FM World 3 December 2015

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 3 DECEMBER 2015

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VOL 12 ISSUE 22 3 DECEMBER 2015

CONTENTS

08| ESOS ‘inherently unfair’

20| BIM in Bristol

24| Learning people skills

NEWS

OPINION

FEATURES

08 ESOS is ‘inherently unfair’ for FM providers 09 ‘Design acoustics as well as aesthetics’ 10 Project of the fortnight: ISG sets John Lewis on track 11 Think Tank: Are FMs preternaturally cool under pressure?

12 University estates are worth £28 billion 13 Workplace Week: Notes from the London convention 14 Business news: Graeme Davies: Serco is out of pain, but still on the recovery list 15 European growth slows for Compass Group 16 In focus: John Telling, group corporate affairs director at Mitie, on the service provider’s 2016 ambitions

18 Simon Francis goes back to class for the full student experience 19 Five minutes with Julian Treasure, chairman of Sound Agency

28| Ape expectations

20

Connect and communicate : How the University of the West of England in Bristol is using BIM to design, construct, and manage its new facility

24

More than cold logic: Catering and refrigeration maintenance firm McFarlane Telfer trains its personnel in the crucial soft skills for business

28

The Inner Chimp challenge: A recent BIFM People Management SIG meeting asked whether top FMs are defeating their ‘inner chimp’ minds

MONITOR 33 Insight: Market intelligence 35 How to: Protect your premises over the holiday period 36 Comment: Lift efficiency’s role in productivity 37 How to: Water management in manufacturing and industry

REGULARS 40 BIFM news 43 Diary of events 44 Case in point 47 Behind the job 48 Appointments 50 Calls to action

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk

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

ADVERTISING AND MARKETING email: sales@fm-world.co.uk sales manager: Darren Hale (020 7880 6206) ⁄ senior sales executive: Jemma Denn (020 7880 7632) ⁄ sales executive: Jack Shuard (020 7880 8543) / case in point sales: Greg Lee (020 7880 7633) recruitment sales: Sabmitar Bal 020 7880 7665 PRODUCTION production manager: Jane Easterman senior production executive: Aysha Miah PUBLISHING publishing director: Joanna Marsh Forward features lists and media pack available at www.fm-world.co.uk/about-us

’m really not sure quite how this has happened, but what you hold in your hands is my one hundredth leader comment column as editor of FM World. (I know, I know – the spring of 2011 seems just like yesterday.)

Think of this as a gift from me to you in what also happens to be our last print edition before Christmas.

But let’s turn to an end-of-year analysis first. This year has been eventful, and it is characterised in my mind by the focus on wellbeing in the workplace and the various continuing conversations about FM’s influence on the health of employees and building users. In 2016, it’s likely to remain a good area in which to hone that message about the true value of FM (a topic, by the by, which has made it into 46 of those 100 leader columns). There’s also been plenty this year on optimising individual performance, some of which - concerning inner chimps and the optimising of cognisance - you’ll see more of later in this edition.

In the outsourced service sector we’ve seen a new Conservative-only administration seeking to steal the clothes of the living wage campaign, although that policy’s medium to long-term impact – a forcing of costs on to reluctant clients – is a conversation that’s only now starting to take shape. We heard a lot before the election from service providers talking up their paying of the living wage to their own staff as well as providing living wage tender prices to clients alongside ‘best price’ alternatives – but things have been noticeably quiet on that front over recent months. Again, it’s likely to be next year before we see the impact of the steady upward march of the national living wage and how it’s reflected in client choices Interesting times indeed.

I’d also suggest that 2015 has seen FM becoming more mainstream. Not in terms of cultural references, more’s the pity – but I’d say that on balance I’ve met more people in non-FM roles this year who truly understand what FM does in their organisation than in years past. And I’ve also been struck by the quality of some of the case studies we’ve recently published, many of them connected to the BIFM Awards process. Here again is incontrovertible evidence of the way FM can steer entire organisational ships into new and more profitable waters. You can certainly expect us to continue fighting to influence awareness of this next year and beyond.

So that was 2015, and the end of leader column 100! Having made such a big deal of it at the start, I’m now acutely aware that, as Christmas gifts go, this one’s probably been the ‘three-pack of socks’ reality against the ‘PlayStation 4’ of expectations. But still, my thanks to anyone who got even close to reading those 100 columns over these past four-and-a-bit years.

Of much more significance, and on behalf of the entire FM World team, I’d like to wish you all a very Merry Christmas and Happy New Year. The FM World Daily newsletter will publish up to and including Tuesday 22nd December, returning again on Tuesday 5th January 2016. Our next print edition will be with you on Monday 18th January.

I

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EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenfield, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 13,326 (Jul 14 – Jun 15) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord Press ISSN 1743 8845

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“It’s likely to be next year before we see the impact of the steady upward march of the national living wage and how it’s reflected in client choices”

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FM NEWS

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ENERGY LEGISLATION

ISTOCK

ESOS is ‘inherently unfair’ for FM providers The Energy Savings Opportunity Scheme (ESOS) has been described as ”unsustainable and inherently unfair” for many of the businesses that service the FM sector by a director at one of the UK’s security service providers.

The scheme, which is a requirement for organisations with more than 250 employees or an annual turnover of more than ¤50 million (£35.2 million) and a balance sheet exceeding ¤43 million (£30.3 million), comes into effect on 5 December. Recent research has suggested that only a limited number of accredited lead assessors exist, and that by November only a small fraction of qualifying organisations had completed the audit.

However, organisations that notify the Environment Agency of their intention to complete the audit by 29 January will not now be fined. Qualifying organisations that cannot submit a notification of compliance by 5 December must notify the Environment Agency. T hose that fail to comply could be fined up to £50,000, plus an additional £500 a day.

Nikhil Kamboj, compliance director at Ward Security, points out that many facilities management and other service providers have the majority of their staff based at client sites.

He said: “For businesses that operate a manufacturing facility, site, or office which accommodates 250 or more employees, the challenge of compliance is straightforward.

However, the nature of many service suppliers, such as security companies, makes compliance less than straightforward and somewhat unfair.”

Kamboj added: “We employ around 725 people, so are well

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within the criteria for compliance.

However, over 90 per cent of our staff are based permanently at client sites, which of course we have no control over.

“We have approximately 60 staff based in four buildings, but the majority of our staff do not work on our premises.

“There is no obligation to act

on the findings of the ESOS assessment or to address any shortcomings highlighted, which makes it even more difficult to understand the rationale and justify the investment as it brings no benefit whatsoever to the business that we operate or our clients.

“I am sure we are not the only business that feels this way and there will be others who share our frustration that the criteria are unfair as there does not seem to be any exception in place to make allowances for companies like ours,” added Kamboj. i The Environment Agency portal to declare intent to comply with ESOS after the deadline, or that your organisation does not qualify can be found here: www.bit.ly/1PoyfNh

SUSTAINABILITY

Sustainability gap ‘narrowing’, says study The sustainability gap between how well private FM providers are performing compared with public companies in the UK market is narrowing, according to a report.

The Sustainable FM Index 2015, published by Acclaro Advisory, assesses 27 FM service providers through internal audits, and compares annual scores against the wider sector.

The assessment criteria looks at how well an organisation manages and implements sustainability strategies, with an emphasis on financial and non-financial risk management as well as life cycle management of services. The index also takes into account board commitment, compliance and sustainability frameworks, as well as environmental targets and societal criteria, such as supply chain management and employee

wellbeing. The audit is collated and a score is given to the organisation.

The difference between publicly listed and private bodies has narrowed by 6.8 per cent. The research has also found that the performance of publicly listed

companies has reduced year on year since 2013.

It says a ‘sustainability ceiling’ has emerged, where the range of scores from the better performing bodies has broadened. No provider has scored above 84 per cent.

Sunil Shah, MD at Acclaro Advisory, told FM World that there are a number of areas that may contribute to this “ceiling”.

“There has been a general reduction of governance scores across the UK FM provider network in place of a renewed focus on implementation at a contract level, using a traditional business model of a plan being developed and then implemented.

To break the ceiling may require a different business model where a more dynamic system is necessary helping to deliver more efficient and sustainable services.” www.fm-world.co.uk

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NEWS

BRIEFS Global appointments at ISS

‘Design acoustics as well as aesthetics’ Organisations should design workspaces taking sound levels and acoustics into account as well as the look of the space, delegates at a recent conference were told.

Speaking at the Worktech London event, Julian Treasure, chairman at Sound Agency, explained that sound affects humans through physiological, psychological and cognitive factors, and that the number one complaint in most environments is noise distraction.

Treasure said: “Eight million people are having their sleep disrupted night after night by traffic noises.

“The number one complaint in

hotels is noise and poor quality of room walls and doors. The number one complaint in hospitals is noise – how do you get well in a hospital when you are surrounded by noises? The number one complaint in office spaces is, unsurprisingly, noise.”

Treasure also noted that openplan areas, or collaborative spaces, are not designed with sound absorption in mind. He said that ‘hard surfaces’ reflect sound back into a room.

“The human brain can cope with 1.6 to 1.8 conversations.

“Cost saving is not the same as productivity. Cost saving, or saving space, results in misery.

“You can waste a lot of money on good aesthetic design if you get the acoustics of a workplace wrong.”

The Worktech event held at Canary Wharf in Docklands, focused on the future of work and the workplace.

Other speakers included Dame Carol Black OBE, government policy adviser on work and health, Kelly Robinson, a workplace designer for SoundCloud and Airbnb, and Carl Honoré, author of In Praise Of Slowness.

For more on Julian Treasure’s speech, see ‘Five Minutes With’ on page 19.

SHUTTERSTOCK

35% of London workers say workplace is harmful More than a third (35 per cent) of workers in London say their workplace makes them feel unhealthy, according to a recent YouGov survey.

Of those polled, 40 per cent say they don’t get enough fresh air at work and only 50 per cent say they get enough natural light.

The research was carried out on behalf of Lend Lease, the international property and infrastructure group, and London Continental Railways, to inform the delivery of London’s fourth business district, the International Quarter in Stratford, set to open in 2017.

About 1,000 Londoners were questioned about their attitudes to their working environment. www.fm-world.co.uk

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The poll also showed that half of the respondents would feel motivated to join a new employer if it had higher-quality offices or an environment focused on health and wellbeing.

Kevin Chapman, head of office at Lend Lease, said: “Whether it’s the impact of hours spent at desks or access to sufficient natural light during the day, today’s workers recognise the negative effect that their workplace can have on their wellbeing. It’s vital that employers consider the importance employees place on health and wellbeing and take steps to improve workplaces – or risk losing top talent to rivals that do.”

Sam Sahni, head of workplace consultancy for Morgan Lovell,

said: “The survey results are very much in line with the analysis we have been doing at Morgan Lovell for many years. We have identified the importance of worker wellbeing and how this can have a severe impact on the success of a business.”

He said that a 1984 World Health Organisation report suggested that up to 30 per cent of new and remodelled buildings worldwide may be the subject of excessive complaints about indoor air quality. “People simply work, see and think better in offices that have more natural lighting, fresher and cleaner air, and where they have more control over their immediate lighting or temperature levels.”

ISS Group has announced three appointments to its executive board.

Dan Ryan has been appointed as regional CEO Americas, Thomas Hinnerskov is regional CEO Western Europe, and Dane Hudson has been appointed regional CEO Asia-Pacific.

Ryan joins ISS from G4S, where he was regional CEO Asia & Middle East. Hinnerskov and Hudson have been promoted from within the group. ISS said the trio completes all key appointments to its “reshaped and delayered” executive team.

Last month ISS appointed Martin Gaarn Thomsen as its group COO of global operations.

New MD at UPP UPP Group, a supplier of student accommodation infrastructure support services, has appointed Paul Milner as managing director of UPP Residential Services Limited, the group’s specialist provider of residential management services.

Milner has more than 25 years of experience in construction and operational management. He joined the group from Balfour Beatty, where he spent 15 years – most recently as UK commercial director for UK support services.

He will oversee the provision of specialist residential management services to almost 30,000 rooms through UPP’s partnerships with 14 leading universities across the UK.

New standards head at OCS Facilities management firm OCS has appointed Yvonne Taylor as UK head of standards and solutions for cleaning, and Steve Gardner is now UK head of standards and solutions for security services. Both will develop the OCS brand and identify continuing market behaviour.

Jane Sheard, CEO of UK facilities services, said OCS aims to reinforce its cleaning service’s position of strength in the market and extend the firm’s security client base. She welcomed the pair to their “critical new roles”, which would “support OCS’s development strategy”.

Taylor has 20 years of experience in senior FM roles at Compass Group, Balfour Beatty Workplace and G4S. Garner joined OCS in 2007 as head of standards and compliance.

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FM NEWS

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Business property let spans at eight-year high New property lease lengths in the UK rose to an average of 7.2 years in the first half of 2015, the highest recorded levels since the market peak in 2007.

Based on an analysis of about 90,000 leases, the IPD UK Lease Events Review 2015 report, published by MSCI Inc in association with Strutt & Parker and the British Property Federation, says average lease lengths have grown by 20 per cent since the bottom of the market, when an average of six years was recorded.

It says: “The broadly positive economic news in the UK, in conjunction with a growing appetite by would-be tenants for business space, has fuelled improvement in the commercial property investment market.”

It also says leases have lengthened because of supply issues and growing confidence among occupiers competing for space. Despite the lengthening of commercial leases, flexibility remains important for many tenants, with 73 per cent of total leases signed so far in 2015 for a term of between one and five years. Leases for less than 10 years accounted for 92.4 per cent of the total in the first half of 2015, underlining how rare longer leases have become.

Larger tenants, who contribute most of the rent collected by professional investors, still opt for longer terms, with the proportion of shorter one-to-five year leases falling to 42 per cent when weighted by rent level.

The improvement in trading conditions in the retail sector was reflected in the fact that retail leases saw the greatest increase in length – from 6.7 to 7.5 years between 2014 and 2015.

JOHN LEWIS, GRAND CENTRAL RETAIL CENTRE, BIRMINGHAM CONTRACTOR: ISG PROJECT COST: £15.5 million

ISG sets John Lewis on track ISG has given the 140,000 passengers that daily pass through the revamped Birmingham New Street Station the perfect excuse for some retail therapy after completing a fit-out of the 250,000 square feet John Lewis store that sits above this key transport hub.

The new department store is the anchor tenant for the recently opened Grand Central shopping centre, which sits between the Bullring and the Mailbox. The four-floor store has a striking stainless steel and glass façade and ISG was tasked with bringing the impact and excitement of the external edifice into the interior fit-out.

ISG had to overcome the challenges of working directly above a live mainline railway station as it modified the existing atrium to form an enclosure around the escalators and stairs, the installation of new customer lifts and a full mechanical and electrical fit-out.

The store combines the classic environment synonymous with the John Lewis brand, with a variety of design features, interactive areas, and humorous touches. Signature design features in the store include a collection of suspended neon circles in the women’s fashion department, a flock of seagulls flying over the fabrics and haberdashery department, and child-friendly orange microphones that transmit to speakers throughout the toy department.

Kevin Dengate, managing director of ISG’s retail arm, said: “The John Lewis shop in Birmingham is a first for the city and an iconic retail development of national standing. It’s the largest John Lewis to open for four years and it continues a long-standing relationship between the retailer and ISG. The quality of its interiors is a major factor in the brand’s enduring appeal and this project shows how the company is continuing to leverage that market advantage in an age of multi-channel retailing.”

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Corporate FM outsourcing sector is ‘maturing’ The outsourced corporate FM sector will continue to grow over the next few years despite approaching market maturity, a report claims.

