FM World 19 November 2015

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 19 NOVEMBER 2015

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FIT FOR PURPOSE? Auditing to ensure original contract intentions match changing circumstances

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VOL 12 ISSUE 21 19 NOVEMBER 2015

CONTENTS

06| The Living Wage

18| Close working

22| Planning for new arrivals

NEWS

OPINION

FEATURES

06 UK has nearly 6 million in-work poor, says KPMG report 07 ‘Good’ buildings foster better behaviour 08 Project of the fortnight: M&G Real Estate, Minster Court, London 09 Think Tank: Are you actively encouraging more standing and walking in your offices?

10 A variety of workspaces ‘enables productivity’ 11 Quote unquote: Notes from the BIFM Scotland Conference 12 Business news: Graeme Davies: Investors start to look for scope outside London 13 Royal BAM Group supported by strong UK growth 14 In focus: Tim Hancock, CEO of Office & General, and Manjit Rajain, executive chairman of the Tenon Group, discuss the Indian market for FM and Tenon Group’s acquisition of Office & General

16 John Bowen is looking for trouble, while Finbarr Murray wonders whether FM has a strong, recognisable name 17 Five minutes with Tim Oldman, CEO of Leesman Index

MONITOR

26| An eye on outsourcing

18

A special bond: The collaboration between Cofely and North East Lincolnshire Council is unlike most traditional FM outsourcing partnerships

22

Planning for new arrivals: BIFM has been on an evolutionary journey, driven in no small part by its soon-to-leave CEO, James Sutton

26

Between the lines: The need for regular independent audits of outsourced FM contracts cannot be overstated

31 Insight: Market intelligence 32 Legal update: Health and safety offences: new Sentencing Council guidelines 33 How to: Social space in the modern office?

35 How to: Implement cost-saving security measures after a refurbishment project

REGULARS 36 BIFM news 39 Diary of events 40 Building services products 41 Case in point 43 Behind the job 44 Appointments 46 Calls to action

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MARTIN READ

EDITOR COMMENT

EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ assistant editor: James Harris ⁄ news editor: Herpreet Kaur Grewal ⁄ sub editor: Deborah Shrewsbury ⁄ content development executive: Martha Harris ⁄ consultant art director: Mark Parry ⁄ art editor: Nicola Skowronek

LEADER

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he executive chairman of the Indian Tenon Group of Companies told an interesting story or two when he dropped in a few weeks back. Manjit Rajain’s Indian FM service proposition focuses on manned guarding, M&E, catering, cleaning, portering – indeed all the services you’d expect. But his Tenon companies are also employed to run paint shops and manufacturing assembly lines. And as well as showcasing the scope and potential for entirely new service lines, Rajain had some interesting stories to tell about being a fast-growing local operator taking its tentative first steps into the international arena. And India itself is clearly an incredibly dynamic place to be right now, a huge economy which is shifting on previously established positions to open up new opportunities for facilities service providers.

Perhaps there aren’t the same opportunities to supply to India’s defence departments as there are with our own MoD, but Rajain does point to India’s airports, which just five years ago were all government-owned. Today, seven of the biggest airports in India have been privatised. Also, there are India’s ports: India did not have a single private port 10 years ago, yet today, a huge number of ports both big and small have had their operations privatised. Rajain calculates that something like 27 per cent of potential FM work is outsourced, and that’s not including government work. Rajain’s security business is growing at a heady 30 per cent a year. There is clearly plenty of headroom for outsourced service provision here.

Of course, with Indian Prime Minister Narendra Modi in the UK it was the ideal time for Tenon to announce its acquisition of mid-range UK service provider Office & General. As well as giving O&G a platform to compete with the big boys, Tenon as a group will able to do more for multinational clients operating in both the UK and India, and naturally that goes both ways should O&G now attract international clients. Considering the difficulties that other UK-based international FM providers have had in sustaining their operations in India, the prospect of an India-based operator doing something similar in reverse will be well worth keeping an eye on.

Looking at Tenon’s paintshop and assembly line work, it’s interesting to note how Tenon and its Indian-based clients have defined outsourced FM in their own different ways, with Tenon, for example, with its paintshops and assembly lines as well as all the portering, cleaning, catering etc. that makes up the standard FM service suite. It makes me wonder whether each country’s own unique take on FM provision, each a unique service fingerprint, is one way of clarifying the overall FM function globally. How can it be a commodity if it means so many different things in so many different countries? Accounting stays the same whatever the territory. IT is universal in its application. But FM? It’s all manner of things to all manner of people.

Globalisation will doubtless seek ruthlessly to level out and standardise each service line, and perhaps more’s the pity. Highlighting international variations in what comes under the banner of FM might just be a very useful PR exercise.

T

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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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“Globalisation will doubtless seek ruthlessly to level out and standardise each facilities service line, and perhaps more’s the pity”

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LIVING WAGE

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UK has nearly 6m in-work poor, says KPMG report There are about 5.84 million people in the UK earning less that the Living Wage, according to a report from KPMG, the professional financial services company.

The Living Wage, set independently and announced by the Living Wage Foundation recently, is calculated based on the cost of living.

Accredited Living Wage employers – of which there are now more than 2,000, according to the foundation – will pay their staff a minimum of £8.25 an hour, rising from the previous rate of £7.85. The national minimum wage is currently £6.70 an hour, although this will rise to £7.20 an hour for all employees over 25 years old from April next year.

The London Living Wage, a separate rate weighted for those working in the capital, has risen by 25p to £9.40 an hour.

The wages of 68,000 staff who work with the accredited employers will rise to the new rates, which are calculated independently and based on the cost of living, within the next six months.

The research, completed by Markit, is an analysis of Office for National Statistics market data.

It indicates that 23 per cent of all employee jobs pay below the Living Wage, with sales assistants and retail cashiers making up the highest number of employees, along with kitchen and catering assistants, cleaners and waiters and waitresses.

Northern Ireland is the region with the highest proportion of low earners (29 per cent), with the South-East having the lowest proportion of workers below the Living Wage (19 per cent).

The research also finds that

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part-time jobs are three times more likely to pay below the Living Wage than full-time jobs.

KPMG’s Living Wage Household Finance Index Survey highlighted that income from employment was reported to have increased at

its fastest rate since 2012, while perceptions of rising living costs were at the lowest recorded rate in the survey, which has been conducted annually since 2012.

But the figures, taken during October 2015, showed that four

times as many people earning less than the Living Wage were downbeat about their household finances than were positive.

Mike Kelly, head of living wage at KPMG, said: “With the cost of living still high, the squeeze on household finances remains acute, meaning that the reality for many is that they are forced to live hand to mouth. For some time it was easy for businesses to hide behind the argument that increased wages hit their bottom line, but there is ample evidence to suggest the opposite – in the shape of higher retention and higher productivity. It may not be possible for every business, but it is certainly not impossible to explore the feasibility of paying the Living Wage.”

WORKFORCE WELLBEING

Presenteeism costs more than sick leave Research by the University of East Anglia’s (UEA) Dr Mariella Miraglia, a lecturer in organisational behaviour at UEA’s Norwich Business School, argues that presenteeism is associated with work and not just personal or medical conditions.

The Centre for Mental Health calculates that presenteeism from mental ill health alone costs the UK economy £15.1 billion a year.

It has been linked to errors, lower performance, lower wellbeing, and the exacerbation of existing health problems – causing more productivity loss than absenteeism.

Miraglia analysed data from 61 previous studies involving more than 175,960 participants including the European Working Conditions Survey, which sampled employees from 34 countries.

Those with a good work environment – supportive colleagues and a good relationship with management – felt they did not have to go to work when ill, and were both more satisfied with

their jobs and healthier.

Dr Miraglia says presenteeism is more predictable than absenteeism, and easier for managers to modify.

“Workplace wellness and health programmes may be desirable to reduce stress and work-related illness. Furthermore, although increasing job resources, such as job control and colleague, supervisor, and organisational support, can help in tackling presenteeism through their positive impact on health, our results suggest that controlling job demands represents a key line of defence against the behaviour.”

‘Going to work ill: a metaanalysis of the correlates of presenteeism and a dual-path model’ was published in the Journal of Occupational Health Psychology earlier this month. www.fm-world.co.uk

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NEWS

BRIEFS Steadman joins Serco

‘Good’ buildings foster better behaviour Occupant behaviour is a key driver of building management, but there can be a gap between performance “on paper” and in reality, according to experts and psychologists.

Speakers at CIBSE’s recent Building Performance Conference and Exhibition analysed the link between building occupancy, work environments and job satisfaction and how buildings perform, as well as some of the challenges in redesigning workplaces for more effective use of space.

Alexi Marmot, of AMA Alexi Marmot Associates, highlighted how occupant behaviour drives building management, citing

the demand for air conditioning, regardless of its actual effectiveness. She also argued that though only a small percentage of total office space was used productively, redesigning the working week around use patterns was often too psychologically difficult to achieve.

Rhiannon Corcoran, professor of psychology at the University of Liverpool, examined how buildings can encourage occupants to be more ecologically sound.

Pleasant environments produce more socially beneficial tasks like recycling, community action and sustainable actions than unpleasant ones, said Corcoran.

Mat Colmer of Innovate UK looked at the difference that can occur between a designer’s intentions for the use of a building’s systems, and the reality of how they are actually used. He said that creating empathy between designer and end user was a good way to boost building performance.

Delegates also heard about likely changes to Part L of Building Regulations in England and the requirements of the F-Gas Directive, as well as new legislation on minimum energy-efficiency standards, and the Energy Related Products Framework.

ALAMY

Online option for BIFM Level 2 & 3 qualifications The BIFM’s Level 2 and Level 3 qualifications can now be studied for through an online learning and assessment platform called BIFM Direct.

The move, part of BIFM’s commitment with the Cabinet Office to allow fair access to the FM profession, represents the next step in opening up further qualifications to individual learners and removing potential barriers to studying.

Initially launched to organisations that were active in its development, the BIFM Direct platform can be accessed from any device at any time, including access to monthly webinars, videos, tutorials and access to BIFM assessors to www.fm-world.co.uk

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support learners throughout their qualification.

BIFM director of education Linda Hausmanis said: “The platform provides real flexibility to learners, with the support of BIFM behind them.

“It also gives more options to international FM professionals, who are increasingly looking to BIFM as a benchmark of excellence. Through BIFM Direct we are opening up a new way for them to gain a formal recognised qualification, learning in a way without time-zone constraints.”

Level 2 is aimed at those new to FM, or as an entry pathway for those considering a career in FM. Level 3 is aimed at firstline FMs and supervisors. At the

time of announcement, almost 6,000 people had registered to undertake a BIFM qualification in facilities management.

Other methods of completing a BIFM qualification include face-to-face learning, evening classes and distance learning offered through a network of 30 recognised centres including universities, FM employers and private training providers across the UK, Ireland, Holland, Malaysia and the Middle East. i Learn more about BIFM qualifications and study options: www.bifm.org.uk/qualifications

Learn more about studying online with BIFM: www.bifm.org.uk/BIFMdirect

Service provider Serco announced the appointment of Kate Steadman as group strategy director.

In a statement, Serco said that “Kate would lead the further development of Serco’s strategy: analysing longer-term trends, customer requirements and competitive dynamics in the markets in which Serco operates”.

Steadman joins Serco in February and is currently senior vicepresident for strategy at Sodexo Group’s global government and agencies business.

Before joining Sodexo in 2010, Kate was a senior adviser to key politicians in the fields of criminal justice, home affairs, legal affairs and prisons and probation.

Building growth tops peak Total construction output in 2014 increased by 11 per cent, up from 5 per cent in 2013. Total output, at £135 billion was 5 per cent ahead of the pre-recession peak of £129 billion in 2008. Growth in 2014 was driven by a 19 per cent increase in residential work and a 6 per cent growth in non-residential work.

Early data for the second quarter of 2015 showed an increase of 11 per cent in residential work, following a 9 per cent decline in Q1. Over the same period the non-residential sector output increased by 2 per cent after a 5 per cent decline.

Key role for service providers Business services organisations are playing a vital role in the development of regional commercial hubs and are easing the process of political devolution, according to a report.

Figures in the Business Services Association’s annual report show that 3.3 million people (one in 10 UK workers) are now employed by outsourcing organisations. The sector accounts for 9.3 per cent of Gross Value Added (GVA) to the UK economy (a measure of the economic contribution of a sector).

Seventy per cent of outsourcing takes place in the private sector and 30 per cent in the public sector.

The report puts facilities management’s contribution to the economy at £18.3 billion in GVA annually.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Building services SMEs ‘not ready’ for BIM

M&G REAL ESTATE, MINSTER COURT, LONDON CONSULTANT: Minimise Energy PROJECT: Energy audit and LED lighting installation SAVINGS: £53,485 per year ENERGY CONSUMPTION: Reduced by 62 per cent

LEDs save at Minster Court M&G Real Estate manages 1 and 2 Minster Court in London, an 18,500 square metre multi-let office building.

An energy audit, in line with the government’s Energy Savings Opportunity Scheme, found that LED lighting would improve the building’s carbon footprint and reduce energy costs.

With continuous lighting operating hours in the car parks, staircases and basement corridors, and all other areas being lit 12 hours a day, five days a week, the initial analysis showed that M&G could achieve a significant lighting energy reduction. When combined with maintenance savings, this would deliver a return on investment in 21 months.

Minimise Energy was appointed to manufacture, supply and install all replacement lamps and light fittings and associated lighting controls. It was also responsible for the supply, installation, management and data analysis of a wireless energy monitoring system to measure and verify the project’s performance. The project took seven weeks. Throughout, circular CFL downlights were replaced with RG240 downlights. In addition, T8 lamps, 2D LED lamps, LED RG 180s, LED panels and LED high bays were used. To monitor and validate the proposed energy savings, before the start of works Minimise installed the wireless Minimise Energy Monitoring System across a series of circuits within both buildings.

This allowed each different type of light fitting to be monitored. It also monitored energy use in different building areas.

The LED scheme is expected to save £270,000 in lighting energy costs over five years, reducing usage by 2,971,420 kWh over that period.

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Small and medium-sized firms could be “frozen out” of billions of pounds of central government contracts, says the Electrical Contractors’ Association (ECA).

In the run-up to the approaching mandatory use of ‘BIM Level 2’ in all Whitehall-procured contracts, the ECA survey found that 54 per cent of contractors with a turnover of less than £1 million are “not ready at all” for Building Information Modelling (BIM). Thirty per cent of companies with earnings between £1 million and £20 million say the same.

This compares with 11 per cent of the largest firms – those with turnovers of more than £20 million – while most say they are either fully ready or nearly ready.

The survey also found that one in three SME contractors has a BIM champion compared with almost three out of four larger firms. Eight out of 10 SMEs do not have a BIM planning group, compared with one in three larger contractors.

While more than half of larger companies say there is enough “practically useful and publically available” information on BIM, only one in four small firms feel the same. According to the survey, almost seven in 10 respondents say they do not have a suitable BIM management process in place.

ECA director of business services Paul Reeve said: “Our survey shows that the majority of building services SMEs are not ready for BIM and could find themselves effectively frozen out from central government contracts.”

The ECA’s sector-wide survey was backed by partners including the Chartered Institution of Building Services Engineers, BSRIA, the Building and Engineering Services Association and SELECT. The survey will be released in full later this year.

