all is in order. Also materials can be analysed to confirm that materials used independently give greater confidence in the overall structure. This process is often overlooked, which makes compliance difficult. Any works, no matter who commissioned it, need to be managed, so that this element is controlled and signed off, every time someone penetrates a fire partition.

Whilst it cannot be stressed enough just how important passive fire protection systems are, obviously they should not be viewed as an alternative to active systems. Providing effective fire protection requires both elements working in unison.This combined approach, building occupants have the greatest chance of exiting the building safely and damage to the property will be minimised. FM FM WORLD | 5 NOVEMBER 2015 | 35

29/10/2015 14:59

FM MONITOR

PAUL CASH

TECHNICAL

Paul Cash is managing director at Fruition Partners UK

W HAT CAN FAC I L I T I ES L EA R N FRO M I T SERVICE M ANAGEM EN T T ECH N O LO GY?

acilities Management and IT may not imagine they have a lot in common, but in reality these two corporate departments are closer than they might think, writes Paul Cash

the workflow behind the requests follow the same process. If we disregard the IT ‘content’ of the request, it’s not too big a leap of imagination to apply the same technology to ‘process-heavy’ functions such as FM and IT.

In recent years, IT departments have invested in a range of technology tools to support them in managing and resolving users’ issues. Many businesses are unaware that FM departments can benefit from the same tools to manage and deliver business services. In particular, the adoption of self-service portals and interfaces that IT departments are well-used to, can be easily adapted for FM service users.

Self-service frees facilities to add value

F

A leaf out of IT’s book In the last ten years, IT have developed their role from simply building systems to brokering services. As the complexity of the business world has increased, many facilities functions have also been required to respond to change. Despite some progress, there are still many facilities teams managing requests and work orders using a series of disconnected tools, such as email and spreadsheets, that are often supported by outdated processes.

The potential inefficiencies can impact the business, but to change this scenario, facilities can take a leaf from IT’s book and improve operations by embracing service management and self-service technology. This can have huge benefits, not least improving bottom-line profitability.

Indeed, research conducted by independent research company Vanson Bourne for Fruition Partners, found organisations 36 | 5 NOVEMBER 2015 | FM WORLD

36_Technical.indd 36

could be saving around £600,000 by extending IT service manage -ment technology to other functions, such as facilities, rather than purchasing new stand-alone technology for each department.

No need to reinvent the wheel As providers of services, facilities and IT have quite a bit in common.

Typically, when a staff member contacts the IT department, it’s because they want one of three things: something fixed, some help or something new. In other words, exactly the sort of reasons why they contact FM, whether it’s fixing broken furniture, booking a room, or adding a new employee to the gym membership.

The IT Service Management (ITSM) discipline has become adept at putting in place processes to address these questions with efficiency and accountability.

These are just as relevant to facilities, and with the advent of cloud, technologies can be easily customised and implemented by other business areas. Combined with self-service tools, service management can be simplified across the entire business.

Compare, for example, a request to IT for a new printer and a request to FM for a new chair –

There are a growing number of organisations which are using service management solutions to create a single ‘point of contact’ for all staff to access facilities advice and support across the business. Particularly advanced business have integrated this set-up into a complete ‘conciergestyle’ portal which provides access to other business services such as HR, legal, marketing and IT, all from one place. Employees can use the self-service portal to then do anything from making catering requests, to reporting equipment failures, ordering new assets or booking their holidays. The service management technology behind self-service can also automate the systems used for managing projects such as property developments and upgrades, and provide management teams with advanced reporting on key indicators, including resource utilisation and response times to users.

By easing the workload and improving efficiency, and giving employees a means to liaise facilities other than by lengthy and resource-heavy phone calls, or via an unstructured email trail, the facilities function can focus its

“By reducing repetitive admin tasks... a large corporation could save the equivalent of 2,000 employees”

staff on more ‘value-added’ work, rather than day-to-day admin.

Moreover the implementation of self-service technology also significantly boosts the approval ratings of the facilities function within an organisation. Users like the self-service elements, the fact that information is available 24 hours a day, and their ability to track queries and requests online. And because the facilities team has more readilyavailable information, they are able to respond more quickly to colleagues when personal interaction is needed.

Start with the business case The starting point for an FM team keen to pursue this approach and implement self-service technology is to talk to their IT function and find out if they are using service management software which can be adapted for FM. The next stage is to build a convincing business case that demonstrates the value of this kind of technology. This should be based on the costssavings that can be delivered, and the increased productivity that can be achieved by automating manual processes and reducing reliance on unstructured technology such as email.

By reducing repetitive admin tasks across the whole business, it’s been calculated that a large corporation of 5000 employees could save the equivalent of 2,000 employees or 4 million hours.

