THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 18 JANUARY 2016
FM www.fm-world.co.uk k
SHRINKING THE STATE Opportunities O pportunities ffor or FM FM providers providerrs tto og grasp rasp a as s central and c entral a nd llocal ocal government g overnment iis s cut c ut b back ack
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VOL 13 ISSUE 1 18 JANUARY 2016
CONTENTS
07| Cleaning issues at Trust
18| Public sector savings
24| The catering scene
NEWS
OPINION
FEATURES
06 Scots adopting green energy ‘four times faster’ 07 NHS trust raises cleaning issues with G4S 08 Project of the fortnight: Laboratories at the University of Glasgow 09 Think Tank: Measuring building performance 10 News analysis: What does a ‘Circular Economy Package’ mean for FM? 11 News analysis: IPMS standards could hike up rents for UK firms 12 Business news: French service provider Atalian moves into US 13 ABM buys Westway in a drive to strengthen its UK foothold 14 In focus: Colin Blair, director of estates and facilities, Huddersfield University, on being awarded an MBE in the New Year’s Honours
16 Emma Vincent reflects on what her small FM team has achieved in 2015, and Tunde Obileye on how FM can help boost the Nigerian economy 17 Five minutes with Martyn Williams, managing director at COPA-DATA UK
28| Devolutionary dynamics
18
Shrinking the state: The government’s £20 billion savings target offers opportunities for FM operators, but could lead to tighter margins
24
Further food for thought: The variety of service provision demanded of contract caterers by clients can only become greater in 2016
28
Devolutionary DNA: Devolution of powers to city regions could change the nature of the built environment ultimately managed by FMs
MONITOR 33 Insight: Market intelligence 34 Legal update: Corporate manslaughter legislation 35 How to: Dealing with the threat of a bomb 36 Comment: Getting the best out of biomass heating 37 How to: 11 things FMs should know about lifts
REGULARS 38 41 42 43 44 46
BIFM news Diary of events Case in point Behind the job Appointments Calls to action
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MARTIN READ
EDITOR COMMENT
EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ assistant editor: James Harris ⁄ news editor: Herpreet Kaur Grewal ⁄ sub editor: Deborah Shrewsbury ⁄ content development executive: Martha Harris ⁄ consultant art director: Mark Parry ⁄ art editor: Nicola Skowronek
LEADER
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acilities management’s role in the maintenance of building information models (BIM) was always going to be a major talking point in 2016. This magazine first began banging the BIM drum back in 2012 when the idea of a hard deadline by which BIMs would become obligatory in public sector projects was first mooted. But here we are in 2016 and, as advertised, the government’s deadline by which BIM Level 2 becomes mandatory for all new central government contracts is set for 4th April. Is everybody in FM ready? It doesn’t feel like it. First off, what do we mean by Level 2 BIM? This is where all organisations involved in the construction chain – among them architects, project managers, constructors and, yes, FM service providers – each host their own data on a given building in a 3D CAD BIM. This information can be shared with other contractors running their own versions of that building’s BIM by means of a standardised import-export protocol. This is where we should be today. Of course, the numerous groups promoting BIM look forward wistfully to Level 3 BIM, which involves a single BIM for each building into which all contractors feed their information – essentially a ‘single version of the truth’ that throbs with action during construction and continues post-construction when run by FM for operational and maintenance purposes. Understandably this is seen as the ‘holy grail’ for BIM, necessitating some pretty difficult conversations among those construction chain partners for which it impinges on time-honoured but now-threatened business models. Level 3 may be some way off yet, but what’s interesting is that in the four years since BIM’s 2016 future was first proposed, consumers and smaller business groups have begun individually accessing and editing the likes of Google Drive documents to collaborate remotely on single documents. Consumer awareness and use of these collaboration tools has advanced to the extent that most now understand and appreciate what BIM offers. Level 3, however, is yet to come. For now, Level 2 BIM offers great potential to FM, not least by acting as an organic asset register constantly showing a building’s exact state at any given time. Speed of response in emergencies and a streamlined approach to maintenance scheduling are two obvious benefits of this approach. Given that the whole point of BIM is to cut inefficiencies in the information supply chain (thus emphasising FM’s role before, during and after construction), it’s perhaps odd that we’re not hearing more from individual FM providers on the topic. Also, where is the joint industry-wide message from an FM sector united to seize this golden opportunity? To embed FM as the lead enabler of optimal building design and operational support? Is FM really making the case to show how it is the single most important component in managing a sustainable, cost-efficient and fit-for-purpose building lifecycle? From its further integration into CAFM software through to the role of Government Soft Landings in showcasing FM’s critical involvement, here’s hoping 2016 sees BIM pushing FM firmly into the spotlight.
F
SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358. FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, Europe £120 and rest of world £130. To subscribe call 020 8950 9117 or email redactive@abacusemedia.com – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services visit www.bifm.org.uk/bifm/knowledge/ resources/goodpracticeguides. EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenfield, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 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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“Level 2 BIM offers great potential to FM, not least by acting as an organic asset register showing a building’s exact state at any given time”
FM WORLD | 18 JANUARY 2016 | 05
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FM NEWS
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RENEWABLE ENERGY
CHRIS JEPSON/GETTY
Scots adopting green energy ‘four times faster’ Scottish businesses and community energy projects have adopted biomass and other forms of renewable heat at a faster rate than anywhere else in the UK, according to analysis of Renewable Heat Incentive (RHI) adoption statistics by Raggnar, the renewable energy provider. Raggnar’s review of data, published by the Department of Energy and Climate Change, reveals that eight in every 1,000 Scottish businesses now produce their own heat and hot water with clean energy. Scottish adoption of clean energy systems is happening four times faster than in England, where just two in every 1,000 commercial entities generate their own clean heat and hot water. In Wales, seven in every 1,000 businesses use renewable heating systems. Almost one in five of the 14,592 non-domestic RHI applications made to Ofgem since the scheme was launched in 2011 was from organisations based north of the border. Adoption of renewable heating systems by non-domestic users has increased by 29 per cent in Scotland since the start of 2015 and contributed almost a fifth of the 521 MW of new renewable heating capacity added by nondomestic producers to the UK’s energy assets so far this year. With 28 RHI applicants for every 1,000 businesses, Dumfries and Galloway has the highest levels of non-domestic renewable heat users in Scotland. There have been 1,137 new RHI installations in the area this year, adding 175 MW of new capacity. East Ayrshire, Scottish Borders and the Highlands also have relatively large populations of
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to renewables because its businesses have woken up to the fact they can run leaner and greener on renewable energy faster than elsewhere in the UK. Improvements in technology mean
clean energy producers; businesses and community energy schemes in these areas have adopted renewable heating five times faster than the rest of the UK. Nigel Perkins, CEO of Raggnar, said: “Scotland leads the race
that biomass can provide heat, hot water, electricity, steam and cooling, satisfying a far wider variety of industrial needs and providing a clean, mainstream alternative to gas, coal and oil.”
UK region
Applications per 1,000 businesses
Scotland
8.1
Wales
6.9
South West
4.1
Yorkshire & Humber
3.9
North East
3.9
East Midlands
3.7
West Midlands
3.6
North West
2.5
East of England
1.9
South East
1.1
London
0.1
FM HONOURS
FM celebrated in New Year Honours List Colin Blair, director of estates and facilities at the University of Huddersfield, was among facilities professionals and operators named in 2016’s New Year Honours List. Blair – featured on p.14 – has been honoured with an MBE (Member of the Order of the British Empire) for services to higher education and the community in Huddersfield. Doreen Anne Irving, service delivery manager at the department of facilities at the House of Commons, was awarded an OBE for parliamentary services, while Alan Clive Hargreaves gained a British Empire Medal for his role as technical services and facilities manager at the department of civil and environmental engineering at Imperial College
Fiona Alfred was awaded an MBE in the New Year Honours List
London in recognition of services to engineering research. Fiona Alfred, executive director of the Association of Women in
Property (WiP), was awarded an OBE for services to women in the property and construction industry. In her 19 years with WiP, Alfred has been “at the forefront of promoting diversity and the role of women in the sector”. According to a press statement, Alfred “was making the case for employing women at all levels, long before it became common parlance and has frequently and successfully challenged leading lights in the industry on the issue”. Under her direction, WiP has become a respected voice in the industry, contributing to national debates including the Davies Commission into Women on Boards, the HS2 Growth Taskforce and Property Week’s Open Plan campaign and the launch of its Diversity Charter. www.fm-world.co.uk
11/01/2016 18:12
NEWS
BRIEFS Cofely rebrands as Engie
NHS trust raises cleaning issues with G4S An NHS trust in Manchester has raised concerns with services firm G4S over “poor standards of cleaning”, according to the latest meeting of trust board members. A report of the meeting in November 2015 between members of the Pennine Acute NHS Trust hospitals board stated that: “Issues relating to poor standards of cleaning have unfortunately been noted at all sites, despite the required scores being achieved overall. The IPC Team has been working with the site services manager responsible for cleaning and G4S management
to address these issues.” It added: “Concerns about overall contract performance and standards on all sites have been formally escalated by the trust to the G4S regional director. The trust expects to see an improvement in performance and this is being closely monitored on a weekly basis. “Monitoring of contractor compliance with training, cleaning methods, equipment, cleaning chemicals, HR documentation and records has also been implemented.” Concerns were raised with
the contractor relating to the standard of floors and damp cleaning, and subsequently “an improvement plan has been implemented by G4S.” The report also acknowledged that: “The trust continues to meet the required cleaning standards. Helen Moreland, G4S operations director for health in its facilities management business, said: “Maintaining the highest standards of cleanliness and infection control in any hospital is critical to performance and our cleaning scores”.
ALAMY
ThinkFM 2016: Think Productivity The BIFM’s annual ThinkFM conference, which returns on 18 May in London, will explore FM’s role in productivity. Booking for the conference, which is in its sixth year, are now open. Described by organisers as an evolution of the 2015 event – which focused on competitive advantage – ThinkFM 2016 will explore how facilities and workplace management is fundamental to productivity. This year’s conference is sponsored by Sodexo and hosted by journalist and broadcaster Kirsty Lang. Looking ahead to the event, BIFM CEO James Sutton said: “Productivity is a hot topic across industry and politics in www.fm-world.co.uk
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the UK and worldwide, yet one vital component of these wider discussions is typically missing – that of the role of the workplace. At this year’s ThinkFM conference we plan to demystify and focus on FM’s crucial role in business
performance within the context of the current debate.” Conference attendees will be attending at a larger venue chosen to accommodate an expected increase in delegate numbers. The new facility, Milton Court, was part of a £90 million development for the Guildhall School of Music & Drama, and is situated close to The Barbican Centre in central London. BIFM members can take advantage of the current early bird discount offer of £309+VAT. Non-members can attend at the early bird rate of £359+VAT. i Details on speakers are expected to be released over the coming weeks. Follow @ThinkFM or visit www.thinkfm.com
Utility company GDF Suez has rebranded itself as Engie. The rebrand sees the new business bringing together 20,000 UK employees under the Engie brand and reorganising its UK businesses to integrate energy and services capabilities. The former Cofely business will become a services division. The entities adopting the Engie brand are those previously operating as GDF Suez, including Cofely, a B2B energy supply business and Engie’s E&P company, as well as West Coast Energy, a wellestablished UK renewable energy developer.
Fontana joins ISS from BAM ISS Facility Services has appointed Kath Fontana as managing director of its Technical Services business. Fontana joins ISS from BAM FM, where she was also managing director. Formerly at Interserve, Fontana is currently chair of the Royal Institution of Chartered Surveyors (RICS) Facilities Management board. In recent years, Fontana has become known as a key influencer in the development of building information modelling (BIM), having spent time as vice chair of the Government’s BIM4FM group. She said: “I… am very much looking forward to driving the technical and energy management services. This is not only an area that I am truly passionate about, but an increasingly important part of the total FM service delivery.”
Firms not ready for Living Wage Nearly half of UK companies are not yet geared up for the new National Living Wage (NLW). Only around 45 per cent of firms surveyed have updated their payrolls to take account of staff aged 25 and over on 1 April 2016 – the date at which the national living wage becomes law. The finding comes in a survey conducted for the Department for Business, Innovation, and Skills (BIS) which quizzed 1,000 employers across Britain. Just 39 per cent had communicated the forthcoming changes to staff, and only 29 per cent had looked online for more information about NLW entitlement. FM WORLD | 18 JANUARY 2016 | 07
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FM NEWS
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PROJECT OF THE
FORTNIGHT NEWS BULLETIN
London office take-up set to soar during 2016 Office take-up in Central London is likely to reach 11.9 million square feet in 2016, according to real estate group JLL. The group says the prediction continues “an exceptional run of leasing activity that began in early 2013”, making it three consecutive years above 11 million sq ft for the first time. Take-up is well above average in all three London markets, with the City market on track to exceed 6.5 million sq ft, the West End 3.7 million sq ft, and Docklands and East London 1.7 million sq ft. City leasing volumes have not matched the exceptional volumes transacted in both 2013 and 2014, when takeup reached 7 million sq ft, but they still reflect buoyant occupier demand. Over the past year leasing activity in the City has been spread relatively evenly across business sectors with service industries (27 per cent), professional (24 per cent) and banking and finance (22 per cent) sectors, accounting for the largest shares. A strong final quarter in the West End means that annual take-up is on course for the highest annual total since 2007, boosted by strong demand from tech occupiers – Google, Facebook and King.com all acquired large units of space.
A third of workers suffer ‘attention meltdowns’ LABORATORIES AT THE UNIVERSITY OF GLASGOW CONSULTANT: Temperature Electronics Ltd (TEL) PROJECT: Laboratory consolidation and ventilation installation SAVINGS: £34,000 in energy costs a year
MALCOLM COCHRANE
Glasgow uni labs save energy A laboratory project by UK-based electronic airflow control and monitor manufacturer and consultant Temperature Electronics Ltd (TEL) is helping to save a university laboratory a projected 270 megawatts per hour of energy and over £34,000 in associated energy costs per year. The University of Glasgow’s project involved the consolidation of its medicinal chemistry and chemical biology laboratories into a single 500 square metre, open-plan laboratory in the grade A-listed Joseph Black building. Research in the lab is directed towards the creation of synthetic molecules which can be used for obtaining valuable insights to diseases such as cancer, hepatitis C and other infectious diseases. The new laboratory was created to facilitate collaboration between staff, while minimising energy and water use. The University of Glasgow is striving to help Scotland to meet the Scottish government’s climate change target of a 42 per cent reduction in national greenhouse gas emissions by 2020. Laboratory Specialist Services installed a variable air volume (VAV) fume cupboard system, with VAV controllers to regulate airflow according to requirement. Auto sash controllers automatically close the fume cupboards when not in use. The VAV system was selected as an energy-saving alternative to a conventional constant airflow volume (CAV) fume cupboard system, whereby air is continuously sucked out of the laboratory and replaced with clean air, even when the cupboards aren’t in use. TEL projects that the new VAV system will use 270MWh less of energy and generate £34,000 less in associated energy costs a year.