FM firms fined for health and safety failings Balfour Beatty Engineering Services and Norland Managed Services have been sentenced and fined for health and safety failings. The companies were fined after Martin Walton, 27, from Blackhall Colliery, Cleveland, was fatally electrocuted while working on a data centre in Hounslow, London, in 2010.

Infrastructure upgrade works were being carried out by Balfour Beatty Engineering Services (BBES) at Morgan Stanley’s Heathrow Data Centre, where Norland, who held the contract to provide mechanical and electrical maintenance, had effective control of the site.

The Health & Safety Executive (HSE) told Ipswich Crown Court that the underlying cause of the incident was “a succession of failures indicative of the complete breakdown of BBES’s management of health and safety in relation to this project, particularly the breakdown of communication”.

HSE also explained that while Norland had no role in the construction project, “the relevant aspect of their undertaking was the management of the impact of the construction project on the existing operational infrastructure under their control”.

BBES admitted breaking section 2(1) and 3(1) of the Health & Safety Work etc. Act 1974 and was fined £280,000, plus £42,240 in costs. Norland Managed Services was found guilty of breaching 3(1) of the act, and fined £100,000, with £106,670 costs.

Report reveals inter-generational strife at work Two-thirds of workers say they encounter inter-generational issues at work.

A report by ADP, The Workforce View in Europe 2015⁄16, looked at optimism levels, employee loyalty, motivation, flexible working and workplace technology.

The study found that the workplace is going through a demographic shift, with five generations soon to be working alongside one another. Different values and working styles are causing conflict, and 67 per cent of employees say they are encountering inter-generational issues at work. Problems are greatest in Italy where 77 per cent of respondents report issues, followed by Poland and Spain (73 per cent). In the UK the figures is 66 per cent.

The main concerns include younger and older employees having conflicting views on how things should be done, cited by 19 per cent of respondents, as well as older workers working for longer leaving less room for new talent (18 per cent), and differing approaches to organisational values and corporate responsibility (18 per cent.) www.fm-world.co.uk

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43% People are more enthusiastic about moving around

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THINK TANK

OUR READERS SAID… We asked our LinkedIn and mailing list members: Are you actively encouraging more standing and walking in your offices? Are sit-stand desks being deployed? Or is this a fad that will burn itself out?

A few months ago we asked you whether the broader aspects of displaced working – third spaces, hot-desking and flexible working – were having an effect on the people you serve.

This time we’re looking specifically at the issue of standing up in the office versus oldfashioned, ‘traditional’ sitting down.

The idea of simply sitting down to work has been under attack these past two years, with the advent of the ‘Get Britain Standing’ campaign and the introduction – and popularising – of sit-stand desks. (We’re also due to see an “On Your Feet Britain” day next 29th April.)

The arguments are well rehearsed, with standing and moving around able to reduce the

likelihood of diabetes and weight gain. Campaigners are asking office workers to stand during phone calls, take a break from their computers every half-hour, take the stairs, have ‘standing or walking’ meetings, walk over to speak to their colleagues (rather than phone or email them), and stand at the back of the room during presentations.

So we asked – are you actively encouraging more standing and walking in your offices? And is this resulting in more enthusiasm for ending sedentary working?

Only 43 per cent of respondents said that they could see a positive change in their workforce.

One respondent said that he had actively encouraged the greater use of stairs within his building, for

57% No change in behaviour noted

which “we have seen a substantial increase in use”.

A number of FMs reported the introduction of agile working, new breakout areas, as well as sit-stand desks into their workplace. But as for sit-stand desks?

“Desks are up and down at various times of the day. These desks are as much of a fad as the typewriter was,” suggested one respondent. However, the desks are not universally loved, as the 57 per cent of respondents citing no behavioural change at all suggest.

“Elevating desks were installed into one new office when it was

fitted out. It made no difference to the majority of desk workers who remained resolutely seated – largely because they did not want to stand all the time and thus felt foolish having their desks going up and down randomly, as if they were children playing.

“It was reported to be uncomfortable being seated next to people who standing up next to them – as if looming over them.”

Another respondent noted, however, that groups of staff using technical drawings would use the standing desks to discuss work with colleagues.

ISTOCK

Higher penalties for health and safety offences Higher penalties for some serious health and safety offences could be possible under new sentencing guidelines.

The guidelines, published by the Sentencing Council, aim to ensure a consistent, fair and proportionate approach to sentencing organisations or people convicted of corporate manslaughter, health and safety and food safety and hygiene offences.

Suggested fines could reach £20 million for corporate manslaughter for organisations with a turnover of more than £50 million, and £10 million for the most serious health and safety offences.

The guidance says the fine “must be sufficiently substantial www.fm-world.co.uk

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to have a real economic impact which will bring home to both management and shareholders the need to comply with health and safety legislation”.

There has been limited guidance for judges and magistrates dealing with these types of offences, and the new rules aim to cover the most commonly sentenced health and

safety offences and food safety offences in England and Wales.

The type of cases to fall under the new remit include a building firm that causes the death of an employee by not providing the proper equipment for working at height, a restaurant that causes an outbreak of E. coli through unsafe food preparation, a manufacturer that causes injury to a new worker by not providing training for operating machinery or a gas fitter whose substandard work leads to the risk of an explosion in someone’s home.

Prison sentences for people convicted of very serious offences are possible, but most offences are committed by organisations, so fines are the only sentence that can be given.

But the Sentencing Council added that it did not expect higher fines across the board, or that they would be much higher than current fines in most cases.

The Sentencing Council said that the increase in penalties for serious offences was because some offenders had not received fines that properly reflected the crimes they committed.

Under the guidelines, turnover, profit margin, the potential impact on employees or on the ability of the offender to improve problems or make restitution to victims, along with the degree of culpability and amount of harm done would be considered when fines are imposed.

The guidelines come into force in courts on 1 February 2016.

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WORKPLACE SATISFACTION

Variety of workspace ‘enables productivity’

LEGISLATION

Fire sector calls for review

A greater variety of workplace settings has been deemed important to the increasing productivity in the workplace.

Leesman Index has been conducting a workplace satisfaction survey which has been operating for five years and has now been completed by more than 120,000 people.

As well as other factors – including length of time working at an organisation, age, and the importance of different activities in the workplace – the survey breaks down survey respondents into the different types of settings in which they work: private or shared enclosed offices; cubicle or designated desk in an openplan area; flexible working with a limited choice of working options; and flexible working with a high choice of working options (which also includes working from home 10 | 19 NOVEMBER 2015 | FM WORLD

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or in co-working spaces).

When asked whether their workplace enables them to work productively, 60 per cent of those working in a private or shared enclosed office agreed with that statement. Just 35 per cent of those flexibly working with limited choice said the same.

But 85 per cent of those able to choose their workspace agreed that their flexibility enables them to work productively.

Tim Oldman, CEO of Leesman Index, noted the dissatisfaction of workplace settings as hot-desking, but emphasised that it is not the dissatisfaction of the setting, but how workplaces are “poorly designed and poorly executed”.

The survey found similar results for a) how enjoyable the working environment is, and b) whether the workplace contributes to a sense of community at work.

COMMERCIAL OFFICE SPACE

London office vacancies head for historic low The office vacancy rate in central London it the lowest for 14 years and is expected to reach a record low in the next two years, according to research.

Knight Frank’s Central London Quarterly Report – Offices Q3 2015 says the West End is seeing the lowest vacancy levels since 1989 at 3.4 per cent, and it is less now than at the height of the dot com boom in 2000.

Around 10.3 million square feet of central London office space is available, says the report, down 29 per cent since last year.

This represents a 4.4 per cent vacancy rate compared with 6.2

per cent a year ago.

In the City of London, the vacancy rate is 5.1 per cent down from 7.3 per cent a year ago.

James Roberts, head of commercial research at Knight Frank, said the supply situation in central London was now very tight, and tenants were discovering significant rent hikes when their leases came up for renewal.

“Consequently, more firms are choosing to be open-minded on location, and are looking at offices in up-and-coming areas, whether it is King’s Cross, Aldgate, Shoreditch, or South Bank.

SHUTTERSTOCK/ISTOCK

The choice of a variety of workplaces can make flexible workers more productive

The Fire Sector Federation (FSF) and Construction Industry Council (CIC) are calling for change to Building Regulations Guidance, which they say does not reflect modern building design and use.

The bodies say the language of Building Regulations and its Guidance in Approved Document B, relating to requirements for fire safety, is complex, inconsistent and confusing. An FSF study found that half of CIC members think the guidance is hard to use, and almost all FSF members report a need to make changes, citing a need to address inconsistencies in building definitions. The study, led by the FSF’s Built Environment Issues and Affairs Workstream, surveyed both bodies’ memberships, which include chartered associations, unions, architects, engineers, building control officers and UK fire and rescue services.

www.fm-world.co.uk

12/11/2015 17:47

FM EVENT COMMENT & OBSERVATIONS FROM AROUND FM

Quote unquote FROM THE 2015 BIFM SCOTLAND CONFERENCE, 'ALL ABOUT FM' CUSTOMER SERVICE

THE SEEDS OF CHANGE

“Technology, the global financial “You can’t write a process manual crisis, the change in demographics for excellent service – the real things and the dwindling talent pool have that make people feel good are simple all contributed to the “perfect change actions.” storm” for many organisations... one ANNE LENNOX-MARTIN we are still running to stay ahead of.

These forces all have an impact on an organisations culture. Where people work, how they work, why they work, when they work all exert pressure The fifth Annual Scottish Region BIFM conference on an organisation and took place on Thursday 29 October at Edinburgh's BT subsequently influence Murrayfield stadium its culture.”

“Public services are under extreme DEBRA WARD, MANAGING DIRECTOR, CONDECO pressure from both local and national governments, none more so than FM. To “90 per cent of Scandinavian employees survive, public services have adopted have sit-stand desks, and that two hours various operating models and looked of standing each day is the equivalent of towards diversifying into other sectors running 10 marathons.” in order to continue to prosper.”

GAVIN BRADLEY, GET BRITAIN STANDING

DAVID MELVIN, MANAGING DIRECTOR, CORDIA SERVICES

BEHAVIOURAL CHANGE

“We use an average of 150 litres of drinkable water a day, and one third – a whopping 50 litres – is flushed down the toilet.”

“If you fail to acknowledge a slow change over 20 seconds, how can you acknowledge one over a hundred years? Our insensitivity to slow change makes us particularly vulnerable to a phenomenon like climate change.”

PROFESSOR GUILLAUME THIERRY, BANGOR UNIVERSITY

PROFESSOR GUILLAUME THIERRY, BANGOR UNIVERSITY

www.fm-world.co.uk

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“If the habit of doing makes you an automatic mind, how can you change? What if we automatised healthy habits such as recycling?”

FM WORLD | 19 NOVEMBER 2015 | 11

12/11/2015 17:43

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

ANALYSIS

Investors start to look for scope outside London GRAEME DAVIES newsdesk@fm-world.co.uk

It is amazing to think that the credit crunch and ensuing financial crisis first hit the UK eight years ago. At times in London that all feels like an age ago as property prices have bounced back and surpassed pre-crisis peaks and money continues to pour into both commercial and high-end residential property projects designed to cement London’s

place as a top-tier world city.

But in some parts of the country, recovery has been more modest.

Never before in living memory has the disparity between London’s strength and the continued weakness of certain regions felt so wide. Indeed, figures last year suggested that infrastructure spending per head in London was as much as 24 times higher than that spent in the North-East. Of course, these are the extremes,

but even the region which saw the second-highest spend per head of population, the North-West, saw a figure of around a fifth of that spent in London.

There are obvious mitigating factors such as major infrastructure projects like Crossrail, which swallow up huge sums. But still the gulf between London and the regions in both public and private investment remains glaring. For this reason, FM companies who have a focus on London, and on commercial property services in particular, have bounced back while peers in the regions have found the going much tougher.

Looking back at previous economic cycles, London pretty much always leads the way before the regions can play catch-up, but that process has been slower this time around. The government has recognised this in the past couple of years as it has pumped

Contract wins

NEW BUSINESS Specialist education caterer Alliance in Partnership (AiP) has secured more than £400,000 worth of contracts in four ‘cluster’ primary schools across Coventry. AiP is providing school meals at Manor Park Primary School, Stivichall Primary School, Finham Primary School, and Howes Community Primary School, which were previously managed by Coventry Council Catering.

Mitie expanded its long-running facilities management contract with dmg media at the publisher’s Kensington HQ. Dmg is home to The Daily Mail, The Mail on Sunday, MailOnline and Metro. Mitie currently provides security and cleaning for the publisher. Under the new multi-year agreement it will add M&E, front-of12 | 19 NOVEMBER 2015 | FM WORLD

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house, mailroom and logistic services to the contract.

Real estate advisory firm CBRE has been appointed to provide property management services at Angel Central Shopping Centre in Islington, North London. CBRE will be responsible for the day-to-day management of the centre, including FM services. CBRE currently manages 50 shopping centres across the UK. Contract caterer Lexington has secured a contract to provide catering services London Business School.

Under the terms of the renewed contract, which Lexington has held since 2009, the caterer will continue its provision of catering services at

the school’s Regent’s Park campus, including events and hospitality services.

Statoil UK has awarded new catering and facilities contracts to ESS Offshore and 14forty, both part of Compass Group UK and Ireland. Statoil, the global energy company, awarded an offshore catering and facilities contract to Aberdeen-based ESS Offshore.

It includes the provision of offshore catering to the Mariner A oil platform and Mariner B floating storage unit.

The onshore total FM contract was awarded to 14forty – previously known as Eurest – and covers Statoil’s offices in Aberdeen, London and its Dudgeon wind farm operations base in Great Yarmouth.

Centigen Facilities Management, a social enterprise company, has won an estate management contract with the Mercure Bowden Hall Hotel at Upton St Leonards in Gloucestershire. The rolling contract involves maintaining the lawns, weeding, pruning, and general groundskeeping duties across the 12-acre estate of the hotel, set in a Georgian mansion near Gloucester.

up the rhetoric around developing a ‘Northern Powerhouse’ through improving the infrastructure and connectivity between the conurbations of Manchester, Leeds and Liverpool across the North.

Commercial property specialists have also begun to point out that the real value investing opportunities now lie outside of the fully valued capital and in regional centres. Indeed, a number of quoted property companies that specialise in regional property have begun to attract significant interest from investors over the past year or so. A sign of this growing confidence came in early November when the London market also welcomed a new listing in the form of the Regional REIT, a commercial property investor with a portfolio of commercial property in Manchester, Leeds and Glasgow worth around £400 million.

Research from Savills suggests that overseas investors are also starting to look seriously outside London with £10.5 billion of overseas capital invested in regional commercial property since the start of 2015. This figure is expected to swell to £14 billion by the end of the year with the likes of Canadian pension funds and the Singaporean sovereign wealth fund among the bigger players.

With interest rates set to stay at, or near, record lows for some time, the conditions are ripe for regional property to continue its game of catch-up over the coming months and years.

For regional FM players, a longawaited and sustained recovery in the commercial property markets will be a welcome development and for those who have made hay while the sun has shone on London. The growing appeal of regional market conditions could prompt forays into new areas either organically or through acquisitions in the sector.

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

12/11/2015 17:32

Royal BAM Group supported by strong UK growth Royal BAM Group has reported strong results, strengthened by its UK construction and maintenance divisions, according to a recent trading update.