For some organisations that will mean a reduction in employee overheads; for others it’s a huge opportunity to reinvest precious human resource in generating value for the business, and getting more out of the investment in facilities across the board. FM www.fm-world.co.uk

29/10/2015 14:59

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For more information contact Jack Shuard • 020 7880 8543 • jack.shuard@fm-world.co.uk Jemma Denn • 020 7880 7632 • jemma.denn@redactive.co.uk FM for buyers guide 20162 AD (280x210).indd 1 FMW.051115.037.indd

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Energy management show EMEX is an energy event for everyone wanting to reduce their organisation’s energy consumption, and is supported

by BIFM. The event takes place on 11-12 November at ExCeL in London’s Docklands.

EMEX aims to connect energy users with leading experts, policymakers, suppliers and technical 38 | 5 NOVEMBER 2015 | FM WORLD

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Could you be among the winners in 2016? Entries for the 2016 BIFM Awards open in January

solutions so that users can control energy costs, gain industry insights, source innovations, share knowledge and stay up to date with the latest and upcoming legislative changes.

Rising energy bills represent a massive financial burden for businesses that can only be addressed by reducing demand and buying better tariffs. EMEX tackles this head-on through 100plus exhibitors and more than 80 seminar/training sessions held across four seminar theatres. ● Energy management as a profession Energy policy and increasing prices are creating opportunities within FM. Low-level knowledge for all staff can lead to massive savings in energy costs – from the post room to the boardroom. Find out how others have achieved this in a diverse range of environments. ● Energy management solutions This theatre explores the challenges thrown up by modern business practices and presents a vast array of solutions. It showcases new tools and innovative technologies available in other fields and explains their relevance to the energy professional.

● Utilities and energy services

THINKFM 2016

Find out how best to outsource energy management solutions for your organisation - from planning and delivery to measurement and benchmarking. Discover alternative routes of finance and contracting, many of which will cost your organisation nothing upfront and will not affect your capex budget.

This theatre shows how to build a mutually beneficial relationship with your provider. ● Energy use in the built environment A space for energy professionals to find out the latest legislative developments in the sector such as The Energy Saving Opportunities Scheme (ESOS), industry-leading practice across all sectors, and efficiency projects across organisations of all sizes.

Save the date!

BIFM will be at the event on stand G60 – so if you’re at the event make sure you come and meet the team.

For further details and to register for your free ticket visit www.emexlondon.com or follow @EMEXLONDON i

The ThinkFM conference 2016 is coming. It will take place on 18 May 2016, with bookings to open in December 2015.

And 2016 sees a new venue – Milton Court, London EC2Y 9BM, which will offer greater capacity to accommodate delegates and sponsors.

Further details will be announced over the coming weeks and latest updates will be on www.thinkfm.com and through @ThinkFM. In 2015 the conference was focused on getting a ‘competitive edge’, and we had speakers from Microsoft, Marks and Spencer, BMW, The Guardian and Three.

ThinkFM 2016 will build on the successes of 2015 as the conference continues to evolve and grow. i If you are interested in talking through potential ThinkFM conference sponsorship in 2016 please contact the team on +44 (0)1279 712 675 or email corporate@bifm.org.uk

KEEP IN TOUCH » Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr

CHRISTIAN TRAMPENAU

The BIFM Qualifications Team has launched a new monthly newsletter for those studying BIFM Qualifications. The newsletter aims to provide students with additional guidance and sector updates to support them with their studies.

Fraser Talbot, Professional Standards and Education Manager at BIFM said: “BIFM offers many knowledge and information resources that can really benefit those studying qualifications, as well as supporting them with their ongoing professional development, professional qualifications are adding considerable value to an FM practitioner’s skills and knowledge base.

“With over 2,400 learners currently undertaking a BIFM qualification we recognise the important role the professional body can play to offer resources and support to the learners through their studies.”

www.fm-world.co.uk

29/10/2015 15:00

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

2016 BIFM AWARDS

BIFM COMMENT

Linda Hausmanis is Director of Education at BIFM

Get planning Entries in the 2016 BIFM Awards are set to open in January. For further details go to www.bifmawards.org/2016-2 where you can also register to be the first to hear news on confirmed categories, entry process and timescales. @BIFMAwards will also be carrying the latest updates.

Tickets for the 2016 Awards ceremony will be available in spring 2016, for now make sure you save the date and the location in your diary – 10 October 2016, The Grosvenor House Hotel, London. i If you are interested in talking through potential BIFM Awards sponsorship in 2016 please contact the team on +44 (0)1279 712 675 or email corporate@bifm.org.uk

BIFM SUPPORTS THE BIG 5

Construction exhibition, Dubai

EMOTIONAL RESEARCH

uring the past few months I have been undertaking qualitative research into the tangible as well as the intangible benefits of achieving one of BIFM’s qualifications. This forms part of a larger research piece that will evidence the true benefits.