Facilities Management Outsourcing – Corporate Sector Report – UK 2015-2019, published by AMA Research, analysed market activity within the corporate sector from 2009 to 2015, with forecasts through to 2019.

It says outsourced bundled FM services and total FM in the corporate sector were hit by the decline in construction across a wide range of private sector markets between 2008 and 2013. But more recently the sector has seen improvements in the number of contracts and business confidence levels in an improving economy and growth in the financial and service sector.

This has led to reasonable growth in the outsourced FM sector, and the report says this trend is set to continue. But margins are still under pressure, reflecting “consolidation in the market”. The number of large FM providers has grown, and their focus is on winning enough business to fill their capacity.

Commercial offices are the largest users of such services, accounting for half of the total market by value. The second-largest contributor is retail, with entertainment and leisure sectors also contributing significantly.

About 75 per cent of services in the corporate market (by value) are outsourced in some way, and the commercial office and retail sectors are reaching saturation point. Growth will depend on expansion of these sectors.

‘Lifestyle disease’ should be tackled at work Organisations should embrace behavioural economic techniques to improve the wellbeing of employees, delegates heard at the recent Worktech London event.

Duncan Young of Lend Lease said several different sets of empirical evidence point to a healthier working lifestyle. “We’re not very good at bringing physical and organisational interventions together,” he said.

He cited behavioural changes, such as standing or walking meeting rooms, moving printers farther away from desks, and even strategically placing lifts out of view during a fit-out,to encourage healthier employees.

“You use seven times more energy taking the stairs than you do when using the lift,” said Young. “You have to force people to exercise.”

He also quoted research that suggests workers are at their most productive when working in 52-minute bursts, with a 17-minute break. “Research also indicates that walking for 20 minutes results in more divergent thinking.

“None of this is new information,” he said, “but what the World Health Organisation identified as ‘lifestyle disease’, can be best tackled in the workplace.” www.fm-world.co.uk

26/11/2015 12:10

69% Successful FMs are those that have conquered their inner chimps

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THINK TANK

OUR READERS SAID… We asked our LinkedIn and mailing list members: Are FMs preternaturally cool under pressure?

31% No, FMs are no different from anyone else

BIFM’s people management SIG put on an event recently at which organisational psychology and executive coaching specialist Glenn Mead spoke about how we should all “recognise our inner chimps”.

This needs explanation: The “inner chimp” is the part of our brain that reacts instinctively and naturally to stimuli, usually in a negative way. Mead used the example of a perfectly rational individual suddenly enraged by being ‘cut up’ by another driver on a motorway. The emotional and aggressive response one might have to such an event is when your inner chimp, driven by instinctual fight or flight responses, takes temporary control of your actions. (For more on inner chimps, read page 28.)

Mead spoke eloquently about

how to master this aspect of our personalities, and of coping strategies that allow our frontal lobes (the bit of the brain in charge of our intellect) – to return quickly to a state of reasoned response.

We asked our Think Tank members: just how good are facilities managers at controlling their inner chimps? Of recognising the first flush of anger, responding well to sudden unexpected events, of keeping their cool in a crisis?

Are FMs preternaturally cool under pressure? Is it their wellhoned inner chimp management that makes FMs stand out from other not-so-cool-heads in the typical workplace?

Sixty-nine per cent of respondents agreed that FMs are naturally calm in stressful

situations, while the remaining 31 per cent are of the view that FMs are no calmer than anyone else.

One respondent said that FMs have a “crucial role” in a crisis.

“They need to remain level-headed in order to lead others through it.

Bananas, anyone?”

Another FM noted the obvious requirement for considerate customer service in FM, but stressed that it has not always been at the forefront in the industry.

“The fact is that sometimes it all piles up on an overworked, understaffed FM and the stress can come out in flailing aggression.

“In a 1990s London government

agency, civil servants paid to provide FM were quite uncivil as they belligerently rebuffed any caller audacious enough to ask for maintenance.

“A rural local government manager kicked a metal waste bin right across the office of staff who had requested improved service.

“A regional FM, so habitually rude to FM staff that eventually that behaviour extended uncompromisingly to visitors and senior management – result, fired.”

Join the FM World LinkedIn Think Tank group at: www.tinyurl.com/fmthinktank

ISTOCK

LEDs can be used for ‘more than just lighting’ The UK market for LED lighting is now valued at £330 million – with the global market set to grow by more than 25 per cent by 2019, according to recent data.

AMA Research’s LED Lighting Market Report notes an “explosion of growth” in LEDs, as new technology “becomes more widely accepted” in the UK’s lighting market. It also points to legal changes resulting from environmental pressures that have encouraged the requirement for energy cost savings.

The Global LED Lighting Market 2015-2019 by Technavio indicates that the global LED industry is set to grow by 25.89 per cent (compound annual growth rate) over the next five years. It says manufacturers face strong www.fm-world.co.uk

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competition and so “are trying to differentiate their products in terms of features including light quality”.

Ian Douglas-Smith, director of sales at Mitie’s lighting business, explained that an LED revolution is in motion. He told FM World that the lighting market would have the ability to capitalise on this growth, and to deliver “much more than just light”.

He said that over the next few years he expected wireless communication and data collection to be merged with lighting products, providing opportunities for organisations to collect additional sets of useful data.

“A few years ago, the market was far more tentative in its embrace of LED lighting; the appealing energy savings were often overshadowed by a negative perception around general aesthetics and optical light distribution. But the technology has come a long way in the last couple of years .

“The huge strides being made in efficacy and life span of lighting units will begin to plateau, and the focus will switch to the consolidation of lighting

with other services.”

Douglas-Smith also noted that connecting to building management systems would give businesses “the ability to record footfall in retail environments”.

Steve Bridges, bid director at NG Bailey’s facilities services division, said the use of connected equipment could result in energy savings being “taken to the next level”. He told FM World: “We can even use LED lighting to determine room temperatures and alter heating and ventilation.

Sensors in lighting panels in building management systems can control heating in offices based on occupancy levels.

“It’s something we should expect to see develop over the coming years.”

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FM NEWS

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HIGHER EDUCATION FM

ISTOCK

Value of UK university estates sector hits £28bn The university estates sector is now worth £28 billion and set to grow beyond the current 21 million square metres of space it currently occupies, according to newly published figures.

The Higher Education Estates Statistics Report 2015, published annually by the Association of University Directors of Estate (AUDE), claims that the value of the sector is equivalent to the annual spend of the government’s Department for Business & Skills.

The study, which draws on data from 2013 and 2014, highlights the continuous investment in university estates. Compared with last year, the sector’s income has grown by £1 billion. Annually, it spends £4 billion, with total revenue expenditure on property at around £2 billion.

Spending on capital projects this year passed the £2.5 billion mark – the highest annual spending to date. This measure includes refurbishment and upgrading of

Universities must create first-class facilities to lure a shrinking pool of students

existing accommodation. More than 12 institutions spent in excess of £40 million, with four spending more than £100 million.

A key driver for this spending is the need to provide up-todate residences. Universities can now set their own targets for

recruitment, so maintaining their allure for prospective students is a primary concern in a cutthroat market. The study puts the university population at 1.7 million, but the pool of available students is decreasing, and will continue to do so for another six years.

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FM EVENT COMMENT & OBSERVATIONS FROM AROUND FM

Quote unquote FROM THE 2015 WORKPLACE WEEK CONVENTION HOW CAN FM AND HR COMBINE EFFECTIVELY?

“FMs and HR directors need to realise that productivity is not just driven by economic factors. It’s driven by a variety of other things – including the changing nature in the workforce. Generation X and Generation Y have totally different attitudes towards work and what it’s about. The nature of the jobs we do now is changing fast and so is the nature of employment. More time should be spent understanding culture and it’s high time FM and HR teams measure social interaction.”

“HR and FM managers should be saying the same thing; both realms of management need to collaborate and communicate. In the pursuit of longterm sustainability, there’s got to be greater transparency.”

ON FACTORS INFLUENCING THE BRAIN

“Not drinking enough water will have a vast impact on your cognitive performance. If you don’t provide people with access to water, you won’t be getting the best productivity.”

“Cooler conditions enhance cognitive performance. Blue lighting has a better impact than pink. Scent also has an impact on the behaviour of people and performance.”

ERIC BARENDS, CEO, CENTRE FOR EVIDENCE BASED MANAGEMENT

The Workplace Week Convention took place on Thursday 12th November at KPMG in London's Docklands

PETER CHEESE, CEO, CHARTERED INSTITUTE OF PERSONNEL DEVELOPMENT

KAREN PLUM, DIRECTOR OF RESEARCH & DEVELOPMENT, AWA

ON COGNITIVE PERFORMANCE

“There is a powerful role that FM’s can play which is about ‘creating a culture in which the focus is helping people be the best they can be.”

“There’s a new role for FM in taking the reins of this subject, educating people and creating the right facilities which, over a period of time, may get people into a more productive mode of behaviour.” www.fm-world.co.uk

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“As an industry, we need to try and start getting a scientific movement in the direction of productivity.

We all have to be a little bit braver. It’s only by applying the learning that we’ll improve cognitive performance – and, in turn, business performance.”

ANDREW MAWSON, MANAGING DIRECTOR, ADVANCED WORKPLACE ASSOCIATES FM WORLD | 3 DECEMBER 2015 | 13

26/11/2015 16:45

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ANALYSIS

Serco is out of pain, but still on the recovery list GRAEME DAVIES newsdesk@fm-world.co.uk

When does a corporate rescue situation become a genuine recovery play? That is a crucial question for investors looking at outsourcing giant Serco and trying to ascertain whether it is now time to plunge back in and buy the shares or whether there is more pain to come before the company regains some of its former lustre.

Betting on recovery situations

can be hugely rewarding for investors. Pick them up at the right time and ride the upswing in fortunes and the resultant share price boost without having endured the pain of the remedial work done to put the company back on an even keel, never mind the crash that typically precedes it.

In Serco’s case, the fall from grace was pretty spectacular.

The company went from being one of the biggest beneficiaries

of the government’s outsourcing bonanza, and a growing presence in global markets to a pariah in the space of a few short months, as allegedly overcharging on government contracts for its own gain caused it to get struck off the UK government’s list of preferred suppliers for a few months.

The company was overstretching itself in some overseas markets too, particularly Australia. This heady mix laid waste to its share price as Serco teetered on the brink, issuing a series of profit warnings and threatening to breach covenants on its hefty debt pile. But the company still had the clout to draft in a City big hitter, and one with a formidable reputation to uphold. Rupert Soames, grandson of Winston Churchill no less, was parachuted in from power company Aggreko.

But his role was purely about fire-fighting for the first few

Contract wins

NEW BUSINESS Team Q has won a three-year FM deal with Regent Street Management Direct in London. The contract, awarded after a competitive tender process, covers provision of mechanical, electrical and fire alarm maintenance across a portfolio of 70 buildings from Piccadilly Circus to the BBC’s Broadcasting House in Portland Place. The street frontage is around 2 km long.

Global real estate adviser CBRE has won a contract to provide FM services to Oldham College in Greater Manchester. It will deliver mechanical and electrical engineering, ground maintenance, and landscaping and fabric care across a main campus with 17 satellite buildings including a library, a gymnasium and sports hall, a 14 | 3 DECEMBER 2015 | FM WORLD

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high school and primary school, and a theatre. The college recently invested £22 million in three new buildings.

Mitie’s Total Security Management business has been awarded a two-year deal with electric and utility services provider E.ON to carry out 24-hour security at all its UK sites. The contract follows security wins earlier this year with Fujitsu, Interxion, Eggborough Power Plant, and Eurostar.

The London Fire and Emergency Planning Authority has appointed global technology, engineering, procurement and construction company KBR to provide FM services on behalf of the London Fire Brigade (LFB). KBR will provide procurement,

management and auditing of the FM supply chain on behalf of the LFB, as well as the management of a shared Metropolitan Police Service and LFB helpdesk centre.

Eco FM has taken a three-year contract to provide facilities services to ERS Medical, a patient transport supplier.

It will deliver hard and soft services for ERS Medical’s national portfolio, covering two of its flagship buildings – Hetton Court and Indigo House in Leeds. Eco FM already handles reactive work for the company, and will see its provision expand to security, cleaning, engineering, 24/7 helpdesk, planned maintenance services and small works.

LSS has announced two separate deals with major sporting facilities in England and Scotland. One is for yearround cleaning services at Chelsea FC’s Stamford Bridge ground in a deal worth £1.3 million. It also includes cleaning at the team’s Cobham Training Ground and the Chelsea Health Club & Spa. The second contract, also worth £1.3 million, covers the Scottish Exhibition & Conference Centre, and Clyde Auditorium and SEE Hydro venues.

months – persuading banks to relax covenants and allow some breathing room, backing out of uneconomic contracts, often at a financial cost to the company, shedding staff and other costs and, most notably, going cap-in-hand to shareholders for £555 million to shore up the balance sheet through a rights issue.

For many companies, 18 months would be ample to time to begin to gain traction on a turnaround strategy. But Serco was not just any company when Soames arrived. Turning around was the equivalent of turning around a supertanker that is holed beneath the water line. But has Soames merely plugged the holes and righted the sinking ship, or is it chugging towards sunnier climes?

That question was on many lips recently when the company reversed out of an onerous contract in Australia earlier than expected and at a smaller financial cost. The company is also expected to post a trading profit in its next results, although that is before yet more contract provisions and costs are accounted for. But overall, Serco’s balance sheet is now more secure, its overseas operations less of a distraction, and things are certainly looking up.

But investors who dived in following the rights issue have seen its share price continue to drift sideways for much of 2015.

Because despite decent contract wins, the wider market has hardly been on fire, and as the business works through the legacy of its recent past there is unlikely to be much in the way of profit growth before 2017 and those investors who used to buy Serco for its dividend are unlikely to see a resumption of payments before then. The rehabilitation is likely to take some time yet and recovery investors will look elsewhere in the meantime for rapid returns.

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

26/11/2015 14:16

European growth slows for Compass Group Compass Group has reported strong growth across the group in the year to 30 September 2015.

The group, whose UK and Ireland operation includes Eurest, 14forty, ESS Support Services, Levy Restaurants, Medirest and Chartwells, has reported revenues of £17.59 billion – a 4.4 per cent rise on last year’s results.

The group posted an operating profit after restructuring of £1.296 billion, a 4.6 per cent rise.

But its Europe and Japan sectors experienced a drop in revenue, down 4.3 per cent to £5.47 billion. This accounts for nearly 31 per cent of group revenue. Operating profit in the regions also fell nearly 3 per cent to £397 million.

A spokesperson told FM World that the business does not break down the performances of the

CEO Richard Cousins says Compass Group’s expectations for 2016 are positive

various divisions, such as total FM provider 14forty.

Compass notes a continued focus on operational efficiencies and cost cutting – 2015 saw the group incur £26 million in restructuring costs, attributing them to labour cost reductions.

BUSINESS BRIEFS

Excluding those costs, the group operating profit had risen by 6.7 per cent to £1.32 billion.

Richard Cousins, group CEO, was upbeat about the future.

“Our expectations for 2016 are positive and unchanged.

The pipeline of new contracts is strong, and the savings from the restructuring, together with the margin improvement in the rest of the group, are expected to offset the impact of lower volumes and pricing pressures in our fastgrowing and emerging region.

“In the longer term we remain excited about the significant structural growth opportunities globally and the potential for further revenue growth, margin improvement, as well as continued returns to shareholders through dividends and ongoing share buybacks,” he said.

Sodexo reports a ‘year of progress’ Support services provider Sodexo has reported a 21.7 per cent rise in operating profit in its annual financial report for the year to 31 August 2015.