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A third of UK workers report being stressed and overwhelmed by distractions, according to a global poll carried out by office furniture firm Steelcase. The firm said this was made worse in the run-up to Christmas, as many companies dealt with deadlines “and all the seasonal distractions”. The results show that in the UK office workers enjoy an office chat, but 24 per cent list it as a distraction. Key findings in the UK also include: • 32 per cent say they cannot concentrate at work; • 51 per cent say they have no places in the office to relax and rejuvenate; • 33 per cent say they can’t move around and change posture; and • 34 per cent say they feel overwhelmed and stressed at work. The biggest distractions are talkative colleagues (19 per cent), loud conversations (15 per cent) and activity around the office (14 per cent); People say they need silence (16 per cent), privacy and fresh air (11 per cent). Bostjan Ljubic, vice-president of Steelcase UK and Ireland, said: “Our poll has shown that many workers feel overwhelmed all year round – the Christmas period will undoubtedly exasperate this. However, workplaces can be designed to help workers mitigate distractions and better manage the ebb and flow of their attention span.” The Steelcase poll interviewed 1,334 office workers in nine countries and shows that feeling overwhelmed is cross-cultural and cross-generational.
BSRIA sees BACS usurped by new systems BSRIA research has found that the traditional Building Automation and Control Systems (BACS) market has continued to grow steadily over many years, especially in the BRIC (Brazil, Russia, India, and China) countries. But the research also reveals that new technologies, innovations, and innovative business models are already disrupting the traditional BACS business. The BACS market continues to be led by a few dominant global players, while others are strong in certain regions, or in niche segments. However, the business of all of these could be significantly affected by tech giants such as Google, Apple, Microsoft – as they are already ‘players’ in the market. Jeremy Towler, BSRIA’s manager for energy and smart technologies, said: “A new connected, smart, LED lighting market is emerging which will see a change in the balance of ‘power’ within the building, moving from a building controls-centric to a lighting-centric form of building automation. The new generation of lighting controls will offer increased support for mobile access and personalised control solutions that will drive the building to respond to the individual. “This is in stark contrast to the classic experience where individuals have been forced to adapt themselves within the limited scope of the ‘traditional’ building automation systems. Not only does it signal a move away from the mechanical ‘wet channel’ towards the electrical ‘dry channel’ as the route to market, but it also means that an increasing proportion of the controls will arrive on site as part of a ‘packaged’ pre-tested solution.” www.fm-world.co.uk
11/01/2016 18:05
16% Yes, and we’re gaining valuable new insight from them
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THINK TANK
32% Not at all
OUR READERS SAID… We asked our LinkedIn and mailing list members: Do the systems your organisation has in place to measure building performance take into account the performance of the people who use the building and the building’s impact on the wider environment? The UK Green Building Council is launching a research project to tackle the way non-domestic buildings are currently designed, constructed and operated. The research is focusing on how to maximise building performance not just in energy terms, but also other key aspects of performance that affect both the building user and the wider environment. According to the UK Green Building Council, there is “an increasingly large body of evidence that shows that there is a ‘gap’ between the expected, designed or desired performance of the building and how that building performs once delivered, occupied and maintained over time”. All too often, predictions of
the whole building performance are either not accurately made or communicated. Mark Allen, technical director, Saint-Gobain UK, says: “We occupy buildings for a considerable portion of time, which contributes significantly towards the climate change agenda and the wider health, wellbeing and productivity in buildings.” There has even been an American study by researchers at the Harvard University T.H. Chan School of Public Health’s Center for Health and the Global Environment, SUNY Upstate Medical University, and Syracuse University that states that improved indoor environmental quality doubled participants’ scores in cognitive function tests.
52% No, but it is a topic being discussed within our business
What is more in 2011, commercial property energy consultant, Andrew Cooper said that ‘intelligent’ buildings have sought to increase the usability of a building. FMs are needed in this context, he argued, to understand open protocol networks and the integration of systems, people, and processes, and retain a broad understanding of how their role helps maximise value. So we asked you: As well as energy consumption, do the systems your organisation has in place to measure building performance take into account the
performance of the people who use the building and the building’s impact on the wider environment? A mere 16 per cent of you said ‘yes’, that you were gaining valuable new insight from the systems you had in place. A larger percentage of you – 52 per cent –said ‘no’, that it was just a topic being discussed within the business. Almost a third of you – 32 per cent – said none of this was happening at all in your firms. Join this, and other debates on our LinkedIn Think Tank group at www.tinyurl.com/fmthinktank
ECHO
Apprenticeships levy ‘will not solve skills crisis’ The government’s apprenticeship levy will be insufficient to ease the skills crisis, according to Chris Wood, chief executive of Develop Training (DTL). The apprenticeships levy is a key part of the government’s plan to boost productivity and to encourage employers to invest more in their workforce training and development. The levy is set to fund three million new apprenticeships over the next five years, announced in the Summer Budget, to come into effect in April 2017. It will be set at a rate of 0.5 per cent of an employer’s wage bill. A £15,000 allowance has also been set, meaning the levy will only apply to employers’ pay bills that total more than £3 www.fm-world.co.uk
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million – applying to fewer than 2 per cent of UK employers. The government expects to raise £3 billion a year through the levy.
Wood described the proposed plan as “ill-conceived”. He said: “Although only big companies… will be affected, I can see
difficulties in recovering those costs in practice. Most large firms would need to take on hundreds of apprentices with perhaps few prepared for this in the near term, not least because of the dearth of suitable candidates. “Rather than being perceived as a training panacea, the levy risks being seen simply as another short-term tax on large businesses. “Instead of simply taxing businesses, the government should look to encourage British business owners to invest directly in the people who will ultimately operate and manage their companies. The government could help in this respect through supportive tax-breaks or other incentives.” FM WORLD | 18 JANUARY 2016 | 09
11/01/2016 18:12
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SUSTAINABILITY
What does a ‘Circular Economy Package’ mean for FM?
“While we welcome the fact the commission wants to capture an extra 600 million tonnes of waste currently going into landfill, we need to ensure that any legislative change is realistic, pragmatic and cost-effective and that pursuing recycling targets per se doesn’t end up with a net environmental deficit because we will have taken our eye off the key issues of sustainability and climate change. “The EU circular economy package is a step in the right direction, but much more can and should be done to ensure that resources are no longer treated as problematic waste. Now that the circular economy concept is taking hold, there is real potential for reusable resources to result in significant economic, environmental and social gains.”
What it means for FM
The EU’s circular economy package was announced in December HERPREET GREWAL newsdesk@fm-world.co.uk
Late last year, the European Commission announced the adoption of a ‘Circular Economy Package’ to include revised legislative proposals on waste to stimulate Europe’s transition towards a circular economy. The move, says the commission, is meant to “boost global competitiveness, foster sustainable economic growth and generate new jobs”. A circular economy is the alternative to the traditional ‘take, make, dispose’ linear economy by which resources are used for as long as possible “with the maximum value from them extracted while in use, then recovered and regenerated products and materials at the end of each service life”. Barry Dennis, chair of recycling 10 | 18 JANUARY 2016 | FM WORLD
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firm RWM, commented: “Our sector is at the heart of innovation to recover valuable resources, but we need to stop thinking inefficient use of materials is a problem for the recycling and waste management industry to solve single-handedly. The circular economy will only be achieved when everyone from all sectors including manufacturing, retail, technology and consumers see the cost benefits of being more resourceful with materials.” David Burton, of sustainability consultancy Ecosurety, added:
Research by Imperial College London last year estimated that a circular economy could add £29 billion to UK GDP. Steve Lee, chief executive of the Chartered Institution of Waste Management said that FM “is in a position of great influence and can offer the focus and skills on resource efficiency and security and efficient waste management that often eludes many waste producers”. The Circular Economy Package consists of an EU Action Plan for the circular economy that establishes “a concrete and ambitious programme of action, with measures covering the whole cycle, from production and consumption to waste management and the market for
“We need to stop thinking inefficient use of materials is just a problem for the recycling and waste management industry”
secondary raw materials”. However, critics have warned that the plan is “too weak to make it happen”. Joan Marc Simon, executive director of non-profit Zero Waste Europe, said the proposed package “opens with the same scope as the former proposal and contains some positive elements, such as the obligation for member states to align waste management pricing with waste hierarchy, but it’s not a more ambitious proposal. “The new waste legislation has been watered down as compared to 2014’s package, while the action plan is mostly a patchwork of very vague policy proposals, some of them not expected to be implemented until the end of the current commission mandate.” In a separate development, a report produced by WRAP for the London Sustainable Development Commission (LSDC), London Waste and Recycling Board (LWARB), and the Greater London Authority (GLA), recommended a move away from the traditional linear economy. In ‘Employment And The Circular Economy’ WRAP argues that a reusing, remanufacturing, repair, and rental revolution could create more than 40,000 new jobs in London by 2030. Growth in London’s circular economy would deliver “substantial economic and environmental benefits” and see resources and products “used more efficiently by keeping them in use for as long as possible, extracting the maximum economic value from them whilst in use, and then recovering and reusing products and materials”. A circular economy would be good for job creation because the types of businesses involved in reusing, repair, remanufacturing and rental require more labour to create economic value, notably among low to mid-skilled occupations, where future job losses in London are expected.
CYNTHIA RUSSELL
FM NEWS ANALYSIS
www.fm-world.co.uk
11/01/2016 16:23
IPMS may ultimately replace dozens of existing standards across the world
STANDARDS
IPMS standard could hike up rents for UK firms
RAY BRADSHAW
HERPREET GREWAL newsdesk@fm-world.co.uk
The International Property Standard (IPMS), was consulted on in December 2014 and introduced for commercial property on 1st January – with UK chartered surveyor Tenant Advisory Group, warning that the new standards could cost UK businesses £1 billion a year. Martyn Markland, principal consultant to the company, which acts for commercial tenants, has highlighted the concerns many in the industry he claims share but are unwilling to voice in public. The issue affects every business that leases office space as well as the professionals that work in the sector including lawyers, architects, and FMs. Markland said: “While the changes will undoubtedly be welcomed by landlords and developers, I suspect most businesses are oblivious to the impact they will have on rents and other property costs.” www.fm-world.co.uk
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The standards have been set up by the International Property Measurement Standards Coalition (IPMSC), an international group of professional and not-for-profit organisations working together to develop and embed a single property measurement standard whose members include Core Net, JLL and others. According to the Royal Institute for Chartered Surveyors (RICS) of the UK (a part of the coalition), while the standard is not mandatory in the marketplace, countries like Dubai are already factoring it into its legislation. The coalition says that the standard was officially launched on 1 January. Compliance will not initially be enforced.
Upward pressure Mark Whittaker, deputy chair of the BIFM’s North Region, says: “The whole issue of the new IPMS 3 measurement is something that facilities managers need to be aware of, particularly given the
potential upward pressure on office rents and frequency of disputes.” Markland says the replacement of the existing measurement standard applying to offices – Net Internal Area (NIA) – is unnecessary. He points out that the UK, and most of the world’s property markets, use NIA because it reflects the true value of space from the end user’s perspective. “The IPMS alternative to NIA requires columns, buttresses, party walls and other structural intrusions to be included in the floor area measurement, which effectively means that business owners will now be paying for space they cannot physically use.” But otheres disagree. Ken Creighton, director of Professional Standards, RICS, said: “It is simply untrue to suggest that IPMS will result in increased office rents. Why else would large corporate occupiers such as Vodafone, Xerox, BASF, IMF, International Hotels Group and Serco have welcomed its introduction? They rightly tell us it will improve transparency in property markets.”
More transparency Under the old system the lettable floor area of the office used in the example was 1,745 square feet (NIA), but now it is set to rise by 12 per cent to 1,955 sq ft under IPMS. Unless the landlord reduces previous quoting rent of £14.50 per sq ft (NIA) down to £12.94 per sq ft (IPMS), which Markland says is unlikely, an unsuspecting tenant will end up paying £3,000 a year more rent for the same amount of net internal area. The standard aims to create a uniform method for measuring property and is set to replace dozens of existing standards in use around the world. The work to create the global measurement standard has been spearheaded by a coalition of more than 50 professional organisations and has
been produced following global consultation by a team of 18 independent industry experts. The standard will define which areas are included when measuring a property and which are not. The IPMSC says IPMS for office buildings will lead to “increased transparency and consistency across real estate markets that will benefit the way property assets are managed and, ultimately, how financial decisions are made by investors, corporate occupiers, buyers and sellers”. These inconsistencies have led to confusion in markets, and even businesses developing their own costly processes for measuring and benchmarking property assets. Investors too, including pension funds, have had to factor in variation in quoted property size when making decisions about acquiring property. In 2014, John Duckworth, head of occupier services at JLL, said: “We believe that IPMS for office buildings will help corporates better manage and benchmark their property assets across multinational portfolios and, in turn, allow them to make better financial and business decisions. Implementation of these standards will be gradual, but we hope that over time global corporate occupiers will be able to adopt these codes of measurement and use them to their advantage.” In FM World’s Think Tank poll conducted in December 2014, most respondents – 46 per cent – thought the standard would be just another bureaucratic gimmick that would make little difference. A free copy of Markland’s full report entitled Business Face £1 Billion Bill For Office Space They Cannot Use can be requested from Tenant Advisory Group by emailing ipms3@tenantag.co.uk, quoting ‘Report’ in the subject line.
FM WORLD | 18 JANUARY 2016 | 11
11/01/2016 16:07
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BUSINESS NEWS
HERPREET GREWAL newsdesk@fm-world.co.uk
French service provider Atalian moves into US
Atalian, international provider of facility services to companies in 21 countries, has announced its expansion into the North American market with the acquisition of Temco Facility Services. Based in Paris, Atalian is a family-owned company that has more than 35,000 employees and annual revenue of ¤1.33 billion (before acquisition). Its wide range of services allows customers to outsource most management of support functions, such as cleaning, multi-technical and FM, reception, security, landscaping, construction, and energy management. New York-based Temco is a nearly century-old provider of cleaning and associated services and security to companies in the US and, through its Temco-
Euroclean subsidiaries, in the UK, Belgium, Luxembourg, and the Netherlands. Founded in 1917, the company has a turnover of $375.5 million for the year ended 30 September 2015. It employs more than 10,000 people worldwide and operates in 12 states. The acquisition is another step in Atalian’s international expansion programme begun in 2000 by Franck Julien, president of Atalian Holding Development and Strategy. It supports the company’s overall goal of growing its business by expanding its activities in France and in existing countries, and by establishing itself in three new countries each year. Atalian’s customers include, among others, Airbus, Air France, Areva, Axa, Bosch, Carrefour, EDF, Electrolux, LafargeHolcim, LVMH, the Louvre museum, Metro, Orange, SNCF and Safran.
Atalian’s clients include Air France
Contract wins
NEW BUSINESS Gather & Gather has been appointed by Vodafone UK to provide food services across its UK property portfolio. The four-and-a-half-year contract will see the catering arm of Mitie serving 9,000 employees daily at Vodafone UK’s 12 locations. The company says that its “approach to employee wellbeing is also high on Vodafone’s agenda, with a focus on healthy and nutritious meals”, which “encourage employees to take time out and return to work refreshed, motivated and restored”. Mitie has extended a long-running FM contract with dmg media at the publisher’s Kensington HQ. Dmg is home to The Daily Mail, The Mail on Sunday and the MailOnline and Metro. 12 | 18 JANUARY 2016 | FM WORLD
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Mitie already provides security and cleaning and under the renewed multiyear deal will also undertake M&E, front-of-house, mailroom and logistic services. Mitie’s healthcare contract with St George’s University Hospitals NHS Foundation Trust in London has been renewed for three years. An extension to the current contract, worth £33 million over three years, has been agreed from 1 April 2016. The company has worked at St George’s for the past seven years and has 680 employees working at the trust. St George’s Hospital is the largest provider of healthcare in south-west London, with 8,500 staff serving a population of 1.3 million, The main site is in Tooting.