I conducted telephone interviews with a number of learners both in the UK and Ireland across the various levels of the qualifications and across various segments of society. With more than 2,500 achievers, I had a rich pool upon which to send my plea for help.

I personally found the exercise a very humbling experience. As many of you know I was involved in the original research and development of the qualifications way back in 2008/9 and as with any research and development of a new product one never truly knows how it will be received, whether it will actually meet the intended outcome, will it be successful etc?

The interviews took me on a personal journey from the BIFM boardroom packed with employers and academics in researching what would form the BIFM qualifications to a recipient who had just experienced the euphoria of achieving a highly regarded recognised qualification. And although I did not know any of these individuals personally back in 2008/9, it was their profile that we had in mind during that research phase.

What was universal amongst them was that there had been a paradigm shift; they were now a different person from the one who had embarked on the programme towards a qualification.

This is what education/professional development should be about – ‘what’s different’. It is not just about an acquisition of knowledge, but it should be the catalyst for you to become an intelligent inquirer, to be confident to be able to challenge, to behave differently, to approach tasks differently, to see the world differently. But also for the world to see you differently.

If the experience of learning towards the achievement of a qualification does not do that, then in my opinion that qualification has failed in its objective.

A snapshot of their experience: excited + nervous + petrified + challenged + relieved = proud + confident.

D

“WHAT WAS UNIVERSAL AMONGST THEM WAS THAT THERE HAD BEEN A PARADIGM SHIFT; THEY WERE NOW A DIFFERENT PERSON FROM THE ONE WHO HAD EMBARKED ON THE PROGRAMME”

i To learn more about BIFM qualifications visit www.bifm.org.uk/qualifications.

Follow Linda Hausmanis on Twitter: @BIFM_Linda.

The Big 5, taking place from 23-26 November at the Dubai www.fm-world.co.uk

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FM WORLD | 5 NOVEMBER 2015 | 39

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BIFM NEWS

BIFM.ORG.UK

World Trade Centre, is the largest construction exhibition in the Middle East, serving as a networking platform for construction product suppliers and buyers.

The event provides a 360-degree platform to the building and construction industry.

The 2014 edition included more than 81,000 participants with 2,800 exhibitors from 61 countries. The educational programme was CPD-certified delivering a record 40-plus certified workshops, the successful How to Trade in the UAE Seminar and the two-day, high-level, Sustainable Design & Construction conference.

The Big 5 2015 includes a brand new hall titled ‘The Big 5 Focus’ with even more educational events, conferences, CPDcertified workshops, live product demonstrations and much more.

Find out more about exhibiting and visiting at www.thebig5.ae i

CORPORATE MEMBERSHIP

New members BIFM would like to welcome: ● Acacia Facilities Management LTD ● Bright Futures Educational Trust ● Marina Facilities Management ● MCS ● Sheffield City Council ● The Business Performance Group LTD i Learn more about corporate or group membership at www.bifm.org. uk/corporatemembership, email corporate@bifm.org.uk or call +44 (0) 1279 712675

MEMBERSHIP

Ready to upgrade?

Are you at the right BIFM membership grade to reflect your 40 | 5 NOVEMBER 2015 | FM WORLD

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increasing achievements in the 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 have already 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 facilities managment. ● 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 to be upgraded to.

Please also be aware that if you wish to upgrade your membership, your current subscription must be fully paid up.

BIFM TRAINING ENSURE LEGAL COMPLIANCE AND PROTECT YOUR ASSETS

ignificant fines and terms of imprisonment are now being imposed on businesses (including managers and directors) for breaches of legislation, even where no fire has taken place.

The Regulatory Reform (Fire Safety) Order 2005 applies in all workplaces, making organisations responsible for their own legislation compliance and fire safety regime.

Previously a one-day session, the Fire Safety Law & Risk Assessment course has now been enhanced and extended into a two-day programme to provide an in-depth grounding in fire risk assessment.

It provides both an excellent foundation for those members of staff with fire safety responsibilities as well as an update for those who have some knowledge of the subject and uses a number of interactive presentations and activities – including a comprehensive risk assessment exercise.

S

Among the subjects addressed are: ● Fire risk assessments ● Fire safety management ● Hazard spotting ● Fire protection systems ● Staff training and fire evacuation drills; ● Portable fire extinguishers ● Fire Safety Law –Duties & Obligations ● The Advanced Management approach ● Cost-effective compliance and enforcement ● New duties in multi-occupancy buildings ● Special problems of heritage, historic and traditional

buildings ● Managing buildings while refurbishment is under way or contractors are present The next two-day Fire Safety Law & Risk Assessment Course runs from 25th-26th November 2015. i Call us on 020 7404 4440, email at info@bifm-training. co.uk, or visit www.bifm-training.com

i If you have any queries regarding your membership or upgrading, please contact our Membership team on +44 (0) 1279 712650 or via email at membership@bifm.org.uk

www.fm-world.co.uk

29/10/2015 15:00

FM DIARY INDUSTRY EVENTS 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. Tours include TreeXoffice, London & Partners, PWC, The Guardian, RBS, Level39, JustGiving, CBI, Aon, Lloyds of London and Mintel. The BIFM and CIPD Workplace Week seminar is to be held on 10 November.