In its construction and M&E services, revenue rose by ¤214 million (£152 million, 10 per cent), mainly in the UK, thanks to the stronger pound sterling.

Overall results in this sector were, however, held back by weak results in the group’s Dutch construction activities.

According to Robert van Wingarden, CEO, these results were “still unsatisfactory”, because of an order backlog and under-recovery of overheads.

According to the statement, the group is on track to deliver cost savings of at least ¤100 million (£71 million, annual run rate) a year.

Group CEO van Wingarden says that the positive results were ‘still unsatisfactory’

The group reported solid overall results for the nine-month period to 5 November 2015.

Revenue in this period was ¤5.36 billion (£3.8 billion) compared with ¤5.16 billion (£3.66 billion) for the same period in 2014.

In the statement the group

BUSINESS BRIEFS

announced another quarter of restored profitability in its civil engineering operations with an increase of ¤88 million (£62.5 million, 3 per cent), driven by BAM International, the UK (currency effect) and Ireland.

The overall financial position of the group is described as more robust because of strengthening operational cash flow.

This year, the UK construction arm has completed a £100 million project to deliver new buildings at Derby’s University Technical College.

Last month, BAM Properties appointed Dougie Peters as its managing director.

Earlier this year, BAM FM secured a contract to provide cleaning, catering and grounds maintenance services to South Wiltshire Technical College.

GETTY/FOTOBURO DIJKSTRA

Aramark agrees terms on Avoca deal Caterer and FM services provider Aramark is set to acquire Irish food and retail business Avoca and could bring the brand to the UK. Aramark said that the deal to buy the family-run business was a strategic investment that would “internationalise” the Avoca business.

Avoca operates 11 outlets across Ireland including cafés and food halls and also sells craft products, homeware, and fashion. The group includes the Avoca@Home catering company and has a turnover of more than ¤59 million (£42 million).

Donal O’Brien, president of Aramark’s Irish operations, said that the acquisition would provide new platforms to serve www.fm-world.co.uk

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Irish retailer Avoca could soon be brought to the UK by Aramark

consumers and distinguish the business, as well provide consumer insight and help it identify future trends. “Being able to tap into the supplier base is really critical,” he said.

“They are very successful in the prepared food business and

bring a supplier base of very good artisan food suppliers.”

“The catering market is becoming more sophisticated and there’s much more awareness and demand from clients for healthy eating and knowing where food is coming from.”

O’Brien added that the brand had the potential to be exported to the UK and cited the beauty spot catering market as a potential avenue.

Avoca will be run as a separate business within Aramark’s Irish operations.

Avoca’s managing director Simon Pratt will remain in his role and will join the senior management team for Aramark’s operations in Ireland.

Churchill expands at Aldi Churchill has extended its contract with supermarket chain Aldi to deliver cleaning, security and associated services to more than 100 stores in the North, it confirmed earlier this month.

Originally, Churchill won a contract to clean four stores in Yorkshire and Lincolnshire in February 2014. The latest contract expansion means the company is providing cleaning services to more than 90 stores and security services to a third of those, with scope for additional sites to join the contract in future.

Incentive in City & Guilds deal Incentive QAS has secured a contract to provide cleaning and associated services to global skills development firm City & Guilds Group. The agreement runs for three years with extension options and covers 10 offices across the UK. Under the terms of the deal, Incentive QAS – the cleaning arm of Incentive FM Group – will provide a full range of daily office cleaning services plus a selection of associated services, including pest control and waste management at the Group’s 10 offices in the UK.

Servest secures City cleaning Servest is to provide the City of London Corporation with cleaning services in a £3.8 million, fouryear deal. Some 320 staff will provide services to 90 properties and sites including schools, public buildings and attractions, investment properties, police buildings and managed offices both in and outside of the Square Mile. The contract also covers open and green spaces including Epping Forest.

FM WORLD | 19 NOVEMBER 2015 | 13

12/11/2015 17:32

FM BUSINESS

IN FOCUS

The interviewee: Tim Hancock, CEO of Office & General (O&G) and Manjit Rajain (right), executive chairman of the Tenon Group The issue: The Indian market for FM and Mortice Group’s acquisition of O&G

O&G’s Indian adventure The acquisition of UK facilities firm Office & General (O&G) by the Tenon Group of companies, an Indian IFM firm with 42,000 employees, is undoubtedly an interesting piece of news.

Servicing London and the South-East, O&G had been known primarily as a cleaning and environmental support business, steadily adding more FM-oriented services including M&E work. As it grew, the firm took on office cleaning and waste management while also working for managing agencies and specialising in the higher education market.

Things changed when O&G hit the £25 million turnover bracket, at which point it found itself bidding against larger national operators, facing familiar arguments from potential clients wary about its ability to scale up. Consultant Tim Hancock was brought in to help and formulated an ambitious strategy (7 per cent profit from a £60 million turnover within five years).

Hancock’s plan was on track when founding partner Grae Scott decided he wanted out.

Subsequent negotiations with Grant Thornton saw Hancock meet Manjit Rajain of Tenon, through which a deal to acquire O&G was ultimately struck.

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Indian acquisition O&G’s Indian ownership gives it more leverage in relationships with existing and potential clients, assuaging clients’ scaleability concerns. It also allows O&G to plug specific service gaps, in particular making the most of Tenon’s strong background in manned security, a service O&G has not previously provided. (The Tenon Group’s Indian security business, Peregrine Guarding, is the bedrock business that underpinned Tenon’s launch.)

Following its acquisition, discussions with O&G’s existing UK clients, in particular to offer new security and M&E capabilities, are ongoing. For Tenon Group chairman Rajain, the objective is to develop globally through a presence in the UK, Western Europe’s most mature and demanding outsourced FM services market.

“We’re identifying areas in which we can work together with our clients and integrating

our processes and systems,” says Rajain. “In India we already work for firms like FedEx and DHL, and there are other international companies that we service in India for which we can now seek to provide service over here.”

Goldilocks size Now that O&G is part of a fastgrowing $100 million business that has made great strides in India. And O&G’s new size should help – it sees itself as at the ‘Goldilocks’ stage at which it is currently big enough to take on national and international clients yet small enough for CEO Hancock and his senior personnel to deal personally with clients. This will change when ambitious new turnover aims are met, and high on the firm’s priorities is bringing capable new people into account management positions. Tenon Group money will also help to bring in more efficient back-office systems.

“There are other international companies that we service in India for which we can now provide service over here”

As for the impact of O&G on Rajain’s aspirations, the impact could be sizeable.

Rajain’s is a fascinating story: in the Indian army for seven years, he became police chief for the capital of Kashmir state before quitting to set up Peregrine. Today, Rajain lets Peregrine run itself as he focuses on developing Tenon, the integrated FM firm he set up back in 2008 to compete with the international managing agents active in India.

Tenon, the fourth-largest integrated FM firm in India, benefits as one of the few IFM providers in a market in which UK and international global providers have often failed. Clients in India include big international brands such as Goldman Sachs, for which it first won the contract for all soft services before acquiring the M&E firm used by the bank to cover its M&E requirements.

Rajain hopes the O&G acquisition will give the group a platform to get in front of more prospective multinational clients. In India, Tenon prides itself in not sub-contracting any element of service, but with O&G it accepts that in some sectors, such as niche catering, that principle will not work in the UK. As O&G looks to grow, it will focus, at least initially, within the markets it already competes in – corporate office, higher education and defence.

But should a client want something else, that can bow be considered. This dynamic, of an Indian Integrated FM firm able to support Indian companies developing in the UK through its new O&G offshoot, as well as vice versa, is going to be an interesting one to watch.

MARTIN READ martin.read@fm-world.co.uk

www.fm-world.co.uk

12/11/2015 14:45

FMW.191115.015.indd 2

11/11/2015 12:30

FM OPINION

THE DIARISTS

LEARNING THE KNACK OF LOOKING FOR TROUBLE

‘

JOHN BOWEN

is an FM consultant

Resolving problems is bread and butter to an FM; we do it day in, day out.

Firefighting is almost a way of life and for all that we complain about it I suspect that many of us enjoy it a bit too much for our own good. Over the years that I have been involved the first occasions when we got a quietish couple of days almost seemed like an anti-climax, but such times were often a symptom of something much more serious; they meant that we were getting on top of the job.

When I was making my first bid to move from worker to firstline manager one of my mentors used to say to me that the trick of becoming a boss was to be able to get your head out of the trench for long enough to see which direction the bullets were coming

from. I understood what he meant because the problems came thick and fast and at a rate that I could not keep up with. Prioritisation and delegation were skills that needed to be quickly learned if you wanted to be able to bring order to the chaos.

Getting the right processes and measures into place and making sure that your team were fully up to speed with what needed to be done were crucial and, if you got that bit right, all of a sudden you found yourself with time to

“FIREFIGHTING IS ALMOST A WAY OF LIFE AND FOR ALL THAT WE COMPLAIN ABOUT IT I SUSPECT THAT MANY OF US ENJOY IT A BIT TOO MUCH”

think; not much, but you had a grip on the job. It was a bit like learning to ride a bike and then later to drive a car; to begin with everything seems to happen so fast, then you get the hang of it.

There was a danger in having reached that stage where you are happy to settle for the status quo because you start to get left behind as the world around you changes. Yes, it is good to be on top of things, but you need to use the little thinking time that you have won for yourself to be looking at what you need to do to keep up with the change around you or, better still, keep ahead of it. Success is worth celebrating, but we can’t rest on our laurels; we are only as good as our next result. Finding out what we need to change to stay ahead is what good leadership is all about.

DOES FM HAVE A STRONG, RECOGNISABLE NAME?

‘

FINBARR MURRAY

is director of estates and facilities at East Kent Hospitals University NHS Foundation Trust

16 | 19 NOVEMBER 2015 | FM WORLD

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I’ve been in FM for some 20 years, but it still surprises me just how little general public brand awareness there is about what facilities is, and what FMs do.

There has been lots of debate about the lack of recognition within the professions, particularly when comparing FM to surveying, engineering or architecture, but over the past 15 years or so this is less of an issue as most of these professions will be tendering too, or working with FMs. Settling the chartered status would finally help that one.

I’m more concerned about ‘Joe Public’. Ask your friends, out of work, whether they know what you do. The answer I often get is that it’s to do with managing offices or, jokingly, light bulbs, and this is the problem for me.

Facilities is a global, multi-sector service and speciality that contributes to the bottom line of all organisations. The revenue runs into hundreds of billions across the world, and ranges from small local providers to companies that have outgrown the traditional FM elements and entered into business processing, IT, information, customer services, people transactional services, transport, and so on.

You could say that the lack of public understanding hasn’t held

“BY NOT ADVOCATING FM IN ITS HUGELY DIVERSE SENSE, WE RUN THE RISK OF NOT ATTRACTING THE BEST AND BRIGHTEST”

FM back. But I wonder whether this lack of understanding means that we are not in the forefront of young people’s career plans.

Ever heard a teenager say they want to be an FM? A quick search online for FM apprenticeships shows mostly junior office assistant-type roles.

By not advocating FM in its hugely diverse sense, we run the risk of not attracting the best and brightest at the time when it comes to firming up what people want to do after education, or as part of their further education.

FM is a great job: it’s diverse, it’s global, and it’s rewarding.

Getting a wider public understanding of FM can only help us attract the best possible entrants, and in doing so reinforce the brand – and, crucially, make it a career of choice. www.fm-world.co.uk

12/11/2015 17:48

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

BEST OF THE

FMWORLD BLOGS FMs: the case for an annual supply chain assessment Altius The reputation of your brand can be scrutinised should your compliance standards fall into question. Here are five reasons why you should look to assess your supply chain every 12 months as a minimum requirement.

Industry standards can change: Legislation and industry standards constantly evolve and changes aren’t always transparent. Assess industry trends every 12 months, align these against your suppliers and check who is still meeting industry standards and who isn’t. Take advantage of knowing first that there is a problem and then acting upon it either by solving the issue with the supplier, or simply ending your working relationship if their position has become untenable.

Financial situation of vendors could change: Financial situations that change for the worse for your suppliers can have a direct influence on your ability to trust them, putting you at risk. An annual assessment of the supplier’s basic information such as their financial status is as important as the practical processes they have in place.

Certifications can expire: Certain certifications need to be renewed to show that a business can still operate to the level of which the certification is given.

Vendor insurance policies could expire: Your vendors having the correct insurance policies is as vital to your business as your own. If they’re not covered for the work they carry out, you could find yourself in a costly situation should an incident occur.

Ensure you are given the best possible service: Assess your supply chain every 12 months to make sure each of your vendors have the right cover, to the correct level.

Read this full article at www.tinyurl.com/oyotm5g

Five reasons why organisations can no longer avoid standardisation David Stillebroer, Planon Globalisation has created a need within organisations for more explicit definitions, KPIs and processes. A flexible body focuses on its core competences using help from strategic partners when needed. Worldwide outsourcing of supplementary activities becomes much simpler and less risky if the data exchanged by organisations is standardised. Deutsches Institut für Normung, the German Institute for Standardisation, studied the economic benefits of standardisation within 10 different sectors: 1. Lower transaction costs: Internal and external transaction fall when the same definitions and data models are used within organisations and their business partners.

2. Better availability of information: Data standardisation makes information more accessible to all parties involved, especially when the same standard is used across a sector, making benchmarking a possibility.

3. Avoiding any weak links across the chain: By standardising processes and information, the dependence on individuals, departments or suppliers is reduced.

4. Certainty in quality and processes: Organisations have more confidence when their departments and suppliers use recognised standards.

5. Promoting synergetic partnerships: To achieve a standard, best practices need to be generally acknowledged by specialists in that sector. Organisations can derive value from this synergy, as a reliable source of knowledge arises, which can help them enhance the maturity level of their organisation and ease relationships.

The first standard of time, Greenwich Mean Time, was launched in England in 1675.

The last country to adopt it joined 300 years later. Time to reset your company’s clock.

Read this full article at www.tinyurl.com/pno7c7n

www.fm-world.co.uk

17_Opinion.indd 19

FIVE MINUTES WITH NAME: Tim Oldman JOB TITLE: CEO, Leesman Index

‘Wacky’ workplaces are not as productive as they are made out to be. People are now attaching a greater importance to working activities in ‘lower performing’ buildings.

Why is your budget going to IT directors, but property directors only get investment when they can return savings? Workplace effectiveness must be done at a strategic level.

FM is excellent when given a brief to reduce cost. It keeps getting better and better at reducing operating costs. But what it has failed to recognise is in the link between the reduction in operating cost and the reduction in employee productivity.

If you’re buying a workplace design, you’re not buying off the peg. It’s like going to Savile Row and having a suit tailored Why are people cynical about flexible spaces?

The dissatisfaction of the flexible workplace, such as hotdesking, is not the dissatisfaction of the hot desk, but the dissatisfaction in how poorly designed and poorly executed that workplace is.

The offices which have consistently delivered high scores in our survey all have one striking similarity: a large atrium. There is natural ventilation, a sense of space and plenty of light.

Many workplaces now have large spaces that can be subdivided. But the quality of air and temperature controls once it’s been divided, including the acoustic quality of those dividers, is poor. The actual experience of people using those spaces is consistently poor.

We’ve failed to adopt some very transferable learning. We optimise working environments for clinical, retail and industrial spaces, but we don’t do it in the corporate workplace.