The company noted its reported operating profit was ¤1.14 billion, up from ¤939 million in its 2014 fiscal year.

Excluding currency effects, the growth was at 11.9 per cent. Group revenue grew by 10 per cent to ¤19.8 billion.

Sodexo, which operates in 80 countries, said its group performance was strongly supported by its UK and Ireland operation, which saw revenue jump 23.5 per cent (at current exchange rates) to ¤1.83 billion.

The division’s operating profit for on-site services was 94 www.fm-world.co.uk

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Michel Landel, CEO at Sodexo, said the firm’s performance was ‘robust’

million, a 42.4 per cent increase from ¤66 million in 2014.

Breaking the figures down further, Sodexo UK and Ireland saw strong growth in its corporate healthcare and education sectors.

Sodexo’s CEO Michel Landel

said: “2015 was a year of progress for Sodexo. This robust performance confirms the relevance of the strategic choices made to develop our integrated quality of life services offering, which combines all of the group’s activities.

“Fiscal 2016 is getting under way with some positive trends, but a volatile global economic environment means some adjustments will be required.

“As a result, for the current fiscal year we are targeting organic revenue growth of around 3 per cent, and an increase in operating profit of around 8 per cent, excluding currency effects and exceptional items.”

Management buy-out for Axis Axis Group executives have staged a management buyout of the business from the private equity firm Sovereign Capital.

Axis Group provides facilities services incorporating cleaning, security and front-of-house care (through specialist arm Acuity).

The group also provides training and consultancy through its Astute business.

Group CEO Jonathan Levine led the move, and will now wholly own and manage the business alongside chairman Roger Burdett, group finance director Simon Giles, and David Mundell, MD of Axis Security.

Amey lands IoW cleaning deal Amey has begun a 25-year contract with Isle of White Council for waste and treatment services worth £225 million.

Under the deal Amey will manage and deliver improvements to two household waste recycling centres and carry out waste and environmental services for the council including residual, recycling, green, bulky, and food waste collections.

Optimum’s extended Wellcome Optimum Group Services has seen its maintenance contract with the Wellcome Trust extended for another two years.

Optimum will carry on with planned and reactive maintenance services across the trust’s portfolio at Euston Road, London.

The £3 million contract will see Optimum’s 21-strong team deliver critical mechanical & electrical engineering, fabric maintenance and helpdesk services across a range of facilities, including public galleries, event and exhibition space, and tenanted office space.

FM WORLD | 3 DECEMBER 2015 | 15

26/11/2015 14:16

FM BUSINESS

IN FOCUS

national minimum wage and the incoming national living wage – Telling emphasises that although progress has been slow, Mitie is seeing more organisations express interest.

“A trickle of organisations are saying that the Living Wage is something they want to get involved with. For those, we can submit an alternative price in our bids. What we would like to see is having people providing what we see to be essential services in the UK being paid a deserving wage.”

The interviewee: John Telling, group corporate affairs director at Mitie The issue: The service provider’s ambitions for 2016

ED_ROBINSON/ONEREDEYE

Mitie plots a steady course Mitie, one of the UK’s larger service providers, reported an operating profit of £58.1 million in the six months to 30 September 2015, representing a 9.5 per cent decline from the same period the previous year.

Revenues in soft FM grew 2.1 per cent to £635.7 million, while hard FM revenue increased by 3.2 per cent to £310.5 million.

But the hard FM division saw a sharp fall in operating profit, down 24.5 per cent to £10.5m.

Group corporate affairs director John Telling explains that hard FM profit would be “more skewed to the second half of the year”.

Revenues in the healthcare sector fell 19.1 per cent compared with the same period last year, when Mitie also saw an operating loss of £2.1 million. Mitie puts the loss down to the fact that it is exiting a number of unsustainable contracts.

“We have exited areas where pricing pressures are unsustainable; we will not jeopardise the quality of care by providing services at unsustainable rates,” it states.

Mitie provides homecare services in local authorities via its subsidiary business MiHomecare. The division was rebranded from Enara, which it

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bought for £110 million in 2012.

Despite worrying six-month figures, John Telling, group corporate affairs director, remains buoyant. He told FM World: “It’s been good, steady performance – we’re very pleased with the performance of our facilities management business in particular.”

“There’s always a bit of uncertainty around the electoral cycle, but that’s passed now.”

Living wage pledge Indeed, Mitie has retained several big-ticket contracts in its client portfolio, particularly for its integrated FM services provision – a 100 per cent retention rate, the company reports. Sky, RWE power, Lloyds Banking Group, Fujitsu and Transport for London have all extended their relationships with the company, and it has won new deals with Deloitte, Rolls-Royce, dmg media, Santander, Thales and E.ON. Mitie was keen to stress in

its financial statement that it is positive about the introduction of the National Living Wage. It says the new pay rate, a legal requirement for all employees over 25 years old from 1 April 2016, will “ensure that many of our people are better rewarded and feel more motivated to do the jobs they do. The legislation will have no material impact on our future earnings.”

Telling says that it doesn’t affect all areas of the business, as Mitie pays above the rates on certain contracts already. “We have contractual protection, as it’s out of our control.

“Most clients understand.

What we don’t want to get involved in is cutting jobs just because rates are going up. That should never be a consequence of these new rates.”

When asked whether more organisations were keen to enforce the Living Wage – a separate rate set independently from government, and currently considerably higher than the

“What we would like to see is people providing what we see to be essential services in the UK being paid a deserving wage”

Consolidation Telling is expecting more consolidated contracts. Source8, a consultancy business which was acquired by Mitie late last year, now works internationally in 17 countries. He envisions a broadening in the range of services provided to clients.

“In addition to a consultancy offering, more clients are now requesting additional services such as compliance work, energy consultancy and vetting, to be included in the package.

“But they want the services to be integrated, which I think is demonstrably more efficient.

They want the technology built into the contract, with quick, real-time reporting.”

Mitie maintains that it is well-positioned for the long term. Its order book stands at £8.5 billion, with 97 per cent of budgeted revenue for the year secured. It also notes the potential for new contracts, particularly in the public sector.

Ruby McGregor-Smith, Mitie’s chief executive, said that the opportunities for outsourcing, “which ultimately is always a response from clients to save money, will continue in the next five years”.

JAMIE HARRIS jamie.harris@fm-world.co.uk

www.fm-world.co.uk

26/11/2015 17:35

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20/11/2015 14:45

FM OPINION

THE DIARISTS

BACK TO CLASS FOR THE FULL STUDENT EXPERIENCE

‘

SIMON FRANCIS

is head of estates services at London South Bank University

The annual new intake of students breathes a breath of fresh air into the organisation, reminding us all why we have chosen to work in the sector.

But this year has been a little different for me.

Not only have I had the usual challenges that each new term brings in terms of managing the university estates, but I have also enrolled on one of our courses at London South Bank University.

I’m lucky to work for an organisation that invests in its staff’s learning and development and sees the importance in continuing adult education. As such, I am being supported to undertake a part-time master’s in real estate. While I could write a column on how much I am getting out of the course, what I have found particularly interesting as a career FM in the sector is the first-hand experience of being a student. I am a customer of my own services.

I now have experience of how the huge variation in quality between many of our classrooms and lecture theatres truly affects students. I have always thought I understood this as self-evident, but sitting in an unventilated, overcrowded room, into my 7th hour of lectures that day, I have experienced how concentration wanes when oxygen levels are depleted, or how noise from outside can badly affect concentration. This will be uppermost in my mind as we start the process of planning next year’s summer programme of improvement works.

Perhaps it’s my more advanced

“I NOW HAVE EXPERIENCE OF HOW THE HUGE VARIATION IN QUALITY BETWEEN MANY OF OUR CLASSROOMS AND LECTURE THEATRES AFFECTS STUDENTS”

age this time around, or the sharp individual impact of the huge increase in student fees, but I have been surprised at my fellow students’ enthusiasm, dedication and demanding approach. From grumbling when the lecture does not start sharply on the appointed hour, to requesting the details of our assignments months before they are due, the more active participation in the learning experience has been a surprise.

This is a huge difference to my experiences as an undergraduate.

I now have a new appreciation of the change in culture that has taken place in recent years. It will be factored into customer service sessions I have planned for the team. This has all reaffirmed my belief in the importance of FM in the educational environment.

We have a vital role to play in providing an environment in which our academics are free to teach and our students free to learn without obstruction.

BEST OF THE WEB Views and comments from across the web What is the difference between an FM and a property manager?

(BIFM Group) Faisal Wahid: One would be where PM take care of the legal aspects of tenant relations, marketing, rent collection, legal disputes/ dispute resolution, coordinating with FM teams, FM are specialised in that they deal with both hard & soft services.

Dennis Smith: A PM is responsible for administrative duties, building relationships 18 | 3 DECEMBER 2015 | FM WORLD

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with tenants, and ensuring facilities are fit for occupancy. An FM is responsible for ensuring that all building systems are functioning at peak levels. I know. I am both a PM and FM at a not-forprofit.

Michel Theriault: It is impossible to say with certainty what the roles/ job descriptions are for these titles, because they will be different between companies and countries.

Scott Fortune: In my experience the property manager is/acts like the

landlord and the FM makes sure the building is safe, secure, warm and legally compliant.

FMs and maintenance managers, what would you measure to create leading KPIs? (BIFM group) Lyndon James: Easy – unscheduled down-time.

Chris Wojciechowski: Backlog is a big one, but how you measure it and what is contained in it, is another big question. As a former scheduler, I believe every job that is ready to

go and not on this week’s schedule is backlog.

Chris Roche: Nonproductive time, excessive travel, numerous visits to suppliers, actual time/cost against sor code time/ costs.

Michel Theriault: If you are developing KPIs, there should be only a few.

These must be based on your organisation’s goals and objectives.

Cleve Doyen: What about acoustical prediction?

They use acoustic testing to monitor the increased grinding of components to

predict when a breakdown will occur so it can be incorporated into a budget for resolution before a breakdown occurs.

David Yacoub: A welldefined business process needs to be executed well to deliver the desired result… the engine needs to be running on all 8 (or 12!) cylinders to make the horsepower needed to win the race.

Peter Cholakis: Improvement requires collaboration, transparency, metrics, and tools. www.fm-world.co.uk

26/11/2015 12:10

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

BEST OF THE

FMWORLD BLOGS Mobilising the construction sector for climate action Martin Brown, Fairsnape Isite We now know that buildings are a key factor in our climate change problem, and a vital part of its solutions. 2015 is seen as the turning point in the fight against climate change. Paris hosts the 21st UN “Conference of the Parties”, this month (COP21), to reach a binding agreement to limit global warming to between 1.5°C to 2°C. For the first time in the history of climate talks, A ‘Buildings Day’ is due to be held on December 3 at the conference to: • Help to put the buildings and construction sector on the below 2°C path; • Align existing initiatives, commitments and programmes to achieve greater scale and increase the pace of efficiency actions; and • Catalyse stronger collaboration and target sectoral and cross-sectoral climate action and solutions for all.

Now is the time for every built environment organisation, funder, client, designer, constructor, and maintainer to recommit to sustainability goals that will not only seek to limit global warming through reducing carbon and other greenhouse gases (GHG), but also seek to be net positive. More than 30 per cent of GHG emissions are buildingsrelated. Not addressing climate change will increase our vulnerability to risk.

• The built environment sector offers one of the most economically beneficial paths to cutting energy demand and emissions and supporting resilience to climate change.

• Many low-energy, renewable and deep renovation solutions are available.

• The economic, health, and social benefits of sustainable buildings are large, providing 50 per cent of global wealth, the sector also offers a path to alleviate poverty.

• Failure to act now would lock in growth in GHG emissions for decades.

Read this full article at www.tinyurl.com/otozu4o

Productivity and the National Living Wage Flip Chart Fairy Tales The CIPD and the Resolution Foundation are studying the likely impact of the National Living Wage (NLW). Half of the country’s employers expect to be affected by it. A third say they would meet the increased cost by improving productivity and 22 per cent said they would take lower profits. Only 15 per cent said they would lay off workers.

A productivity growth of 6.6 per cent a year is estimated to be the level of productivity gain needed to cover the NLW. But pulling off a 6.6 per cent productivity improvement year-on-year for half a decade would probably require sorcery. Average productivity growth in the UK between 1991 and the crash was 2.2 per cent a year.

Furthermore, many of the employers likely to be most affected by the NLW are small companies. Many small firms took a severe hit during the recession and have, if anything, seen more of a productivity fall than larger businesses. As the Commission for Employment & Skills reported earlier this year, there is a long tail of poorly managed businesses among Britain’s SMEs. It is doubtful that they could make the productivity improvements needed to cover the cost of the NLW. Taking lower profits won’t be an option for many either. Many SME bosses pay themselves little more than they pay their workers. And at around the same time as the NLW comes in, SME owners will have to deal with a tax on dividends and enrol staff in a pension scheme. The pressure faced by the care sector deserves a post of its own. It’s difficult to see how the productivity increase needed could be achieved by the sort of firms that need it most. Talking about productivity improvement is easy. Actually doing it is teeth-grindlingly hard.

Read this full article at www.tinyurl.com/o5of2ul

www.fm-world.co.uk

19_Opinion.indd 19

FIVE MINUTES WITH NAME: Julian Treasure JOB TITLE: Chairman, Sound Agency

Hearing is a sphere around us, while vision is a cone. You have eyelids – you may have noticed that you don’t have earlids. If you’ve got great hearing, you’ve got 20 octaves; [with] vision you only have one octave.

Sound affects you through physiological, psychological, cognitive and behavioural factors. We interpret sudden noises as a threat; sounds really do change our emotions.

School classrooms are not equipped acoustically. Teachers are working in 65 decibel environments - that level of volume is linked with an increased risk of heart attack.

The number one complaint in hotels is noise and poor quality of room walls and doors.

The number one complaint in hospitals is noise – how do you get well in a hospital when you are surrounded by noises? The number one complaint in office spaces is, unsurprisingly, noise.

Cost saving is not the same as productivity.

Cost saving, or saving space, results in misery. There is not a single paper that says it is a good idea, and yet we continue to work this way.

I have seen massive, open-plan office floors with two small desks in the corner, with a sign that says ‘quiet office space’. Sounds build up and have an effect on people. Research indicates that we can only process 1.6 to 1.8 conversations at once.

Let’s not just design appearance, but experience too. There is nothing wrong with beautiful design, but you can suffer from super additivity. One plus one can equal anything. You can waste a lot of money on good aesthetic design if you get the acoustics of a workplace wrong - take bare ceilings which don’t absorb noise, for example.

FM WORLD | 3 DECEMBER 2015 | 19

26/11/2015 12:10

FM FEATURE

BIM AT THE UNIVERSITY OF THE WEST OF ENGLAND

RICHARD BYATT

CONNECT AND COMMUNICATE Could BIM transform the way we design, construct, and manage buildings? Richard Byatt reports from Bristol on a project for the University of the West of England

20 | 3 DECEMBER 2015 | FM WORLD

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A

t design, construction and even FM conferences over the past few years, the answer to almost any question has been BIM – Building Information Modelling.

The movement has spawned academies, forums, workshops, events and social media groups.

What has been in shorter supply is practical examples of how BIM will connect design, construction and operations to produce better buildings that are cheaper to build and easier to manage.

Stride Treglown, architect for the new Faculty of Business & Law (FBL) building on the University of the West of England (UWE) Frenchay campus, describes BIM as: “A collaborative process of virtual design, construction and management.

It means understanding and controlling the data flow through these phases, ensuring leanness in its handling and therefore driving efficiency.”