HSBC has extended its deal with JLL to provide FM services to its 55 million square feet of global real estate for an another three years beyond the original five-year term – until 2021. The extension allows both parties to build on the changes that have taken place since 2013 and to deliver more savings. Maxim Facilities Management has won a deal to provide cleaning services for Hitachi Rail Europe at its rail vehicle manufacturing facility in County Durham. The £82 million manufacturing and assembly plant in Newton Aycliffe opened last September. Maxim began working with Hitachi in August, before the site’s opening, which was attended by Prime Minister David Cameron. City Football Group – the holding company for Manchester City Football Club, Melbourne City Football Club and New York City Football Club – has awarded a three-year facilities services contract to OCS. The firm will carry out cleaning, waste management, pest control, hygiene and window-cleaning services at sites owned by City Football Group in the UK including Manchester
City’s Etihad Stadium, the City Football Academy in Manchester, and the organisation’s London offices. Wilson Vale has added specialist global insurer Hiscox to its portfolio of clients. The independent caterer now serves 250 Hiscox staff at the company’s new landmark building in York. This number is expected to rise to 500 over the next three years in line with Hiscox’s recruitment plans. Clugston has won a £780,000, threeyear contract to provide warehouse management services to Perstorp UK Ltd, a global firm in the chemicals market. Perstorp UK is part of an international, world-leading supplier of speciality chemicals to many sectors ranging from adhesives, automotive and resins to paints and footwear. Bilfinger Europa will provide relocation and total FM services to Ferrero, producer of a number of confectionery brands. The company was first appointed to undertake the relocation of Ferrero’s business activities from Watford to a new headquarters building in Greenford in West London. www.fm-world.co.uk
11/01/2016 15:53
ABM buys Westway in drive to strengthen its UK foothold New York-based facilities solutions provider ABM has signed an agreement acquiring Westway Services Holdings – a technical engineering services provider to customers in the UK – in an all-cash deal. With annual revenues of £54 million (about $81 million US), the acquisition adds to ABM’s strength in the UK and supports its transformation to a solutionsdriven business. The terms of the transaction were not disclosed. Scott Salmirs, president and chief executive officer of ABM, said: “The acquisition is a natural fit, in line with our long-term strategic vision, and continues our focus in areas where we can achieve higher margins and deliver greater value to our stakeholders.” He added: “Westway will
Scott Salmirs: “The acquisition fits our long-term strategic vision”
allow ABM to expand into market adjacencies and deliver complete solutions, including deep technical services, to our clients in the UK.” The deal will allow ABM to extend Westway’s mechanical, electrical and core service lines
BUSINESS BRIEFS
to existing UK customers. In addition, it offers the chance to cross-sell ABM’s leading services to current Westway clients. Founded in 2000, Westway is a technical facility services provider and offers engineering services such as heating, ventilation, air conditioning, refrigeration, electrical installations, building management systems, planned preventative maintenance, and reactive maintenance services. The company is based in South Ruislip, West London, and has about 530 employees. Becoming part of ABM could also help Westway employees to pursue professional development and expand their personal opportunities, said ABM. The company’s management team will remain in place.
ALAMY/STAVROS PANOPOULOS
Bilfinger agrees £100m BP framework renewal The engineering and services group Bilfinger has renewed its framework agreement with BP, valued at ¤140 million (£101.8 million), for another three years. The deal covers maintenance services at two of its largest midstream oil and gas terminals in Scotland – Forties Pipeline System (FPS), Grangemouth, and Sullom Voe Terminal (SVT), Shetland. A significant portion of the offshore production in the North Sea is gathered here, stored, transported to other locations, or processed. The agreement covers scaffolding, insulation, corrosion protection, and fireproofing. In the UK the company has been working together with the www.fm-world.co.uk
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Diamond’s ‘shining’ turnover Diamond Facilities Support has reported a turnover of £5.5 million for 2015 and says it expects to grow by another 25 per cent by the end of 2016. The firm, founded in 2010, delivers a range of hard and soft facilities support across the UK and works for clients including JD Sports, Pure Gym, Bill’s Restaurants and Atkins Global. It recently won a three-year deal with Hft at 500 registered care and supported living homes from Newcastle to Cornwall.
Somerset quits deal early Somerset County Council has exited early from a joint venture contract involving back-office and customer services. The deal, founded in 2007, was due to end in November 2017, but the council has decided to bring all services back in-house this year. Southwest One, a joint venture between IBM, Avon & Somerset Police, Taunton Deane Borough Council, and Somerset County Council, delivers a range of support services to the local authority partners. All partners have been considering their options ahead of the contract’s scheduled end in November 2017.
Elior ‘exceeds objectives’ The Bilfinger deal covers the Grangemouth oil and gas terminal in Shetland
global oil and energy group for more than six years. Per H Utnegaard, chairman of the executive board at Bilfinger, said: “This order is in line with our strategy of strengthening our focus on Europe and of further expanding cooperation
with our top clients.” The UK is Bilfinger’s largest European market outside of Germany, with an annual output volume of ¤900 million (£654.7 million). Industrial and real estate services each account for about half of this volume.
Catering and services industry operator Elior Group had a 6.2 per cent overall revenue growth during its 2014/2015 fiscal year. It also reported a 3 per cent organic increase in revenues. Philippe Salle, group chair and CEO, said: “This clearly demonstrates the underlying strength of our business as well as our ability to seize growth opportunities while safeguarding our profit margins.” FM WORLD | 18 JANUARY 2016 | 13
11/01/2016 15:53
FM BUSINESS
IN FOCUS
The interviewee: Colin Blair, director of estates and facilities, Huddersfield University The issue: The profile of university facilities management by a recipient of an MBE in the New Year Honour’s List
The big man on campus This year’s New Year’s Honours list was kind to FM with three people recognised for their achievements. Of these, Colin Blair was awarded an MBE for services to higher education and the community in Huddersfield in the New Year’s Honours list. The award recognises Blair’s central role in ensuring that Huddersfield university has “one of the UK’s highest-quality campuses, with a continual programme of development”. Blair has presided over “an ambitious £100 million building schedule, and a new £200 million investment phase is under way”. But this has been achieved without the need to borrow money, leaving the University of Huddersfield is debt-free. Blair told FM World: “I have been ultimately responsible for the development and implementation of the £100 million capital plan, ensuring that it is targeted to gain maximum benefit and enhance the student experience as much as possible. This approach will be adopted in the new plan, although the developing research needs of the university will gain extra significance. The plan, says Blair, has been developed using the “Yorkshire approach” – essentially, “spend 14 | 18 JANUARY 2016 | FM WORLD
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what you earn and do not rely on borrowing. This way, tuition fees benefit the students directly “and are not used to pay off long-term debt”. In March of last year, Blair was named winner of the Award for Long-Term Contribution at the inaugural AUDE (Association of Directors of Estates) Awards. “Now, less than a year later, I am deeply honoured to receive an MBE and I regard it as tribute to the dedicated and talented team in our estates and facilities department,” he says. Blair began his career as a project engineer in the private sector before joining Kirklees Council in Huddersfield in 1983 as head of property maintenance. Six years later he was appointed senior building services engineer at the university, becoming director of estates and facilities in 1998. During Blair’s period in charge, the number of the University’s campus buildings
dubbed ‘highly rated’ by the Royal Institute of Chartered Surveyors has risen. There has been a steady sequence of architecturally and technologically innovative new structures including a Creative Arts Building, a Business School, the 3M Buckley Innovation Centre and £22.5 million ‘Student Central - a sports, catering and study facilities building’. Right now, a £27.5 million building that will provide a new home for the Law School and the School of Music, Humanities and Media – as well as providing a prominent new landmark in the town centre – is also well under way. In addition, the university has been widely praised for its adaptation of historic properties that include canalside Victorian mills. The campus has one of the largest percentages of listed buildings of any higher education institution, presenting Blair and his team with a wide variety of
“The university has been widely praised for its adaptation of historic properties that include canalside Victorian mills”
maintenance challenges and responsibilities. “The approach to managing the various type and age of buildings does not differ, because the same quality environment is required in all of them,” says Blair. “However, the listed buildings on campus are a bonus because they allow the heritage of the town and region to be redeveloped into vibrant spaces that reflect a forward-looking university.” How has Blair’s approach to FM helped raise the quality of university’s buildings? “We’ve kept the capital plan flexible, reviewed it annually and wherever possible constructed flexible buildings capable of being easily remodelled. This has allowed university facilities to continually improve in quality and remain appropriate to changing academic needs.” Blair is a chartered engineer and has an MSc (Distinction) in facilities management. He’s also served for eight years on the national executive committee of the Association of University Directors of Estates (AUDE), also serving as the organisation’s treasurer and its North East region chair. So what constitutes a typical day for someone like Blair? “In the course of a single morning it would not be unusual to flip from discussions with executive colleagues on urgent matters not concerned with facilities before moving on to strategic estate decisions and then resolving issues concerned with operational facilities. “It’s the variety and complexity that continue to make the role both challenging and rewarding.” HERPREET GREWAL newsdesk@fm-world.co.uk
www.fm-world.co.uk
11/01/2016 15:23
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21/12/2015 15:57
FM OPINION
THE DIARISTS
GOODBYE, 2015 – A YEAR OF AMAZING ACHIEVEMENT
‘
EMMA VINCENT
is facilities manager at Sevenoaks District Council
Reflecting on 2015, I am amazed at how much a small in-house FM team has managed to achieve. Not only have we a large
portfolio of assets to maintain, but we have also improved the internal facilities for council staff. It is important that morale is maintained and the facilities provided at work can have a big impact on staff. From more in-depth projects such as LED lighting installation, to changing the company that conducts our daily sandwich trolley round – every decision we make is with the best intentions towards our internal customers. We also make sure staff are consulted regarding any changes made with their facilities and try
“NOT ONLY HAVE WE A LARGE PORTFOLIO OF ASSETS TO MAINTAIN, BUT WE HAVE ALSO IMPROVED THE INTERNAL FACILITIES FOR COUNCIL STAFF”
to let them have an input in the decision-making. For example, when we changed our vending machines we conducted a survey to find out what staff wanted in the machine – the majority asked for healthier snacks. The change in lighting was strange to some at first because they were so used to the old ‘orange’ lighting, but now staff find it strange when they move to a part of the building with the old lighting and ask when it will be changed to LED! As well as improving Sevenoaks District Council’s work environment, we also embarked on some restoration works at our only Scheduled Ancient Monument, the Archbishop’s Palace in Otford. The residents of Otford are very proud of their historical building, which was used by King Henry VIII. We are now completing phase one of
this project, to weatherproof the building before starting an options appraisal for its future use. This was a huge project on top of our daily workloads and maintaining our other properties, but one that has pleased the local community. Despite our regular day jobs, we have also found the time to complete some training. I have provisionally achieved a Level 3 Diploma in Facilities Management through the BIFM. Two of my team have completed building management-related courses, one has become a PAT tester, and each member of the team has been learning other roles within FM to create resilience within the team. Having an employer that invests in its staff is a brilliant benefit to our jobs, and creates a much stronger workforce. I am sure 2016 will be just as demanding and challenging.