FM WORLD | 19 NOVEMBER 2015 | 17

12/11/2015 15:41

FM FEATURE

BIFM AWARDS 2015: SOCIETAL IMPACT AWARD

SARA BEAN

SPONSORED BY: ISS WINNER: COFELY AND NORTH EAST LINCOLNSHIRE COUNCIL PARTNERSHIP

A SPECIAL BOND The 10-year collaboration between Cofely and North East Lincolnshire Council has developed way beyond traditional FM and outsourcing partnership to embody a revolutionary set of societal and operational aims, says Sara Bean 18 | 19 NOVEMBER 2015 | FM WORLD

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www.fm-world.co.uk

12/11/2015 11:52

BIFM AWARDS 2015: SOCIETAL IMPACT AWARD

T

he inaugural BIFM Societal Impact Award was devised to recognise the growing contribution made by FM beyond the workplace.

The first winners of this accolade, Cofely and North East Lincolnshire Council Partnership, illustrate how FM can reach far beyond the maintenance of buildings, not only in managing and maintaining roads and street lights – but working on a regeneration programme that benefits the local community.

The North East Lincolnshire Regeneration Partnership between North East Lincolnshire Council (NELC) and Cofely was established in 2010 to replace a more traditional procurement service that relied on an ‘approved list’ for procurement, an approach the council deemed inefficient and inflexible.

Councillor Ray Oxby, leader of North East Lincolnshire Council, explains: “We believed we needed a radical approach to how we delivered frontline services and felt it was important to bring in new thinking and business acumen into the delivering of services.

“We wanted to move from a client arrangement with contractors to using a strategic, transformational partner that would bring a common theme that runs all through all our services.”

Following a rigorous competitive process, Cofely won the bid and so began a 10-year partnership with a team of 278 Cofely employees who deliver operational frontline services to NELC, including full FM of council-owned assets, development and propertyrelated advice. This includes the regeneration of council estate to ensure that it is modernised and fit for purpose. The value of the council-owned assets managed within the scope of partnership is £1.12 billion pounds. www.fm-world.co.uk

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Street lighting improvements have made massive savings in energy use

But this partnership goes well beyond traditional FM and outsourcing by incorporating a groundbreaking set of societal and operational objectives.

These include: investing £0.5 billion in sustainable economic growth and regeneration; a 33 per cent reduction in the number of people killed and seriously injured in road traffic accidents; securing 4,000 jobs in the local area; creating 60,000 square metres of new office, commercial, retail and industrial space; and delivering multi-million pound savings to the council over the term of the partnership to reinvest in frontline services for residents.

Local challenges NELC comprises the towns of Grimsby, Cleethorpes and Immingham, covering a total area of 74.1 square miles with a population of 159,700. It

has some of the highest levels of deprivation in the country and has seen the decline of its traditional fishing industry and the effects of the economic downturn, which hit just as the partnership got under way.

Marcus Asquith, deputy partnership director for Cofely recalls: “The biggest challenge was the change of government back in 2010 and the subsequent austerity measures, as we were immediately plunged into cost savings neither party had originally envisaged.

“But it actually brought us together to look at ways of saving money with minimal impact as well as inspired us to create a ‘circular’ economy that invests in the area with skills and jobs that ultimately supports and encourages inward investment to raise its economic prospects.”

The contract is managed strategically and operationally by

a partnership board that meets quarterly and an operations board that meets monthly.

The partnership board gives strategic direction as well as measuring the performance of KPIs, which are geared towards ‘stronger economies, stronger communities’. Alongside this, the operations board checks on the day-to-day delivery of essential services and measures the effectiveness of the partnership in ensuring that the needs of local residents are being met.

Every local authority has a local masterplan, which is typically a strategy for the next 10 or 15 years. To help support inward investment, Cofely has co-written the local masterplan for NELC, which is a strategy extending to 2032, with an aspiration to create 8,800 jobs and 13,000 homes with associated retail, leisure and school facilities.

Oxby says: “We’ve been very pleased with Cofely’s ability to help us secure external funding on the back of the austerity climate that all of the local authorities are facing as they’ve brought in expertise and knowledge to help us make successful bids.”

For example, following support from the partnership, Danish energy giant DONG announced plans in 2013 to invest in the Port of Grimsby. Because of help given with access to funding the company was enabled to locate its operations and maintenance hub in Grimsby.

The partnership also helped with pre-application planning assistance and engagement with key external consultees such as the Environment Agency, Natural England and English Heritage.

The council’s planning service has also been upgraded and, working closely with the economic development, highways, assets and FM WORLD | 19 NOVEMBER 2015 | 19

12/11/2015 11:43

FM FEATURE

BIFM AWARDS 2015: SOCIETAL IMPACT AWARD

SARA BEAN

Grimsby’s municipal building’s £1.6 million refurbishment created an open-plan environment supporting agile working

architectural teams, has launched a Major Applications Planning Scheme (MAPS) which provides clear information and advice to those going through the application process.

The partnership’s ability to secure substantial investment for improving local communities resulted in an award of £4.3 million by the Department of Transport for improvements to public access and transport provision in Grimsby, particularly for those commuting to and from work – one of the largest town centre developments North East Lincolnshire had seen for years.

Better planning and an efficient use of capital funding have also helped to improve the state of the area’s roads and guard against further deterioration, meaning a reduction in closures for repairs 20 | 19 NOVEMBER 2015 | FM WORLD

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and safer journeys. Cofely is also responsible for delivering Civil Parking Enforcement (CPE), which includes off-street car parking and the development of a parking strategy that has increased levels of customer

satisfaction and the reputation of the parking service.

Oxby says: “It’s all about the innovation in terms of what the partnership brings to the table, and not just the taking on of services such as property,

“We don’t see Cofely as outside players, but as part of the team. It’s about a different style of leadership, engagement and empowerment and about managing assets in an innovative way”

regeneration, planning and transport.

“The partnership has also been about bringing innovations around energy measures, property rationalisation, street lighting, where we’ve made massive savings in energy use, and the funding of what would have been average outgoings.”

These innovations included the introduction of a property rationalisation programme that led to a reduction in the number of core office buildings from more than 20 to two main hubs, reducing office accommodation by 60 per cent and running costs by over £1.1 million a year. The introduction of more opportunities for flexible working has seen the ratio of workstations to full-time employees go from 1:1 to 0.7 – with an ultimate target of 0.5. www.fm-world.co.uk

12/11/2015 11:44

BIFM AWARDS 2015: SOCIETAL IMPACT AWARD

Power play Grimsby’s municipal building has also had a £1.6 million refurbishment to create an openplan, modern work environment that supports agile working – resulting in a 200 per cent increase in staff use. Encouraging more people to work flexibly has also shown an impact on journeys taken, helping to reduce the council’s carbon emissions.

All councils are measured against their carbon use and pay a levy and tax on the amount of carbon used, so the lower the energy consumption, the lower its bills. The partnership has helped NELC to manage its energy use across its whole portfolio of assets.

For example, during 201213, an £8.2 million Energy Management Project was implemented that saw all the borough’s 19,000 street lights upgraded using state-of-the-art LED technology.

Cofely’s Asquith says: “The lighting project took a year from beginning to end, and during that year the LED technology developed, so by the end of the project we could install the LEDs on just about every street light – so while many other local authorities are actually cutting street lighting, NELC has avoided that and actually made savings.”

In another initiative, the boilers were replaced at the municipal offices. This, along with additional improvements to the heating and electrical elements of the building, has delivered a 20 per cent financial saving with reductions in carbon emissions of 1,740 tonnes a year.

In April 2015 Cofely introduced a ‘flexible basket’ strategy for energy procurement, meaning that gas and electricity can be purchased for up to three years in advance, reducing costs and improving access to green energy to reduce carbon www.fm-world.co.uk

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FACTS AND FIGURES COFELY AND NORTH EAST LINCOLNSHIRE COUNCIL PARTNERSHIP OPERATES NEARLY 50 SERVICE LINES THROUGH THREE SERVICE STREAMS. PROPERTY SERVICES: (INCLUDING ARCHITECTURAL DESIGN, STRATEGIC ASSET MANAGEMENT & FACILITIES MANAGEMENT) – APPROX 95 STAFF HIGHWAYS AND TRANSPORTATION (INCLUDING PARKING ENFORCEMENT): APPROX 120 STAFF REGENERATION AND DEVELOPMENT (INCLUDING ECONOMIC DEVELOPMENT, PLANNING & BUILDING CONTROL, HOME IMPROVEMENT SERVICE): APPROX 50 STAFF

footprint. This initiative will also see the introduction of energy conservation measures such as the installation of solar panels on council buildings.

There is also potential to make use of the energy centre at Humber Energy (owned, operated and maintained by Cofely) to create an industrial district heating network that will not only reduce energy consumption and carbon emissions, but will also make the area more attractive to industrial investors.

Community engagement In its regeneration partnership role, it has a high level of engagement with the local community. The housing team, in particular, works with residents

in areas of most deprivation.

This team works closely with local bodies, individuals and landlords to bring properties up to a better standard and help residents improve their lives by taking responsibility and pride in ownership.

“We’re doing a lot of work in the background to promote the benefits of the area, for instance, the job opportunities in the growing renewables industry,” says Asquith.

He adds: “We’re doing a lot of work in the town centres to try and prepare those for an influx of people with more accommodation being provided. We’ve also got an energy board, which now meets on a monthly basis to look at how we can bring alternative energy, procurement and usage.

“There are several other areas

we’re looking to get our teeth into because of the confidence the council have with us, so we might have an interesting submission for the BIFM next year.”

The awards judges remarked on “solid evidence of the effectiveness of the partnership” and how the service provision had moved “significantly away from standard FM and into the realm for delivering step-change social and economic outcomes for the local community”.

Oxby agrees: “We don’t see Cofely as outside players, but as part of the team. It’s about a different style of leadership, engagement and empowerment and about managing assets in an innovative way around the outcomes needed to improve wellbeing in the wider community.” FM FM WORLD | 19 NOVEMBER 2015 | 21

12/11/2015 11:44

FM FEATURE

BIFM STRATEGY

MARTIN READ

PLANNING FOR NEW ARRIVALS BIFM has been on an evolutionary journey over the last few years driven in no small part by the leadership of the now CEO, James Sutton. James is set to leave the institute next year, to focus on his new family, but not before a successor has been appointed.

The search is on…

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www.fm-world.co.uk

12/11/2015 16:59

BIFM STRATEGY

T

he last few years have seen major changes at the BIFM with a renewed strategic focus and intent; addressing the institute’s core purpose, who it serves and the priority areas of future development.

James Sutton, was brought in to lead this strategic development process over two years ago and in July this year became CEO. James - former acting CEO and director of strategic development at the Chartered Institute of Marketing – began at BIFM back in June 2013 when he signed up for a six-month assignment.

For both James and the institute the opportunities were clear and James soon agreed to take on the permanent position of chief operating officer.

“The opportunities available to BIFM and the potential to make an even greater impact on the profession were so strong that when the board asked me to stay on, I knew I wanted to stay and work towards these goals.”

Nevertheless, some hurdles remained with the distance between James’ home in Buckinghamshire, BIFM’s Bishop’s Stortford HQ and the many and varied commitments resulting in significant time away from home. A difficult balance to strike between work, home, and James’ commitment to both staff, volunteers and members.

Late last year, with BIFM’s www.fm-world.co.uk

22-25 BIFM Interviews.indd 23

new strategy and management structure in place, James advised the board of his intention to leave at a mutually convenient point during 2015.

But two events subsequently transformed this landscape: the resignation of BIFM CEO Gareth Tancred and James starting a new family, meaning James now faced a real dilemma. Having initially agreed to a gradual and controlled exit, his experience and understanding of BIFM made him the obvious person to take on the role of CEO and ensure continuity within the institute.

At the board’s request, that’s exactly what he did.

Although James is due to leave BIFM, it is for the best of reasons, his family. Nonetheless between James and Julie Kortens, BIFM chairman, they hold a shared commitment to the institute and in managing the transition to a new CEO. Just this month Julie was asked by the board to stay on as chairman until the 2017 AGM; extending Julie’s chairmanship a further year to ensure a sustained focus on the institute’s strategic development and to guide and support a new CEO.

A professional body of work BIFM chairman Julie Kortens was delighted when James took up the mantel of CEO earlier this year.

“So much of the work James FM WORLD | 19 NOVEMBER 2015 | 23

12/11/2015 17:00

FM FEATURE

BIFM STRATEGY

MARTIN READ

“We hold a privileged position which should be that of a critical friend to the profession that we serve, we must not shirk the difficult conversations – we are here to challenge and progress the wider profession by harnessing the views and expertise of our members.”

had been doing for us has been central to our progression as an institute.” she says.

“Having someone with James’ experience has made a huge difference, and he is doing a great job. BIFM is the natural home of FM, and what James is doing fundamentally affirms this.

He’s given us a robust foundation to work with and build on.”

The institute’s strategic framework will not be affected when James departs. “It’s something we all believe in and have signed up to,” says Julie.

“The incoming CEO will have their own approach, but our strategy is built around four strategic aims, each intentionally designed for the long term.”

All developments within BIFM during James’ time and the work underway now are in support of the institute’s mission and are driven by core insights he has gathered during his time with professional bodies.

“Building in longevity and sustained relationships is fundamental,” says James, “and a large part of this lies in generating employer demand. If the c-suite buy-in to the strategic value of the FM discipline in enabling and enhancing their business performance and ensure their HR function is tasked 24 | 19 NOVEMBER 2015 | FM WORLD

22-25 BIFM Interviews.indd 24

with providing relevant training and clear career pathways to have qualified and up-to-date FM professionals, then as a professional body we stand in good stead.

“Our proposition needs to be relevant to FM professionals throughout their career and we need to work with organisations so they understand how to develop and foster exceptional FM expertise for their business success.

“The role of BIFM as a professional body, in my view, is such a critical one to business and society, if we take the challenge head on – we are the guardian of our profession. We hold a privileged position which should be that of a critical friend to the profession that we serve, we must not shirk the difficult conversations – we are here to challenge and progress the wider profession by harnessing the views and expertise of our members.”

The recruitment process James has committed to staying on as CEO until such time as an appropriate replacement has been found, supporting the board and working with the appointments committee.

James Sutton – “The role of BIFM is critical to business and society, if we take the challenge head on – we are the guardian of a profession which drives and contributes to business and economic performance.”

“We will take the time necessary to find the right person, however our aim is to have someone in post by the AGM in July,” Julie explains.

The appointments committee includes Julie, James, a senior volunteer from members’ council and the MD of the executive search firm. By the time you read this, the position will have been advertised in The Sunday Times online and the BIFM website. The closing date for applications is: 14th December 2015.

The role Julie emphasises the complexity of the role and the breadth of the skillset that is needed for the CEO role.

“You’re running an awarding

organisation, responsible for the FM Professional Standards and managing a dynamic community in an active volunteer network,” she notes. “And then you’ve got membership, research, insight, training, CPD - and on top of that you’re also representing the profession on various government committees and bodies.

“With all jobs of this calibre there are a multitude of skills that feed in to form a great candidate,” says Julie, “such as professional body experience, commercial business acumen and an understanding of the sector”.

Both Julie and James agree that whilst an understanding of FM is advantageous it is ultimately not essential as BIFM is not an www.fm-world.co.uk

12/11/2015 17:00

BIFM STRATEGY

BIFM’S STRATEGIC INTENT

Our Mission

Our Strategic Aims

● The professional body responsible for promoting

● To be the recognised authoritative voice of the profession

excellence in facilities management for the benefit of practitioners, the economy and society.