The government set up the BIM Task Group to help deliver www.fm-world.co.uk

26/11/2015 12:11

BIM AT THE UNIVERSITY OF THE WEST OF ENGLAND

To ensure that projects are properly validated and controlled as they develop, data is extracted from the evolving building information model and submitted to the client at key milestones to verify that the project is compliant, efficient and buildable.

A different culture

the objectives of the Government Construction Strategy published in 2011. The aim is that all central government departments have adopted collaborative Level 2 BIM by 2016.

NBS, part of RIBA, compares BIM to Quality Assurance. “BIM Level 2 is aimed at ensuring that information is produced and shared in a consistent and standardised manner.” Level 2 is often described as “shared BIM”, the more ambitious Level 3 as “integrated BIM”. www.fm-world.co.uk

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The £50 million, 17,000 square metre building for FBL will be the biggest academic building the faculty has built. Set to open in January 2017, it’s part of UWE’s £250 million investment across the campus. Frenchay was built in the 1970s and is showing its age. FBL’s current building is a rabbit warren of corridors, with totally enclosed academic offices.

“We needed to up our game in terms of the facilities we offer students and staff,” says Marianne Reed, head of faculty strategic developments.

The new building comprises two wings of accommodation enclosing a central atrium. On the ground floor the space opens up to a plaza that will shift the centre of gravity of the campus.

Facilities include two showcase law courts, a city trading room, a 300-seat lecture theatre, and two smaller Harvard-style theatres.

The facility is designed to promote change in ways of working, particularly through sharing of offices and the provision of more flexible social space. BIM was an integral part of the brief. UWE wanted a tool for estates and FM to plug into its existing FM software. Protocols established on the FBL project will guide all future projects at the university. As a leader in BIM education, UWE also wanted to use the FBL building as a demonstration project.

Stride Treglown has worked with BIM for 10 years and the practice is a prime mover in the South-West BIM Hub. The main contractor for the project is also

The 3D abilities of the model enable team members to do a virtual walkand-talk through the facility

“WE WANT BIM TO BECOME BUSINESS AS USUAL. ESSENTIALLY, IT’S A MORE EFFICIENT WAY OF DOING WHAT WE DO. IT ENABLES OUR CLIENTS TO HAVE COMPLETE, CONSISTENT INFORMATION AT HANDOVER TO ENABLE THEM TO MAINTAIN THEIR BUILDINGS MORE EFFECTIVELY” FM WORLD | 3 DECEMBER 2015 | 21

26/11/2015 12:11

FM FEATURE

BIM AT THE UNIVERSITY OF THE WEST OF ENGLAND

BIM-enabled. ISG is a member of the UK Contractors Group BIM Working Group; the BIM4FitOut task group and the CIAT BIM taskforce.

The project team has adopted a Soft Landings approach, working closely with UWE to maximise efficiencies and enhance performance during the design, construction, commissioning and occupation phases so that predicted performance and expectations are fully met.

On BIM for design, Andrew Kingdon, associate architect at Stride Treglown, says: “From day one you don’t have architect and structural engineer working in silos – the conceptual model can be used by the engineer, you’re sharing information from the outset. Every week the architectural, the structural, civil, M&E and public health models are all uploaded, with changes highlighted, and then downloaded by consultants and federated.”

Andrew Stanford is ISG’s regional BIM manager. “We want BIM to become business as usual. Essentially it’s a more efficient way of doing what we do. It enables our clients to have complete, consistent information at handover to enable them to maintain their buildings more effectively.”

Generally the way designers and contractors use BIM, he says, is to work in 2D, but as the model incorporates 3D geometry they have the ability to instantly view a space or object in 3D. With the amount of kit in buildings today and issues of access and logistics this can save time and work.

Visualising the space The faculty has undertaken stakeholder engagement since the feasibility stage of the new building project. “We’ve got lots of different groups that meet as part of the stakeholder engagement,” says Marianne 22 | 3 DECEMBER 2015 | FM WORLD

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Reed, “including an FBL newbuild teaching spaces group, with representation from across the faculty and university, including central departments such as IT services, procurement, space planning and timetabling.”

The 3D model really came into play when looking at things like the location of data points and small power.

“When you look at the detail people really start to engage.

Where in a teaching space do we need power, how do we want to teach in these spaces, what’s our pedagogy, do we want technology enhanced teaching spaces? We’re looking at how we want to teach and how we future-proof these spaces. We’re trying to disseminate knowledge and learning across the university.

We’re also talking to student reps across different programmes – some in year one will be moving into the building later in their courses. Power is their big issue!”

The architect created virtual spaces in Autodesk’s BIM software, Revit, early on. More academic staff will be sharing offices so they rendered one, two and four-person offices, put furniture in them and added virtual cameras. “You can go into a room and see how it works, see all the elements including ductwork and ceiling tiles for example. In a teaching space you can tell whether views are obstructed,” says Kingdon.

Images taken from the “federated model” can even be used on smartphones with a Google Cardboard 3D viewer.

“It’s a great way to get feedback,” says Kingdon. “A key user walked down a virtual corridor and declared that it felt too enclosed so the design was revised to incorporate more glazing.”

A direct export from Revit to the navigable 3D environment tool Revizto has allowed Reed to make full use of BIM’s

RICHARD BYATT

Power is the main issue for students who will be moving into the facility Marianne Reed, head of faculty strategic developments uses Revizto (above) Trina RatcliffePacheco, building design manager, right

www.fm-world.co.uk

26/11/2015 12:12

BIM AT THE UNIVERSITY OF THE WEST OF ENGLAND

visualisation capabilities. “I have a model on my iPad which has been really great in terms of engagement with staff. When I’m meeting with smaller groups I can show them furnished space and walk through it with them.

There’s no need to create a special presentation. I can walk wherever I want to in the virtual building.”

Managing with BIM The look and feel of a building is very important for design and stakeholder communications, but for FM it’s information about how a building has been put together that delivers on the promise of BIM. “Traditional O&M information doesn’t give clients all the information they need to run a building,” says ISG’s Andrew Stanford. “In some cases the FM team has to come in and survey to understand what’s in there.”

Construction Operations Building Information Exchange www.fm-world.co.uk

20-23_UniWest.indd 23

“WE’RE LOOKING AT HOW WE WANT TO TEACH AND HOW WE FUTURE-PROOF THESE SPACES” (or COBie) is a non-graphical information exchange specification developed by a number of US public agencies to improve the handover process to building owner-operators.

“What BIM and COBie allows us to do is to capture information as our supply chain are on site, installing that air handling unit, and we can package that, including warranty information and service level agreements, in a way that the estates team can import it straight into their facilities management system,” says Stanford.

Trina Ratcliffe-Pacheco is building design manager at UWE.

She joined the estates team (part of facilities) in 2012 to implement BIM and upgrade the FM tool.

The department was being restructured and the university maintenance contract, currently with Mitie, is being retendered.

UWE’s estates team was using an old, heavily customised version of Archibus that some people had abandoned, reverting to spreadsheets.

“We needed a unique, central database,” says RatcliffePacheco, “so upgraded to an outof-the-box Archibus solution. It’s compatible with BIM and can be linked to other systems such as accommodation and timetabling.”

The starting point for BIM implementation was to decide what would be classed as “maintainable assets” and how the university wanted data provided by BIM. This has driven the specification for the FM and maintenance aspects of BIM. Kingdon says that traditionally architects would hand over a set of final construction drawings plus a set of O&M manuals.

These would be kept in a physical or virtual folder and were not readily accessible. With BIM, information about an asset is held in a database but embedded in the model. Unlike conventional 3D design, BIM’s approach means that a door would come with acoustic and fire ratings data.

“The interface certainly makes it easier for lay people to understand space,” says RatcliffePacheco. “Our maintenance manager can explain a problem to

a contractor using a 3D interface.

Even on a simple level, a job such as changing a lamp is made easier as the contractor can see immediately if there are access issues, check the type of lamp and the connections.”

Augmented reality technology will allow an FM team to walk through buildings with a tablet and identify and retrieve data on assets simply by pointing the tablet camera at them.

Ratcliffe-Pacheco wants to collect life cycle data and part of the SLA is building up knowledge so that estates can group and schedule tasks more efficiently, especially refurbishments. The system will also be used to gather information on what features of new buildings do and don’t work.

To be an accurate reflection of the building in use the model must be kept current. Contractors can feed data back into the model if the specification of, say, an item of plant changes. But RatcliffePacheco is cautious about the capabilities of suppliers. “It would be ideal if contractors could simply take information from the model and import it into their CAFM systems. It remains to be seen if this will happen.”

Although she sees a commercial advantage for FM companies to say they are BIM-enabled, she believes it’s unrealistic to expect maintenance contractors to have this capability. It’s not a requirement in the current tender although contractors are required to update the Archibus database.

For FMs it’s probably best not to get too hung up on modelling; BIM is essentially about data management. As the demand for flexible buildings increases so will the need for intelligent systems to manage the way they are used, maintained and adapted. We may see the boundaries between BIM and CAFM begin to dissolve in the quest for a truly responsive model. FM FM WORLD | 3 DECEMBER 2015 | 23

26/11/2015 12:12

FM FEATURE

BIFM AWARDS 2015: LEARNING & CAREER DEVELOPMENT

SARA BEAN

Operatives must be able to cope with working in stressed environments – often for impatient clients

T

he terms ‘people-focused’ and ‘hard FM maintenance’ don’t often sit well together. But catering and refrigeration maintenance contractor McFarlane Telfer – winner of the BIFM Learning and Career Development Award could teach the whole sector a lesson in the benefits of taking a trailblazing approach to learning and development with what the BIFM judges described as a company-wide “passion for learning and development”.

McFarlane Telfer (McFT) was established initially as a metal fabrication workshop in January 1992, developing over the years to add catering and refrigeration maintenance which, following the downturn in 2010 was made the sole focus of the business.

The market in which it 24 | 3 DECEMBER 2015 | FM WORLD

24-27_McFt case study.indd 24

concentrates is a tough one.

Catering environments are invariably stressed and none more so than when a piece of essential equipment such as the fridge or cooker is broken. For McFT’s technicians this means engaging every day within a customer environment, not the head office, so the standard of their performance represents that of the whole company.

Unlike most of its competitors the firm specifically targets the FM industry, servicing corporate customers, private healthcare, education and the public sector, and since expanding into Dubai it now employs 68 people in the UK and five people in Dubai.

Quality of delivery The other unusual approach is that in an industry where neither

Commercial catering and refrigeration maintenance specialist McFarlane Telfer not only makes sure its staff are technically adept, its training also addresses the vital soft skills prized by clients – a strategy that helped its team win a top award, says Sara Bean

MORE THAN COLD LOGIC www.fm-world.co.uk

26/11/2015 12:12

BIFM AWARDS 2015: LEARNING & CAREER DEVELOPMENT

SPONSORED BY: HAYS WINNER: MCFARLANE TELFER

TOBY NEILL

Toby Neill, business development executive for Investors in People South of England, who recently attended a McFT team meeting, explains the rationale behind the sixth generation standard for people management.

“A lot of research went into developing the new framework, looking at high-performing organisations around the world and what has made them so successful. From this we formed nine characteristics of a high-performing organisation, which we now use as a benchmark. With the framework we look at how well these nine characteristics are embedded in an organisation.

“This means that while a lot of companies may have their values on their wall, when you go into high-performing organisations like McFT you can clearly see that everyone is living and breathing by the values of that organisation, as everyone has bought into the firm’s values right from the start.”

“From what I’ve seen McFT has got a clear programme of learning and development through the organisation, getting everybody involved, which is particularly important as all the engineers are customer-facing and need to represent the company in the best possible light. It was clear why McFT are one of our champion clients”

formal training, qualifications, not even an accepted standard as to what might constitute an appropriately qualified catering engineer, McFT not only chooses to make sure that its technicians are trained in all the trades they cover – gas, electric, water and refrigerant – it concentrates as much on addressing soft skills as commercial and technical ones.

This, explains managing director Chris Craggs, is because the quality of delivery of service relies solely on the excellence of the staff.

“There is no technology in our industry, no software or fancy gimmicks – it’s all about a guy turning up in a stressed environment, (after all chefs are not known for their patience) doing his job and conveying that he’s happy to be there, www.fm-world.co.uk

24-27_McFt case study.indd 25

proud about what he does and performing a job diligently.

“Everything we do is dependent on people, so if we choose to do this well that is 100 per cent of our competitive advantage.”

By committing very significant resources – both time and money – to developing a comprehensive learning and career development programme, he believes the firm can genuinely aspire to be the employer of choice and make a difference to people’s lives.

Yet, says Craggs, although FM clients tend to have high expectations – not just of technical performance but also of levels of customer service, speed of response, documentation and accreditation – the FM sector still treats its maintenance suppliers as commodities.

“We understand that looking after our staff will deliver commercial benefits, but it doesn’t seem to have filtered through to the supply chain. FM is in many ways a remarkably primitive industry – but it’s not unique, I started out in the hospitality sector, where the cult of chefs in kitchens who shout and bully employees is celebrated.”

Emotional intelligence Not so at McFT. In fact, one of the main inspirations for the focus on soft as well as hard skills was when Craggs participated in an emotional intelligence course. He took the experience back to the workplace where, in conjunction with a development expert, a programme of emotional intelligence courses

“Our top engineers aren’t just notable for their technical ability, but also the way in which they can resolve customer complaints and establish a relationship with clients” FM WORLD | 3 DECEMBER 2015 | 25

26/11/2015 12:12

FM FEATURE

BIFM AWARDS 2015: LEARNING & CAREER DEVELOPMENT

was introduced, exploring issues such as what people wanted to do with their lives and their motivating and demotivating factors. This process was first viewed with suspicion, but eventually led to ‘life-changing’ discoveries.

Craggs says: “This is a solidly blue-collar environment and largely male, as is most of hard FM, and that combination is not known for its ability to communicate and empathise. So having had a favourable response to that, we thought ‘what’s the next step?’ ” As a small business with little experience in learning and career development (L&D), McFT went through Investors in People, which provide a standard framework [see box] for people development, highlighting areas such as rewards and recognition.

The decision to invest so heavily in L&D was, says Craggs, not driven by some woolly altruistic dream. Rather it was, he says: “A very hard-edged decision, as we needed to ask ‘how does my business survive in what is a limited talent pool’.

I want the best people, and in order to attract and retain the right people we have to offer a 26 | 3 DECEMBER 2015 | FM WORLD

24-27_McFt case study.indd 26

SARA BEAN

manager, each new recruit is given a detailed induction, going into the company training programme which constantly looks at ways to enhance their technical, commercial, interpersonal and leadership skills.

Time and motivation

quality proposition, which is why this has essentially been a very commercially driven process.”

Underlying this strategy was the creation in 2013 of a dedicated three-person, professional HR and development team that, says Craggs, “is not flavour of the month – but is the bedrock of everything we do”.

According to Kate Smith, McFT’s people development

“The difference in our self-perception as an organisation and as individuals is impossible to overstate”

Right from the outset the expectation is drummed into people that while McFT will provide a supportive environment, they are expected to put the hours and motivation in – with team leaders working with trainees or new staff to ensure that is a priority.

This results in an average of 13 days of training and development for each employee across the company – and it’s not confined to technicians (from novice to team leader), but other roles such as accountancy, administration/ back office and so on.

Training is delivered through a mix of external and internal providers. External courses provided both on and off site include formally accredited specialists in compliance, for example, those delivering qualifications from City & Guilds.