Contact: For more information, visit www.workplaceweek.com 11 November | Cold and dark by 2050?

From 6pm. Presentations and a Question Time debate: ‘How sustainable is our energy consumption?’ Topics will include demand reduction, supply options and the interrelationship between the two.

Speakers include Peter Guthrie, director of the Centre for Sustainable Development; John Loughhead, chief scientific advisor, DECC, and Professor Goran Strbac, Imperial College London.

Venue: Weston Auditorium, De Havilland Campus, University of Hertfordshire, Hatfield AL10 9EU Contact: Advance booking required. For more information, and for tickets, visit www.eeesta. org.uk/seminars 11-12 November | EMEX Annual energy management exhibition, with panel debates.

Speakers include Lord Rupert Redesdale, Energy Managers Association; Lord Bourne, Department of Energy and Climate Change; Nico Helsp, HM Treasury; Fiona Daly, Barts Health NHS Trust; Kevin Sirjuesingh, Coca-Cola Enterprises.

Venue: Excel, London Visit: www.emexlondon.com 9 February 2016 | The Workplace Futures Conference: FM: Agent of Change How will tomorrow’s workplace look, feel and operate? What skills will the FM need to be the agent of this change? What will be the defining issues of the 21st century workplace? By bringing together a panel of carefully selected expert speakers and an audience of high-ranking FM leaders to answer these questions, www.fm-world.co.uk 49 | 8 MAY 2014 | FM WORLD

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

Workplace Futures 2016 will show how facilities management can play a crucial role in a changing world. Following the conference presentations the winners of the 2016 Technology in FM awards will be revealed.

Venue: The Crystal, 1 Siemens Brothers Way, Royal Victoria Dock, London E16 1GB Contact: Email david@i-fm.net, call 020 8850 9520/07768765 967, or visit www.workplacefutures.co.uk to book tickets

Riverside Leeds LS1 4BN Contact: Email Julie Sharp at JSHARP1@steelcase.com or visit www.tinyurl.com/ northregionnov2015 book tickets.

18 May 2016 | ThinkFM 2016 conference Details of the annual conference will be made available in the coming weeks. Last year’s event included speakers from the FM sector, including Andrew McMillan of John Lewis Partnership, Bill Hancox of Edge Hill University, and BMW’s Adam Smith.

Venue: Guildhall School of Music & Drama, Silk Street, Barbican, London EC2Y 8DT Contact: Bookings open in December, but delegates can register their interest by calling 01279 712 640 or visiting www.thinkfm.com

4 December | Quarterly training day FM strategy, sustainability & environmental issues, procurement & contract management and finance.

This event is delivered by David Morris from accredited BIFM Training organisation Xenon Group. David has experience of teaching at MSc level for Sheffield Hallam FMGC. Venue: Strathclyde Hilton Contact: Isabel Brown, email isabel.brown@glasgowlife.org. uk, or call 0141 287 0998 to book tickets.

SCOTLAND REGION 26 November | CPD event Building tour and presentation Venue: TBC, Glasgow Contact: Email Tony McKee at tony.mckeebifm@hcsuk.org or call 07974 191567 to book.

SOUTH REGION IRELAND REGION 20 November | BIFM Ireland summit – Innovation in FM: delivering the impossible Hosted by Aoibhinn Ní Shúilleabháin. Speakers include Angus Harding, Global Corporate Services; Jennifer Kelly, Google; Monica Parker, Hatch; David Cornick, IBM; Dave Malone, Paralympics Ireland; Tim Oldman, Leesman Index; and Pat Gaughan, CBRE. Venue: Aviva Stadium, Dublin 4 Contact: Visit www.bifmireland. org.uk/summit15 to book tickets.

NORTH REGION 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.

24 November | Anti-terrorism seminar Niel Windle, counter terrorism security advisor, to speak on preventative measures on terrorism and cyber terrorism.

Venue: BNY Mellon 1 Whitehall

17 November | Building Information Modelling (BIM) & Soft Landings BIM is a technology and way of working to allow greater collaboration across the life cycle of an asset and supports the FM role. This introductory course is for anyone with little to no knowledge of BIM and Soft Landings. It will demystify jargon and give clear guidance for FMs about how it impacts traditional practices and give examples of BIM’s successful usage.