FM CAN HELP TO TURN THE TIDE OF ECONOMIC DECAY
‘
TUNDE OBILEYE
is managing director and CEO at Great Heights Property & Facilities Management, Nigeria
With the change mantra of the new government in Nigeria, there’s a belief that a paradigm shift is under way to alter the status quo across the economy. 16 | 18 JANUARY 2016 | FM WORLD
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One effect of this change will be a greater focus on arresting the country’s infrastructural decay. Of particular interest is the role FMs can play to provide the muchneeded planned and systematic maintenance required to sustain existing and new infrastructure. As Nigeria continues to see investment in real estate and infrastructure, there is no doubt there will be a better understanding of the value that FM can bring to organisations and the economy at large. The minister of sports recently decried the sorry state of what was once the pride of Nigeria, the National Stadium in Lagos. It
“IF ALL THESE COSTS WERE COMPUTED, MOST PEOPLE WOULD BE SHOCKED AT HOW POOR FM IN PUBLIC INSTITUTIONS HAMPERS DEVELOPMENT”
had been neglected, becoming a haven for hoodlums, and unable to provide a safe place to develop sports, and was seemingly a wasted investment. But it isn’t the only government monument facing this challenge. There is the National Theatre, the National Stadium in Abuja, which cost billions of dollars, and other airports and stadia are being left to rot. The costs incurred by poor FM are not just the costs of building these structures, but more importantly what it continues to cost the nation; wasted infrastructure, neighbourhood eyesores that often harbour hoodlums and security risks - and vitally, the losses incurred by not being able to develop the different sectors with the infrastructure in the areas I referenced. Consider the low level of sports development to engage young people, the lack of facilities for local and international tourism as well as intra-state trade,
and how much developed the arts scene could have been in Nigeria if the national theatre was managed well. If all these costs were computed, most people would be shocked at how poor FM in public institutions hampers development. As the BIFM Nigeria Region prepares to champion the growth of facilities management, the plan is to offer a range of support to existing members and the wider FM community to harness these opportunities for the growth of our industry. We will educate our members, encourage the next generation of FMs, and promote key issues such as global best practice and benchmarking for others in the sector. The goal is to look at FM that focuses not just on the management of buildings but also the needs of end users. These are areas that BIFM will tackle to show how FM is intrinsically linked to economic growth. www.fm-world.co.uk
11/01/2016 14:03
You can follow us at twitter.com/FM_World www.tinyurl.com/fmthinktank
BEST OF THE
FMWORLD BLOGS Back in the light Perry Timms, Adjusted Development After 23rd December ticked over to the 24th, I stopped posting on social networks and spent little time on them. What did I learn? It was not that big a deal. I didn’t feel any anxiety about missing out. I did miss the reciprocity. Was I more attentive at home and to those around me? A little more, but I genuinely believe in the flow of on and offline being something I have tuned into. I see something funny online, I share it offline with who I am with. I hear something great offline and I feel it could be a useful thing to share online. I think people do make too much of this “online is a distraction/offline is best”. It’s mixing both for the benefit of you and others that really makes things tick. When I need to focus on things I ignore social networks, alerts, phone calls. I use social networks to inspire me rather than distract. If I need a bit of inspiration or a break from something I’m grappling with, it comes as a relief to see a nice post. In my first 48 hours back on the grid, I’ve found some brilliant stuff. I also found some amazing things in the journals that had stacked up a bit over the past 2 months and some great things in books. There is one thing I missed: incessantly learning stuff. This did make me a little uncomfortable. So my lessons are: • It’s great to go dark just to prove to yourself and others you can do it. • It’s useful to have space where small screens give way to books and journals. • That you don’t lose out or suffer fear of missing out as much as many people predict. • That there’s balance in the force. It’s not on or offline, it’s a beautiful movement between them to interweave them into your life – work and play. Read this full article at www.tinyurl.com/hn7hv9t
Don’t blame the workers for low productivity Mark Crail, Chartered Management Institute For those of us who recall how blame was dished out in previous hard times, this is a big change. In the 1970s, as well as go-slows, strikes and enforced three-day weeks, we also faced the sheer bloody-minded don’t-care attitude that meant if you bought an Austin Allegro made on one Friday afternoon, you knew that the wheels would fall off before you got it home. It was a decade of collective economic suicide. British industry also failed to invest in modern plant and machinery, and had scant interest in ensuring that managers or workers were properly trained. Fast-forward to modern times. It’s not long since the Centre for Economics and Business Research calculated that today’s office workers are twice as productive as they were 30 years ago. But since the economy hit a wall that amazing productivity growth has come to a halt. The commonly cited reason is that unproductive employees who would have lost their jobs in previous recessions have been kept on by employers who, rather than add to the jobless figures, decided to ride things out. But is it true that low-productivity workers really are just bad at their jobs? For years, XpertHR has run surveys about employers’ priorities for the coming year. Training is among the top three issues that employers always plan to address. Instead, other challenges emerge to soak up management time and training budgets, and nothing gets done. None of which matters while real wage rises lag behind inflation. That’s changing. With inflation close to zero and pay rises at 2 per cent, the real cost of employing people is going up. Firms need to get better productivity from their employees to carry on making a profit. We face a choice between making training a priority or bouncing back to a 1970s approach that blames employees for endemic low productivity. Read this full article at www.tinyurl.com/z874hzt
www.fm-world.co.uk
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FIVE MINUTES WITH NAME: Martyn Williams JOB TITLE: Managing director, COPA-DATA UK
Creating a road map of the brain is a bit like trying to map out the Industrial Internet of Things (IIoT). We need to understand how hardware and software, communication protocols and the human connection come together to support a stable and flexible interaction that enhances production, control and efficiency in industrial environments. IIoT relies on many-to-many applications or groups of nodes to accomplish a single task. For example, on a biscuit production line, the biscuit sandwiching machine at the heart of the line should be able to communicate with the previous elements of the process, as well as the ones that come after it. Regardless of whether we’re talking biscuits, automotive manufacturing or even smart grids, IIoT has communication requirements that go beyond standard client/server needs and conventional thinking. Nodes act as peers in a network, each making decisions and reporting to other nodes. IIoT will only work if it uses a compatible language across systems and industries. To help achieve this objective, the Industrial Internet Consortium was founded in 2014. The consortium aims to accelerate the development and adoption of interconnected machines and intelligent analytics. As IIoT cuts across all industry sectors, from manufacturing to energy, common standards, harmonised interfaces and languages are crucial for successful implementation of the concept. The consortium hopes to lower entry barriers to IIoT by creating a favourable ecosystem. The next step is to facilitate interoperability and open standards, allowing machines or systems from different original equipment manufacturers to communicate with each other and control systems. FM WORLD | 18 JANUARY 2016 | 17
11/01/2016 15:25
FM FEATURE
OUTSOURCING PUBLIC SERVICES GRAEME DAVIES
SHRINKING THE STATE The government aims to reduce the state to its pre-war size and spending cuts are driving both central government and local government to outsource for cost-effectiveness. This offers rich pickings for FM operators in some spheres. But, warns Graeme Davies, it could also lead to some firms living on the margins of very tight contracts
IKON
T
he past five years have represented a landmark period for UK government service delivery – in particular the outsourcing of public services to the private sector. During the five-year term of office of the first coalition government in modern times, the value of government outsourcing doubled to £120 billion as the government attempted to rein in spending following the financial crisis. But since the 2015 general election returned a surprise majority for the Conservative Party, the handbrake of coalition rule has been released and despite an improved economic outlook, chancellor George Osborne has reiterated his desire to continue slashing back the parameters of the state. The recent Autumn Statement and Comprehensive Spending Review revealed further deep cuts across almost all government departments. The target is to make £20 billion in savings over
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the coming four years and many central government departments will see budget cuts by up to 20 per cent more. Pressure is to increase on local authority budgets too, and innovative and far-reaching moves to integrate social and health budgets on a regional level will have significant consequences for many companies – and FM companies in particular. Indeed, recent research suggests that the value of government outsourcing could rise by another third during the course of this Parliament, by the end of which around £1 out of every £3 spent by the government could be going to private sector suppliers. But it will not be all plain sailing. This is a government keen on squeezing the best value possible from suppliers, which means margins will necessarily be thin on many contracts and the experiences of the past five years suggest that, in some cases, companies will struggle to fulfil www.fm-world.co.uk
11/01/2016 15:28
OUTSOURCING PUBLIC SERVICES
www.fm-world.co.uk
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FM WORLD | 18 JANUARY 2016 | 19
11/01/2016 15:41
FM FEATURE
OUTSOURCING PUBLIC SERVICES
GRAEME DAVIES
“Manchester’s combined health and social care budget is likely to be in the region of £6 billion – the opportunities for FMs to pick up substantial business could be significant” contracts profitably. Indeed, since the Autumn Statement the Confederation of British Industry has called for more transparency over government outsourcing contracts and it is among a number of voices calling on the government to consider a shift to ‘open book’ contracts where both the client, or commissioning authority and the contractor share the profit, or loss, from a contract. Away from central government budgets, local authority budgets are also under severe strain, with 19 per cent lopped off in the past five years and an
acceleration over the next four years is likely to see another 50 per cent-plus cut from central government grants to local authorities. As the government is keen on launching a new era of devolving and decentralising budgets to local authorities many of the pinch points in terms of cuts will continue to be at a local government level. But, of course, this also means many of the opportunities for outsourcers to pick up contracts will also continue to be at a local government level.
Devolving power, or devolving pain? The further swingeing cuts coming to central government grants to local authorities are being dressed up in heightened talk of devolution of powers to local authorities by Whitehall and in particular an enhancement to the ability of local authorities to set certain tax levels. In particular, local authorities who agree to take on more devolved powers in areas such as health and social care – overseen by a new generation of elected mayors – will be able to set their own business rates and
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keep more control over revenues raised locally, although any extra proceeds can only be spent in certain ways with extra business rates revenues ring fenced for infrastructure projects. On top of this, local authorities will now have the ability to raise council taxes to bring in more revenues with a 2 per cent precept allowed which can only be spent on social care budgets. Just before Christmas it was also announced that the £5 billion Attendance Allowance budget, paid to elderly or infirm people to help them continue living independently, will also be handed over to local authority control. Several local authorities have already set in train the process to elect local mayors. Manchester is one of the most advanced in this respect. There, a total of 10 unitary authorities will come together to pool resources. In return the new authority will have significantly enhanced powers over key areas of policy such as transport, health and social care. Some commentators argue that the urge to devolve powers is driven by a more cynical urge by the central government to devolve the pain of budget cuts to a local level. But the government would argue that local delivery should be more cost-effective, and that giving local authorities more autonomy will allow them to become economic growth creation zones rather than simply conduits for central government money. Whether enough entrepreneurial spirit exists in many councils for this to happen remains to be seen. FMs and other providers of outsourced services will be faced with bidding for contracts on a more localised level but, with the scale of some of the proposed changes to local governments – Manchester’s combined health
y and social care budget is likely n– to be in the region of £6 billion ick the opportunities for FMs to pick up substantial business could be significant. In another sign of traction n in this area – and an indication of the potential prizes on offerr for private sector businesses that can plug into the newly devolved authorities – in hat December it was announced that nine London boroughs would ng be at the vanguard of devolving health and social budgets in the capital. Initiatives include th local authority, social and health departments sharing facilities such as buildings and other infrastructure. Other initiativess include those in Lewisham, where physical and mental ted health services will be integrated n with social care services, and in Barking, Dagenham, Havering y and Redbridge, where primary and secondary care facilities will be better integrated – all of ctor which could lead to private sector d to FM operators being contracted offer services.
New cures for healthcare concerns? ? The government paints this as a es drive to better combine facilities and expertise to deliver more efficient services. Opponents say n it is simply passing the buck in st terms of who makes the biggest cuts and allowing for yet moree privatisation of the NHS away from the glare of landmark national policymaking. y Manchester’s shift to locally controlled budgets could provee st to be something of a litmus test s. of the government’s intentions. Long touted as the potential heartland of the government’s t, ‘Northern Powerhouse’ project, the proposed combination of 10 local authorities will create a nt, major force in local government, ges and it is in the proposed changes to healthcare provision that www.fm-world.co.uk co.uk
11/01/2016 15:28
OUTSOURCING PUBLIC SERVICES
Manchester will be scru scrutinised most closely. Many campaigners in health and social care have long lon called for greater cohesion be between the two service strands. strands Under Manchester’s plan, the two services will be brought brough under one budget controlled u ultimately by the Greater Manchester Manche Health and Wellbeing b board, which will be run on a shadow basis from April 2016 aand will take over budgetary co control the following April. This ch chimes with a central government in initiative that starts in April 2015 to offer smaller pooled budgets across 151 local authority area areas worth an aggregate £5.3 billion. billio For companies such aas Mitie and Mears, which alrea already have social care operati operations as well as the ability to de deliver capital projects, the ma marrying up of budgets may offer offe more opportunities for joined-up joined tenders in the coming y years. More efficient use of lo local authority and NHS esta estates will also offer those FM FMs who are experienced in merging merg operations and better running r property assets to also pick up work, even though tthe combined estates will u ultimately be expected to shrink in simple footprint terms.
Prisoners of fort fortune Another department which w is showing signs of accele accelerating its reform plans is the Min Ministry of
Justice, where Michael Gove is looking to find £600 million of savings before 2019, a bigger percentage cut than many rival departments. Justice is an area in which both politicians and private sector have had their fingers burnt before, and while that led to something of a hiatus in the outsourcing process, that is likely to change. Indeed, the recent spending review heralded a potential step change as the government announced plans to sell off a number of outmoded Victorian prisons in city centre locations such as Brixton and Holloway in London and Oxford. This will generate income from property developers that will be put towards the construction of nine new purpose-built prisons, five of which should be open by the end of this decade, saving up to £80 million a year in running costs. This will offer opportunities to those FM firms that have the expertise to run prison services as well as those with construction arms that may also bid for contracts to build the prisons themselves. As prison numbers are predicted to rise, the pressure on places will not abate, but the government is looking to do more to prevent reoffending and put offenders into rehabilitation before they reach jail in an effort to ease the burden, and there could be more work for private sector operators here too.
Other opportunities in 2016 The government will continue to outsource across the board with the pressure to cut budgets remaining paramount, and this is likely to lead to further significant contracts coming the way of private sector FM companies in all areas where their expertise can better help the government to run its estates efficiently. As local government remains a particular pinch point when it comes to budget cuts, many of the opportunities in the next few years will emerge at that level. But in departments such as justice, education, health and defence, where the big budgets are, opportunities are likely to continue coming thick and fast. In the private sector too, should the economy continue to grow as predicted, opportunities will continue to come through and as companies continue to thrive for ever more efficient ways to use their assets, then FM expertise will remain in demand. Particular areas of strength in the private sector will endure in commercial office and leisure and entertainment, particularly in the affluent London and South-East region as well as other selected regional hotspots.
Longer-term threats One of the biggest political moves of the past year saw the Conservative chancellor surprise
“For companies such as Mitie and Mears, which already have social care operations as well as the ability to deliver capital projects, the marrying up of budgets may offer more opportunities for joined-up tenders” FM WORLD | 18 JANUARY 2016 | 21
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FM FEATURE
OUTSOURCING PUBLIC SERVICES
GRAEME DAVIES
ALAMY
“In departments such as justice, education, health and defence, where the big budgets are, opportunities are likely to continue coming thick and fast”
the entire political spectrum when he pledged to ramp up the minimum wage to a Living Wage over the next five years, at the end of which the lowest-paid workers should be paid £9 an hour, up from the current £6.70 for over-21s. This sent shockwaves through those areas of the economy that employ large numbers on low wages, in particular the retail and hospitality industries and FM, where a large proportion of the workforce are on low wages. An independent body, the Regulatory Policy Committee, recently estimated that even the initial move to a living wage of £7.20 an hour next April will cost British companies £1.1 billion, made up of £700 million on the wage rise itself, £137.5 million 22 | 18 JANUARY 2016 | FM WORLD
18-22 Public sector.indd 22
on extra cost such as National Insurance, an additional £59.5 million on maintaining pay differentials with those who work on slightly higher wages now and £245 million in other costs. For the FM industry, this figure will cause significant concern, given that wage pressures will continue right through to 2020 as the Living Wage continues to rise.
Living Wage woes Many companies emerged from the recession looking pretty lean, and in an ultra-competitive sector such as FM, where margins are already thin, there is little extra fat to trim. Margins are likely to come under even more pressure at a time when customers, especially those in the public sector, continue to strive for the
lowest-cost contracts possible. Although the Living Wage is to be applauded for the vision of improving the lot of the lowestpaid workers, for companies it will create an operational headache that is going to take some solving. In many cases, shedding jobs is not an option, and although efficiencies can be eked out of working practices and new technologies, the last thing the industry needs is for companies under pressure to maintain order books to start bidding on uneconomic contracts. Whether this will lead to some price inflation in the sector to match the wage inflation remains to be seen, but the Living Wage is a conundrum the sector as a whole will have to face down over the next four years. FM www.fm-world.co.uk
11/01/2016 15:30
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FM FEATURE
CONTRACT CATERING IN 2016 SARA BEAN
ED ROBINSON/DANIEL LEWIS
R E H T R T U F OD UGH O O F R TH FO 24 | 18 4 JANUARY 2016 | FM 2016 | FM WORLD
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www.fm-world.co.uk www ww www. w ww w ww.fm fm-w ffmm-world m-w ld d.c .co co co o..uk .uk k
11/01/2016 16:38
CONTRACT CATERING IN 2016
The great variety of service provision demanded of contract caterers can only expand as 2016 progresses. Sara Bean looks at the drivers of change in this competitive element of the FM service scene
A
s we enter the New Year, we may resolve to eat more healthily by cutting out sugar and fat and consuming more fruit and vegetables, but it’s already a major driver for the contract catering sector. According to the British Hospitality Association’s (BHA) latest report on Britain’s Food Service Management (FSM) sector, every one (100 per cent) of the FSM companies it surveyed provide healthier alternatives and lower-calorie options. The sector itself is in good health with the current UK market size estimated at £4.1 billion, an increase of 3 per cent over the past year. But there are challenges ahead in 2016, including coping with much reduced real-estate space in which to prepare and serve meals, satisfying increasingly sophisticated customer palates and competing with an evergrowing band of high street food retailers. But one thing is certain – the days of the large workplace canteen are numbered. Allister Richards, MD of Gather & Gather, Mitie’s catering business, says: “There’s a real mix at the moment between the buildings that go back 20 years in the planning, with these huge cavernous kitchens that were designed for large-scale subsidised catering that are now unfit for purpose. “Many clients want to reduce their footprint and go to zero subsidy so now when buildings are being designed
www.fm-world.co.uk
24-27 Catering.indd 25
and occupancy costs are being allocated, the catering space is often very tight.” This growing demand for value for money from the real estate dedicated to catering requires the maximum use of the space, which at the back of house means using less space, energy and water, and at the front of house delivering an environment that offers much more than just a place to eat lunch. Simon Esner, director at BaxterStorey, says: “Our role has changed, and we can’t just fill a huge space – as in the old days – with tables and chairs for two hours a day. That space has to be used all of the time for many different opportunities.” This may include meeting spaces to encourage collaborative working and what Esner describes as “solution-based environments where people not only do work but find time to have some time away mentally and physically from their busy lives to engage with colleagues or even take part in wellness programmes such as yoga or massage”.