● To become the first choice for information, insight and communities relevant to the profession

Our Vision ● To be the internationally recognised authoritative voice of facilities management and the development partner of choice for professionals and their organisations.

● To be the first choice development partner for individuals and organisations ● To ensure the organisation has the appropriate capabilities to fulfil its purpose and aspirations

Our Values ● Passionate, Proud, Professional, Progressive

FM organisation and expertise is drawn from the FM community and the governance structure.

James states “The person who

does this job has to be able to manage a professional body and the complexity that entails. This is alongside balancing commercial

success with the nature of a professional body serving a very broad audience within the FM community.”

all professions. I’ve not been involved with an event quite like it. It has the most rigorous process I’ve witnessed from any professional body; the commitment of our judges and events team to run such a professional awards programme is extraordinary.”

The changes to ThinkFM, also adapted to align to the strategic aims, is in no small part down to James’ insistence that the event become an externallyfacing, high level, single-stream event. Julie adds “To have a conference operating at such a fundamentally different level that was a huge shift, and it’s a prime example of aligning BIFM activities to our new focus.”

James – next steps Leaving a legacy

Julie Kortens: “Speaking for the board, we wish James and his wife all the best for the future.

He’s done an amazing job for us and we are all going to miss him.”

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22-25 BIFM Interviews.indd 25

Looking at how the institute has changed during his two years, James believes BIFM has become more confident, inclusive and outward looking. He believes in the strategic vision and the huge potential for the future.

He’s also full of praise for BIFM’s team, both employees and the volunteer community.

“What the staff at head office achieve is phenomenal especially for such a small team; they deliver what you’d expect from a body much larger in size,” says James, “and the team doesn’t end there. There is such a passionate, vibrant and active volunteer network and that means that we can do and achieve much more.”

By way of example, James cites this year’s repositioning of the BIFM awards categories, to link to the BIFM’s aim of evidencing the business, economic and societal impact of FM. James is extremely proud of the collective effort around the awards process - and the awards in general.

“Our awards are first rate not just for FM, but across

BIFM’s board has been fully supportive of James’ dilemma throughout, and unanimous in their praise of what he has achieved.

“It’s amazing news that he’s about to become a father - but this has put an entirely different perspective on him being able to stay with us,” accepts Julie.

“Speaking for the board, we wish James and his wife all the best for the future. He’s done an amazing job for us and we are all going to miss him.”

James himself accepts that he’ll leave with mixed feelings, but he is unambiguous: “My ultimate priority has to be my family.”

With his first child due and a commitment to seeing the BIFM CEO recruitment process through, James has not yet decided where his future lies post BIFM. But whatever it is, he’ll be keen to ensure a work-life balance which better reflects his new duties as a father and needing more time at home with his young family.

In any event, it’s clear that when he does eventually leave, that BIFM will wish him well for the future. FM FM WORLD | 19 NOVEMBER 2015 | 25

12/11/2015 17:00

CONTRACT AUDITING

LYNDA COX

ALAMY

FM FEATURE

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www.fm-world.co.uk

12/11/2015 14:45

CONTRACT AUDITING

BETWEENTHE

LINES The need for regular independent audits of contract documentation and management for outsourced FM contracts cannot be overstated, says Lynda Cox, a project director at the Sweett Group

O

rganisations are dynamic and subject to change – changes in legislation, working practices, and the development of new technologies all have an impact on day-to-day operations.

Adapting to such change is vital to any business’s success, although these changes can often have an impact on the property portfolio which, in turn, has a direct effect on FM services delivered to the portfolio.

Outsourced FM contracts must be responsive to this to make sure not only that the FM services www.fm-world.co.uk

26-29 - Contract Feature.indd 27

being delivered continue to meet the needs of the client, but also that the service provider is able to adjust service levels to meet those changing needs.

Many FM contracts are outsourced on a long-term basis, typically over periods of between five to 10 years, sometimes even longer under certain financing

“Any changes to the service requirement may alter the risk profile – this must then be reflected in the contract documentation”

mechanisms. Effective contract management is essential on these outsourced contracts with the purpose of managing the contract being to maximise the financial and operational performance of the contract and to minimise risk This should continue throughout the life of the contract, allowing both parties to react to changing needs that could not be anticipated at the time the contract was let. But if, over the period of the contract term, there are multiple FM service changes, it can become increasingly difficult to manage contractual variations – and there can be a subsequent loss of contractual control.

Contract management can thus become an operational ‘day-today’ practice, out of which can come a disconnection between the strategic service delivery and performance management system and its implementation. This can force FM teams into ‘micro contract management’ whereby they focus on one financial element of the contract while losing sight of the bigger picture.

This can prove to be financially ineffectual, particularly on large and complex contracts where substantial sums of money can be at risk. Auditing the contractual processes and contract management function independently can bring clarity, providing a route to ensure that appropriate control processes, reporting feedback and properly constructed routes are in place – not only to maintain financial compliance, but also to control change.

Made to measure Outsourced FM contracts are typically awarded on a performance measurement basis whereby the service provider is financially incentivised or penalised on performance. So it is critically important to both FM WORLD | 19 NOVEMBER 2015 | 27

12/11/2015 14:46

CONTRACT AUDITING

LYNDA COX

“Organisations are endeavouring to deliver major service change while at the same time maintaining good-quality services in a financial climate of shrinking resources” 28 | 19 NOVEMBER 2015 | FM WORLD

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the client and service provider that performance is managed and measured appropriately and that the contract supports this.

A contract that is reflective of the service currently required – and to be provided in the future – is necessary to ensure service delivery is linked to the prevailing performance management system. Failure to provide for this means that the service provider is neither penalised nor incentivised appropriately or fairly. This can lead to loss of income for either or both parties.

For instance, changes to service requirements can result in the contract schedules and the contract itself being inconsistent. Take the example of the performance management system demanding certain standards that the contract either does not enforce or is silent on.

As it is the contract that takes precedence, it is then difficult for the client to apply the performance management system and for the service provider to deliver against it. It then becomes more difficult for either party to ascertain whether value for money and standards of service received are being achieved.

What’s more, poor service provider performance and poor client management could occur, which could cause relationship breakdown, ‘man marking’ and increased costs. Best practice advocates that the organisations should not duplicate skills in-house where FM services are predominately outsourced to maximise the value.

Shifting the risk Many organisations outsource their FM services to transfer the risk. At the time of service procurement, both parties assess the levels of risk, with the service

SHUTTERSTOCK

FM FEATURE

www.fm-world.co.uk

12/11/2015 14:46

CONTRACT AUDITING

provider costing the risk profile and taking appropriate measures to manage that risk. The contract, its schedules and performance management system are then developed through use of the risk profile adopted by both parties.

Any changes to this service requirement may alter the risk profile, and when that happens this must be reflected in the contract documentation; if this is not, both the client and the service provider could be exposed to inappropriate and unmanaged levels of risk. Where services have significantly changed, reduced or increased, auditing can assist in identifying whether levels of risk are proportionate and appropriately reflected in the contract documentation and, if not, what measures need to be undertaken – including independent negotiation with both parties on potential changes to the risk held.

Most importantly, when the services being received and the services being delivered do not reflect the contractual position or intention, either party could be in breach of contract and /or not protected adequately in law.

This is particularly pertinent if a dispute or breach arises.

It is critical that the contract documentation is amended to reflect any changes so that the contract is not weakened, it continues to fulfil its purpose, and recourse to dispute is not diluted.

The ability to audit is often provided for contractually, but not undertaken by either party.

As organisations change so do personnel, and as those who were familiar with the original contract documentation change roles, posts or jobs, often the contractual history and knowledge goes with them. So it is not that organisations are www.fm-world.co.uk

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unwilling to audit – more often than not they are unaware that they can do so.

Organisations are endeavouring to deliver major service change while at the same time maintaining good-quality services in a financial climate of shrinking resources. In view of this, organisations are realising that there is a need to review standards of FM services and the commercial environment that both clients and service providers operate in. So organisations need to look beyond the operational delivery of FM and what the strategic direction for their FM services is.

Clients and service providers often recognise that there are contractual issues but are unsure of where to start when seeking to remedy them – particularly on large, complex FM contracts.

There is often an unwillingness to ‘rock the boat’ and although the contract is known by both parties to be financially ineffective it is often easier for organisations to allow the status quo to prevail.

In other words, it can be seen as too complicated to unravel with contract management then being undertaken in silos and on an individual operational basis.

Consequently there is an ad hoc, piecemeal approach – leading to inconsistency, confusion, duplication and non-adherence to contractual requirements, all of which results in poor risk management, with both parties unaware of the risk they are carrying.

To initiate resolution of these issues – and if the contract allows for it – it is recommended that clients and service providers undertake an independent review of their contract documentation and contractual management.

Independent audit could be jointly undertaken by clients and

service providers, with the costs shared or undertaken independently by either party. An independent audit by an FM specialist can deliver real benefits to organisations seeking to eke out value, improve performance and manage risk.

In undertaking an audit, value can be achieved through assessing the number of contracts in place and potentially both combining multiple contracts and reducing the number of contracts. This, in turn, can make management more straightforward and reduce management cost. Better contract packaging or bundling may also lead to value being achieved through economies of scale and a reduction in resource and service duplication.

Review to clarify Reviewing contractual documentation provides for an improved understanding by both parties of how contract management should be undertaken.

This can help to improve relationships as both parties better understand their contractual obligations and the procedures that need to be followed to provide the services appropriately. This also provides for improved control and

understanding over FM delivery and cost.

Auditing the contractual documents allows for review of the performance management system. Performance management systems can be overly complicated. Reducing the number of key performance indicators and refocusing them can provide greater service clarity and a more appropriate set of metrics to manage performance, along with revised service levels that are suitable for each site and/or property.

Again, this could not only reduce management resource and improve relationships, but also ensure that the service provider is incentivised and/or penalised appropriately. It could also highlight levels of risk – and where risk is being held and by whom.

The review of contract documentation and contract management and, if appropriate, progressing toward the development of repurposed contract documentation could ensure that the contract and supporting documentation are appropriate for the client and service provider’s needs and fit for purpose. FM LYNDA COX is project director at Sweett Group

FM WORLD | 19 NOVEMBER 2015 | 29

12/11/2015 14:47

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11/11/2015 12:39

FM MONITOR

MARKET INTELLIGENCE

INSIGHT ECONOMY

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

PLANTS IN THE WORKPLACE

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

Bank of England base rate: 0.5% as of 5 November 2015.

OFTEN PLANTS AND GREENERY ARE SEEN AS AN ‘ADD-ON’ – A BONUS THAT BRIGHTENS UP THE OFFICE.

54.8%

THAT SENTIMENT IS TRUE NOT ONLY WITH ORGANISATIONS, BUT ALSO THOSE EMPLOYED BY THEM; ‘PLANTS AND GREENERY’ IS SELECTED AS IMPORTANT BY ONLY 54.8% OF RESPONDENTS IN THE LEESMAN INDEX.

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

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

OF THOSE, ONLY 28.1% OF THEM ARE SATISFIED WITH WHAT THEY’RE GETTING WHICH IS THE FIFTH-LOWEST SCORING SATISFACTION SCORE OF ALL THE PHYSICAL FEATURES MEASURED.

28.1%

THERE ARE MANY STUDIES CONDUCTED TO LOOK AT THE IMPACT OF NATURE/GREENERY ON PERSONAL PRODUCTIVITY AND WHILST THERE IS STILL SOME DOUBT OVER THE CONNECTION, WHAT WE DO KNOW IS THAT SATISFACTION WITH PLANTS AND GREENERY SITS AT 52.9% WHICH IS ALMOST A 25 PERCENTAGE POINT INCREASE AGAINST THE REST OF THE DATABASE. SOURCE: LEESMAN INDEX

Source: (www.ons.gov.uk)

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)

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

SHUT TERSTOCK

Category of worker

Hourly rate from Nov 2015

UK Living Wage

£8.25 per hour

London Living Wage

£9.40 per hour

www.fm-world.co.uk

31_Insight.indd 31

BUILDING INSULATION PRODUCTS 2015-2019

WASTE MANAGEMENT 2014 – ENGLAND

The market rallied in 2014 as house building rose and initiatives such as the Green Deal and ECO gained momentum. This followed a big downturn in 2013 owing to a fall in government-subsidised retrofitted installations, which saw the total market value fall by 7 per cent. Demand for insulation products from new house and non-domestic building has grown, but the Green Deal and Energy Company Obligation generated only a fraction of the domestic installations of previous government initiatives.

Other key influences include Building Regs and energy prices. The Building Regulations Part L 2013 were updated to cut carbon emissions by another 6 per cent on top of the 2010 standard for new homes, and by 9 per cent for new commercial buildings. Crude oil and gas prices have fallen, but energy prices are forecast to rise, which will mean higher end-product prices for insulation products.

Rigid polyurethane and polyisocyanurate products have the largest market share (40 per cent by value in 2014) mainly for retrofits for home cavity walls and lofts. The commercial market is mainly for flat-roof insulation and metal cladding and roofing systems. Source: AMA Research

The total waste managed in England in 2014 was 187 million tonnes – 4.58 million tonnes of which was hazardous waste.

This hazardous element was disposed of thus: 30 per cent (metals etc), was recovered; 23 per cent was treated; 21 per cent was transferred; 19 per cent went to landfill; and 6 per cent was incinerated.

Source: UK Government Inputs into transfer facilities by site type England 2014

Former Planning Region

EMPLOYMENT

Hazardous Waste

South West South East

HlC

London East of England

Clinical

West Midlands East Midlands

Civic amenity site

Yorks & Humber North West

Non-biodegradable

North East 0

2,000

4,000

6,000

8,000

10,000

000's Tonnes

FM WORLD | 19 NOVEMBER 2015 | 31

12/11/2015 11:44

FM MONITOR

BUILDING SERVICES RESEARCH AND INFORMATION ASSOCIATION

LEGAL UPDATE HEALTH AN D SA FET Y O FFEN CES : N EW S EN TE N C I N G COU N CIL G U ID EL I N ES

here remains much complexity in health T and safety compliance. So much so, that BSRIA recently staged an event for delegates to discuss the following practical steps The most dramatic change in health and safety enforcement since 1974 – giving new sentencing guidelines for health and safety offences – was published this month. It is set to revolutionise punishment for health and safety offences.

The Sentencing Council’s intention for the update is to increase fines for serious offences, especially for larger companies, while reserving prison sentences for serious offences. Therefore, company compliance is more critical than ever.

The most important point is that in any organisation it should be clear who holds responsibility for ensuring compliance and those who hold such responsibilities need to understand their roles.

Evidence required A company-wide level of evidence of compliance is essential, with a clear audit trail. Ensuring staff competency is a must, and this should be confirmed and approved. An induction for all staff on how to manage compliance is a useful step to support compliance activities. Ongoing and refresher training helps to record evidence of compliance is in place.

Engineers should sign worksheets confirming that tasks have been completed – in doing so they will verify that they have the skills and competence to complete that task. If maintenance reports used for verifying compliance could 32 | 19 NOVEMBER 2015 | FM WORLD

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be standardised with specific measurements captured, such as water temperatures, that would be a good form of evidence. Safe systems of work and authorisation of personnel were also seen as critical, as is a premises hazards checklist. Where F-gas, gas, heating and ventilation, and lifts are concerned, company and individual certification is required.