Venue: Central London Contact: Email info@bifm-training. co.uk, call 020 7404 4440 or visit www.tinyurl.com/pvunbwh to book tickets.

25 November | Managing FM in science and business parks The South Region looks at managing FM in a business park.

Venue: Fasset Business Park, Havant, Hampshire Contact: Email Ian Fielder at ian.r.fielder@gmail.com for details.

SOUTH WEST REGION 20 November | Training day – procurement and contract

management More information to follow.

Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Nick Fox at nicholasjamesfox@outlook.com for more information or visit www. tinyurl.com/nzho3za to book tickets.

WALES REGION 24 November | Facilities & Property Strategy Event BIFM Wales Committee has arranged a half-day event on ‘Facilities & property strategy’. It will interest professionals working in FM, property and construction.

Speakers from FM companies End Users and Academia are expected to make presentations.

Venue: Wales Millennium Centre, Bute Place, Cardiff CF10 5AL Contact: Email Neil Williams, neil@globalbusinessevents.co.uk, or call 07544038103 or visit www.tinyurl.com/orsy4ky to book tickets.

SPECIAL INTEREST GROUPS 10 November | Workplace Sig – Ever had a workplace problem that you just couldn’t fix?

Following from the Workplace Conversation, a collaborative session to consider the benefits and challenges of improved knowledge sharing in the workplace community. The group is looking to explore knowledge sharing across the workplace spectrum: human resources, design, IT, technology and change management, and consider how a wiki-format could benefit the FM community.

Venue: Adapt-UK, Room 107, New Loom House,101 Back Church Lane, London E1 1LU Contact: Email Sarah Hodge at sarah@hodgedevelopment. co.uk or visit www.tinyurl.com/ workplacesig2015 to book tickets.

17 November | People management – DNA of a facilities manager An event providing the chance to meet the new Facilities Manager of the Year, Alan Russell of Heathrow Terminal 5, as well as previous winners.

Venue: Sodexo, 1 Southampton Row, London WC1B 5HA Contact: Email alimoran@hrworks. org.uk for more information.

FM WORLD | 5 NOVEMBER 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

Remeha provides high-efficiency heating for National Library of Wales PROBLEM The National Library of Wales in Aberystwyth is the country’s primary research library and archive, housing over 6.5 million books and periodicals and home to an impressive collection of paintings, topographical prints, archives and manuscripts. The reliability of the heat generation plant is therefore key to achieving the exacting environmental and conservation standards required to protect and conserve these valuable collections. So when the boilers began to fail in two of its three boiler rooms, the Library was quick to act.

SOLUTION The Library’s primary concern was to improve the reliability and resilience of the heat

generation plant, particularly in the book stack boiler room serving the critical cells where its collections are stored. With Remeha boilers already operating efficiently and reliably in the third boiler room, contractors Aber Heating recommended installing three Remeha Gas 310-500 Eco Pro boilers into the main boiler room serving the administrative offices and three Remeha Gas 610-1000 Eco Pro boilers into the book stack boiler room.

OUTCOME The ease of installation of the Remeha boilers enabled Aber Heating to carry out the changeover with minimal disruption for the Library and no interruption to its heating service. With the addition of new pipework, new flues and upgraded controls, the refurbished

heating system at the National Library of Wales effectively ensures a comfortable temperature for visitors and staff and a closely-controlled environment for its prized collections, whilst helping the Library meet its environmental targets and benefit from lower energy costs.

Call 0118 978 3434 for more information E: boilers@remeha.co.uk Visit www.remeha.co.uk

Kee Safety with safe access Resource Data Management Chester Racecourse backs using self-closing gates keeps it cool in Antarctica a winner with Thermedia PROBLEM

PROBLEM

PROBLEM

Traditional forms of protection for industrial workers such as chains, bars or sliding tubes can lead to a hazardous void when used incorrectly.

Research into the ecology of Antarctica led by the NIOZ in collaboration with BAS required precise indoor control and monitoring to safeguard research data from the Antarctic climate.

Chester Racecourse had a safety concern around two areas of chequer plate steps, one from the restaurant/bar area and one from the entrance/ exit onto the course perimeter. These became perilously slippery, especially during wet weather.

SOLUTION Kee Gate, a range of self-closing safety gates from Kee Safety, keep industrial workers safe when working at height and on the ground. The gates are spring-loaded and automatically close behind the user, providing an added level of security by overcoming human error. They work internally and externally, on ladders, stair access points, roof hatches, walkways and roof tops.

SOLUTION

OUTCOME

OUTCOME

Kee Gates are available in galvanised steel and can be powder-coated in safety yellow and are compliant with EN 13374 Class A, EN ISO 14122 Part 3 & Part 4 and CE marked to EN 1090.