Cuisine scene But this doesn’t mean there is less emphasis on the food. Customers’ tastes have evolved over the past few years. People today are well travelled and far more open to varied cuisine, says Caroline Fry, deputy CEO, CH&Co Group, and this can present a challenge for workplace caterers. “Customers often visit us every day so we actually have a much harder job than the retail
“Our role has changed. We can’t just fill a huge space — as in the old days — with tables and chairs for two hours a day” FM WORLD | 18 JANUARY 2016 | 25
11/01/2016 16:39
FM FEATURE
CONTRACT CATERING IN 2016
SARA BEAN
The emphasis is on healthy choices and away from old-fashioned plated offerings
“Workers dissatisfied with what’s on offer in the workplace are more well placed than ever to find a food alternative in the high street” chains; our customers expect the menu offer to be different every day, whereas they wouldn’t expect that if they visited a Pret or Costa, for example. “The days of traditional hot meals and puddings at lunchtime are diminishing and many people now want to graze all day on grab-and-go food.” But demand is dependent on the demographics of the workplace. For instance, a tech and media company in London may have a younger workforce that prefers café-style food, while a more traditional manufacturing site will still have some demand for familiar lunchtime staples such as curry or shepherd’s pie. Overall though, food that is seen as fast and ‘on the go’, is increasingly what customers want at lunchtime, says Fry, which is why there is a decline in traditional plated hot meals and a rise in the popularity of street food. Everyone is talking about street food so it’s not a trend that is about to die out, but what exactly does it mean? Caroline Fry says: “It covers a vast array of food service styles and cuisines and it means different things to different people – from a tossed salad made by a chef in front of the customer to handheld burgers or real fusion cuisine like Korean tacos.”
A health of options There is some debate among caterers on whether you can truly deliver street food in a 26 | 18 JANUARY 2016 | FM WORLD
24-27 Catering.indd 26
corporate environment. After all, a dish of paella in the staff restaurant doesn’t really reflect the street food vibe. However, where they are all agreed is on offering healthier food choices. The BHA survey found that amongst the healthy options being provided by food service companies; 94 per cent are reducing salt in their meals, 88 per cent are including more fruits and vegetables in menus, 88 per cent are training chefs on cooking healthy options, 81 per cent are working to reduce fat in meals, and 81 per cent are lowering the amount of added sugar in meals. “Healthy eating is at the top of the agenda for all our clients as they want a healthy workforce,” says Paul Cowie, head of standards and solutions for catering at OCS. “This requires a balance between what the clients want and what the customer wants, which is why we offer a balanced diet – rather than everything has to be a perception of healthy. “We’ve an offering called ‘good for you’ that provides customers with a roadmap of healthy options. And at the deli bar we won’t offer you white bread unless you ask for it, while behind the scenes we’ll use low fat spreads/mayonnaise and reduced salt.” The awareness that customers who are dissatisfied with what’s on offer in the workplace are more well placed than ever to find a food alternative in the high street means that caterers are now in direct competition with
the retail food trade, whether coffee shops, restaurants or even the deli-food available at the local supermarket. “Contract catering used to compete on subsidy and proximity – and without any number of competitors outside your building as it is today,” says Simon Esner.
“Today, proximity and subsidy is all but gone, so what we’ve to do is become hospitality providers who are competing for the pound inside the customer’s pocket and to do this must be as good if not better than the high street. And we’ve also to market this and share this information with customers, which is what www.fm-world.co.uk
11/01/2016 16:39
CONTRACT CATERING IN 2016
The Millennial worksforce has pushed a change in catering
the retail market does very well.” The decline of the subsidised work canteen means that customers can expect to pay only an average of 10 or 15 per cent more if they buy lunch on the high street, so the quality and variety of the workplace food has to be good – especially in helping to recruit and retain the younger Millennial band of workers. For this reason many of the media and technology companies, which boast the largest demographic of under-35s, are putting food and catering back at the heart of their business, offering a range of restaurants, from fine dining to real street food that is delivered in vans around their campuses. Caterers have one big advantage over the high street in being able to more closely pinpoint customer demands. Says Catrin White, retail marketing director, corporate services, Sodexo UK & Ireland: “We use a profiling research tool www.fm-world.co.uk
24-27 Catering.indd 27
that identifies the attitudes and behaviours of our customers on a particular site, and this, combined with looking at national and global trends, enables us to create offers which appeal to the population we are serving.”
Cups of kindness There’s also a move away from attracting staff by using big names such as Starbucks, Costas or Nero’s and instead replicating the artisan coffee houses. Anthony Bennett, director at Bennett Hay, explains: “Our coffee now is better quality than most of the brands out there as we source a high-quality blend. We treat it like a brand and use a barista who trains all our guys to make the whole hot drinks range attractive, and encourage people to stay in the building. In this way we can compete directly with the high street.” Clients also want to know where their food comes from and that it is ethically
sourced, and this trend is no longer a differentiator between catering suppliers but more a of a hygiene factor in a catering contract. Bennett’s firm, along with most caterers, is signed up to the Sustainable Restaurant Association, which works directly with restaurants and the contract catering market to meet set criteria on energy use, food miles and locally produced provenance. How the catering service contract is delivered is also in flux, with a move away from the trend to bundle catering in with a Total Facilities Management (TFM) or Integrated Facilities Management arrangement in favour of a single service. The suppliers I spoke to, whether specialist caterers or facilities firms, agreed that the current split between single and blended contracts is around 50/50. Andrew Wilkinson, strategy and marketing director, corporate services, Sodexo UK & Ireland explains: “While the market for
integrated facilities management remains strong, there are still many organisations looking to outsource single services as part of their over-arching facilities management strategy. “In those contracts where we provide only catering, it’s important we work closely with the client to understand what exactly they want to achieve from outsourcing.” But however a workplace’s catering is delivered, it won’t meet the grade “if the food is not culturally part of the agenda of the client organisation and it becomes a commodity purchase”, says Allister Richards. “If you start with the financial imperative, that you’ve a 300 square-foot box, there are 400 people on site and it’s got to be at nil cost, and from there you build an offer. That is not putting the customer at the heart of what you’re doing.” And so the high street beckons. FM FM WORLD | 18 JANUARY 2016 | 27
11/01/2016 16:39
FM FEATURE
FUTURE INFLUENCES — CITY DEVOLUTION
THE DNA OF CITY DEVOLUTION
Transfer of powers to cities and regions will give more control to local decision makers over the new built environment that FMs will ultimately manage. In the first of a ‘future influences’ series looking at wider built environment trends, Benjamin Mansell and Michael Pocock of law firm Pinsent Masons look at the potential impact of ‘devo-deals’
28 | 18 JANUARY 2016 | FM WORLD
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www.fm-world.co.uk
11/01/2016 17:51
CITY DEVOLUTION
T
he draft Cities and Local Government Devolution Bill has given the government’s devolution agenda great momentum. The bill, announced in the Queen’s Speech on 27 May 2015 will enable cities or regions to transfer powers away from Whitehall over a range of matters. It passed report stage and third reading, with amendments, in the Commons on 7 December. MPs have returned the bill to the House of Lords with amendments and these will be considered on the floor of the house on a date to be announced. Six so-called ‘devo deals’ have now been reached, with Birmingham and Liverpool following Greater Manchester, Sheffield, the North East and Tees Valley. Elections for all the metro mayors are to take place in 2017. The powers to be granted www.fm-world.co.uk
28-31_CityDevO.indd 29
“The GMCA describes itself as “a unique model of governance for a city region” and it does not appear that there is another multi-council body nationwide that operates so closely” under the draft bill are generic. For instance, section 17(1) states that “The Secretary of State may by regulations make provision for a function of a public authority that is exercisable in relation to a relevant local authority’s area to be a function of the local authority”. In essence, the government may transfer public authority functions to any
council that wishes to embrace devolution.
Mayoral accountability? The powers to be transferred will be dependent on any ‘devolution deal’ that cities or regions strike with the government. So devolution will not be uniform nationwide. What does seem
certain is that a mayor will have to be elected in return for the devolution of powers. As George Osborne noted: “It’s right people have a single point of accountability. Someone they elect, who takes the decisions and carries the can. So with these new powers for cities must come new city-wide elected mayors who work with local councils. I will not impose this model on anyone. But nor will I settle for less.” Elected mayors will have a slightly different position from that of the Mayor of London. London’s mayor sits above the 32 London boroughs and is held to account by the London Assembly, a body elected by all Londoners. Future mayors outside London will sit within the framework of local government. This means that the local council leaders for the designated conurbation or region will act as a cabinet, which FM WORLD | 18 JANUARY 2016 | 29
11/01/2016 17:51
FM FEATURE
FUTURE INFLUENCES — CITY DEVOLUTION
“There appears to be a significant appetite among other ‘core’ cities to devolve powers” will be able to pass or block a proposal with a simple majority. There will be no democratically elected assembly to ensure that the mayors are directly held to account by the public. Other proposed checks and balances were introduced by the House of Lords to ensure the accountability of devolution. These are: ● An annual report on the progress of devolution should be provided to Parliament “as soon as practicable after 31 March each year”; and ● Before the second reading of any bill, a minister must publish a ‘devolution statement’ confirming that the provisions of the bill “are compatible with the principle that powers should be devolved to… the most appropriate local level except 30 | 18 JANUARY 2016 | FM WORLD
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where those powers can more effectively be exercised by central government”.
Manchester is planning ahead Greater Manchester is at the forefront of the devolution agenda and has frequently been labelled as Osborne’s devolution ‘pet project’. It was the first deal announced (in November 2014) and also contains the widest range of devolution powers set out to date. These include planning, policing, housing, fire services, healthcare and bus services. The West Yorkshire Combined Authority and Cornwall devolution deals appear to be a ‘starting point’, with more powers yet to be announced. There appears to be a significant appetite among other
‘core’ cities to devolve powers. There has been speculation that other cities such as Birmingham, Nottingham and Bristol are seeking devolved powers, while Sheffield and the North-East Combined Authority have confirmed they are in discussions with the chancellor. There is perhaps some hesitation among most councils to jump straight into devolution; they will instead wait until the bill has been given Royal Assent and see how successful the existing devolution deals are and which powers should be sought. How devolved planning policies sit alongside the National Planning Policy Framework (NPPF) will need to be scrutinised, because there is significant scope for conflict between regional powers and national policy. Regional planning powers will need to be seen to fit in with the NPPF. For instance, the GMCA has confirmed that the Greater Manchester Spatial Framework “will be developed in line with NPPF policies”. But given the brevity of the NPPF,
there is scope for matters of detail to be loosely described as within the scope of the NPPF. This could be a lawyer’s paradise and the potential for legal challenge will be a real concern.
Potential for regional imbalances The GCMA played a significant role in obtaining Greater Manchester’s devolution deal. Formed in April 2011, predevolution, it comprises the leaders of the 10 constituent councils in Greater Manchester. There is a strong history of co-operation between the constituent councils and it is highly unlikely that such a comprehensive deal could have been agreed if the councils did not work in tandem. The GMCA describes itself as “a unique model of governance for a city region” and it does not appear that there is another multi-council body nationwide that operates so closely on key policy matters. Other cities and regions may follow suit in forming or strengthening their city region www.fm-world.co.uk
11/01/2016 17:51
CITY DEVOLUTION
MANCHESTER: DEVOLUTION DETAILS
body. But old local rivalries and possible disputes over who will gain most from any devolution deal may hamper any alliance. This raises the possibility of devolution on a small scale; could powers be devolved to a single council or will the government only grant powers to a collective? If the devolution agenda presses ahead, there will be an uneven spread across the country. There will be variation between those that do and don’t embrace devolution, and between the areas that have gained devolved powers. Could the result be a US-style differentiation in laws across the country? It is unlikely, but there may be significant regional imbalances that will influence decisionmaking; if it is far easier under the devolved policies to build homes in Greater Manchester than in Leeds, Yorkshire-based house builders may switch their attention across the Pennines. Will the bill achieve its desired effect in promoting a more balanced economy or will it lead to greater inequality? Devolution www.fm-world.co.uk
28-31_CityDevO.indd 31
is widely perceived to be a step in right direction, as councils will be able to mould policies to suit local circumstance. But whether councils will have the resources, expertise and finance to make the most of devolved powers is unknown. And how far Osborne is willing to stretch the devolution mandate will be tested, initially by Greater Manchester, but latterly by other cities and regions. Sir Howard Bernstein and Sir Richard Leese, chief executive and leader of Manchester City Council respectively, have publicly stated that their ultimate aim “is for full devolution of all public spending in greater Manchester”. Whether it is Manchester or any of the other cities facing devolution, it is clear that the move is starting to gather real impetus and there are significant opportunities for regional cities to shape their future. FM MICHAEL POCOCK is a partner and BENJAMIN MANSELL a solicitor at Pinsent Masons
The newly elected Mayor of Greater Manchester “would hold the ultimate responsibility over new housing, planning and policing powers”. Policies announced to date include: ● Creation of a statutory spatial framework for the city region that will act as the framework for managing planning across Greater Manchester. This will need to be approved by unanimous vote of the mayor’s cabinet, and will be in line with the Greater Manchester Spatial Framework being developed by the Greater Manchester Combined Authority (GMCA). ● A Greater Manchester Land Commission. This will have an overview of all publicly owned land in the region, including that owned by the public sector. It will co-ordinate how the land can be used to support Greater Manchester’s wider ambitions and address any barriers to such land being developed. ● A Housing Investment Fund worth £300 million over 10 years, with the aim of delivering 10,000 to 5,000 houses. ● The ability to create Mayoral Development Corporations that can drive regeneration and advance complex development schemes. Any such development corporations would have to be agreed by the leader of the Greater Manchester local authority area in which it would have powers. ● Compulsory purchase powers, subject to the agreement of the leader of the local authority in the relevant area.
As the bill has not yet been finalised, not all powers and budgets have been devolved to Greater Manchester immediately. Some matters such as planning and transport await the enactment of parliamentary legislation and an elected mayor. On 29 May 2015, the GMCA selected Tony Lloyd, Greater Manchester’s Labour police and crime commissioner, to act as the interim mayor, with an election for the first directly elected mayor scheduled for 2017. FM WORLD | 18 JANUARY 2016 | 31
11/01/2016 17:51
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2016 THINK FM THINK PRODUCTIVITY
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FM MONITOR
MARKET INTELLIGENCE
INSIGHT ECONOMY
The figures on this page have been compiled from several sources and are intended as a guide to trends. FM World declines any responsibility for the use of this information.