What level of auditing is needed?

The objective and scope of the audit must be established along with a way to track outcomes.

It must be established who the audit is for. An executive summary is essential for any audit report to ensure that the main messages can be appreciated across the organisation, and the audit should be visible to staff. There is the potential to use dashboards or a ‘traffic light system’ for staff notification, which BSRIA regards as an efficient way to publish results.

All audits should be considered ‘live documents’ that require the actions stated within them to be addressed. FMs should incorporate evidence to prove there is a ‘feedback loop’ in place to ensure that inspection recommendations that require action are followed up.

What is competence?

What is covered?

Stephen Gathergood, head of infrastructure services, G4S Facilities Management, told the meeting: “While the obvious responses akin to the acronym of SKATE – skill, knowledge, attitude, training and experience – are frequently quoted … real competence is so much more. Competence is discussed as not just being a standard of proficiency, but a level of achievement that is not uniform.

“The level of competence is seen as being a standard of achievement that is made from the combination of a wide variety of ‘ingredients’. Like a cook is able to make a variety of different cakes from a common set of ingredients in different proportions – so is the make-up of competency.”

‘Ingredients’ touched on included qualifications, exposure to work role and function, certification, continuing professional development and other indicators associated with training and experience. But these should be overlaid with more personal attributes such as motivation, interest, engagement and other factors that are part of a person’s behavioural or value set.

What makes an engineer competent is not easy to define, but is a complex mix of both tangible and non-tangible attributes. But without appropriate investment in people, competency could be lost, so robust competency management systems should be put in place.

The Equality Act 2010 comes into play here, as do other industry directives governing: ● Asbestos ● Lead ● Waste from electrical and electronic equipment; safety for mobile elevating work platforms and ladders, lifting beams, hoists and cradles; ● Thermostatic mixing valves; ● Exhaust ventilation; ● Energy performance certificates, residual current devices, COSHH, natural gas, and F-gas; and ● CO2 alarms, fixed electrical testing, portable appliance testing, escape routes and fire exits, fire and gas suppression, fire alarms and safety, fire doors, fire evacuation, sprinklers, dry risers, and room integrity checks. ● Water regulation, closed water systems, domestic water systems and cooling towers, waste separation, drainage maintenance discharge and disposal documents. ● Noise in plant rooms, workplace lighting and water temperature, lighting protection, EM lighting, portable appliances, high-voltage issues, grease traps, kitchen extract ducts, building regulations, and oil storage bunds. ● Metering, edge protection, powered pedestrian doors, structures – safety stairways, compressed air pipe work and food safety.

“An executive summary is a ‘must’ for any audit report to ensure that the main messages can be appreciated across the organisation”

There is a need for organisations to stop ‘firefighting’ by getting on top of what compliance means and showing that your organisation is operating within the law. FM i Resources for dealing with compliance are available at: www.bsria.co.uk www.bifm.org.uk www.cibse.org

www.fm-world.co.uk

12/11/2015 11:45

FM MONITOR MARK PHILLIPS

HOW TO...

Mark Phillips is managing director at office design company K2 Space

SOCIAL SPACE I N T H E M O DER N O FFI CE?

any firms are bringing the third space into the office and providing social spaces for staff to work and play in, where FMs can get the best from their people, says Mark Phillips

M

With today’s mobile, digital workforce often choosing to meet and exchange ideas in office kitchens and breakout areas, it is here that facilities managers can get the best from their people – where they feel physically, acoustically and intellectually comfortable.

Traditionally, the third space has been defined as a place between home – first space and office – second space. A good example of a third space is a coffee shop where people can comfortably work from a laptop, access the web via Wi-Fi and socialise. The social space between home and work is now brought inside the office – generally in areas between workstations and formal meeting rooms. Third spaces are often breakout areas and kitchens.

There is a trend for increased spending on collaborative areas.

You don’t have to look too far back – perhaps to 2000 – for a time when investment was heavily focused on workstations and client-facing areas. Private offices in particular could see an FM spend in excess of £5,000 per workstation with panelled desks and bespoke storage solutions.

This has shifted to collaborative spaces with clients often increasing the footprint of the traditional office kitchen to incorporate informal tables and chairs and other facilities.

The industry has gone past the point where a good social space www.fm-world.co.uk

33_How to_indd.indd 33

was seen as a ‘nice to have’ as part of your office design. This kind of facility is now expected, particularly in larger workplaces.

There is a sense that a communal staff kitchen can help junior people and senior management to interact more effectively.

Tips for social spaces Creating a new social space in your existing office might be easier than you think. In certain industries, particularly financial services, office design is changing to fit today’s needs.

Ken Harry is an architect with Abel Design Group and he told the Houston Business Journal how law firms in particular are evolving. He explains how computer literacy has had a large influence on the need for support.

“Traditionally, the ratio was one secretary per lawyer. Now, we’re looking at one secretary per five or six lawyers. If a secretary takes 100 square feet that has a huge impact on space.”

Coupled with this, advances in technology mean that facilities such as libraries and archives are moving to the cloud, freeing

up areas that are ideal for being turned into social spaces.

Home comforts really make a difference in corporate office fit-outs. Business lounges in the workplace are also being implemented. Furniture choices like high-backed sofas, coupled with carpeted areas and drop lighting work by turning this space from an office kitchen, where you just come to get a coffee, into a lounge where you can exchange ideas or just relax.

A good social space is incredibly flexible. Clients who think about how they work and what their people need tend to get this right.

The best social spaces will be truly multi-purpose. A small space can serve as a kitchen, an eating area, informal meeting space, a hot-desk facility and a space for training, presentations and parties.

E-commerce company Groupon has recently introduced a large social space at its London office that takes advantage of views of the Thames and Tower Bridge.

The space includes a kitchen with a 16-seat breakfast bar, which enables whole teams to eat together. A mix of booths, sofas, swivel lounge chairs and plastic seats also affords a choice of settings for meetings and relaxing in. Finally, staff can take a break and enjoy the air hockey and table tennis tables.

Integrated systems Integrated technology is a must

“Occupiers are looking for ways to maximise the efficiency of space and create appropriate boundaries between departments”

for the modern social space.

A recent survey by CoreNet Global and Cushman & Wakefield reveals that 88 per cent of EMEA corporate real estate professionals are investing in workplace improvements and 95 per cent are addressing workplace technology as part of those efforts.

Security and speed of data exchange is important in the digital economy. Power and fast, reliable WiFi are the minimum requirement for social spaces. Other technologies such as Clickshare, a wireless presentation system, make it easier for your people and your clients to come into your office and work efficiently and share ideas.

Social spaces can play an important role in solving openplan office problems. Occupiers are looking for ways to maximise the efficiency of space and create appropriate boundaries between departments. Facilities managers are starting to incorporate social spaces in the form of acoustic booths and pods. They create effective sound barriers between a team of developers and a noisy sales team.

More meeting room space is high on many occupier wishlists. Increasingly, social spaces incorporate facilities that enable meetings to take place in them.

With no formal booking process and coffee often on tap, people choose to meet in social spaces ahead of traditional meeting rooms and boardrooms. Certain companies will feel very comfortable with bringing their clients into these spaces, making them feel closer to their brand and making their relationship more genuine. FM FM WORLD | 19 NOVEMBER 2015 | 33

12/11/2015 14:47

2016

www.fm-world.co.uk

w www. www.fm www.fm m-world -world -world.c world orld d cco -world.c o.uk o o. uk k o.uk

BUYE RS’ GUIDE TO FM SERV ICES

2016

with

Buy er s’ G ui de to FM Servic es

In association

THE ALL NEW BUYERS’ GUIDE TO FM SERVICES

FMWorld

In association

with

The 2016 Buyers’ Guide is the most comprehensive directory of suppliers to the UK FM marketplace. Now in its 11th year with a new design and new promotional opportunities - don’t miss out.

READ BY 33,315 FM PROFESSIONALS

Out January 2016 Endorsed by the British Institute of Facilities Management • Contact details for all major FM suppliers • Handy A5 format

The 2016 Buyers’ Guide provides a new range of advertising opportunities which is a simple and effective way to get your company in front of potential clients who are actively seeking suppliers.

The FM World Buyers’ Guide will be distributed to over 15,000 key industry personnel throughout the year. In addition to this, all entries will be automatically hosted online at www.fm-world.co.uk

Advertising opportunities available: Standard quarter page

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YOUR LOGO HERE COMPANY NAME HERE 22 Excelsior Street, Fitethur Tower, Melchester, Casterly Rock CR23 8XT

Premium full page

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COMPANY NAME

COMPANY NAME

22 Excelsior Street, Fitethur Tower, Melchester, Casterly Rock CR23 8XT EMAIL: info@company.co.uk WEB: www.company.co.uk TEL: 0123 456 7890

22 Excelsior Street, Fitethur Tower, Melchester, Casterly Rock CR23 8XT EMAIL: info@company.co.uk WEB: www.company.co.uk TEL: 0123 456 7890 FACEBOOK: facebook.com/company TWITTER: @company LINKEDIN: linkedin.com/company

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Solori ratemque est, officipid maio quo ex SERVICE CAFM SOFTWARE CONSULTANCY

Ut aut fugia qui bla aspelesequos el in reheni audiam hitatur ioresti doleserferis neste veres audit prepers perum, quis vellecest andit odis ut modipiet dolore consequati ullecum fugiaestis voloriae. Sequis et aut et hit hillora erferatur?

Solori ratemque est, officipid maio quo ex SERVICE CAFM SOFTWARE CONSULTANCY

SERVICE CAFM SOFTWARE

YOUR LOGO HERE

YOUR LOGO HERE

COMPANY NAME

COMPANY NAME

22 Excelsior Street, Fitethur Tower, Melchester, Casterly Rock CR23 8XT EMAIL: info@company.co.uk WEB: www.company.co.uk TEL: 0123 456 7890

22 Excelsior Street, Fitethur Tower, Melchester, Casterly Rock CR23 8XT EMAIL: info@company.co.uk WEB: www.company.co.uk TEL: 0123 456 7890

Ut aut fugia qui bla aspelesequos el in reheni audiam hitatur ioresti doleserferis neste veres audit prepers perum, quis vellecest andit odis ut modipiet dolore consequati ullecum fugiaestis voloriae. Sequis et aut et hit hillora erferatur?

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Ut aut fugia qui bla aspelesequos el in reheni audiam hitatur ioresti doleserferis neste veres audit prepers perum, quis vellecest andit odis ut modipiet dolore consequati ullecum fugiaestis voloriae. Sequis et aut et hit hillora erferatur?

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YOUR COMPANY WEBSITE HERE

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£4,995

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CONSULTANCY

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Double page spread

DIRECTORY CATERING

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0123 456 7890 facebook.com/company @company linkedin.com/company

www.fm-world.co.uk

Here is a 100-word case study about a relevant project or client.

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FM World Buyers' Guide • 2016 XX

SERVICE CAFM SOFTWARE

SERVICE CAFM SOFTWARE

CONSULTANCY

CONSULTANCY

XX FM World Buyers' Guide • 2016

www.fm-world.co.uk

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.191115.034.indd

15/09/2015 11/11/2015 10:02 12:31

FM MONITOR JEREMY CASSADY

HOW TO...

Jeremy Cassady is MD for Securikey

IM PLEMEN T CO ST- SAV I N G S ECUR I T Y M EA S U R E S AF TER A R EF U R BI S H M EN T P ROJ ECT

ecurikey’s Jeremy Cassady examines some of the discreet, low-cost, easy-to-install solutions available before and after retrofit

S

Sourcing and installing effective security equipment is always an important consideration within commercial buildings. Even when appropriate measures are in place, security risks will need to be reassessed as a result of any refurbishment work, especially if the building is being extended or new access points are installed.

FMs are also under pressure to keep costs low while still meeting health and safety rules.

Fortunately, there is a wide range of low-cost safety and security solutions available to meet any requirement without stretching the budget.

1⁄

Limiting access

Access control is one of the primary security concerns in many commercial buildings, particularly applications such as student accommodation, hospitals and educational buildings which have a high number and turnover of traffic.

FMs usually want to implement a more streamlined way of maintaining lock security, as inconvenient or time-consuming security measures can lead to their being used intermittently by building users or, in the worst case scenario, disregarded altogether. For applications where the allocation of keys or cards is unpractical owing to the volume of people entering and exiting the building, digital door locks are widely used as they www.fm-world.co.uk

35_How to_indd.indd 33

require no additional hardware and are completely selfcontained, providing a low-cost, easy-to-install access control solution. Digital door locks can be installed on new or existing doors as part of ongoing refurbishment and, unlike ’high-tech’ access control options such as biometric fingerprint readers, there is little that can go wrong. Consequently, digital door locks purchased from a reputable supplier can last for many years. And once installed, they can be reprogrammed at any time, so security can be instantly reinstated if compromised.

2⁄

Alternative master keys

A master key system can offer an alternative security and access control solution that is practical and user-friendly.

These systems allow keyholders to access both the main door of a building and other interior doors using the same key, eradicating the need for an excessive number of keys to be carried around or stored safely.

Master-key systems are ideal for a wide range of properties, from offices to commercial buildings, retail stores, hotels, and student

accommodation, and can be easily planned for installation where doors or locks are being fitted or replaced, or even on all existing doors. As long as doors feature the euro profile cylinder key lock, the capability to switch to a master-key system is set up even if only required at a later stage. Suppliers expand the possibilities further by offering a ‘one key’ option that not only works on doors, but can also be used to access key cabinet ranges, cash safes, high-security post boxes and emergency keyholding boxes, which can be located around the building.

3⁄

Updating your safe

When updating security measures in conjunction with new building works, safes should not be overlooked. An easy and low-cost solution for FMs who want to monitor safe use more closely is to upgrade existing safe key locks with an electronic alternative.

One of the main advantages offered by some types of electronic lock is the use of multiple user codes and the provision of an audit trail, so use of the safe can be carefully monitored. An electronic safe lock also offers flexibility as the safe combination code can be changed at any time. Some locks enter lockdown mode after a few failed attempts and are disabled for five minutes before allowing

“Master-key systems are ideal for a wide range of commercial properties, from offices to retail stores, hotels, and student accommodation”

anyone to enter another PIN, so security is assured while those authorised to access the safe are held fully accountable.

4⁄

Communal areas

Depending on the extent of a refurbishment project, areas of a commercial building can change dramatically in terms of space configuration or they can be extended to create new communal spaces.

For buildings that feature a busy public reception area or that have a large amount of foot traffic in corridors, convex mirrors are a popular and inexpensive safety measure to minimise any risks in these areas.

Used extensively in a diverse range of environments, convex mirrors are highly effective in enhancing safety, security and operational efficiency, as they have wider fields of view than other reflective surfaces like flat or concave mirrors and can greatly improve surveillance by eliminating blind spots.

5⁄

Call on an expert

During any refurbishment project, it is important that FMs are aware of the choices available so they can minimise any new risks that may arise without adversely affecting their budget. Trusted security equipment suppliers are well placed to share their expertise at an early design stage, as they can recommend solutions that are inexpensive as well as being compliant with relevant legislation and the standards that may be required by insurers.