External temperatures reach -25°C, but inside the modules were kept at 15-20°C. Humidity levels and CO2 concentration were also precisely monitored and regulated.

Visit www.keesafety.co.uk for more information or email sales@keesafety.com

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Containerised modules house laboratories with a RDM system controlling heating, cooling and sophisticated ventilation systems equipped with heat recovery to ensure energy is not lost. Remote monitoring, dial-in access and temperature due diligence data are accessible from anywhere in the world via ActiveFM™.

Visit www.resourcedm.com T: 0141 810 2828 – E: sales@resourcedm.com

SOLUTION Thermedia treated steps and walkways with its unique anti-slip thermoplastic treatment, which can be applied to almost all outdoor surfaces including concrete, tarmac, block paving, and chequer plate and wood. It is a cost-effective answer that incurs minimum downtime, and it can incorporate warning signs and decorative logos.

OUTCOME Chester Racecourse has reported no slips or falls since the Thermedia treatment was applied. The surface carries a 10-year warranty.

Visit www.thermedia.co.uk T: 01625 874534 – E: info@thermedia.co.uk

www.fm-world.co.uk

29/10/2015 17:22

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB NAME: David Chamberlain JOB TITLE: Regional FM lead ORGANISATION: FMS Facilities Management Services Ltd on behalf of EMC

DAVID CHAMBERLAIN

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

The coaching I do with each of the people I work with. It is an excellent skill to use and see people progress. I have always been a big promoter of developing teams and the people that I work with.

Sometimes people are just happy with their roles and don’t want to progress but that is the minority.

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

Brief description of the job and key responsibilities:

I would make it more consistent around the world – there are many challenges working with FM providers in different countries as many are still not mature market places but that is the beauty of working in a developing industry.

To deliver excellent FM services into the offices on the TEEAM Region (Turkey, East Europe, Africe and Middle East) – partner with IFM providers in country, Run RFP process through to IFM Any interesting tales to tell? appointment – regular reviews with the service There are many funny and interesting things I have providers and liaison with local client contacts seen over the past few years – especially in the to ensure consistency of provision and client Middle East. I am contemplating writing a book satisfaction. Planning and budgeting of resources when I am retired. All of it teaches you about the and finances, working with the Real Estate team different ways countries and relating office moves, renewals, people operate… its part of the planned Capex Works.

WHAT SINGLE PIECE learning process.

OF ADVICE WOULD YOU My top perk at work is…

GIVE TO A YOUNG FM Working with a great bunch of Which “FM myth” would you STARTING OUT? most like to put an end to? people in each country.

“Throw yourself into it fully – Of being able to get excellent do not worry about the little How did you get into facilities quality for £0.00. All businesses things, make it your aim to management and what are in business to make a profit reach a particular point in your attracted you to the industry? but, in particular, a good FM career within a set time goal Many years ago I was asked to business will look to forge lasting babysit a facilities department. relationships with customers – and work towards that” I learnt a great deal from the providing an embedded service team, understood a lot about for a customer is a much better FM delivery and more importantly began to way of getting to know the clients and being able to understand some of the problems they were flex with the demands of that business. facing. As a self-confessed good trouble-shooter I How will FM change in the next five years? found it interesting to understand these and help I believe there will continue to be a massive increase them find solutions. – it went from there… in the FM market – primarily in the expanding What’s been your career high point to date? market place – more use of technology will help Receiving an employee recognition award for my develop the market and embracing and investing efforts in FM for the EMC Dubai office. It was very in technology will reward companies quicker. It nice to be recognised (whilst slightly embarrassing is important that as companies experience “FM” to receive an award for doing my job) but it makes – possibly for the first time it must be a good it all worthwhile. experience. A bad experience will put the client off the outsourcing model and cause problems What has been your biggest career challenge for future FM companies wanting to take over to date? the contracts.

Coming into a regional role that didn’t really exist, Have you got a story to tell? We are looking for formulating the best way of working, working facilities managers to feature in Behind the Job. with the offices to understand their ways and Contact the team at editorial@fm-world.co.uk for more information moving some of their workload from them to me. www.fm-world.co.uk

43_Behind the Job.indd 43

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

buying in / speccing up FM services

8

10

AVERAGE (SINCE JAN 2014)

DAVID CHAMBERLAIN

Introducing/ working with new forms of IT

7 10

Working on energyefficiency initiatives

8 10

Adapting to flexible working

6 10

Maintaining service levels while cutting costs

8

8

Adapting FM to changing corporate circumstances

8 10

FM WORLD | 5 NOVEMBER 2015 | 43

29/10/2015 17:29

APPOINTMENTS for more information email jobs@fm-world.co.uk

Lead one of retail’s biggest transformations

As our customers increasingly make their retail and service choices based on lifestyle and convenience, it means that our world is changing. Fast. Which is why our facilities management team is changing with it – creating new roles, and a larger team.