The first batch of engineering technicians will train through www.fm-world.co.uk

26/11/2015 12:13

BIFM AWARDS 2015: LEARNING & CAREER DEVELOPMENT

As 60 per cent of the workforce is usually out on the road there are regular meetings of the whole company – sometimes with guest motivational speakers

the Institute of Mechanical Engineers.

Internal training ranges from guided visits to trade shows, to a wide range of CPD opportunities, including ILM, ThinkFM, Institute of Mechanical Engineers, London Chamber of Commerce, Arab English Chamber of Commerce, and the Middle Eastern Association. There are also regular communications meetings and an extensive junior leadership programme.

One of the issues for the maintenance sector is the challenge of turning a good engineer into a good manager, as the two don’t always follow.

Kate Smith explains: “Our top engineers aren’t just notable for their technical ability, but also the way in which they can resolve customer complaints and establish a relationship with clients. You can be fantastic at fixing things, but if you can’t engage with customers that is a problem. So our secret is in understanding that technical competence does not instantly translate into good management.”

Junior leaders are trained in a variety of skills – from understanding financial reports through computer skills to www.fm-world.co.uk

24-27_McFt case study.indd 27

Training ranges from visits to trade shows to other CPD opportunities

supervisory and leadership skills that are delivered both internally – where directly relevant to the business – and externally.

Smith adds: “External training puts some people out of their comfort zone; but ultimately they benefit as it gives them the chance to go out and talk to other people in a different industry but similar job role.”

Recruiting for attitude Senior engineers are also encouraged to take on leadership roles or act as mentors for the

novices. Although training and skills go a long way to prepare many of the engineers for management, it’s also important to find the most suitable recruits in the first place.

Craggs says: “From interview stage, we tell all our candidates that technical skills alone will not get you a job at McFT – or keep you there.

“We need a mix of technical, commercial (stuff has to happen on time, safely, and profitably) with people skills – not only with customers (regular sessions on walking in the customer’s shoes) but with colleagues – if the classic scenario develops where technicians start blaming the back office, we will be lost, so everyone needs to recognise and value the effort and difference which our colleagues make.

“So it’s become a boring cliché, but we recruit for attitude. If something is broken down we’re going into a stressful environment and our engineers must handle that.

So, yes, we need people for the technical bit and it would be great if they came in fully formed, but the reality is we probably need to provide quite a lot of that technical training as long as our recruits can demonstrate, curiosity, desire and engagement,” he adds.

To help address the fact that 60 per cent of the workforce is usually out on the road, the firm also holds regular communications meetings, at which the whole company gathers together for three hours to hear updates from department heads and explore different themes with the occasional help of guest speakers, such as retired athlete Steve Backley OBE. The impact of these initiatives on the company have been immense, with negligible staff churn rates, a waiting list for recruits and an average 25 per

cent compound organic growth since 2010. Instant feedback customer service rates are consistently at a 98 per cent rating and McFT became the first SME to achieve the Customer Service Excellence standard in 2013, followed by becoming the first Investors in People (SME) award-winner in 2014.

Intern programme The company has now expanded into Dubai and has plans to expand into Europe, aided by an ambitious intern programme that includes taking a placement student from NHTV in the Netherlands, two more Dutch FM interns due after Christmas, a recent recruit from the FM programme at Conestoga College outside Toronto, Canada, and continuing recruitment with candidates from Wentworth Institute in Boston, Massachusetts.

Says Chris Craggs: “The difference in our self-perception as an organisation and as individuals is impossible to overstate.

“From a quasi-parochial business, we now operate on the world stage. The team leaders who’ve spend time training and coaching our colleagues in The Gulf can’t quite believe the direction their career has taken them – and the difference they are able to make to others.

“If you’ve been teaching in Dubai about gas pressures or about refrigerant recovery – both alien concepts – you know you are making a difference to the development of technical standards, safety and the environment – as well as spreading the message about respecting and developing people and opportunities.

“I just don’t get why more people in the FM industry don’t get the benefits of learning and career development,” he says. FM FM WORLD | 3 DECEMBER 2015 | 27

26/11/2015 12:13

THE DNA OF A SUCCESSFUL FM

MARTIN READ

ILLUSTRATION: SIMON HEATH

FM EVENT

FM’S INNER CHIMP S CHALLENGE A provocative BIFM People Management SIG meeting in November celebrated the new FM of the Year as well as many of his predecessors. Also, in seeking to determine the ’DNA’ of a successful FM, mind coach Glenn Mead explained that, inside of our heads, we all have an ‘inner chimp’ to deal with. Bananas? Not a bit of it, as Martin Read reports 28 | 3 DECEMBER 2015 | FM WORLD

28-30 chimp.indd 028

cientists, it seems, have established that a human being comprises 96 per cent chimpanzee. Think about that: Less than a 20th of each one of us can be distinguished from an ape. So perhaps it’s not surprising to find that we’re naturally programmed to act like a chimpanzee on occasion. Or, indeed, on many occasions – and not in a good way.

Glenn Mead, director of corporate programmes for Chimp Management, explained the workings of our inner chimp at a recent BIFM People Management SIG event. Chimp Management uses neuroscience to improve individual and organisational performance. Its founder, Steve

Peters, is best known for his work with Liverpool Football Club and the Olympic cycling team at the 2012 London Olympics. He’s also written a book on the topic, The Chimp Paradox: The Mind Management Programme to Help You Achieve Success, Confidence And Happiness.

“We make this mistake of thinking that we are in control of what is happening inside of our heads, when we aren’t,” began Glenn Mead, “and this ends up affecting our quality of life when we don’t meet up to our own high expectations.”

So what is it that we can’t control? In certain stress situations, a primitive element of our brain takes control. The www.fm-world.co.uk

26/11/2015 14:08

IMAGES: GRAHAM ‘CHALKIE’ WHITE

THE DNA OF A SUCCESSFUL FM

brain’s frontal lobe is our brain’s ‘chief executive’ component – our ‘human mind’ – but it comprises just 40 per cent of our total brain space. Although this is the part that best defines us as individuals (it continues to develop until our early thirties, responding to experience), the parietal and limbic lobes also have their say.

It’s the limbic lobe that keeps us alive, by triggering instinctive fight, flight or freeze responses to stress situations – and it’s when these responses are controlling our actions that our ‘inner chimp’ has taken over.

Our inner chimp is guided by emotional thinking. It sees things as black or white, causes us to be over-optimistic or www.fm-world.co.uk

28-30 chimp.indd 029

2007 FM of the Year Andy Kelly was among those at the BIFM People Management SIG event, their frontal lobes in full control…

irrational, and makes us jump to conclusions. Essentially, it’s not likely to show us at our best when it’s responding to stress.

And worse, our inner chimp has an annoyingly quick response to memories. It can wrest control of you if it’s triggered by a particularly distressing flashback.

(Glenn Mead’s example was of a young person in his or her twenties admonished aggressively for poor performance in a given job. Years later, a manager’s use of the simple words “can I have a word, please” can easily trigger an irrational stress response.)

What’s more, compared with our human mind it takes just 0.02 of a second for your inner chimp to process and respond to a situation.

To put that in context, a standard blink of the eyes takes 0.1 of a second – or 50 times slower.

Mead used the example of a driver out with his family in a car being suddenly ‘cut up’ by another vehicle. It’s typical then for the inner chimp to seize control, forcing our ‘human mind’ to figuratively take a back seat as our instinctive yet narrow-minded inner chimp response, driven by testosterone, has us rant at the perceived slight and put pedal to metal, chasing and screaming at the other driver.

In short, the difference between your human mind and inner chimp response is that your inner chimp, when temporarily empowered, pays no heed to the potential consequences of its actions. It immediately reaches a conclusion and only later searches for the facts necessary to back up its earlier, almost certainly hasty actions. The human mind’s response, of course, is to evaluate facts, weigh the evidence, and only then reach a conclusion.

It’s important to take the time to consider what things irrationally rile us as individuals, recognising triggers. It’s also important to use another part

Glenn Mead (centre) addresses delegates New FM of the Year Alan Russell eplains how he runs his team at Heathrow

MASTERING OUR INNER CHIMPS ● The ‘inner chimp’ is the part of our brain designed to keep us alive. It is driven by emotions and paranoia rather than facts, and kicks in much faster than the rational parts of our brain. ● Our brain’s frontal lobe is our ‘human’ component, using evidence to reach carefully considered conclusions. All well and good, but unfortunately it can never win a race with our inner chimp when responding to stress situations. ● Another component of our brains acts as a ‘computer’, using previous experiences to drive response. Our inner chimp and human mind both look to this part of the brain to process what’s happening to us. (This part of the brain is quickest to kick in with a response – 20 times faster than our human mind and four times faster than the chimp.) ● We all need to recognise these components - and we also need to recognise that our inner chimp will often respond more quickly, and more recklessly, than other elements.

FM WORLD | 3 DECEMBER 2015 | 29

26/11/2015 14:08

FM EVENT

THE DNA OF A SUCCESSFUL FM

MARTIN READ

FM: chimp aware?

of our brains, our ‘computer’ component, which keeps a library of responses based on past experience. If we can teach our computer brain to learn a response that can be invoked whenever a particularly stressful situation occurs, that will help.

(The ‘computer’ component of your brain responds even faster than your inner chimp, giving you precious nanoseconds to bring a learned response to the rescue.)

Your inner chimp is part of you, so you need to recognise the situations when it has taken control. What’s important is the way in which you respond once your human brain has regained control. Don’t leave a problem caused by chimp-induced behaviour unresolved; if you’ve had a blazing row, apologise straight away; if you’ve been aggressive, own up to it. Start again as a human and don’t leave things to fester. Understanding your behaviourial triggers, and their effects on others, will allow you to respond effectively.

Other people’s chimps Of course, recognising when the inner chimp has taken hold of other people is the other side of this coin, and a skill important for all FMs to master.

If they’re acting stressed – for example, a project has gone wrong or another team member has caused an issue with the end-user client – then calming them down to reassert their human brain is key to resolving the issue. You do this by asking ‘so what?’ questions. So what is the impact of this problem? What should we do now to resolve it?

It’s not about what’s happened, it’s about what now needs to happen. Using open questions to introduce a sense of perspective to the situation will help your colleague’s human mind reassert itself and allow you both to deal with the problem.

“THE USE OF OPEN QUESTIONS TO INTRODUCE A SENSE OF PERSPECTIVE TO THE SITUATION WILL HELP YOUR COLLEAGUE’S HUMAN MIND REASSERT ITSELF”

Glenn Mead’s excellent presentation was certainly instructional, and what’s written here can only be a flavour of the programme, which is well worth investigating. But as I listened to Mead’s various coping mechanisms for dealing with the inner chimps of ourselves and those of our family members and colleagues, it occurred to me that FMs in general are already better than many professionals at understanding and managing their own chimps. After all, FMs – more than most other department heads – are dealing with a wider span of hierarchical positions within their organisations, with end-user customers, with suppliers, with more unexpected problems than most other departments are likely to encounter.

It was instructional to listen to new FM of the Year, Alan Russell who, earlier in the same evening, had spoken of his own experience.

It’s important, he said, to keep your cool, to make individuals accountable for the task in hand, to always have an eye on the possibility of things going wrong, and to have plan to mitigate things if they do indeed go wrong.

Crucially, Russell also spoke about being aware of his impact on those around him, of “bringing your weather to work”. He’d discovered that his team had begun gauging his likely mood by the number of sugars he put in his tea, realising the importance of being positive and “taking a breath when the going gets tough”.

That all sounds typical indeed of a successful FM – people who are, arguably, well advanced in understanding how best to deploy the human and computer components of their brain to respond best to their own inner chimps. It is, quite literally, in their DNA. (Do other FMs agree? Turn to our Think Tank report on page 9 to find out.)

30 | 3 DECEMBER 2015 | FM WORLD

28-30 chimp.indd 030

26/11/2015 16:21

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FM MONITOR

MARKET INTELLIGENCE

INSIGHT ECONOMY

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

MEETING ROOMS

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.

PLANNED MEETINGS AND INFORMAL MEETINGS/ UNPLANNED MEETINGS ARE TWO OF THE MOST IMPORTANT

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

Consumer Price Index (CPI): The Consumer Prices Index (CPI) fell by 0.1 per cent in the year to October 2015, the same fall as in the year to September 2015. Upward price pressures for clothing and shoes and many recreational goods were offset by downward pressures for university fees, food, alcohol and tobacco, marking no change to the overall inflation rate.

Source: (www.ons.gov.uk)

EMPLOYMENT

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

Hourly rate from 1 Oct 2015

Aged 21 and above

£6.70 (up from £6.50)

Aged 18 to 20 inclusive

£5.30 (up from £5.13)

Aged under 18 (but above compulsory school age)

£3.87 (up from £3.79)

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

£3.30 (up from £2.73)

SHUT TERSTOCK

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

Hourly rate from Nov 2015

UK Living Wage

£8.25 per hour

London Living Wage

£9.40 per hour

www.fm-world.co.uk

33_Insight.indd 31

66.5%

78%

WORKPLACE FEATURES, SELECTED BY 78% AND 66.5% OF THE EMPLOYEES IN THE LEESMAN INDEX RESPECTIVELY.

UNSURPRISINGLY SMALL MEETING ROOMS (78.8%) AND LARGE MEETING ROOMS (71.4%) BOTH RANK IN THE TOP 10 PHYSICAL FEATURES IN TERMS OF IMPORTANCE. HOWEVER, AROUND HALF (50.2% AND 51.2% RESPECTIVELY) ARE SATISFIED WITH WHAT IS BEING PROVIDED.

INTERESTINGLY, WHERE ORGANISATIONS HAVE HIGH SATISFACTION WITH THE TEA/COFFEE FACILITIES AND RESTAURANTS WE TEND TO FIND A HIGH SATISFACTION WITH MEETING ROOMS. IS THAT BECAUSE AN ORGANISATION THAT INVESTS IN BETTER SOCIAL SPACES TENDS TO INVEST IN MEETING ROOMS EQUALLY? OR IS IT THAT THESE INFORMAL AREAS TAKE BURDENS OFF MEETING ROOMS – ALLOWING COLLEAGUES TO CONNECT IN DIFFERENT SPACES ALTOGETHER RESPECTIVELY) ARE SATISFIED WITH WHAT IS BEING PROVIDED? SOURCE: LEESMAN INDEX

PREFABRICATED PLANT ROOMS MARKET

BUSINESS DEMOGRAPHY 2014

The prefabricated plant rooms market has seen significant growth in recent years. But the sector is dependent on the performance of the wider manufacturing industry, M&E, and construction.

2013 and 2014 saw improved economic performance and continuing growth in key end-use construction markets.

Prefabrication within the plant room market is still a growing idea, offering potential for continued high levels of growth. Areas such as retail and leisure have embraced this type of technology and the number of end-user markets to which this technology applies is growing. Health and education represent the main end-use sectors, about 34 per cent of the market by value.

Projects in this sector are likely to be complex and high value. Leisure also accounts for a large share, followed by the retail and domestic markets.

Manufacturing and warehousing represent a further 5 per cent, with the rest made up of other sectors such as corporate offices, other public sector and agriculture. Leisure and agriculture markets are expected to produce opportunities for prefabricated plant rooms over the next few years – especially hotels. Source: AMA Research

Between 2013 and 2014 the number of UK ‘Business births’ increased by 1.2 per cent from 346,000 to 351,000 – a birth rate of 13.7 per cent compared with a rate of 14.1 per cent in 2013.

The 351,000 business births in 2014 were the highest recorded since comparable records began in 2000.

The number of ‘business deaths’ (businesses that have ceased to trade, identified through de-registration of the administrative units VAT and PAYE) increased by 3.5 per cent from 238,000 to 246,000 between 2013 and 2014, compared with the decrease of 5.9 per cent in 2013 (from 252,000 to 238,000).