Advice from an expert in the field is always recommended. FM FM WORLD | 19 NOVEMBER 2015 | 35

12/11/2015 11:45

BIFM NEWS

BIFM.ORG.UK

CATERING & HOSPITALITY SIG

Scholarship awarded The BIFM Catering & Hospitality special interest group recently held its annual event, which incorporates the BIFM Catering & Hospitality Annual Student Scholarship of the Year Award.

Harry Whitewood won the award after beating two other competitors who all had two-anda-half hours to produce a main and dessert course under the scrutiny of industry judges.

Harry was awarded a 12-week scholarship programme organised

by BaxterStorey across the RBS estate. During the programme Harry will have a personal mentor in Bradley Orchard, head chef at RBS Bishopsgate and the privilege of working with internationally acclaimed Michelin Star chef John Campbell at the Michelin-starred Woodspeen Restaurant & Cookery School.

During the event a debate also took place about a recent article published in The Guardian, which suggested that a chronic shortage of chefs is threatening the industry and potentially putting a stop to Britain’s ‘foodie boom’.

Leading chefs are saying that hiring and retaining sufficient young talent is proving extremely tough, citing lack of worklife balance, celebrity chef expectations and lack of classical training.

The debate was hosted by Rob Kirby, chef director, Lexington, who put a series of pertinent questions to the panel that comprised: Warren Geraghty, Galvin Restaurant’s group chef; Murrey Tapiki, Lex School of Talent; Idris Caldora, Royal Academy of Arts, executive chef of ‘Chefs adopt a school’ project; Simon Stocker, practitioner for culinary arts at Westminster 36 | 19 NOVEMBER 2015 | FM WORLD

36_38_BIFMNews.indd 36

Members of the Catering & Hospitality SIG examined the future of catering as part of its annual event

Kingsway College; and Graham Eveleigh, head of training and development for BaxterStorey.

The questions and debate covered a number of topics including what is being done to encourage cooking in schools and whether TV chefs and food programmes like Great British Menu mislead young people into thinking that they can become a celebrity chefs like Jamie Oliver within a couple of years of training, through to what is being done to encourage apprenticeship partnerships between contract catering and restaurant groups.

The debate concluded with questions from the audience.

SOUTH WEST MEMBERS

i Learn more about the special interest group at www.bifm.org.uk/ catering

KEEP IN TOUCH

Legislation and Compliance More than 80 attendees attended a recent BIFM South West region Quarterly Training Day on Legislation and Compliance.

The day opened with a thoughtprovoking and participatory talk by Quentin Emery from RyderMarshSharman on safety culture and how recognising human factors and behaviours

in the workplace can hint at initiatives to reduce risk.

Sally Roff, partner at DAC Beachcroft, spoke about asbestos, what the legal duties are, and how facilities managers can demonstrate compliance with the Control of Asbestos Regulations 2012.

The third session was delivered by the sponsor of the day – NHS Property Services. The West Midlands team gave an insightful and frank account of the challenges it faces managing compliance across such a complex estate and its aspirations for the future.

» Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr www.fm-world.co.uk

12/11/2015 17:55

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

Bow ties might not be the first thing you think of when considering risk management, but following Paul McCulloch’s presentation, from CGE, delegates were put well in the picture. Bow ties were visual representations of the risks we deal with, giving an overview of multi-plausible scenarios in a single snapshot.

Dale Collins, partner at Browne Jacobsen asked delegates to consider whether they could afford not to manage contractors. It was a powerful session in which he described the format of an inquest and explained the measures to be taken to avoid them.

Nicole Vazquez of Worthwhile Training then facilitated a lively workshop on lone working.

The next South West event takes place on 20 November, looking at ‘Procurement and Contract Management’. i See www.bifm.org.uk/events for further details.

SOUTH REGION

Facilities fit for heroes A large number of members enjoyed the South Region October event, which was a visit and talk at the Help for Heroes recovery centre at Tedworth House near Salisbury Plain.

Operation manager Paul Randall spoke about the H4H mission statement, which aims to ‘inspire, enable and support’ the beneficiaries of the charity and their families.

H4H group estate manager Tom Hedges informed members about many of the fascinating and interesting projects they manage – including an Iron Age Roundhouse, climbing towers, a proposed new bike workshop, greenhouses and so on.

Both Paul and Tom said how important the grounds of the www.fm-world.co.uk

36_38_BIFMNews.indd 37

BIFM COMMENT

Neil Everitt is commercial manager at BIFM

BIFM’S INTERNATIONAL SPECIAL INTEREST GROUP

re you a BIFM member based outside the UK? Based in the UK and have an international remit or interest in international FM? Looking to network with FM professionals based in more than 80 countries with similar interests?

If so, the BIFM International Special Interest Group is for you.

The group has a new committee in place and new chair Steve Gladwin is looking forward to working with the committee to provide BIFM members with a range of opportunities.

Steve comments: “I had the opportunity to work in FM in Australia and Asia Pacific for over 15 years and continue to work with clients who have international remits. I always find it interesting to speak to FM professionals across the globe about both the similar and different challenges that we face in delivering great FM in different regions.

The BIFM International SIG exists to provide a forum for FMs and leaders responsible for, or interested in international FM practice; the committee will be delivering a range of events, developing insight as well as creating links with a range of other bodies.”

The new committee was formed in September and since then three successful events have been organised. The first was a presentation from ISS on service management hosted at Arcadis; the second, hosted and facilitated by Polycom, featured Doug Janikiewicz, FM director, MENA, for Carillion, who shared his insight and FM life direct from Qatar. The third featured not only a presentation from Johnny Dunford of BNP Paribas, but also welcomed a delegation of FMs from the Netherlands as well as a fantastic view of the various fireworks displays taking place on 5th November.

On 10th December, the next event – hosted by Herman Miller – will feature political analyst David Massingham, who will provide interesting insight into one aspect of the political landscape as the UK government prepares for a referendum on the subject of Europe.

The committee has also developed plans to create a programme of insight, including an annual research piece, is working on developing links with a range of other bodies, and has started work on plans for 2016’s celebration of World FM Day. So how do you get involved?

Firstly, make sure that you are registered for updates from the International SIG by updating your BIFM profile preferences. Secondly, get in touch or attend a future event and let the committee know your thoughts on the topics you would like covered and the way that you would like to receive information. The committee is always keen to hear from FM professionals and companies, based anywhere in the world, who are interested in getting involved. You may have interesting case studies to share, want to become part of a networking group, or be able to provide support through sponsorship.

A

“YOU MAY HAVE INTERESTING CASE STUDIES TO SHARE, WANT TO BECOME PART OF A NETWORKING GROUP, OR BE ABLE TO PROVIDE SUPPORT THROUGH SPONSORSHIP”

FM WORLD | 19 NOVEMBER 2015 | 37

12/11/2015 12:03

BIFM NEWS

BIFM.ORG.UK

estate were in supporting the recovery of the services personnel.

Tracy Hills, H4H ambassador, and a veteran of the Iraq campaign, spoke about her personal experience and the impact of being blown up in an IED incident in which she lost many of her closest colleagues.

She gave an overview of the brilliant work done to help those who have suffered injuries recently and how the centre helps them to a swift return to duty or a smooth transition to civilian life.

Tedworth House is one of four recovery centres run by Help for Heroes that form part of the Defence Recovery Capability.

Based in the garrison town of Tidworth in Wiltshire, Tedworth House supports key parts of the recovery process by providing ‘360-degree holistic care’ to its wounded.

Members enjoyed an extensive tour of the building and met many of the beneficiaries and their families around the house, which is open 365 days a year to provide a comprehensive care programme.

We would like to thank Help for Heroes for hosting this event and providing refreshments (sponsored

by Blue Apple).

BIFM South Region is supported

by Hays Southampton. i See all BIFM groups at www.bifm.org.uk/groups

KNOWLEDGE

Good Practice Guides BIFM produces a wide range of Good Practice Guides that are available for free to members. Over recent months the suite of guides has been updated and added to.

The full range now comprises: ● ●

Energy Management Systems ● Energy Audits ● Recycling and Waste Management ● Inclusive Access, Disability and the Equality Act ● Benchmarking ● Space Planning and Management ● Business Continuity ● Commercial Removals ● Customer Care ● Implementing a Sustainability Policy ● Procuring and Running Catering Contracts ● Procuring and Running Cleaning Contracts ● Procuring and Running Guarding Contracts ● Refurbishing Office Interiors ● Risk Management ● Security Management ● Selecting FM Software ● Vacant Property Management i To download the BIFM Good Practice Guides go to www.bifm.org.uk/gpgs

MEMBERSHIP

New organisation members BIFM would like to welcome: ● ● ● ● ● ● ● ●

GMS Security Services Ltd Intu Retail Services Mother Foods Ltd Parkside Facility Services Ltd Prospero Facilities Services Ltd RBS SO FM Ltd Space Solutions (Scotland) 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

BIFM TRAINING GENERATING A REVENUE STREAM THROUGH BEST PRACTICE WASTE MANAGEMENT

aste legislation is one of the most prosecuted areas of environmental regulation and is undergoing a major change as we now look on waste as a resource. Revenue streams can be identified from recycling, turning the management of resources into a low-cost activity.

This course will take you through the legislative changes and implications for FM, together with a review of how waste is managed to extract cost savings and generate a revenue stream.

W

Waste Legislation & Resource Management – 1 day: 9th December 2015 This practical one-day course has been developed to provide a sound general understanding of waste management and resource efficiency issues and key FM responsibilities.

In particular it will help you to: ● Develop an understanding of how waste and resource use affects the environment and society; ● Improve understanding of current and the likely future legislation, and the impact on FM operations; ● Identify and act on specific requirements relating to the company’s Duty of Care on Waste Management; ● Identify potential cost savings; ● Analyse information requirements as part of the corporate EMS, and work effectively with relevant waste data; ● Learn how to tender waste services to enable contractors to support waste minimisation and recycling; and ● Understand what best practice is and how it can be applied to site operations.

A series of mini-exercises and workshops will focus on applying best practice in the FM and property management area, together with examples of both good and bad practical experience.

So are you ready to delve into the waste management world and get yourself the knowledge you need. If so check the link above and book into one of our courses. i Please call us on 020 7404 4440, email us at info@bifmtraining.co.uk or visit www.bifm-training.com

FM Procurement Building Controls and Building

38 | 19 NOVEMBER 2015 | FM WORLD

36_38_BIFMNews.indd 38

www.fm-world.co.uk

12/11/2015 11:46

FM DIARY

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

INDUSTRY EVENTS

CHANNEL ISLANDS REGION

23-26 November | The big 5 international building and construction show The Big 5 is the largest construction exhibition in the Middle East, serving as a networking platform for construction product suppliers and buyers since 1979.

Venue: Dubai World Trade Centre, UAE Contact: Email Eliane Jadah on info@thebig5.ae or visit www.thebig5.ae for more information.

9 December | Guernsey breakfast seminar Ken Morrison, senior partner of WT Partnership, will be speaking on the topic of post tender award management of small contracts Venue: G4S House, Lowlands Industrial Estate Vale Contact: Email naomi.fry@ investec-ci.com or visit www.tinyurl.com/pbxapzw to book.

25 November | Corporate members event – customer satisfaction in FM From 6pm. Brian Boundy, managing director, Intu Retail Services, is to present on customer service excellence.

Venue: 19th Floor, UBM plc, 240 Blackfriars Road, London SE1 8BF Contact: Email jennifer.rowntree@ bifm.org.uk for more information or visit bifm-cme-nov15.eventbrite. co.uk to book tickets 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? Workplace Futures 2016 will show how FM can play a crucial role in a changing world.

Venue: The Crystal, 1 Siemens Brothers Way, Royal Victoria Dock, London E16 1GB Contact: Email david@i-fm.net or visit www.workplace-futures.co.uk 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 www.fm-world.co.uk 49 | 8 MAY 2014 | FM WORLD

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and investigation takes place following major disasters in order to ascertain what has happened.

Peter Hall, president, IIRSM, and Rob Shaw, technical lead, falls prevention, is to speak.

Venue: Health & Safety Laboratory Buxton, Derbyshire, SK17 9JN Contact: Email Nicola Lathbury at nicola@hexagonfm.co.uk or visit www.tinyurl.com/qhkeqg2 book tickets.

NORTH REGION

10 December | Jersey Christmas networking drinks Venue: Chambers Bar, St Helier Contact: Email naomi.fry@ investec-ci.com or visit www.tinyurl.com/qh5xefc to book.

15 December | Guernsey Christmas networking drinks Venue: Urban Kitchen, St Peter Port Contact: Email naomi.fry@ investec-ci.com or visit www.tinyurl.com/qh5xefc to book.

EAST REGION 26 November | The Living Wage In conjunction with Cambridge City Council and The Living Wage Foundation, a seminar on how the Living Wage is implemented into a business. Speakers include Caroline Reilly, programme manager, Living Wage Foundation, Steve Workman, corporate responsibility director, ISS, and David Gardner, director of public policy, KPMG. Questions posed include: what difference does the Social Value Act make to procurement clauses, and how can we affect cleaning or security contracts in shared buildings?

From 9am.

Venue: Homerton College, Hills Road, Cambridge CB2 8PH Contact: Email John Nahar at john. nahar@verve-fm.co.uk for more information or visit www.tinyurl. com/nvk8d8z to book tickets.

LONDON REGION 7 December | AGM More details to follow.

Venue: TBC MIDLANDS REGION 26 November | Slips, trips and falls – health and safety Organised with the BIFM Health and Safety special interest group, this event provides information on health and safety on slips, trips and falls, at the laboratory where testing

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

Venue: BNY Mellon 1 Whitehall Riverside Leeds LS1 4BN Contact: Email Julie Sharp at JSHARP1@steelcase.com or visit www.tinyurl.com/ northregionnov2015 book tickets.

8 December | Investors in the environment Jerome Baddley, chair of the regional D2N2 low-carbon sector group and sustainable procurement working group, will be speaking and providing attendees with information on energy-efficiency within managed/tenanted buildings.

Venue: Sheffield Hallam University, Sheffield Contact: Email Bob Rabagliati Sharp at bailiff@trinity-estates. org.uk or visit www.tinyurl.com/ nuazwgo book tickets.

SCOTLAND REGION 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.

SOUTH REGION 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., or visit www.tinyurl.com/q7xbk8h 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. From 9:30am.

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 2 December | Rising FMs – Christmas social Venue: Las Iguanas – Spitalfields 1 Horner Square London E1 6EW Contact: Email Jason Gurd as risingfms@gmail.com or visit rfmxmas15.eventbrite.co.uk 9 December | Women in FM – Christmas quiz Venue: London – to be confirmed Contact: Email Lucy Jeynes at lucy@larch.co.uk for more information.

10 December | International – The Brexit: sabre-rattling or a project plan?

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

Venue: Herman Miller, 61 Aldwych, London WC2B 4AE Contact: Email clairesellick@ btinternet.com or visit www. tinyurl.com/p6em2tn to book.

13 January 2016 | Women in FM – Annual conference Full details to follow.

Venue: KPMG 15 Canada Square, London E14 5GL Contact: Email Victoria O’Farrell at wifm@bifm.org.uk for more information.

FM WORLD | 19 NOVEMBER 2015 | 39 www.fm-world.co.uk

12/11/2015 18:09

FM MONITOR

ADVERTISEMENT FEATURE

BUILDING SERVICES SELECTION

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

NEW B SE EQU IP M EN T A N D S ERV I CES

Under-floor air conditioning promotes user satisfaction

EFP leads the way in corporate finess

Fireray heater keeps optical beam smoke detectors clear

AET Flexible Space underfloor air conditioning systems offer full indoor environmental control, with integrated controllers available for all units and full connectivity with house BMS using the latest flexvisor monitoring software.