In fact, we’re aiming to build ‘one’ industry leading team that’ll look after every aspect of facilities management for around 4,500 properties – including planning, sustainability and safety, asset, energy, waste and operational management. From food stores to funeral homes, you’ll deliver brilliant basics, shape our future and make sure our properties are expertly managed and maintained.

Whether you’re overseeing our facilities, creating cost-effective and watertight contracts, or supporting our FM teams with consumer services or engineering expertise, we’re looking for talented, experienced facilities management

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professionals to help reduce costs, improve performance and deliver an industry step change.

We’re driven by a passion for going over and above, every time. So if you’re inspired to join us on our journey, we offer the scope and support to grow your skills, experience and career with a market leader.

To transform our estate and your career, apply and discover more about our growing in-house facilities management team at co-opfacilitiescareers.co.uk We are passionate about equal opportunities and welcome a broad diversity of talent to apply.

jobs.fm-world.co.uk

29/10/2015 10:07

APPOINTMENTS

London opportunities Property & Engineering Manager London • £60,000

Health and Safety Executive London • £37,500 - £45,000

A leading managing agent is seeking a Property & Engineering Manager. The role which is client facing, will entail being the lead stakeholder of a self delivering engineering and hard services function, across a prime mixed-use portfolio in Central London.

You will be able to find commercial solutions to technical problems and present them to C-level stakeholders. Your ability to engage and influence at this level will be the key to your success.

You will be tertiary qualified with either a mechanical or electrical bias, with proven career progression in the property sector.

Ref: DaB1264458

A service-orientated property management company is seeking a NEBOSH qualified health and safety professional for a position that comes off the back of a period of sustained success.

Taking ownership of all health and safety matters throughout a growing residential portfolio, you will be confident liaising with a range of actors to ensure compliance within your properties and developing health and safety training programmes for the new team. This is the ideal opportunity to leave your mark on a forward-thinking and rewarding business.

Ref: CS1264147

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.

The power of people

Project and Facilities 1EREKIV 3J½GI 6IPSGEXMSR Knowle, Sidmouth £40,000-£50,000 | Fixed-term 2 years East Devon is an outstanding place to live and work. As well as delivering great services every day, the council plans carefully for a sustainable future by delivering quality jobs and good local homes for local people. %W XLI 4VSNIGX ERH *EGMPMXMIW 1EREKIV JSV XLI 'SYRGMP´W SJ½GI VIPSGEXMSR ]SY [MPP be responsible for the planning, implementation and delivery of relocation to Exmouth Town Hall and Honiton.You will manage the associated merger of two Sidmouth depots into one. You will coordinate the physical move of people and resources; assuming full responsibility for the Council’s pre-move planning, managing logistics and physical aspects of the removal and relocation.

With a foundation degree, HND or degree in Facilities Management or a related engineering, management or business studies degree, you’ll have experience in procurement and contract management. You must have strong organisational and project planning skills as well as a methodical approach to XEWOW )\TIVMIRGI MR PIEHMRK PEVKI WGEPI SJ½GI VIPSGEXMSR TVSNIGXW MW ZMXEP EPSRK with a track record in facilities management.

We are currently looking for people to join the team at a crucial stage in the National Army Museum’s £23.25m Building for the Future project and this is a unique opportunity for experienced professionals to join a passionate and committed team to help transform and deliver a new National Museum.

Facilities Manager £34,346pa (plus benefits) (Permanent Appointment, based in London) We are seeking to appoint a Facilities Manager who will be responsible for setting up and leading on the building, mechanical and electrical planned maintenance programme, and leading on procurement and the management of contractors. The successful candidate will have authority within the organisation, for the management of all health & safety and security aspects of the Museum’s operations. Experience of health, safety and environmental management in a similar environment, and a thorough knowledge of building management systems and regulations are essential.

Interviews will be held on Tuesday 1 December 2015.

A valid driving licence and own car are essential.

Facilities Officer

To apply online, please visit www.eastdevon.gov.uk/jobs For an informal discussion, please contact Karen Jenkins, Strategic Lead Organisational Development and Transformation on 01395 517562.

£28,046pa (plus benefits) (Permanent Appointment, based in London)

Closing date: 12 November 2015. )EWX (IZSR (MWXVMGX 'SYRGMP [MPP FI VIPSGEXMRK XS SJ½GIW in Honiton and Exmouth when these become operational during the mid to latter part of 2017.

We are seeking to appoint a Facilities Officer who will work closely with the Facilities Manager to assist in setting up the building, mechanical and electrical planned maintenance programme. The successful candidate will act as the focal point for the day-to-day management of all health & safety and security aspects of the Museum’s operations. A demonstrable knowledge and practical application of current Health and Safety practice is essential.