The total business birth rate was 13.7 per cent and the death rate was 9.6 per cent. London was the region with the highest birth rate – 17.7 per cent – and the capital also saw the highest death rate at 10.6 per cent.

In broad industry terms, business administration and support services had the highest business birth rate at 20.7 per cent and accommodation and food services had the highest death rate at 13.1 per cent.

Source: Office for National Statistics FM WORLD | 3 DECEMBER 2015 | 33

26/11/2015 12:13

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20/11/2015 14:18

FM MONITOR DAVID WARD

HOW TO...

David Ward is managing director at Ward Security

PROTECT YOU R P R EM I S ES OVER THE HOL I DAY P ER I O D

hristmas should be a time of relaxation with family and friends, however, the joy of the season of goodwill can be spoilt if you are called out to attend a break-in or other incident at your site. Here, David Ward of Ward Security offers some advice on safeguards

C

Although Christmas is a time when many businesses and staff wind down and take a well-earned break we should never forget that the criminal element will see the festive period as a bumper opportunity.

Many business premises will be vacant or operating with a muchreduced staff and therefore will present an easy target for burglars and others. And as Christmas tends to affect all businesses, you cannot rely on neighbouring businesses to be vigilant on your behalf as they will similarly be vacant or operating with a skeleton staff.

The other complication at this time will be the unusual behaviour of the Great British Public. You will see people at Christmas behaving in ways they don’t throughout the rest of the year. People will be out and about at odd times during the day and night, and it is behind this general confusion that burglars and others can operate without attracting attention.

So what simple steps can you take to help to make sure your Christmas isn’t ruined by a call from the police to tell you of a break-in or another emergency?

1⁄

Alert staff to security

Make sure that staff don’t overlook security in all the pre-Christmas excitement. Staff www.fm-world.co.uk

35_How to_indd.indd 33

will often be focused on office parties, Secret Santa, tying up loose ends and tidying desks before the Christmas break – and wishing customers, partners and each other a Happy Christmas. As the final week before Christmas is typically very busy with such activity, it is easy to forget the basics. So make sure you remind them to be security aware and think about scheduling a mandatory time when all staff conduct a final security check of the site to make sure doors and windows are closed and locked.

2⁄

Create a ‘lived in’ look

Giving the appearance of occupation can be a useful deterrent. The use of timed lights, semi-open blinds and arranging for third parties, such as cleaners, to make regular visits to the property can help. There are other practical measures that site managers can take, such as removing articles of value, both internal and external,

which can draw attention to the building. It is also good practice to schedule somebody to collect any post, which can be a clear sign to potential intruders that the building is vacant. Remember, over the colder winter period a great many homeless people will be looking for shelter and some will consider a vacant office a more attractive option than sleeping rough on the street.

Even if intruders do not intend to steal items they could still cause damage. Taking steps to give an impression that the site is, at the very least, periodically visited can deter them.

3⁄

Prime the keyholders

If you have an intruder alarm make sure your keyholder details are up to date and your alarm-receiving centre or helpdesk has an updated list of approved contractors. The last thing anybody wants is to be called out on Christmas Day to attend an intruder alarm, particularly after drinking wine over Christmas lunch. A relatively inexpensive keyholding contract for the year will be far more costeffective than a driving ban.

4⁄

Check on utilities

Make sure that the keyholding company and contracting staff are fully aware of locations of key items like

“Make sure that staff don’t overlook security in all the pre-Christmas excitement. Staff will often be focused on office parties and Secret Santa”

stopcocks, gas and electricity supply and other essential services. This is vital if there is an incident such as a burst pipe or fire caused by intruders.

Giving contractors this often overlooked information could be invaluable if there is an incident and you are not available to attend the scene.

5⁄

Intruder alarms

If you do not have an intruder alarm or fire protection system, consider installing a Wireless Intruder Detection System (WIDS) for the Christmas period that can be rented on a weekly basis and can be easily installed and set to report back to a control room to make sure your premises are monitored. This WIDS system can tie in to your keyholding service to give a better level of security cover.

6⁄

Temporary cover

If you don’t currently employ a security company it may be a good investment to book temporary security staff to cover on a short-term contract basis. Make sure the company conducts a proper risk assessment of your site, no matter how small it is, and that you receive a breakdown of its operations procedure that shows who is on site and when, plus details of its planned activity. Finally, don’t leave your security until last minute as security companies and their staff are already booking in their additional Christmas work. The closer it gets to Christmas, the harder it will be to find a good-quality service provider. FM FM WORLD | 3 DECEMBER 2015 | 35

26/11/2015 12:13

FM MONITOR

ANDREAS SCHIERENBECK

COMMENT

Andreas Schierenbeck is CEO at Thyssenkrupp Elevator

ELEVATOR EF F I CI EN CY’S RO L E I N P RO DUCT IV I T Y

hyssenkrupp Elevator’s CEO Andreas Schierenbeck discusses how lift knowhow is set not just to revolutionise the industry, but also to support global urbanisation and improve the quality of life for everyone in cities

T

In the 21st century city life is booming, quite literally. Just over half the world’s population now live in urban areas, and this is predicted to rise to around 70 per cent by the end of the century.

Although this urban buzz is positive for economic growth, the rapid influx of people to cities is putting unprecedented pressure on our built landscape.

Floor space is becoming more limited, forcing city planners and building developers to build upwards and create buildings of ever-increasing heights.

The world’s tallest building is currently the Burj Khalifa in Dubai, a mighty 2,717 feet. And this is almost 63 per cent taller than Taiwan’s Taipei 101 tower, which at 1,670 feet was the world’s tallest building just 10 years ago. As our city structures reach ever-loftier heights the need for reliable and efficient building services to keep these buildings running and people moving effectively has never been more important.

Time is money The impact of inefficient buildings is felt most strongly in wasted time and – in economic terms – money. Time has become a more valuable commodity than ever been before. According to a recent report, for office workers, just 49 minutes of wasted time each day equates to a massive £26 billion 36 | 3 DECEMBER 2015 | FM WORLD

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loss to the UK economy over the year.

The internet has revolutionised the way we live our lives and – accompanied by ever-advancing developments in the field of technology – has established a global culture of convenience that has made immediacy not just a possibility, but an expectation in almost every aspect of our daily routines. In this digital era there is an urgent need for businesses to harness the power of the internet and data-based solutions to keep our buildings – and wider cities – operating in the most efficient and sustainable way possible.

Waiting for a lift One of the biggest threats to time efficiency is, interestingly, one of the most integral yet overlooked services in our buildings – the lift, or elevator.

There are more than 12 million lifts in operation globally and the impact when they don’t run as intended is significant.

A study undertaken by Columbia University students found that in 2010 alone, New York City office workers spent

a cumulative 16.6 years waiting for lifts to transport them around buildings. These redundant hours can not only trigger detrimental health and emotional effects, such as increased stress and anxiety levels, but also significantly affect the operational performance of the businesses they work for, and the cities in which they are located.

With more than a billion lift journeys being made across the world in a single day, finding a means of increasing the availability and efficiency of these lifts is an urgent priority – both to support engineers across the world who are called out to maintain and repair them, and to give city buildings – and the people and businesses inside them – the best potential for optimum productivity.

A particular area in which data can provide valuable insights in our buildings and cities is maintenance. By tapping into the power of big data and cloud computing, millions of details can be collected in real-time on lift components, life cycles and use patterns to better understand and predict incidences when the lift is likely to fail – and therefore stop this happening. This should make getting stuck in a lift a thing of the past and provide invaluable support for the service engineers who are charged with keeping our lifts running as intended.

As data is fed through the cloud, advanced algorithms

“There are more than 12 million lifts / elevators in operation globally and the impact when they don’t run as intended is significant”

can be charged to provide a comprehensive translation of the numbers into meaningful insights.

Pre-emptive repair notifications are then sent to a service engineer, who is able to fix any problems before they happen to minimise disruption.

Improving efficiency This method can transform what has long been a reactive process of providing assistance in response to an lift issue, in to a pre-emptive method in which engineers are empowered to identify potential issues in advance. Importantly, data-driven methodology is doing even more than improving building efficiency. It is also providing an opportunity for service engineers to change the relationship they have with building developers and front-of-house staff; making their interactions positive and positioning the service engineers as proactive problem solvers.

Although using data to support original thinking and predict future events is not a new phenomenon, in the lift industry it has the power to revolutionise the way in which our buildings – and cities – operate. And using data in this way is a completely logical and natural progression, given the amount we have access to at any one time. In fact, the number is so vast it is almost unquantifiable – according to IBM, in 2012, 2.5 exabytes, equivalent to 2.5 billion gigabytes, of data were generated every day.

In the lift / elevator industry, a system that is able to interpret building data into meaningful information to improve service is unique, and marks a milestone turning point in the future direction of building trends. FM www.fm-world.co.uk

26/11/2015 12:14

FM MONITOR GEOFF SHALDERS

HOW TO...

Geoff Shalders is managing director at Brodex Ltd

WATER M ANAGEM EN T I N M AN U FACTU R I N G A N D I N DUST RY

ndustry, as the main consumer of water in the UK, must understand the health and safety risks posed by working with such large volumes of water, says Geoff Shalders

I

Earlier this year the European Union published a report entitled Water Use In Industry. It found that manufacturing and energy production together account for over 70 per cent of total water use in most EU countries, most of it used for cooling purposes.

It is vital that manufacturing and industrial companies, as the predominant users of water in the UK, understand the health and safety risk associated with working with such large quantities of water. Risks must be controlled not only in the domestic water systems, but also in processing plant water.

These risks can include the build-up of Legionella, the bacteria responsible for causing legionnaires’ disease, as well as other harmful microbes, such as Cryptosporidium – found in water supplies in Lancashire earlier this year. Failure to comply with the standards set by the Health and Safety Executive can result in big fines and even criminal charges.

Here’s a look at what facility managers and premises working in the sector can do to make sure of a safe supply.

1⁄

Assessing the risk

All companies must make sure they comply with risk assessment and health and safety standards. You must understand how to identify and assess sources of risk, manage those risks, prevent or control them, www.fm-world.co.uk

37_How to_indd.indd 37

and maintain the correct records.

For manufacturing and industrial companies, common sources of Legionella bacteria will include water tanks and cooling towers and similar systems that tap into a public water supply.

Certain conditions are also more likely to see greater bacterial growth. For example, the risk is higher where water temperature in all or some parts of the system is between 20-45°C. It is also greater where water is stored or recirculated and where rust, sludge or scale are present, as this provides nutrients that speed bacterial growth. Risk of exposure to Legionella bacteria will then be greatest at the point where water droplets are produced and dispersed over a wide area, for example, from cooling tower aerosols.

Many premises in the manufacturing and industry sector also include machinery and systems that are specifically listed by the HSE as requiring regular inspection. These include ultrasonic humidifiers, spray humidifiers, water softeners, fire, dust and odour suppression systems and industrial effluent treatment plants.

It is recommend that a thorough Legionella risk assessment is undertaken to control such risks. This will include a documented assessment including pipework schematics and photographic evidence, and a report of any significant findings.

2⁄

Water tank servicing and maintenance

Water tank surveys and thorough testing of hot and cold water systems throughout the building should also be undertaken to ensure that the system is functioning in a way that minimises favourable conditions for microbial growth. The water storage tank is one of the most valuable assets at any facility, and regular servicing will keep it at its optimal level of operation.

Tanks should be inspected regularly by industry professionals to maintain structural and sanitary integrity.

Maintenance can include an annual full tank clean and chlorination. This process is one of the most common and effective forms of water treatment and involves either injecting sodium hypochlorite (chlorine) into the system through an injection point on the mains cold water system or by dosing the tank itself. Despite the concerns many FMs raise about disruption, it only takes about an hour for the chlorine to work, after which the tank can be

“Despite the concerns many FMs raise about disruption, it only takes about an hour for the chlorine to work, after which the tank can be flushed”

flushed and normal use resumed.

Systems such as humidifiers or sprinklers may also need to be shut down or disconnected to allow parts to be thoroughly disinfected, but again this process can be managed quickly and normal production resumed within hours.

3⁄

Water testing and sampling

A regular water testing service will determine your water quality throughout the system and demonstrate that it meets legal standards. The process involves two essential stages – taking an accurate water sample and producing a highquality analysis of this sample.

There are several key steps that must be undertaken to make sure sampling is carried out accurately and that results can be trusted. Water samples should be carefully collected in a sterile container and sent to an UKASaccredited laboratory for testing.

All samples should be taken for analysis within 24 hours, before which they should be kept in a cool box or a refrigerator.

Making sure your Legionella risk assessments and control procedures meet both legal obligations and best practices should be seen as an investment and an ultimately costeffective way to manage the vast amounts of water used by companies in industry sectors.

Using a combination of regular risk assessments, a thorough understanding of the existing water system setup and regular remedial works, it is possible to drastically reduce the chances of contamination – and detect and destroy problems before they escalate. FM FM WORLD | 3 DECEMBER 2015 | 37

26/11/2015 12:14

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38 | 3 DECEMBER 2015 | FM WORLD

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20/11/2015 14:22

FM WORLD BIFM ANNUAL GROUP REPORT

The Emirates Arena in Glasgow, home to the Sir Chris Hoy Velodrome, played host to the region’s members during a fact-finding tour in May

GROUP REPORT SCOTLAND INFLUENCING FACTORS ● Scotland’s renewable energy industry is cutting more carbon emissions than ever – a 120 per cent increase on only five years ago – equivalent to a quarter of Scotland’s total carbon emissions, say UK government statistics.

● The

contraction of the UK’s offshore oil sector off Scotland has stripped out 65,000 jobs. The annual economic impact report of trade body Oil and Gas UK estimated there has been a 15 per cent drop since early 2014.

● The

Queen Elizabeth Royal Hospital & Royal Hospital for Children opened in July. The NHS Greater Glasgow and Clyde is the largest health board in the UK. It was Scotland’s biggest-ever hospital building project.

● The

travails of the steel industry are hitting the region’s workers, unions and management. Tata has confirmed plans to mothball the Dalzell works in Motherwell and the Clydebridge plant in Cambuslang.

INFLUENTIAL PEOPLE

STEVE GORDON

is BIFM Scotland Region’s FM of the Year. He works for Hilton Worldwide at its Coylumbridge Hotel in Aviemore.

He’s focused on high return areas and has negotiated a big reduction on LPG, saving money for several hotels. As a member of Hilton’s Top Talent group, he also brings his energysaving expertise to voluntary work for respite holiday and care group Revitalise – reviewing efficiency in its residential units. www.fm-world.co.uk

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KEY ACTIVITIES ● Lord Redesdale used June’s

EFMC 2015 conference (‘People, Performance, Partnership’) at Glasgow’s Scottish Exhibition and Conference Centre to call on FM professionals to invest more thought on energy management and create a greater awareness of the work they do. Delegates and speakers alike praised Glasgow’s hosting of the event.

In May, courtesy of Glasgow Life, group members toured Glasgow’s epicentre of sporting prowess, the Sir Chris Hoy Velodrome and Emirates Arena. It was a chance to see the challenges that such a high-profile complex poses for its FM staff.

Facilities at the arena include an indoor sports arena, three sports

●

STAN MITCHELL A 30-year pioneer of FM in EMEA, and a founder of BIFM and Global FM, Mitchell started out as an engineer in the merchant navy, where he was introduced to FM before the term was coined.

He is now CEO of Key Facilities Management International and chair of ISO TC 267 Facilities Management, Mitchell, a former BIFM national chair, was nominated for the Lifetime Achievement Award at BIFM Excellence Awards. Much of his work in recent years has been in the Middle East.