UK PUBLIC SECTOR EMPLOYMENT, AS AT SEPTEMBER 2015
VAT rates: Standard rate – 20% Reduced rate – 5% Source: HM Treasury (hmrc.gov.uk)
Bank of England base rate: 0.5% as of 10 December 2015. Source: Bank of England (bankofengland.co.uk)
Consumer Price Index (CPI): The Consumer Prices Index (CPI) rose by 0.1% in the year to November 2015, compared with a 0.1% fall in the year to October 2015. Movements in transport costs and alcohol and tobacco prices were the main contributors to the rise in the rate. Falling clothing prices partially offset the rise.
TOTAL PUBLIC SECTOR EMPLOYMENT FELL BY 12,000 FROM JUNE 2015 TO 5.349 MILLION, ITS LOWEST HEADCOUNT SINCE RECORDS BEGAN IN 1999. PUBLIC SECTOR EMPLOYMENT FELL BY 59,000 ON THE SAME PERIOD A YEAR AGO.
5.349 12,000 MILLION LOWER
CENTRAL GOVERNMENT EMPLOYED 2.911 MILLION – 2,000 LOWER THAN IN JUNE 2015. EMPLOYMENT IN PUBLIC CORPORATIONS, AT 181,000, WAS 2,000 HIGHER THAN IN JUNE 2015, BUT 3,000 LOWER THAN IN SEPTEMBER 2014.
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
£7.85 per hour
London Living Wage
£9.15 per hour
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25.953 MILLION
PRIVATE SECTOR EMPLOYMENT – 25.953 MILLION – GREW BY 219,000 ABOVE JUNE 2015 FIGURES, AND WAS 565,000 UP ON SEPTEMBER 2014.
SOURCE: OFFICE FOR NATIONAL STATISTICS
Source: (www.ons.gov.uk)
EMPLOYMENT
EMPLOYMENT IN LOCAL GOVERNMENT – 2.257 MILLION – WAS 12,000 LOWER THAN IN JUNE 2015 – AND IS NOW AT ITS LOWEST LEVEL SINCE RECORDS BEGAN.
DOOR/WINDOW FITTINGS MARKET 2015-2019
GOVERNMENT FM OUTSOURCING
The market is closely linked to the door, window fabrication and installation market and the glazing industry, a mature market that suffered in the financial crisis. During 2014 and 2015, it recovered steadily. In 2015 the market saw growth of 2 per cent, similar to rates in 2013 and 2014. The bulk of the market is trade-based. Locks and handles are the two key product sectors, accounting for half of the fittings market. Door closers account for an estimated 14 per cent. There has been significant consolidation of suppliers in some sub-sectors, however, the industry is highly fragmented and competitive. This has led to significant downward pressure on average prices, and tight margins – partly owing to increasing imports in lower-value sectors. In line with construction trends the forecast indicates positive, if low, growth for 2016 and beyond. The private sector will be the main driver for growth, but the public sector is also likely to benefit from a number of housing programmes for the new phase of Decent Homes and Affordable SOURCE: AMA RESEARCH Homes.
The outsourced, bundled FM market in central and local government grew by 3 per cent in 2015, compared with 2014. Supporting the market’s penetration into central and local government was the need for government departments to find significant cost savings, as the government encourages greater use of the private sector partners to achieve this. But there remains sustained pressure on margins, reflecting consolidation in the market and greater numbers of larger FM contractors intent on ensuring they win enough business to fill their capacity. The government’s bid to reduce its estate has continued to affect contract opportunities. Social housing is the largest end-use sector – 44 per cent of market value, followed by central government. Local government is the smallest sector. The FM market in central and local government is expected to grow by 3 per cent in 2015 and remain positive through to 2019, but inflationary pressures from the introduction of a compulsory Living Wage in 2016 may put a squeeze on contractor margins. SOURCE: AMA RESEARCH
FM WORLD | 18 JANUARY 2016 | 33
11/01/2016 14:03
FM MONITOR
SIMON OLLIFF
LEGAL UPDATE
Simon Olliff founder of Banyard Solutions and creator of e-permits
CO RP ORATE M AN SL AUGH T ER L EGI S L AT I O N
imon Olliff discusses new corporate manslaughter sentencing guidelines, their impact on organisations, and what FMs need to do to keep everyone safe
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In November the Sentencing Council unveiled new guidelines for fines in relation to the Corporate Manslaughter and Homicide Act 2007 because existing sanctions were felt to be too low to act as a deterrent. It was believed that fines should be large enough to have an economic impact that would bring home to an organisation the importance of operating in a safe environment. For example, last July, Huntley Mount Engineering was fined just £150,000 for corporate manslaughter of an apprentice who was allowed to work without proper supervision on dangerous and defective equipment. The new guidelines affect those sentenced on, or after, 1 February 2016, regardless of when the offence took place. Under the new guidelines, the fines are: l Large companies with a turnover of more than £50 million: up to £20 million for corporate manslaughter and up to £10 million for a breach of health and safety regulations. l Medium-sized organisations with a turnover between £10 million and £50 million: up to £7.5 million for corporate manslaughter and up to £4 million for health and safety offences. l Small organisations with a turnover of £2 million – £10 million: up to £2.8 million for corporate manslaughter and up to £1.6 million for health and safety breaches. l Micro-organisations with a 34 | 18 JANUARY 2016 | FM WORLD
turnover of less than £2 million: up to £800,000 for corporate manslaughter and up to £450,000 for health and safety breaches. Individuals found guilty of any of these offences risk up to two years’ custody. In terms of health and safety breaches, the level of the fine reflects the organisation’s culpability, the seriousness of the harm risked, and the likelihood of that harm. For corporate manslaughter, the fine is judged on how foreseeable was serious injury or death, how far short of the appropriate standard the offender fell, how common the breach was in the organisation, and whether there was more than one death or a high risk of further deaths. Aggravating factors for both offences which will increase the level of the fine include previous similar convictions, cost-cutting at the expense of safety, a poor health and safety record, and falsification of documentation. Mitigating factors include: no previous convictions; evidence of steps taken to remedy the problem; high level of co-operation with the investigation, a good health and safety record, effective health and safety procedures in place, and
acceptance of responsibility. The guidelines will offer consistency in sentencing for offences that only occasionally come before judges and magistrates. Despite the introduction of corporate manslaughter legislation in 2007, an unacceptable number of people still die in the course of their work. In 2014/15, 142 people died at work and there were 611,000 work-related injuries – an increase on the previous year. In addition to this, another 102 members of the public were fatally injured in incidents. Organisations with a strong health and safety culture need not be concerned about these new guidelines as they already do everything to prevent death and injuries. But for businesses that have taken a more laissezfaire attitude to health and safety, these guidelines should act as a wake-up call. To ensure that the worst doesn’t happen, organisations need to create a positive culture towards health and safety. This includes three elements:
commitment to a health and safety culture for it to infiltrate an organisation. This involves not only talking about health and safety as an integral part of a business, setting targets, but also being visible on the shop floor so that they can personally understand hazards. Everyone needs to be on board with health and safety, from the office junior to the chairman. FMs should take a key role in communicating health and safety information.
l Working practices and rules for controlling potential hazards; l A positive attitude towards risk management and compliance; and l The ability to learn from accidents and near misses and bring about continual improvement.
Policy and reality
Leading from the top Business leaders must show
“Everyone needs to be on board with health and safety, from the office junior to the chairman. FMs should take a key role in communicating information”
Learn from mistakes
Make sure people are willing and able to report near misses and accidents, and make it easy for them to do this. Part of this is about creating a culture where responsibility for accidents/ near misses is placed fairly. A blame culture deters people from reporting issues, and a no-blame culture means people are likely to be lackadaisical about health and safety. Once the information has been gathered, ensure that all accidents and near misses are analysed and changes made to ensure that issues don’t recur. FMs only find out people aren’t following policies when something goes wrong. Having the right checks and balances in place, from spot checks to robust electronic permits-to-work, makes sure that the right people, with the right qualifications are completing the right work, at the right time, with the right permits and approval. Health and safety culture cannot be changed overnight; it takes time to percolate, but by starting down this road, organisations can ensure they won’t fall foul of the new sentencing guidelines. FM www.fm-world.co.uk
FM MONITOR NEIL BARHAM
HOW TO...
Neil Barham is operations director for manned guarding at Trigion
DEAL W ITH THE T H R EAT O F A BO M B
he threat level from terrorism is assessed as severe by UK authorities. Workplaces are vulnerable, so Neil Barham explains what procedures workplaces should adopt
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With the spate of terrorist attacks around the world, and the increased incidents of hoax threats, such as those targeting schools in New York and LA recently, it is more important than ever to be vigilant and prepared for a potential attack. A bomb or improvised explosive device (IED) is one of the possible serious threats. FMs can reduce the risk by remaining vigilant and having good security measures in place.
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Identifying an IED
IEDs vary in shape and size depending on their purpose. They can sometimes be identified by: their out-of-place appearance; seeming too heavy for their size (especially if delivered by courier); pinholes (sometime used to access activation switches); lack of identifying information; a marzipan, mint, or almondlike smell to disguise it; and protruding wires and grease or fluid type stains. If there is excessive fastening especially on one end this may be an incendiary device that requires opening from one side to be effective.
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Pinpointing areas of risk
Security personnel should conduct routine ‘hostile reconnaissance’ exercises to highlight and pinpoint key areas of risk. This means going to any locations where www.fm-world.co.uk
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someone may be able to conduct surveillance of the premises, staff and security movements. In short, they will be trying to understand how someone may gain intelligence prior to planting an IED. It is vital to remain observant of surroundings, question irregularities and never assume. While it is primarily the role of security personnel, all staff should be on the alert for IEDs and threats. If you believe that someone is conducting hostile reconnaissance of the premises, you should consider calling the Anti-Terrorist hotline (0800 789 321) where your information will be considered by an expert.
3⁄
Receipt of bomb threat
All reception areas and/or switchboards should have a ‘receipt of bomb threat’ log for recording critical information should a caller warn about an IED. Upon receipt of a ‘threat call’ notify a member of security without interrupting the call. If you are alone or unable to alert anyone else, you should concentrate on the call, remaining calm,
professional and attentive. Do not put the call on hold, do not talk over the caller and do not put the phone down. Gain as much information as possible from the caller. The more details you collect, the better the potential risk to the business can be assessed and the correct course of action chosen.
4⁄
Suspicious items
IEDs are commonly used by terrorists, but can also be created by protest groups, criminals and even disgruntled employees. IEDs are generally of simple construction and can be brought to site in various ways, including being planted by an intruder, brought in by an employee or visitor during working hours, or sent through the post. Any suspicious item should be investigated by a visual inspection and staff close by should be questioned. Watch out for boxes near fire exits, bags left at reception, boxes or large packages near external exits, doors, receptions or areas congregated by staff or visitors. Before approaching any suspicious package turn off any equipment with a wireless signal. Some IEDs are detonated wirelessly so there is a small possibility that transmitting via a radio or receiving a call while near the item could interfere with its signal and set it off. If you feel the item is still
“All reception areas and/or switchboards should have a ‘receipt of bomb threat’ log for recording critical information”
suspicious, contact the police. Never touch or tamper with it.
5⁄
Postal IEDs
Letter or parcel bombs represent the safest mode of attack for a would-be bomber as there is less chance of the IED being traced back to them. Postal devices require an addressee; so the attacker is generally targeting one person, either for perceived wrongdoings or owing to their position within the business. If your site has a central area for all incoming post the people working there should have received some form of training regarding IEDs.
6⁄
Search and discovery
In the event of a bomb threat – and only if it can be done without causing panic – staff should be asked to search their own areas. Searching for any device should be done calmly, systematically and with everyone’s safety in mind. No search should ever take place without first consulting the security team and/or the police. Searches should cover all common areas of the premises, including toilets, cupboards, corridors, offices, desks, fire exits, and reception areas. If an item is discovered isolate it ready for the police when they arrive. Discovery of an item may mean the building needs to be evacuated. The successful evacuation of staff usually depends on the efforts of building management and security, so be conversant with building evacuation procedures and routes. FM FM WORLD | 18 JANUARY 2016 | 35
11/01/2016 14:04
FM MONITOR
PAUL CLARK
TECHNICAL
Paul Clark is managing director at Rural Energy
G ET TIN G THE BEST O UT O F B IOM ASS HEAT I N G
iomass heating systems are a costeffective and sustainable solution for many buildings, yet without the proper system design, ongoing care and maintenance, installations may not perform to the best of their potential. Paul Clark looks at how to maximise returns in the long term
B
With their low fuel costs and an improved carbon footprint, it’s little surprise that biomass boilers have grown steadily in popularity over the past few years. A number of economic and legislative drivers, such as the Renewable Heat Incentive (RHI), changes to Building Regulations and increasing environmental awareness, have contributed to this surge – meaning many facilities managers have found themselves tasked with operating and maintaining renewable heating systems that they may not be familiar with. They have a high capital cost compared with that of traditional oil or gas boilers, so there remains a level of uncertainty among many FMs as to the real longterm costs of installing biomass. What’s more, poor system design and installation – as well as a substandard maintenance routine – can contribute significantly towards the life cycle cost of the installation.
Maintain systems Service and maintenance can have massive implications for system life spans, breakdown frequency and running efficiencies. Unfortunately, the level of care and servicing that is needed to achieve the full 36 | 18 JANUARY 2016 | FM WORLD
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potential of biomass technology is too often not communicated clearly enough in the headline benefits. Importantly, one thing that a lot of FMs are unaware of is that in order to qualify for the RHI scheme all systems must be maintained in accordance with the manufacturer’s recommendations – if they are not, the RHI will not pay out. These recommendations will vary from supplier to supplier, but to get the most out of a biomass system there are a few simple servicing facts that apply to all biomass heating systems that FMs should know. For example, every biomass system will need an annual and six-month interim service as a minimum – for heavy-duty applications (typically systems with more than 3,000 running hours a year) a third annual service visit is recommended. These comprehensive check-ups
are critical in ensuring dayto-day running efficiency and will greatly reduce the risk of breakdowns. This is particularly important on larger biomass systems as, in addition to the inconvenience, spare parts on these machines can be costly and take a considerable period to fit, which can lead to extended downtime. The level of service contract, however, can be of help to FMs, as some service providers will offer significant discounts on the more comprehensive servicing options.
Time your works Works completed during these larger services will also mean that FMs will need to give careful consideration to when they take place. Indeed, because of the level of inspection and servicing carried out in the main annual visit, the biomass system will need to be turned off for a while. A manufacturer’s full service can comprise of a complete check of the biomass installation including fuel store and flue – the Herz service, for example, includes more than 45 different safety and component checks and will take a full day. Therefore the scheduling of this visit is crucial if disturbance to operations is to be kept to a minimum. FMs should plan the main annual visit when
“Economic and legislative drivers... have contributed to this surge, meaning many FMs have found themselves tasked with operating and maintaining renewable heating systems that they may not be familiar with”
demand is at its lowest, typically in the summer months. As well as these major service visits, there are a number of checks that must be completed on a monthly and weekly basis, such as emptying the ash bins and sweeping out the boiler. Having an operative on site who has been given adequate training is therefore crucial. Training usually takes place at the time of installation or premises handover, but if this is not the case it is imperative that training is sought out soon after the FM becomes responsible for a biomass system.