The systems are modular and adaptable and plug-and play-fantiles easily interchange with 600mm raised access floor panels to allow fast reconfiguration of office layout.

The Aker Active corporate fitness facility opened its doors to Aker Solutions employees on the 1st June as part of the new Aker Solutions office HQ at Aberdeen International Business Park.

The facility has proved popular with employees and contractors alike, with the club’s membership already nearing 600. The gym is available 24 hours a day to members with a dedicated team of four qualified fitness professionals available during weekdays from 6.30am to 7.30pm.

FFE’s Fireray optical beam smoke detectors provide wide area smoke detection when it is impractical to use traditional point-type detectors. They are also ideal for large indoor spaces such as warehouses, sports arenas, factories or shopping malls. There are two general types of detector – end-to-end, which use two detector heads, and reflective, which have one detector head and a reflector (prism).

For details see www.flexiblespace.com, email lucy@flexiblespace.com, or call 01342 310400

For details visit www.energy-fitpro.co.uk

For more information call 01462 444 740 email sales@ffeuk.com or visit www.ffeuk.com

Video shows how to reduce energy use in buildings

MSPS designs safe solution Remeha Commercial starts for Seabraes footbridge Natural Gas CHP range

A new video from Mitsubishi Electric shows how the company took its head office from an ‘E’ to a ‘B’ energy rating and offers advice on how other companies can do the same.

“We’ve been on an eight-year journey and one of the things we are saying in this video is that any business could and should be planning to improve the performance of their building”, explains Russell Jones, who hosts the video.

Morgan Sindall Professional Services has provided complex temporary works design to Saebraes’ new 56m-long footbridge. The single-span steel bridge, crossing the East Coast railway line near Dundee rail station, was installed in a prepared area adjacent to the railway in just eight weeks.

See the video on YouTube at: https:youtube.com/mitsubishielectric2

40 | 19 NOVEMBER 2015 | FM WORLD

40_Building services.indd 40

For details call Sean Feast or Imogen Hart Gravity London 020 7330 8810, or email ihart@gravitylondon.com, call Clare White (Morgan Sindall Professional Services Gravity London) on 01789 208252, or email clare.k.white@morgansindall.com

Remeha Commercial has introduced new Combined Heat and Power (CHP) systems to its energy-efficient and low-carbon commercial heating range. The Remeha R-Gen Natural Gas CHP range includes 26 models with outputs from 20 kWe up to 2,000 kWe. With total efficiency levels of between 85-90 per cent, the Remeha R-Gen NG CHP range offers a potential saving in primary energy of 30 per cent. www.remeha.co.uk, T: 0118 978 3434 E: chp@remeha.co.uk

www.fm-world.co.uk

12/11/2015 14:47

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

Winter pest control will minimise encroachment on your premises PROBLEM Like humans, rats and mice prefer to be indoors as it turns colder. For FMs whose pest control contract is not on their list of priorities – remember rodents love to chew through cables. Imagine the havoc this could cause on your premises. Heating being turned on can also cause an ingress of ants including the tricky-to-get-rid-of Pharaoh’s ants. More common are cockroaches, particularly if there are restaurants on the ground floor of your office block. Autumn weather can see annoying cluster flies on the upper floors which can hang around until early spring.

SOLUTION FMs working in partnership with a good pest control company can predict when weather-

related problems might occur. Proofing against mice and rats should be looked at as part of the overall integrated pest control strategy. Effective proofing will restrict rather than be a complete ‘no entry’ to mice as this is almost impossible. Bristle stripping the bottom of doors, especially external doors and riser cupboard doors, should restrict movement and keep the rodents out of the offices. Rat valves fitted into drains are effective at stopping rodents entering premises through drains.

OUTCOME No pest control company can guarantee that determined rodents will never enter your premises, but with a non-bundled contract that includes a minimum of eight inspections a year

you will be on the front foot. Factories producing high-risk food or manufacturing pharmaceuticals will require more frequent visits. Inspections should include all common areas including: plant rooms; basements; riser cupboards; and car parks and landscaped areas – all places where pests could hide and reproduce undisturbed.

Cleankill Environmental Services www.cleankill.co.uk

States of Jersey roll out Concerto’s data solution

Resource Data Management Chester Racecourse backs keeps it cool in Antarctica a winner with Thermedia

PROBLEM

PROBLEM

PROBLEM

Jersey Property Holdings is the States of Jersey property department responsible for its diverse property portfolio. The department was seeking a modern system to offer comprehensive FM functionality, combined with project and asset management, under a single umbrella solution.

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 Concerto and JPH are working to implement the Concerto integrated software solution for full life cycle property asset and FM support across the department. The department has access to complete planned and reactive maintenance functionality with a property helpdesk.

SOLUTION 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™.

OUTCOME OUTCOME Integrated mobile working technology gives external service providers a single point of data entry and easy access to real-life data on the move.

Email info@concerto.co.uk and visit www.concerto.co.uk

www.fm-world.co.uk

41_Case in point.indd 41

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.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

FM WORLD | 19 NOVEMBER 2015 | 41

12/11/2015 17:55

ADVERTISEMENT FEATURE

New commercial opportunities in energy efficiency Despite lower renewables, subsidies and government U-turns on several low-carbon policies, energy efficiency still offers major commercial opportunities for contractors, who are often best placed to help clients decide what to do next. Bill Wright, the ECA’s head of energy solutions, explains Despite the chopping and changing on energy policy, energy efficiency continues to step up to the plate as the ‘energy solution’ that is still thriving and has the potential to generate jobs, save clients money, and protect energy supplies and the environment. It is far more cost-effective to reduce energy requirements than to generate additional energy to meet (often inefficient) demand.

New ECA ‘Energy Efficiency Advisor’ The ECA has recognised that there are considerable opportunities for contractors who have the knowledge and skills to work in the everexpanding area of energy efficiency. We have now partnered with Schneider Electric to produce an online course to train ECA member operatives on what energy efficiency savings to look for in buildings. The new ‘Energy Efficiency Advisor’ (EEA) course is free to ECA members, and once completed, participants can become a certified ‘ECA Energy Efficiency Advisor’.

This new accreditation can be communicated to clients by a member company, and the trained contractor can give useful advice, or even carry out a broader energy-efficiency assessment.

ECA energy solutions advice The ECA has produced free checklists for clients and members to assist in the identification of energy-saving measures, and has produced other information sheets on individual measures, a financial analysis spreadsheet, and energy-saving ideas. All these tools and checklists can be downloaded from the ECA members’ website. An ECA contractor is often in a very good position to assist clients, especially when working in the customer’s premises – whether commercial or domestic – on the efficient use of energy and for further, cost-effective measures. The contractor can provide a quick energy survey as an additional service, which may well show up some useful, practically achievable energy solutions.

42 | 19 NOVEMBER 2015 | FM WORLD

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Example: saving cash via energy demand The peak times for electricity demand are between 4pm and 7pm, Mondays to Thursdays, from November to February. The Department of Energy and Climate Change has announced an Energy Demand Reduction Scheme to reduce demand around this peak time. Companies can actually bid in an auction for payments, in return for a guarantee that their energy demand will be permanently reduced at this time. Energy efficiency can certainly help to achieve this.

Energy-efficiency advice can be very good business for everyone concerned, and the ECA – working closely with Schneider Electric – now

delivers a scheme that gives clients more confidence that they should also see their ECA building services contractor as their ‘Energy Efficiency Advisor’. i For more information, please contact: bill. wright2@eca.co.uk

Electrical engineering and building services contractors you can trust To access contractors who represent the ‘gold standard’, choose an ECA Member who will be: ● Covered by the ECA guarantee of work or warranty and bond ● UKAS assessed for technical competence ● Listed as SSIP assessed ● Adherent to the ECA Code of Fair Trading ● Kept up to date on the latest regulations and standards ● Fully supported by ECA expert advisors i Visit www.eca.co.uk to find an ECA contractor in your area.

Join ECA for free as a client associate for: Free technical helpline Free health & safety advice Free subscription to ECA Today magazine Access to ECA’s BIM and Energy Solutions e-forums ● ECA website login for exclusive member only content ● Discounted BSI and IET publications ● Preferential rates on training ● ● ● ●

i Visit www.eca.co.uk/client or contact ECA Membership on 020 7313 4800 Quoting FM10.

www.fm-world.co.uk

12/11/2015 11:46

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

LLOYD MANN

TOPIC TRENDS

NAME: Lloyd Mann JOB TITLE: Food services director ORGANISATION: ISS Facility Services

and resources. One week I’m working on ‘White Collection’ five-star dining plans for our banking clients. The next, it’s a strategy session with the OU. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?

Anything that means sitting behind a PC! If you could change one thing about the industry, what would it be?

Brief description of the job and key responsibilities:

I head food development for the business and industry side of the ISS service provision, plus related services – marketing, concept design, training and development, and health and safety.

Any interesting tales to tell?

“Understand your area of expertise as thoroughly as possible; part of that is to tap into the expertise of the highly skilled people in our industry”

I’d worked extensively with single-service catering providers and could see the move toward a more integrated service provision. Also, the freedom offered by a large organisation. Some think there are many restrictions around procurement, but our team ethos provides an entrepreneurial approach to find the best way forward. In an owner-manager business, it’s often based on one person’s vision.

What’s been your career high point to date?

The FS Catey award for our work with Leeds Training Academy. The academy allows us to develop what the FM business really needs rather than what people assume it needs. It’s great to be recognised by our peers.

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43_Behind the Job.indd 43

8

6 LLOYD MANN

AVERAGE (SINCE JAN 2014)

Introducing/ working with new forms of IT

7

8

Working on energyefficiency initiatives

8 8

If I wasn’t in facilities management, I’d probably be…

Running my own restaurant or hotel.

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

Adapting to flexible working

6 7

That to be in FM is to be a generalist. Contrary to popular belief, I believe we have highly skilled and talented people in FM who can be encouraged to be the best they can within the FM framework.

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

There’s a trend toward more shared best practice.

Maintaining service levels while cutting costs

8 10 And how will it change in the next five years?

I see some companies dilute their brand by trying to imitate what’s out there with single-service companies… the strength of an integrated organisation is to maintain brand purity.

What has been your biggest career challenge to date?

The development of a broader range of management skills to match the increase in the areas I work in. It’s greatly enhanced my skill set. I work with a variety of clients with different needs

buying in / speccing up FM services

I’d encourage business overall to think more holistically. Happily, many of our clients have this approach and develop everything in the same way.

Earlier in 2015 we held our spring/summer launch of the White Collection – a seasonal coffee table book filled with beautiful photography and recipes What attracted you to the job? from our talented chef team. Six chefs feature Working with diverse clients from the Open each season and they come to cook their signature University [OU} site to financial services clients. dish. This time the event was at the Sunborn London Yacht Hotel and due to another event My top perk at work is… it was a little cramped in the Besides the great tasting kitchen! I‘m looking forward to WHAT SINGLE PIECE experiences? It’s my team. It’s a our autumn/winter event on 16 OF ADVICE WOULD YOU bonus to work with skilled people December in London.

GIVE TO A YOUNG FM from different backgrounds.

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

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

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

8

8

FM WORLD | 19 NOVEMBER 2015 | 43

12/11/2015 11:46

Appointments

44 | 19 NOVEMBER 2015 | FM WORLD

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Call the sales team on 020 7880 7665 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

jobs.fm-world.co.uk

11/11/2015 17:46

Head of Estates Operations and Assistant Director of Estates Competitive salary The University of Edinburgh is one of the leading academic institutions in the world. Over 550 buildings in the city, from state of the art facilities to iconic historic buildings, makes us one of the two largest university estates in the country, and with an ambitious vision for the future, this is an exciting time to be joining the team. We are now seeking to appoint an exceptional person to be our new Head of Estates Operations and Assistant Director of Estates.

Leading a team of over 750 staff, you will oversee the strategic and operational management of our estates operations with responsibility for a range of services including hard and soft facilities, energy management, technical services and security operations.

Our ambitious estates strategy, driving transformational change, gives great scope for the successful candidate to support the delivery of world-class academic activity.

To find out more, please visit www.leadingedinburgh.com For an informal and confidential discussion, please contact our advising consultants at GatenbySanderson, Paul Aristides on 020 7426 3987 or Elliott Rae on 020 7426 3964.

We are seeking candidates with experience of leading estates operations across a large and complex organisation, delivering change and improvement across a varied service delivery operation. You will have exceptional management skills in creating high performing teams and have the personal qualities and skills to work across a complex, multi-stakeholder environment.

Closing date: noon on 18th December 2015

JOBS

GatenbySanderson

To check out all the latest FM jobs go to:

www.fm-world.co.uk/jobs

Facilities Management Partner Buckinghamshire Salary: Circa £50k per annum

Regional Property Manager South England Salary: circa £35k

FMW Laundry List HPH.indd 1 jobs.fm-world.co.uk

RECR_FMW191115.indd 045

Head of Department Head of Facilities & Building Services

Luxembourg Salary: £competitive

Nottingham Salary: £58,434 - £68,097

11/11/2015 18:00 FM WORLD | 19 NOVEMBER 2015 | 45

11/11/2015 18:01

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 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).

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

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.

FM WORLD BUYERS’ GUIDE 2016 w w.fm-world.co.uk www www.fm-world.co. www. www.fm www.fm-world.co.uk fm-world m-world ld co u uk k www.fm-world.co.uk

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CONSULTANCY

CONSULTANCY

XX FM World Buyers' Guide • 2016

CAFM SOFTWARE

www.fm-world.co.uk

What An all-new model for our annual guide for buyers of FM products and services. The 2016 guide has been completely redesigned to be easier for users to source specific organisations in a comprehensive range of product and service categories.

Commitment If you represent a facilities service provider seeking to get in front of potential clients, or a product manufacturer wanting to get your wares in front of the BIFM's 15,000 audience, this is a cost-effective way of doing that through the tried and trusted desk reference format.

Why 12 months of exposure to FM World’s entire readership.

Notes Each paid-for entry is at least a quarter-page in size.

Visit www.fm-world.co.uk/resources/buyers-guide for more or call Jack Shuard on 020 7880 8543 (jack.shuard@fm-world.co.uk) You have until the first week of December to submit entries to the 2016 guide.

FM World Buyers' Guide • 2016 XX

IN THE NEXT ISSUE OUT 3 DECEMBER

BIFM AWARDS 2015 – HOW MCFARLANE TELFER TRANSFORMED ITS WORKFORCE /// WORKPLACE WEEK 2015 /// CASHLESS PAYMENT SYSTEMS /// WORKTECH 2015 /// HOW THE FM TEAM HAS USED BIM TO INFLUENCE DESIGN AT THE UNIVERSITY OF WEST ENGLAND /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

46 | 19 NOVEMBER 2015 | FM WORLD

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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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Luceco product installation guide: 1 Fit 2 Forget

Offering zero maintenance and over 50% energy & CO2 savings; Luceco LED luminaires are the perfect cost saving replacement for linear uorescent lighting.

50,000 HOURS

year 3 WARRANTY

standard

Long life LED luminaires www.luceco.uk

1 year on site

WARRANTY

LIGHTING POSSIBILITIES

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