DAVID W LOUDON David was appointed director of facilities and capital planning in April 2015. He joined the NHS Greater Glasgow and Clyde in June 2013 as project director for the delivery of the Queen Elizabeth University Hospital, the Royal Hospital for Children, and the Queen Elizabeth Teaching and Learning Centre. He led the team responsible for planning and implementing the migration programme of 10,000 members of staff transitioning from the four old sites to the new campus.

BIFM ACTIVITY

halls with 12 badminton courts, four outdoor 5-a-side football pitches, an outdoor 1 km outdoor cycle circuit, one of the largest Glasgow Club health and fitness centres, and a luxury spa.

On World FM Day, members got early access to the newly opened City of Glasgow College Riverside Campus through college project FM provider FES FM. The project saw 11 outmoded buildings replaced with two new campuses in the city centre on Cathedral Street and on Riverside at Thistle Street. The college worked with Glasgow Learning Quarter – a joint venture between Sir Robert McAlpine and FES Ltd – to create the new estate.

●

In August, Scotland was made BIFM Regional Committee of the Year having been runner-up in 2014. (Left: Michael Kenny, immediate past chair, receives the award from BIFM chairman Julie Kortens).

Scotland’s committee was proud of ‘advancing Our Profession’ by demonstrating its rising membership (now nearly 900) at its well attended monthly meetings.

GROUP CONTACTS Group chairman Sandy McNaughton Sandy.McNaughton@ spacesolutions.info

Events Co-ordinator Anthony Mckee tony.mckee@hcsuk.org

Secretary Lorraine Beattie lorraine.beattie2@btinternet.com

Treasurer Bill Anderson bill.anderson@telerealtrillium.com

FM WORLD | 3 DECEMBER 2015 | 39

26/11/2015 15:29

BIFM NEWS

BIFM.ORG.UK

MEMBERSHIP

Subscriptions As of 1 January 2016, BIFM annual membership subscriptions will increase by 2.5 per cent. This equates to an increase of £4 a year for Affiliate and Associate Members, £5 for those at Member grade, and £6 for Certified and Fellows.

However, if you opt to pay by annual direct debit you can save 5 per cent on your subscriptions and beat the increase. Contact the membership team on membership@bifm.org.uk or +44 (0)1279 712 650 to discuss the direct debit option.

There are no increases to the concession rate, or to Gold and Platinum corporate member subscriptions.

Small and Large Enterprise Corporate subscriptions will also increase by 2.5 per cent, at £14 and £23 respectively.

ONLINE QUALIFICATIONS

Study direct with BIFM BIFM has announced that its Level 2 and Level 3 qualifications are now open to study directly with the institute through an online learning and assessment platform, BIFM Direct.

BIFM set an objective with the Cabinet Office to allow fair access to the facilities management profession, and this next step in opening up further study options for qualifications to individual learners helps to remove potential barriers to studying.

Initially launched to organisations that were active in its development, the platform, which can be accessed from any device at any time, includes access to monthly webinars, videos, tutorials and access to BIFM 40 | 3 DECEMBER 2015 | FM WORLD

40_42_BIFMNews.indd 40

ThinkFM 2016 will be held at Milton Court, at the Guildhall School of Music and Drama in London

assessors to support the learner throughout their qualification.

Linda Hausmanis, Director of Education at BIFM, said: “The online study solution for the Level 2 and 3 qualifications had been developed with employers to embed in their L&D programmes, so it was a natural transition to open up this new method of learning directly to individual FM professionals.

“The platform provides real flexibility to learners, with the support of BIFM behind them.

“It also gives more options to international facilities management professionals, who are increasingly looking to BIFM as a benchmark of excellence,” she added.

“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 who want a career in FM. Level 3 is aimed at first-line managers and supervisors in FM. At the time of the announcement on 5 November, almost 6,000 people had registered to undertake a BIFM qualification in facilities management.

This new online delivery model is just one of many ways the FM professional can opt to study; other ways include face-to-face learning, evening classes and distance learning offered through a network of 30 recognised centres which includes universities, FM employers

and private training providers across the UK, Ireland, Holland, Malaysia and the Middle East. i To find out more about the BIFM qualifications and study options visit www.bifm.org.uk/qualifications, and to find out more about studying online with BIFM visit www.bifm.org.uk/BIFMdirect

THINKFM CONFERENCE

18 May 2016 The ThinkFM conference from BIFM has a new home for 2016, taking place on Wednesday 18 May at Milton Court, Silk Street, in the City of London.

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

26/11/2015 12:14

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

The conference will be evolving the theme of this year on competitive advantage and exploring FM’s crucial role in business performance.

For the first time delegates can take advantage of a ‘super early-bird’ offer, which opens this month. During this offer delegates can save £100 on the regular fee.

Further details on ThinkFM 2016 will be released when the conference officially launches, so for now ensure that you save the date – 18 May. With one 2015 delegate saying “this almost felt like a TED event”, ThinkFM is one event not to miss! i See more at www.thinkfm.com, and follow @ThinkFM for the latest conference news

2016 BIFM AWARDS

Entries opening soon Entries in the 2016 BIFM Awards open in January! Once again all the categories will be themed under ‘People’, ‘Impact’ and ‘Innovation’.

So it’s time for you to start thinking about what projects, partnerships and people could be potential BIFM Award winners.

The winners will be announced on 10 October at the Awards ceremony, which takes place once again at the Grosvenor House Hotel in London in front of an expected audience of 1,200 people.

Tickets and tables will also be available to book in January. i Full details will be available on the BIFM Awards website www.bifmawards.org, and @BIFMAwards on Twitter will be posting the latest updates

www.fm-world.co.uk

40_42_BIFMNews.indd 41

BIFM COMMENT

James Sutton is the chief executive of the BIFM

WORKING TOWARDS OUR MISSION

eflecting on the activities, achievements and challenges of this year we’ve made strides forward in many areas and continue to lay the foundations to achieve even more over the coming years.

Our mission, our purpose – The professional body responsible for promoting excellence in FM for the benefit of practitioners, the economy and society. Our efforts are focused around four deliberately long-term strategic aims.

To be the first choice development partner for individuals and organisations – this is fundamental and core to our offering, to provide the development opportunities and clear progression pathway for FM professionals to plot and manage their career progression.

Highlights being the introduction of a new online study option for qualifications (BIFM Direct) and in June celebrated the 1000th Certified (CBIFM) member. We’ve forged new relationships and grown existing partnerships with employers in how we support them in identifying skills gaps and putting in place talent development programmes to upskill employees.

To be the recognised authoritative voice of the profession – this year our collaboration with CIPD for the ‘The Workplace Conversation’ explored the evolution of the working environment which brought together FM and HR professionals to debate this shared issue. Working with partners including Barclays and i-FM, we published the FM Business Confidence Monitor, a model that we were quickly able to expand this research to the Middle East market. Our annual Sustainability in FM research is now in its ninth year and our ThinkFM conference focused on how FM can deliver competitive advantage for business, which struck a powerful chord with the audience. Our Awards were reshaped and themed to focus on Impact, Innovation, People drawing entries from across the profession demonstrating the value of FM to business, the economy and society.

These are highlights of just two of our strategic aims, but indicate some of the ways we are evolving.

As you may have already seen I am set to leave BIFM next year, but not until a successor has been appointed. The role of CEO is now being advertised, the appointments committee is in place, and the ambition is to have the new CEO in place by next year’s AGM. Full details of the announcement, our interview in the last FM World and the recruitment process at www.bifm.org.uk/recruitment I wholeheartedly believe in the mission and the strategic development areas we have set in motion and are working hard to achieve, and truly feel we are at a critical point in the Institute’s evolution and I will continue to work hard with our staff team and volunteer network to achieve these goals.

Thank you; this Institute is strengthened by a vibrant membership and volunteer community; your contribution and commitment to FM profession is what makes it all possible.

R

“WE’VE MADE STRIDES FORWARD IN MANY AREAS AND WE’RE LAYING THE FOUNDATIONS TO ACHIEVE EVEN MORE OVER THE COMING YEARS”

FM WORLD | 3 DECEMBER 2015 | 41

26/11/2015 12:14

BIFM NEWS

BIFM.ORG.UK

BIFM

MEMBERSHIP

Office closure Ready to upgrade?

The BIFM head office will be closed from 13.00 on Thursday 24 December, and will re-open on Monday 4 January.

You can email the team during the holiday period at info@bifm. org.uk, but emails will not be monitored. If you need to contact the membership team before the office closure please email them on membership@bifm.org. uk, or call on +44 (0)1279 712 650. BIFM would like to thank all members for their continued support in 2015, and wishes everyone a happy holiday season and a prosperous New Year.

2016

Key dates ● 13 January – Annual WIFM conference, KPMG, London ● 16 March –- BIFM London Region Annual Conference 2016, Kings Place, London ● 30 March – Corporate Members event, London ● 18 May ThinkFM conference – Milton Court, Silk Street, London EC2Y 9BH (www.thinkfm.com) ● 8-9 June European Facility Management Conference 2015, Milan (www.efmc-conference. com) ● 21-23 June – Facilities Show, ExCeL, London (www.facilitiesshow.com) ● 29 June – Corporate Members event, London ● 14 September – Corporate Members event, London ● 10 October – BIFM Awards, The Grosvenor House Hotel, London (www.bifm.org.uk/ awards) ● 30 October – Corporate Members event, London See all BIFM events at www.bifm.org.uk/events i

42 | 3 DECEMBER 2015 | FM WORLD

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Are you at the right BIFM membership grade to reflect your increasing achievements in FM – or is it time to progress?

Does your current grade reflect your status in the industry, and provide the chance to raise your profile further in line with what you’ve accomplished? Check out if a different BIFM grade would be more applicable to where you are today – our carefully planned membership scheme is designed for each stage of your career. ● Route 1 – Affiliate to Associate grade ● Route 2 – Affiliate & Associate to Member grade ● Route 3 – Affiliate & Associate to Certified grade ● Route 4 – Member to Certified grade ● Route 5 – Member to Certified grade (if you became Member grade before 2010) ● Route 6 – Certified to Fellow grade.

By upgrading your membership to one of our assessed levels you will be entitled to use postnominal letters. Many of our members use these letters on their CVs, business cards, email signatures and other business collateral to denote their professional status. To upgrade your membership we require a copy of your CV and current job description, plus supporting materials relevant to the grade you are applying for. Please be aware that if you wish to upgrade your membership your current subscription must be fully paid.

BIFM TRAINING UNDERSTANDING FM (FOUNDATION) – THREE DAYS: 15TH-17TH DECEMBER

ur popular flagship course, which is consistently sold out, is suitable for those people who are new in post as well as those with less than two to three years of operational experience who are looking to broaden their range of responsibilities and skills. The course includes a site visit that provides an invaluable insight into FM in practice.

O

Understanding FM (Foundation) – 3 days: 15th-17th December Among the topics examined are: ● What is FM? Key definitions; ● The role that FM plays in corporate success; ● An introduction to buildings and services; ● Property management; ● Space planning and relocation management; ● Maintenance management; ● Commissioning and managing contract services; ● Measuring and valuing the FM service; ● Customer-centric FM; ● Sustainability and management of energy to

minimise costs; ● Health & safety in the workplace; and ● FM career development.

This course is an intensive three-day introduction to the FM profession and best practice in day-to-day operations.

It is intended for newly appointed staff, or those with less than two years’ operational experience looking to enhance their understanding of FM disciplines – including facilities/premises/site services co-ordinators and supervisors; building, or office services managers; and accommodation officers.

The course will also benefit those working in related areas that come into contact with the facilities management function, and also people considering moving into the field as a career change.

So are you ready to delve into the FM 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

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

www.fm-world.co.uk

26/11/2015 12:15

FM DIARY INDUSTRY EVENTS 28 January 2016 | Active Working Summit Supported by Dame Sally Davis, chief medical officer of England.

Keynote speech from James Levine, professor of medicine, Mayo Clinic and Baroness Tanni Grey-Thompson, chair, UKactive.

Covering challenges faced by organisations and solutions to promote active working, including Julie Kortens, chairman, BIFM. Venue: 1 More London Place, London SE1 2AF Contact: For more information, visit www.activeworking.com 9 February 2016 | The Workplace Futures Conference: FM: Agent of Change How will tomorrow’s workplace look, feel and operate? What skills will the FM need to be the agent of this change? What will be the defining issues of the 21st century workplace? 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 8-10 March 2016 | Ecobuild Exhibition and conference for the construction, facilities and energy markets. Chaired by broadcaster Cathy Newman. Speakers from organisations such as the UK Green Building Council and the Cabinet Office to discuss housing, architecture and next generation issues.

Venue: Excel, London Contact: Visit www.ecobuild.co.uk for more information.

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

01279 712 640 or visiting www.thinkfm.com CHANNEL ISLANDS REGION 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.

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.

LONDON REGION 7 December | AGM More details to follow.

Venue: TBC

22-24 March 2016 | Facilities management exhibition Exhibition and seminars, colocated with Cleaning 2016.

Venue: NEC, Birmginham Contact: Visit www.tinyurl.com/ naltfl2 for more information.

11 February 2016 | Building services update – soft skills for engineers and build to prevent Legionella From 6pm. Improving perceptions: how engineers’ people skills ensure customer satisfaction; the importance of continuity and human interaction when managing a building. Legionella prevention guidelines at the construction stage. Advice on the correct way to design and install a water system, improving ongoing maintenance.

Venue: Guildhall, Gresham Street, London EC2V 7HH Contact: Email Cathy Hayward at cathy.hayward@ magentaassociates.co.uk for more information.

18 May 2016 | ThinkFM 2016 conference Details of the annual conference will be made available in the coming weeks.

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

16 March 2016 | London Region annual conference 2016 Case studies from London projects, debate and a behind-the-scenes tour of some of the world’s most dangerous locations from Mike Lynch, commander of indigenous covert operations forces in Iraq and Afghanistan. Details to follow.

Venue: Kings Place, 90 York Way, London N1 9AG

www.fm-world.co.uk 49 | 8 MAY 2014 | FM WORLD

43_Diary.indd 49

Contact: Email Cathy Hayward at cathy.hayward@ magentaassociates.co.uk for more information.

NORTH REGION 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 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 27 April 2016 | The trouble with hard water About 70 per cent of buildings in the UK are in hard water areas.

Jeff Clark, applications engineer at Environmental Treatment Concepts, discusses the problems caused by hard water and the solutions.

Venue: Holiday Inn Fareham Solent, Cartwright Dr, Titchfield, Fareham, Hampshire PO15 5RJ Contact: Email Ian Fielder at ian.r.fielder@gmail.com or visit www.tinyurl.com/q6c3z4k book tickets.

at lucy@larch.co.uk for more details, or visit www.tinyurl.com/ wifmchristmas15 to book tickets.

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

Political analyst David Massingham 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.

14 December | Sustainability – carols and crackers Christmas social event. Sponsored

by CBRE. Venue: Trafalgar Square – Cafe on the Square, London WC2N 5DN Contact: Email Francesca Jordan at francescsjordan59@gmail. com or visit www.tinyurl.com/ bifmsustchristmas to book tickets.

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 details.

28 January 2016 | International - Ambitious Asia: how FM is striking a chord Stretching across 40 ha of reclaimed land, the West Kowloon Cultural District in Hong Kong is one of the world’s largest cultural projects, blending art, education and open space. David Green, associate at Arcadis, presents an overview of a ground-breaking project and shares the FM strategy for these diverse environments in the context of Hong Kong’s FM market.