Get support Site care and monitoring can be assisted further by service providers that offer roundthe-clock technical phone support. Not only does this give operators peace of mind in case of emergencies, it can also be extremely helpful in the day-today operations. FMs who have systems with remote monitoring systems will also find technical phone support particularly useful if they are faced with fault codes they do not understand.
Use quality fuel One of the other most common causes of poor efficiency levels in biomass heating systems is the use of sub-par fuel. Poor-quality fuels tend to have higher levels of moisture content, meaning that more energy is needed to burn them and more ash is created, decreasing efficiency and increasing servicing requirements. Different boilers work with different types and quality of fuel, so it is best to stick to the manufacturer’s recommendations. FM www.fm-world.co.uk
11/01/2016 17:07
FM MONITOR NICK MELLOR
HOW TO...
Nick Mellor is technical director at the Lift and Escalator Industry Association (LEIA)
11 THIN G S F MS S H O UL D K N OW A BO UT L I FT S
arious regulations put obligations on ‘owners’ of lifts, lifting platforms, escalators and moving walks – responsibilities often delegated to FMs, says Nick Mellor
V
1⁄
Regularly maintain your equipment
If your equipment is in a workplace there are specific regulations requiring it to be maintained. Elsewhere, the Health & Safety at Work Act usually applies, and having lifts, escalator and lifting equipment maintained would be seen as being reasonably practical to ensure the safety of users.
2⁄
Find a good maintenance contractor
A good contractor should keep you well informed and offer good advice. If so, we don’t see how appointing consultants for similar advice adds value. Consultants can be of use in informing their clients and providing special skills and knowledge; however, most consultants do not carry out maintenance themselves.
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Agree 3-year maintenance contracts
A good agreement typically spans three to five years and will enable the contractor to set up an effective maintenance programme. Shorter periods can encourage short-term reactive maintenance. A good maintenance programme should protect the value of the assets by maximising the life span of equipment and reducing future health and safety problems. www.fm-world.co.uk
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Passenger lifts need regular care
Passenger lifts should be thoroughly examined every six months by an independent ‘competent person’ under The Lifting Operations and Lifting Equipment Regulations (LOLER). Reports of thorough examination should be shared with the maintenance contractor, who should then be asked to carry out any repairs recommended in the report. As part of thorough examination, the ‘competent person’ often calls for supplementary tests to be carried out to check safety.
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Simple tips can avoid claims
Many owners and managers suffer from rising levels of claims for personal injury related to basic issues such as the levelling of the lift car and impact from doors. Regular maintenance will help to keep consistent levelling. Fitting full-height light curtains to re-open the doors before they hit passengers is a simple improvement. You are also advised to ask your maintenance company to check the closing force and impact from the doors to ensure that they are within accepted limits.
6⁄
Survey equipment
There are standards that provide a recognised format for surveying the safety of lift and escalator equipment. Others provide a means for surveying lifts for improvements in accessibility or vandal resistance. A good contractor will be able to carry out these surveys.
7⁄
Make regular checks
These include checking that the lift stops level at each floor, that the alarm system is working and, for escalators, that it has run a full cycle. These are simple and easy checks that you can do to make sure the equipment is running correctly.
8⁄
Read BS Codes of Practice for safe working
There are various codes of practice covering different areas of equipment that give useful guidance on the owners and workers’ responsibilities. Guidance on safe working on lifts, escalator and lifting platforms can be found in British Standard documents BS 7255 safe working on lifts, BS 7801 safe working on escalators and moving walks and BS 9102 safe working on lifting platforms.
9⁄
Releasing trapped passengers
Arrangements should be made for the maintenance contractor to release trapped passengers. In some circumstances, for example, in gearless lifts, lifts with bi-directional safety gears,
machine-room-less installations and so on. It is recommended that only a lift engineer should undertake this activity.
10⁄
Fit an alarm
Alarm communication systems have been fitted to new lifts since July 1999 to allow trapped passengers to call for help. They have also been fitted to many older lifts. The connection to the rescue service should be maintained, e.g. telephone line used for many auto-dialler type alarms devices. If the alarm is out of order (that is, the line is lost or disconnected), options include taking the lift out of service or providing some other alarm service as a temporary measure.
11⁄
Avoiding accidents
The lift landing door unlocking key should be kept securely and given only to personnel who are trained and competent to use it. Inappropriate use of the unlocking key has led to serious accidents for which the owner was found responsible. In particular, on glass lift doors where there may be children, be wary of little fingers – especially children resting their hands on lift doors and subsequently trapping their fingers when they open. Measures to address this risk include fitting detectors to stop the doors opening. FM i See checklists in Annex D of LEIA’s Maintenance requirement for lifts, lifting platforms, escalators and moving walks on the LEIA site at: tinyurl.com/FMWorld0116-Leialifts
FM WORLD | 18 JANUARY 2016 | 37
11/01/2016 17:08
BIFM NEWS
BIFM.ORG.UK
reception? The Master of Ceremonies will call you to dinner at 19:30, which will be served in the Deansgate Suite. Following the evening festivities you will be able to dance the night away until 02:00. Early-bird tickets are on sale until 29 March at £99+VAT per ticket, with a table of 10 costing only £930+VAT. From 30 March 2016 the full ticket price will be £110+VAT per ticket, and a table of 10 will cost £1,030+VAT. All ticket costs include a £3 booking fee per ticket through our online registration.
BIFM IRELAND REGION AWARDS
Winners! The BIFM Ireland Region Awards in November saw Edward Brennan from Syden, County Meath, announced as winner of the Ireland Region Young FM Professional of the Year, while Trevor Smyth, from Downpatrick, County Belfast, was awarded Ireland Region FM Professional of the Year in front of hundreds of leading FM professionals at Dublin’s AVIVA Stadium. Edward was chosen because he demonstrated all the characteristics of a technically strong and focused young FM – the judges said they were impressed by his work and educational achievements. Trevor was an outstanding contender and the judges particularly noted his understanding of the challenges and opportunities FMs face in the future and his awareness of the link between FM and productivity and the changing workplace landscape. Pat Gaughan, chair of the BIFM Ireland Region, said: “The BIFM Ireland Region Awards continue to go from strength to strength, and this is particularly evident in the high calibre of entrants again this year. The fact that the winners came from such diverse companies and sectors within the FM community is a reflection of the rapid growth and spread of BIFM in Ireland in such a short space in time. With over 400 members, a 30 per cent increase on last year, BIFM is recognised as the largest organisation of FM professionals across the island of Ireland. Heartiest congratulations to the all those who received awards this year.” As winner of the Ireland Region Young FM Professional of the Year, Edward will have the opportunity to undertake a 38 | 18 JANUARY 2016 | FM WORLD
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i For further information email the North Region Committee on north@bifm.org.uk
WORKPLACE
Shane Ryan, Edward Brennan, Trevor Smyth, and John Cunniffe (left to right) at the BIFM Ireland Region Awards. Edward is the Ireland Region Young FM Professional of the Year, and Trevor is Ireland Region FM Professional of the Year
BIFM level 3 Diploma in FM with CME, while as Ireland Region FM Professional of the Year, Trevor will have the option to undertake BIFM level 5 Diploma in FM. The Awards were sponsored by the Centre for the Modern Environment (CME) at Portobello Institute. i See more about the BIFM Ireland region at www.bifm.org.uk/ireland
NORTH REGION SUMMER BALL
7 July 2016 It does not seem long ago that the BIFM North Region Committee was welcoming guests to its 2015 ‘Best of British’ themed Summer Ball. Thanks to headline sponsor CBRE, champagne reception sponsor Facilicom, and charity raffle sponsor Lantei Compliance
Services for all their support. Time stands still for no one, and the committee is already in the planning stages for the 2016 Summer Ball. The theme, as well as the menu, will be a closely guarded secret until the night, but why not join the committee at the Hilton on Deansgate in Manchester on Thursday 7 July for another fun-filled night? The black-tie event includes a three-course meal, live music and entertainment, a charity auction, and a disco to close the evening. So why not join the North Region Committee and up to 400 FM professionals at 18:45 in the Deansgate Bar for a champagne
Ever had a workplace problem that you just couldn’t fix? The BIFM Workplace SIG event was held in November at Adapt-UK’s London showroom to discuss the challenge that we all sometimes face – what if your years of experience, contacts and network can’t provide you with the right solution to solve a problem? This event was the culmination of events and activities that started at the ThinkFM conference back in 2014. It was an extension of ‘The Workplace Conversation’ (also known as #twpc) that saw BIFM and CIPD (the Chartered Institute of Personnel and Development)
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11/01/2016 14:04
Please send your news items to communications@bifm.org.uk or call +44 (0)1279 712 620
join forces. The Workplace Conversation was an online conversation that saw employees all over the world with an active interest in the future of the workplace share their insights, ideas and comment on the key challenges related to creating better workplaces, and suggest practical solutions to the issues raised. The winning project was suggested by Dan Pilling, with his Workplace Wiki idea. At the event, part of Workplace Week, Dan introduced the principles of community knowledge sharing to the attendees – presenting the concept of user-generated content, and outlining the idea of an ‘eco-system’ of readily available knowledge that the wiki aspires to provide. The idea of cross-fertilised content that spans the constituent parts of FM, HR, design, IT, furniture, change management and construction was suggested as key to the platform – enabling a user to diagnose problems within the workplace from multiple perspectives. The evening was supported with a presentation by Dr Gregor Harvie, who runs the successful Designing Buildings Wiki, and he proposed compelling reasons why the wiki format would offer benefits as well as the technical challenges that such an undertaking might involve. As the effective management of many modern workplace facilities calls upon a diverse set of skills and experience, the provision of an accessible knowledge base such as a wiki could be the solution to enable experienced facilities managers to pass on their industry knowledge and empower a new generation of FM practitioners to benefit from their experiences and insight. i
BIFM COMMENT
Linda Hausmanis is Director of Education at BIFM
IS ANYTHING WORTH HAVING WITHOUT APPLYING ANY EFFORT?
hen did the discussions about your New Year resolutions begin – back in December, over the Christmas dinner, or as you approached New Year’s Eve? I don’t know about you, but the period between putting the decorations away and getting them out again seemed to go by in a flash and what was to show for that time, what had changed in my life? Sounds familiar? Many of the messages I have seen over this period have been about meditation, prayer and mindfulness about what you hope for in 2016 – all solid strategies, however, the one thing that is needed regardless of which route you take is ‘effort’. The effort it takes to plan and prepare the way ahead. No one tackles climbing a mountain without planning the route, the conditions, preparing your body and mind for the endurance. If you knew of someone who just decided to turn up and start the ascent without any of the preparation, you would believe, with just cause, that the individual will fail. And so it is with New Year’s resolutions. It is easy to state the endgame, e.g. give up smoking, eat healthier, lose weight, achieve a qualification, but without the planning and the preparation all goals will be futile because it is the journey towards the ultimate goal which creates the huge sense of achievement because you know the effort it took, the stamina, the endurance, the pain, the staying power it took when to give up would have been so much easier. So when an individual looks at his/her qualification certificate to them that one piece of paper reflects the hours spent studying, researching, preparing, listening, engaging, questioning, writing, reviewing, evaluating, challenging – and only they can see that. All resolutions are about rewiring your brain, changing patterns of behaviour, changing thought patterns – can you do it? Yes, you can, but it will take effort, which requires a change in behaviour and thought pattern. As Einstein once said of insanity, “doing the same thing over and over again expecting different results”, so what effort will you make in 2016 to ensure you see different results?
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“ALL RESOLUTIONS ARE ABOUT REWIRING YOUR BRAIN, CHANGING PATTERNS OF BEHAVIOUR, CHANGING THOUGHT PATTERNS – CAN YOU DO IT? YES, YOU CAN, BUT IT WILL TAKE EFFORT” i
#fmresolutions2016, www.bifm.org/fmresolutions2016
www.bifm.org.uk/workplace
www.fm-world.co.uk
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BIFM NEWS
BIFM.ORG.UK
THINKFM: THINK PRODUCTIVITY
Exploring FM’s role in productivity The ThinkFM conference from BIFM has opened for bookings and will return on 18 May 2016. Now in its sixth year the conference theme is: ‘ThinkFM: Think Productivity’. An evolution from the 2015 conference on competitive advantage, the 2016 conference will explore how facilities and workplace management is fundamental to productivity. James Sutton, CEO at BIFM, said: “Productivity is a hot topic across industry and politics in the UK and worldwide and yet one vital component of these wider discussions is typically missing – that of the role of the workplace. At this year’s ThinkFM conference we plan to demystify and focus on FM’s crucial role in business performance within the context of the current debate. “Business leaders and professionals who attend from outside the FM profession will gain greater understanding on how they can leverage their FM functions to contribute to their business success. Those attending from within the FM profession will hear debates, insights and case studies on how FM can transform organisational productivity. We will also be looking to the future and identifying trends that will affect the world of work, to highlight how FM needs to evolve and develop to ensure that it can operate seamlessly as the world, especially technology, continues to advance. “One big technological development for the conference itself is our new live streaming and online audience engagement 40 | 18 JANUARY 2016 | FM WORLD
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capability including live polling and opportunities to ask live questions to speakers. The BIFM supports FM professionals in over 83 countries, and this new feature enables truly global participation in ThinkFM. I am really excited that we can open up ThinkFM in this way and engage a global online audience.” This year ThinkFM moves to a new venue. Milton Court, part of a £90 million development for the Guildhall School of Music & Drama, is close to The Barbican in the City of London. Delegate bookings are open, with an early-bird offer that runs until 18 March. During this period BIFM members can attend the conference for £309+VAT, and non-members £359+VAT. Details on speakers will be released over the coming weeks. Follow @ThinkFM for all the latest conference news. i See more and book now on www.thinkfm.com
BIFM AWARDS 2016
Entries call The next issue of FM World will include full details on the 2016 BIFM Awards, as entries are set to open later this month. Planning for the 2016 Awards started after last year’s ceremony, and as always to ensure the categories remain current for the FM profession there are three new categories, and other categories have been evolved. Details on all categories, and the key dates you need to work on will be available through www.bifmawards.org. @BIFMAwards will also carry all the latest news, reminders on dates and hints and tips on your submission(s)/nomination(s). Before the launch of the Awards, you can be inspired by previous winners as there is a wealth of case studies on the website (www.bifmawards.org).
BIFM TRAINING UNDERSTANDING FM (FOUNDATION) – 3 DAYS: 26TH-28TH JANUARY
ur popular flagship course, which is consistently sold out, is suitable for new staff members and those with less than two to three years of operational experience who are looking to broaden their range of responsibilities and skills. It includes a site visit, which provides an invaluable insight into facilities management in practice. The topics covered include:.