Interviews will be held on Tuesday 8 December 2015.

The closing date for all applications is 12.00pm on Friday 20 November 2015.

For further information, or to apply, please visit our website at: http://www.nam.ac.uk/vacancies

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REQUESTS

SURVEYS / POLLS / EVENTS / RESEARCH

CALLS TO

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

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)

ENERGY SAVINGS OPPORTUNITY SCHEME (ESOS) What BIFM Ireland Region Summit 2015 Commitment Tickets for BIFM members cost ¤199 (£142), non-members ¤299 (£214).

Why The 19th BIFM Ireland conference, held at Dublin's Aviva Stadium, is set to focus on driving success in business with facilities management.

Speakers include Angus Harding, managing director, Global Corporate Services; Jennifer Kelly, VP global real estate, Google; Monica Parker, founder, Hatch; and Stephen Welch, chair of the BIFM's Ireland region and director of facilities for the Northern Ireland Assembly.

Notes This event is sponsored by OCS and Aramark To book tickets and for more information, visit www.bifmireland.org.uk/summit15 The event takes place on 20 November

VACANT PROPERTY MANAGEMENT SURVEY

What The Energy Savings Opportunity Scheme (ESOS) was established by the government in June 2014, in order to implement Article 8 (4-6) of the EU Energy Efficiency Directive (2012/27/EU).

Commitment In order to comply with ESOS, the organisation must calculate its total energy consumption, identify areas of significant energy consumption, appoint a lead assessor to oversee and review all audits, notify the Environment Agency of the organisation’s compliance, and keep records of compliance for future audits. Note that if your organisation is fully covered by ISO 50001, you will not be required to carry out an ESOS assessment.

Why It is a mandatory energy assessment scheme for qualifying organisations in the UK. Notes ESOS is mandatory for any organisation in the UK which employs 250 or more people, or has an annual turnover in excess of €50 million (£38.9 million) and an annual balance sheet total in excess of €43 million (£33.5 million).

Visit www.tinyurl.com/esosgov for more information on the scheme.

Qualifying organisations must carry out their ESOS assessment and notify the Environment Agency by 5 December 2015. Participants must then carry out an assessment within four years of their first audit.

What The BIFM and vacant property management business Orbis have launched a new vacant property management survey for 2015.

Commitment A short, nine-question survey, which asks questions on dealing with urban exploring, squatting and insurance implications of vacant properties.

Why Squatting in a residential building became a criminal offence three years ago. An Orbis survey at the time revealed that a third of property managers predicted a rise in squatters targeting commercial properties as a result. The new survey for 2015 aims to establish whether these concerns have become a reality.

Notes Individuals who complete the two-minute survey will be entered ito a prize draw to win a Kindle Fire HD.

ALAMY/ISTOCK/SHUTTERSTOCK

Visit www.tinyurl.com/bifmorbissurvey to complete the survey The survey will close later this month IN THE NEXT ISSUE OUT 19 NOVEMBER

BIFM AWARDS 2015 - COFELY AND NORTH EAST LINCOLNSHIRE COUNTY COUNCIL'S SOCIETAL IMPACT AWARD /// FEATURE: COMMON PITFALLS IN FM CONTRACT STRUCTURES AND THE IMPACT OF NEC3 /// IMPLEMENTING COST-SAVING SECURITY MEASURES /// FM AND BEHAVIOURAL CHANGE /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

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G E T Q U A L I F I E D I N FA C I L I T I E S M A N A G E M E N T

STUDY ONLINE ANYWHERE ANYTIME GET QUALIFIED

Study for a BIFM qualification in facilities management with the BIFM online learning platform which can be accessed from anywhere, on any device.

Study for Level 2 – new entrants Level 3 – first line management

Call us to find out how BIFM can support you to progress your career, the alternative study and delivery models that are available and for guidance about identifying the right qualification level for you.

w: www.bifm.org.uk/BIFMDirect t: +44 (0)1279 712 651

DIRECT

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e: qualifications@bifm.org.uk to find out more

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Think fresh

Think big

Think better Innovative thinking can help you find better ways to manage your MRO procurement strategy; ways that can uncover hidden costs and unlock big savings.

Ways that could save as much as 35% of your MRO budget.

Savings that help your business to be more efficient and more successful, not only now, but into the future.

The key is actionable data insights, created by examining your consumption behaviour in a different, better way. We’ve already worked with several leading FTSE organisations to unlock value through innovative thinking.

Now we’re ready to work with you.

We should be talking.

E: lets-talk@rs-components.com W: uk.rs-online.com/working-together LinkedIn: https://www.linkedin.com/company/rs-mro-procurement

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