Venue: Arcadis Ltd, Manning House, 22 Carlisle Place, London SW1P 1JA Contact: Email Claire Sellick at clairesellick@btinternet.com for more information.

SPECIAL INTEREST GROUPS 9 December | Women in FM – Christmas quiz Quiz. Prizes. Christmas jumpers.

Venue: Orangebox Smartworking Showroom, 38 Northampton Road (close to the Bowling Green Lane end), London EC1R 0HU Contact: Email Lucy Jeynes

10 March 2016 | International – The challenge in global FM learning Full details to follow.

Venue: JLL, The Walbrook Building 25 Walbrook, London EC4N 8AF Contact: Email Claire Sellick at clairesellick@btinternet.com for more information.

FM WORLD | 3 DECEMBER 2015 | 43 www.fm-world.co.uk

26/11/2015 12:15

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

Cleankill eradicates filter flies infestation at upmarket London eatery PROBLEM Many office blocks in London have restaurants and shops on the ground floor, which can present additional challenges to FMs if tenants do not take steps to keep their areas hygienic and pest-free.

This was the case with an upmarket Italian restaurant in central London. Cleankill was called to deal with a serious fly infestation

that was spreading through a void into the toilets and then into the eating areas. They were identified as filter flies – small flies about the size of fruit flies.

SOLUTION Restaurant staff had been spraying the flies with little success. Cleankill technicians knew they needed to find the source of the problem to eradicate it. Many ground-floor premises in London close to the water table have sump pits where excess water can be drained away.

If these areas are not regularly cleaned sludge can build up providing a perfect fly breeding ground. Cleankill staff found a moving mass of filter fly larvae in the vault that were ready to hatch into thousands more of the tiny flies.

Cleankill recommended that specialist cleaners

should be brought in to clean out the vault before any pest control measures were taken.

OUTCOME The vault has been cleaned and the restaurant manager has arranged for it to be cleaned regularly. The fly problem has been eradicated and diners are no longer being put at risk.

The restaurant has also now changed from having an ad hoc arrangement for pest control services to a preventative contract with regular checks. The management now has peace of mind that Cleankill has taken responsibility for the pest control and, by following expert advice, they will pass any environmental health checks with flying colours.

Cleankill Environmental Services www.cleankill.co.uk

States of Jersey rolls out Concerto’s data solution

Resource Data Management National Library of Wales keeps it cool in Antarctica chooses Remeha boilers

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.

Maintaining a consistent temperature is a critical requirement at the National Library of Wales in Aberystwyth to protect its valuable collections. So when the boilers in two plant rooms began to fail, the library was quick to act.

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.

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

44 | 3 DECEMBER 2015 | FM WORLD

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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™.

SOLUTION

OUTCOME

The high-efficiency Remeha boilers are meeting the brief for more reliable, resilient heating at the library, preserving its prized collections while maximising its energy and carbon savings for a step-change in its environmental performance.

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

Contractor Aber Heating installed three Remeha Gas 310-500 Eco Pro boilers into the main boiler room and three Remeha Gas 610-1000 Eco Pro boilers into the bookstack boiler room where the collections are stored.

OUTCOME

Visit www.remeha.co.uk T: 0118 978 3434 email boilers@remeha.co.uk

www.fm-world.co.uk

26/11/2015 12:15

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

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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 FACEBOOK: facebook.com/company TWITTER: @company LINKEDIN: linkedin.com/company

SERVICE CAFM SOFTWARE CONSULTANCY

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

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FM World Buyers' Guide • 2016 XX

YOUR LOGO HERE

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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SERVICE CAFM SOFTWARE

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

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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Solori ratemque est, officipid maio quo ex

SERVICE CAFM SOFTWARE

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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.031215.045.indd

15/09/2015 14:39 10:02 20/11/2015

ADVERTISEMENT FEATURE

Hand hygiene - the weapon to conquer winter contagions

and the manual Anywhere Design Dispenser – ADXTM from GOJO. In terms of visual appeal, both dispensers feature GOJO® CONTROLLED COLLAPSE bottles, which are engineered to hold their shape while emptying. The bottles remain flat to the surface of the large sight window at the front of the units, making it easy to monitor soap levels at a glance, but in a more aesthetically pleasing way.

Hand care everywhere

On one hand winter is the season of festive goodwill – on the other it is a prime time for infections to spread throughout the workplace and other environments. However, facility managers can reduce the risks by giving the gift of hand hygiene to their employees and building users, as Mike Sullivan, managing director of GOJO Industries-Europe, explains.

Infections like these can spread swiftly through a workforce, causing a steep rise in absenteeism through illness. This in turn can severely disrupt service delivery with further ill effects for a company’s bottom line. However, winter need not be a season of worry for facility managers, because hand hygiene systems that are a pleasure to use and easy on the eye, combining soap and hand sanitising formulations that are highly effective in fighting germs are, quite literally, at hand!

Coughs, colds, fever, chills, headaches and fatigue – this list of symptoms is enough to send any business owner or facility manager running to their sick bed at the thought of these unhealthy horrors paying an unwelcome visit to their workplace or organisation. Norovirus is another winter woe, spreading sickness from person to person through direct and indirect contact with others via hands and surfaces.

Dispensers do the business

46 | 3 DECEMBER 2015 | FM WORLD

46_Advertorial.indd 42

Washroom dispensers can play a huge role in encouraging people to develop healthy hand washing habits. To be truly successful, dispensers need to have a multitude of characteristics, combining good design and ease of use, whilst being equipped with pleasant and effective hygienically advanced formulations.

These attributes are embodied in the touchfree Lifetime Performance Dispenser – LTXTM

But what about the people who are harder cases to crack – those that ‘splash and dash’, or who never wash their hands after using the toilet – yes, they do still exist! Hand sanitisers are an ideal solution enabling users to clean their hands when not soiled, helping to reduce the risk of infections spreading.

PURELL® Advanced is a name that is trusted by healthcare professionals and a wide range of industry sectors around the world and GOJO has now enhanced customer choice by offering the same trusted protection against germs in two different formulations – gel and foam.

The new addition to the range, PURELL® Advanced Hygienic Hand Sanitising Foam, has the same antimicrobial efficacy as the original gel formulation introduced into the market in 2012, killing 99.9 per cent of the most common germs that may cause illness.

It is enriched with skin conditioning agents that are clinically proven to help maintain skin health1, and skin moisture.

Both sanitisers can work independently to kill germs without the need for water or can provide a perfect complement to hand washing, adding an extra level of protection.

This makes it suitable for a wide variety of environments including offices, educational settings, leisure and food service facilities, plus many more.

Hand hygiene needs to become a habit to reduce the risk of infections spreading. By making systems widely available throughout your facilities you will be making an investment in employee and customer wellbeing that will pay dividends for years to come. i For more information on GOJO’s hand hygiene solutions call 01908 588444, email infouk@gojo.com or visit www.GOJO.com 1 GOJO Industries, Inc., Functional – Field Test, 2011-01F10233, 10 May 2011

www.fm-world.co.uk

26/11/2015 12:15

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

MARINUS STORM

TOPIC TRENDS

NAME: Marinus Storm JOB TITLE: Rio Tinto’s Group Property Manager (London) ORGANISATION: A G4S FM total facilities management contract

Brief description of the job and key responsibilities:

My role involves the management of the TFM contract for our client, Rio Tinto’s London office at St James’s Square. This includes security, cleaning, front of house, logistics, maintenance, accommodation, a chauffeur service, HSE and catering management.

What attracted you to the job?

in May this year. A great challenge since it involved a very varied scope of work and failure in any way was simply out of the question.

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

Countless hours spent in meetings! A meeting scheduled to last an hour could often be concluded in half the allocated time.

Increased equality and diversity within top management of this industry can only be beneficial.

Any interesting tales to tell?

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

Via managing corporate front-of-house contracts.

The bigger world of FM enticed me entirely and it felt natural to pursue any opportunities.

What’s been your career high point to date?

The 12-month project managing the relocation of 300 people, desks and office furniture to Rio Tinto’s new 7,347m2 London office in St James’s Square. It is still sometimes hard to believe what we collaboratively achieved. I feel a great sense of achievement when I enter the building.

What has been your biggest career challenge to date?

I’d once again mention the office relocation project www.fm-world.co.uk

47_Behind the Job.indd 47

8

7

AVERAGE (SINCE JAN 2014)

MARINUS STORM

Introducing/ working with new forms of IT

7

6

I’m still perplexed by a person who once worked here pinching the toilet paper. Toilet rolls are genuinely not expensive items; please buy them for your home at the local Tesco.

your client’s requirements and your team’s needs”

The people I work with are by far the top perk of my role. They inspire me and consistently exceed expectations. For me it is truly all about the people, since they greatly influence your day-to-day life and your success. I feel privileged to work with such a great team.

buying in / speccing up FM services

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

The fantastic opportunity to progress my career in FM within a fast-paced, bluechip organisation. I am passionate WHAT SINGLE PIECE about helping my amazing team OF ADVICE WOULD YOU deliver world-class services.

GIVE TO A YOUNG FM This involves constant blue-sky STARTING OUT? thinking and a “no challenge “Be brave, smile and listen to cannot be conquered” attitude!

My top perk at work is…

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

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

In the hotel industry.

Working on energyefficiency initiatives

8 5

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

A FM manager is a necessary but not critical role.

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

The field has exploded with more and more opportunities, mostly a consequence of the shift to outsourcing by large global corporations.

Adapting to flexible working

6 7

And how will it change in the next five years?

I believe there will be an increased focus on compliance and health and safety. Also, additional competition will place pressure on sub-standard suppliers to dramatically review their service levels to remain in business. Working with Rio Tinto, I’ve learned a lot about how companies can build a health and safety mindset in everything they do.

Maintaining service levels while cutting costs

8 10

Do your friends understand what facilities management is?

No, frequently not. Property management seems to make more sense.

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

Adapting FM to changing corporate circumstances

8

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FM WORLD | 3 DECEMBER 2015 | 47

26/11/2015 12:16

Appointments

JOBS

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

To check out all the latest FM jobs go to:

www.fm-world.co.uk/jobs

Technical Services Line Manager Whinfell Forest Salary: Circa. £52,900 per annum plus 19% bonus

Maintenance Manager Warehouse Maintenance Department Estates Development Manager

Wednesbury and Southampton Salary: £37,000 £50,000 per annum

Bootle, Merseyside Salary: £35,662 - £38,405 per annum

Facilities Manager London and home counties Salary: £26,000 - £32,000 per annum

Head of Facilities Building Services Nottingham

Estate Manager London Salary: £33,281.51 plus £2,000 London Weighting Allowance

FMW Laundry List FP.indd 1 48 | 3 DECEMBER 2015 | FM WORLD

RECR_FMW031215.indd 048

Senior Property Salary: £58,434 - £68,097 Manager / Building Manager - Mixed Use Property Management London Salary: £45000.00 - £50000.00 per annum

25/11/2015 15:03 jobs.fm-world.co.uk

26/11/2015 11:16

Director of Estates and Facilities Salary: Competitive plus substantial benefits The University’s mission is to provide a transformational educational experience to all our students. We do this by creating a vibrant multi-cultural learning community enabling people to transform their lives by participating in excellent, innovative education, scholarship and research. We have some 24,000 students and around 1,200 members of staff across our two main campuses in Luton and Bedford, Butterfield Park and Putteridge Bury sites on the outskirts of Luton, a campus in Aylesbury, our most recently opened campus in Milton Keynes, University Campus Milton Keynes (UCMK). We have also established partnerships with various overseas institutions in countries including China, Singapore, India, Vietnam and the United Arab Emirates.

Reporting to the Deputy Vice Chancellor (Resources) the successful candidate will play a key role in ensuring that we have the modern estate and facilities we need for the future of the organisation by leading the University’s Estates and Facilities team and managing the infrastructure.

Educated to degree level you’ll possess a chartered qualification in architecture, engineering, planning, surveying or similar. You’ll have a proven track record of delivering estates and facilities services, including simultaneously managing several large scale projects and the normal portfolio of small scale activities. Strong on customer service and student experience management, you will bring extensive knowledge of world-class standards in estates and facilities practice, including strategic partnering.

Exceptional communication and negotiation skills are essential as you will be required to work successfully with internal departments and faculties, consultants, contractors, statutory bodies and other stakeholders.

For more information, including the full job description, please contact Paul Aristides (020 7426 3987) or Manjit Mundair-Lalli (020 7426 3999) of GatenbySanderson.

Alternatively please visit www.gatenbysanderson.com/job/GSe24338 Closing date for applications 18th December 2015 Interviews w/c 25th January 2016

GatenbySanderson

JOBS

William Booth College, London, SE5 8BQ

Estates Manager Salary: Starting from £33,281.51 plus £2,000 London Weighting Benefit

PLAN YOUR NEXT MOVE

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

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

William Booth College is where The Salvation Army trains and educates its officers and employees in the UK. We are looking for an estates manager to lead the team in maintaining the newly refurbished 8-acre site and grounds in Camberwell, south London.

You will have proven experience in managing a team, ensuring compliance with relevant legislation, budgeting, planned and reactive maintenance. You will also be comfortable communicating with internal stake holders and external suppliers and contractors.

We offer: 25 days annual leave plus 8 bank holidays; a contributory pension scheme; travel loan; Childcare Voucher Scheme; an employee assistance programme, staff canteen and on-site gym.

For further details and to apply please visit The Salvation Army’s website: http://workforall.salvationarmy.org.uk/current-vacancies Closing date: 04 January 2016 Interview date: week starting 11 January 2016 CVs will not be accepted Promoting equality in the workplace

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REQUESTS

SURVEYS / POLLS / EVENTS / RESEARCH

CALLS TO

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

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

ENERGY SAVINGS OPPORTUNITY SCHEME (ESOS) What 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 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 BIM4FM breakfast workshop Commitment It’s a breakfast briefing at Kennedys, 25 Fenchurch Avenue, London EC3M 5AD Why We’re just days away from the use of BIM becoming mandatory across the central government estate. The BIM4FM group is hosting a free industry event to explore the practical challenges of and solutions to delivering BIM Level 2 in FM and operations in 2016.

Notes This event is supported by Kennedys and open to a mix of clients and suppliers. It aims to bring together practitioners from the field.

To book tickets and for more information, visit bifm.org.uk/bifm/events/view/3907 The event takes place on 4th December

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. Organisations that inform the agency of their intention to complete the audit by 29th January will not now be fined. Once they have carried out their first audit, participating organisations must carry out a further assessment within four years.

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

INTRODUCTION

INFO: FM GUIDE IN NUMBERS

350

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2016

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In association with

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CASE STUDY

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 FACEBOOK: facebook.com/company TWITTER: @company LINKEDIN: linkedin.com/company 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

YOUR LOGO HERE

Here’s a 50-word case study for a relevant project or client. 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 who. officipid maio quo ex who ex who.

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? Solori ratemque est, officipid maio quo ex erum faccum verovit

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SERVICE CAFM SOFTWARE

SERVICE

CONSULTANCY

CONSULTANCY

XX FM World Buyers' Guide • 2016

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XX FM World Buyers' Guide • 2016

DIRECTORY CATERING

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.

www.fm-world.co.uk

ISTOCK

IN THE NEXT ISSUE OUT 18 JANUARY

FEATURE: CITY DEVOLUTION: THE CHANGING PUBLIC ESTATE /// FACILITIES MANAGEMENT – THE OUTSOURCED SERVICE MARKET IN 2016 /// WORKING AT HEIGHT /// BIOMASS BOILER EFFICIENCY /// HOW NATIONWIDE AND CARILLION GOT TOP MARKS FROM THE CARBON TRUST /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

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