O
● 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 broaden their understanding, 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 individuals considering moving into the field as a career change. So are you ready to delve into the facilities management world and get yourself the knowledge you need? If so, check the link above and book into one of our courses. This is the first course of 2016, so book now to enjoy it and make sure you do not miss out. We offer the largest range of FM Training Courses in the UK and we are confident that we will able to serve your learning and development needs this year. Please do not hesitate to contact one of the team. i Call us on 020 7404 4440, email us at info@bifm-training.co.uk, or visit www.bifm-training.com
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FM DIARY INDUSTRY EVENTS 28 January | 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. Venue: 1 More London Place, London SE1 2AF Contact: For more information, visit www.activeworking.com 9 February | Workplace Futures: 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? 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 | Ecobuild Exhibition and conference for the construction, facilities and energy markets. Speakers from organisations such as the UK Green Building Council to discuss housing, architecture and next generation issues. Venue: Excel, London Contact: Visit www.ecobuild.co.uk for more information. 22-24 March | Facilities management exhibition Exhibition and seminars, colocated with Cleaning 2016. Venue: NEC, Birmginham Contact: Visit www.tinyurl.com/ naltfl2 for more information. 18 May | ThinkFM 2016: Think Productivity ThinkFM 2016 will explore how facilities and workplace management is fundamental to productivity. Hosted by Kirsty Lang, and sponsored by Sodexo. Venue: Guildhall School of Music & Drama, Silk Street, Barbican, London EC2Y 8DT Contact: For more information and to book tickets, visit thinkfm.com CHANNEL ISLANDS REGION 2 February | Managing soft services with Martin Pickard www.fm-world.co.uk 49 | 8 MAY 2014 | FM WORLD
41_Diary.indd 49
Send details of your event to editorial@fm–world.co.uk or call 020 7880 6229
Martin Pickard, a senior FM consultant with 40 years experience in all aspects of property and business services provision, is to speak on soft services contracts. Venue: Le Hocq Suite - 5th Floor, Radisson Blu Hotel, St Helier, Jersey Contact: Email naomi.fry@ investec-ci.com or visit www.tinyurl.com/gmpxzpr to book tickets. HOME COUNTIES REGION 27 January | Managing legionella in commercial buildings Dave Green of Hemlow to talk through the risks and liabilities associated with legionella in commercial bulilding water systems. Sponsored by BaxterStorey. Venue: Capitol, Oldbury, Bracknell G12 8FZ Contact: Visit www.tinyurl.com/ gmpxzpr to book tickets.
NORTH REGION 26 January | Networking and CPD event Discussions on the use of polymers rather than traditional building materials, and reducing the risk and the ongoing maintenance of L8 compliance. Venue: Walker Technical College Waverdale Road Walker Newcastle upon Tyne NE6 4LA Contact: Email Mick Anderson at michael.anderson@esh.co.uk SCOTLAND REGION 19 February | Quarterly training Subject to be confirmed Venue: Hilton Strathclyde, Phoenix Crescent, Bellshill, North Lanarkshire ML4 3JQ Contact: Email isabel.brown@ glasgowlife.org.uk for more information.
LONDON REGION
SOUTH REGION
11 February | 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@ magentaassociates.co.uk or book your place at www.tinyurl.com/ z9xfh37
20 January | Health, nutrition and wellbeing in the workplace Research suggests that employees with a ‘less healthy’ diet are 66 per cent more likely to be less productive. Angela Steel, a nutritional therapist, and Ruston Toms, a chef, to talk on this subject. Venue: Specsavers, Forum 6, Solent Business Park, Whiteley, Hampshire PO15 7PA Contact: Email ian.r.fielder@gmail. com or visit www.tinyurl.com/ jdks975 to book tickets.
16 March | 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. Tickets are £103 for BIFM members, and £153 for non-members. The event is sponsored by Principle Cleaning Services, BPR Group and Mayflower Washroom Solutions. Venue: Kings Place, 90 York Way, London N1 9AG Contact: Email Cathy Hayward at cathy.hayward@ magentaassociates.co.uk or book your tickets at www.tinyurl.com/ pgnpjm3
WALES REGION 24 February | Creating the workplace of the future Speakers from facilities management, interior design, end users and academia. From 9:30am. Venue: Wales Millennium Centre, Bute Place. Cardiff Bay CF10 5AL Contact: Email Neil Williams at neil@gbievents.com or visit www.tinyurl.com/jq3a5w6 to book tickets. SPECIAL INTEREST GROUPS 28 January | 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 sellickc@aol.com or visit www.tinyurl.com/jmwr7ga to book tickets. 3 February | Women in FM – Raising the profile of women in the FM media Full details to follow. Venue: Channel 4, 124 Horseferry Road, London,SW1P 2TX Contact: Email Lucy Jeynes at wifm@bifm.org.uk for more information. 4 February | Catering and hospitality – Technology and innovation in foodservice equipment Three speakers to discussthe advances manufacturers are making, and understanding the impact on space, energy consumption and operating costs. Venue: Sodexo, One Southampton Row, London WC1B 5HA Contact: Email Paul Greenwood at paulg@tricon.co.uk or visit www.tinyurl.com/z53otly to book tickets. 9 February | International – Letters from America: piloting new FM practices Microsoft’s huge campus in Seattle, housing over 55,000 people in close to 15 million square feet, means that the real estate and facilities team is able to trial new ideas to improve efficiency and user experience globally. Brian Crockford, senior services manager, is to present live from Seattle, sharing learnings from these projects. Venue: Polycom, Dashwood House, 16th Floor, Old Broad Street, London EC2M 1QS Contact: Email Claire Sellick at sellickc@aol.com for more information. 10 March | 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 sellickc@aol.com for more information. FM WORLD | 18 JANUARY 2016 | 41 www.fm-world.co.uk
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FM MONITOR
PRODUCTS PUT TO USE
Call Greg Lee on 020 7880 7633 or email greg.lee@redactive.co.uk For full media information take a look at www.fm-world.co.uk/mediapack
CASE
IN POINT FEATURE CASE STUDY
Creativity, sustainability and efficiency in a dynamic office PROBLEM Tesco’s 500 staff office at 5 Falcon Way, Welwyn Garden City recently required full refurbishment to support Tesco’s change in working practices which called for a more agile working environment. The project was to include complete refurbishment, project management of works, the relocation of staff and IT equipment as well as a requirement to maximise reuse of the existing building
resources and furniture in order to deliver the new working environment as cost effectively as possible.
SOLUTION Premier Workplace Services, a long term service partner of Tesco, planned and delivered this six week project with staff from all four divisions providing a fully integrated solution. The number of fixed desk spaces was reduced and a new shape of worktop was developed and produced to enable a more agile working environment. To maximise the use of space and create a more dynamic and productive working environment, more collaborative working areas were created with quiet areas and breakout areas.
OUTCOME Tesco was delighted with the outcome of the project and the very high standard of finish that was achieved whilst reusing as much of the original interior fabric as possible, keeping cost and environmental impact to a minimum. The reuse of office partitioning and carpet, and remanufacturing of office desks and other furniture saved over £100,000. The reuse of office furniture also reduced carbon equivalent emissions by approximately five tonnes. The approach is now being rolled out over the Tesco estate. For more details call 020 8976 2100, email info@premierinteriorsolutions. co.uk or visit www.premierinteriors.co.uk
Poor maintenance can lead to sewer rat problems
Lochinvar goes Aloft to reach National Library of Wales chooses Remeha boilers peak demand
PROBLEM
PROBLEM
PROBLEM
The managers of a commercial office building in London called Cleankill after complaints of noises from behind a wall. Technicians found that a large colony of rats had entered the building through an uncovered drain that led directly into the sewers. Left any longer, the rats could have caused damage to cables, as well as contamination.
The Grade II listed Royal Insurance Building, which had been disused for more than 20 years, has been remodelled and reopened as the Aloft Hotel. The rooms are all equipped with walk-in showers, which at peak times place considerable demand on the hot water supply.
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 Boiler and water heater manufacturer Lochinvar worked with contractor HE Simm to select equipment that could provide a hot water system robust enough to meet the hotel’s needs.
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
OUTCOME
Three direct gas-fired EcoShield SHW115435CE high efficiency water heaters were chosen because of their ability to provide up to 6,000 litres of hot water per hour working in combination.
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.
SOLUTION After making sure the drain had been blocked off, Cleankill staff removed all of the droppings from the affected area before carrying out a treatment to clean and remove any harmful bacteria. A baiting programme was then implemented.
OUTCOME The office building was cleared of the infestation, and Cleankill advised that the FM team should continue to be alert to unusual noises and smells. Cleankill Environmental Services www.cleankill.co.uk
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Visit www.lochinvar.ltd.uk for more information
SOLUTION
Visit www.remeha.co.uk T: 0118 978 3434 email boilers@remeha.co.uk
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FM PEOPLE
MOVERS & SHAKERS
BEHIND
DATA
THE JOB
LOUISE BURNS
TOPIC TRENDS
NAME: Louise Burns MBIFM JOB TITLE: Facilities manager ORGANISATION: Amnesty International UK section
responsibilities to an unsuspecting colleague, what would it be?
OUR INTERVIEWEE RATES THE IMPORTANCE OF CURRENT FM TOPICS OUT OF 10. THE ‘AVERAGE’ SCORE (IN GREEN) IS TAKEN FROM OTHER RECENT INTERVIEWEES.
Opening and checking access to our small car park via sliding gate. But it’s prompting me to find a technical solution; maybe it’s ANPR (automatic number plate recognition).
buying in / speccing up FM services
If you could change one thing about the industry, what would it be?
To see FM providers deliver a consistent, efficient, value-for-money service, based on balance business score card theory, with real-time feedback routes that can be seen at a glance.
Brief description of the job and key responsibilities:
To manage hard, soft, health & safety and security services for The Human Rights Action Centre in Shoreditch, London. Managing bookshops and nations and regions offices in Edinburgh and Belfast. What attracted you to the job?
After being made redundant from a TUPE transfer, I was happy to be offered a position at such a prestigious, well-known charity.
How did you get into facilities management and what attracted you to the industry?
What’s been your career high point to date?
Being offered the role at Amnesty, I was chuffed to get that. Being asked by Liz Kentish to take part in a panel discussion at FM Forum last January – that was pretty exciting; I’d never done anything like it. What has been your biggest career challenge to date?
Going from a niche hard services engineering manager role to holistic FM was a challenge I relished. I knew I could manage security, soft services and H&S, but it’s one thing to be confident and another to do it successfully, and I believe I have. If you could give away one of your
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N/A LOUISE BURNS
Introducing/ working with new forms of IT
7
1
If I wasn’t in FM I’d probably be…
“Spend as much time as possible learning all aspects of FM from the ground up, in all building services. If there’s an apprenticeship on offer, start there”
I was a senior service engineer for MTS Systems Corp on a Ford Motor Co. R&D facility. Ford wanted to get out of managing tier 2 suppliers, so asked if MTS could take on that task; some of them were competitors to MTS, so it made for an interesting dynamic.
www.fm-world.co.uk
Heard the one about the client reporting a fox looking at him? Turned out to be just a fox’s head on a lawn outside an office block, pointed at the offices – no body, just the head! We picked it up with a big black plastic bag and recycled it.
Coaching some part, or all the disciplines of, triathlon – or teaching windsurfing. I’m RYA WHAT SINGLE PIECE windsurfing Level 3. OF ADVICE WOULD YOU GIVE TO A YOUNG FM Which “FM myth” would you STARTING OUT?
My top perk at work is…
Just to play a small part in campaigning for human rights all over the world. I was amazed to learn we had a department called activism – how cool is that?
Any interesting tales to tell?
8 AVERAGE (SINCE JAN 2014)
Working on energyefficiency initiatives
8
1
most like to put an end to?
That if you’re an FM in a particular segment you can’t move to banking, insurance, retail, charities, etc. My engineering background has been invaluable from a ‘getting value for money’ perspective.
Adapting to flexible working
6
1
How do you think facilities management has changed in the last five years?
Coming from the automotive industry to a charity, certainly you can feel the difference. The day-today challenges are much the same, though – just the funding source is different, so we have to make do without the clever FM stuff.
Maintaining service levels while cutting costs
8
8
And how will it change in the next five years?
There’s only so much technology can help with; fire alarm, electricians, water testing, air con, heating, gas safety etc – those trades will still be required for regulatory compliance, all that may change is efficiency and engineers who are competent/qualified at all building services. 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
5
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APPOINTMENTS for more information email jobs@fm-world.co.uk
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APPOINTMENTS
Enjoy a fresh career challenge in 2016 Regional Facilities Manager Home Counties • £40,000 + benefits
Facilities Coordinator | Trophy Building City of London • £23,000 - £26,000
A turnkey property consultancy is recruiting a Regional Facilities Manager to manage a mixed use portfolio. By managing third party outsourced FM providers, you will deliver a TFM solution, as well as ensuring compliance to health and safety legislation to a portfolio of c.15 properties. Whilst you have the autonomy to work from home and manage your own diary, this is very much a client-facing opportunity where you will be the first point of contact for tenant liaison. You will have gained commercial experience working in a multi site FM capacity for a private practice or global managing agent. IOSH is essential with NEBOSH preferred. Ref: DaB1265494
Working on behalf of a top-tier managing agent, Cobalt Recruitment is seeking a Facilities Coordinator to be based in a trophy building in the City. Liaising with tenants, contractors and internal staff, you will be given great exposure to all elements of facilities management, which will build upon your existing industry knowledge and experience. With a tailored training programme for your personal and professional development, you will be provided with a stand-out opportunity to progress. Ref: CS1265499
Offices globally www.cobaltrecruitment.com Please apply for either of the above roles by emailing apply@cobaltrecruitment.com or call 020 7478 2500 to speak with David Bremner or Chris Sycamore quoting the relevant reference number.
The power of people
Engineering Heathrow’s Transformation Engineers | All levels | All disciplines Engineering at Heathrow is unlike engineering at any other organisation. The sheer scale and scope of what we do means that we’re very much a city within a city. Think 201,000 passengers arriving and departing each day (that’s around 73 million people a year). Four active terminals – the largest of which covers 353,020 square metres. And literally thousands of colleagues, all striving to achieve one thing: making every journey better. With so much going on at any one time, it’s vital that we keep everything running smoothly. And that’s why our engineers are so crucial to our success. We quite simply couldn’t open our doors without them. Maintenance, successful integration of projects and management of our facilities, rail infrastructure and assets… our 700-strong team of engineers work on all the things that help us to function from ensuring the runways are in top condition to heating the terminals.
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Not only that, but we encourage our engineers to move around the airport and to develop diverse skills at the cutting-edge of technology. So you won’t just be keeping Heathrow moving. You’ll be keeping your career moving too. We’re looking for people from all engineering disciplines: •
Graduates
•
Technicians
•
Apprentices
•
Duty Engineers
•
Systems Specialists
•
Maintenance Managers
•
Senior Engineering Managers
•
Project Managers
To find out more and apply, please go to www.heathrow.com/jobs
FM WORLD | 18 JANUARY 2016 | 45
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REQUESTS
SURVEYS / POLLS / EVENTS / RESEARCH
CALLS TO
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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). Visit www.tinyurl.com/esosgov for more information on the scheme. Although qualifying organisations had to carry out their ESOS assessment and notify the Environment Agency by 5 December, 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.
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FEATURE: HOW THE LIVING WAGE IS CHANGING THE GAME /// PSEUDOMONAS - A HEALTH AND SAFETY RISK /// NOISE AT WORK LEGISLATION /// CORROSION MANAGEMENT /// BIFM AWARDS 2016 /// NATIONWIDE AND CARILLION'S CUSTOMER SERVICE CAPABILITY /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 18 JANUARY 2016 | FM WORLD
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