FM World 28 January 2016 by Redactive Media Group

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 28 JANUARY 2016

FMWorld www.fm-world.co.uk

ECONOMIES OF SCALE

GREATER COMMODITISATION

WAGE RISES

MARGINS VALUE RECOGNITION

JOB LOSSES PAY DIFFERENTIALS

ZERO HOURS

TEAM STRUCTURE

PROFIT

STAFF LOYALTY

JOB CREATION

BALANCING ACT Weighing up the National Living Wage’s challenges and opportunities

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VOL 13 ISSUE 2 28 JANUARY 2016

CONTENTS

10| Rules of engagement

18| Whither the living wage?

22| LED it be

NEWS

OPINION

FEATURES

06 Living wage boosts pay for a million workers 07 Government misses its own waste targets 08 Project of the fortnight: Lighting upgrade at 1 and 2 Minster Court, London 09 Think Tank: Do occupancy sensors work for you? 10 News analysis: Rules of engagement 11 News analysis: Budget cuts and the potential rise of ‘ Super-Councils’ 12 Business news: Graeme Davies: Panorama’s revelations put pressure on G4S 13 Bilfinger considers FM sell-off 14 In focus: Doreen Anne Irving, service delivery manager in the House of Commons’ department of facilities, on being awarded an OBE in the New Year’s Honours

16 Roger Amos discuses why an organisation’s decision-makers should consider FM 17 Julie Kortens gives the BIFM chairman’s update for Q1 2016

MONITOR 33 Insight: Market intelligence 34 Legal update: Noise at work – what you need to know 35 Technical: Dealing with corrosion 36 How to: Modernising properties with polyurethane foam 37 Legal update: Structural metalwork – are you breaking the law?

28| #WIFM16

Waging battle: Will the mandatory National Living Wage prove a force for good or ill in the FM sector? We weigh up its likely impact

Easily LED?: LED lighting is already changing the way we light our facilities, but some facts remain to be sorted from the technological fiction

BIFM Awards 2016: A continuing focus on evidencing the value of FM characterises the 2016 BIFM Awards programme

WIFM Conference 2016: Speakers at this always energising event heard a range of stories of empowerment and triumph against the odds

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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visit twitter.com/fm_world FM WORLD | 28 JANUARY 2016 | 03

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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

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

t’s easy to feel sorry for January. If a league table were formed of people’s favourite months, the first of the year would surely struggle to avoid the wooden spoon. OK, so it starts with a bang as we herald in the New Year – but that ritual of renewal is soon forgotten as the hangovers set in. Those with January birthdays and fans of Burns Night doubtless talk up the positives, but the rest of us just see how it’s cold outside, that there’s no big annual festival on the horizon and that it remains dark and dangerous at both ends of the daily commute. Obviously it’s been ever thus – but January 2016 does seem to be setting new lows. A toxic combination of celebrity deaths, raging floods and stock market jitters have conspired to add further bleakness to the midwinter picture. And because of that traditional bleakness, January is often when we really appreciate the extent to which bad news sells. Newspapers long ago began exploiting our natural tendency is to accentuate problems, fears and concerns. And of course, there are plenty such stories to go around. We react instinctively to bad news when, by contrast, good news is typically experienced just fleetingly before it is replaced by the next terrible crisis. This tendency towards the negative came to mind at the recent BIFM Women in FM conference, a welcome January highlight. Good news was reported on the number of women serving on boards of FM companies, (albeit some would understandably like to see further and faster movement towards parity); good news too in some truly extraordinary stories of personal progress in this most welcoming of professions; and good news in the potential for the National Living Wage. This latter topic does indeed have the potential to be good for the quality and capability of facilities services. But it’s the potential bad that steals the headlines: the problem of additional supervisor pay rises to ensure pay differentials are retained; the need to cut jobs to accommodate the new pay rate; and fears that the NLW, like the minimum wage, will end up as a ceiling rather than a floor. All of this ignores the potential upsides: less staff turnover; clients obliged to engage with FM departments to truly understand and ensure operational efficiency; greater staff loyalty and stronger team cohesion. KPMG’s Guy Stallard, 10 years a champion of the living wage, detailed all of this at the conference. He’s seen it work. The NLW debate is hugely significant, and it’s not the only source of hidden good news. To take one other random example, there’s the dramatic drop in the cost of renewable fuels, with LEDs and solar panels in particular a fraction of what they cost just five or 10 years ago. Talk of innovation in FM often focuses on how it is manifest in a myriad small yet important forward steps. That’s as it should be for a service focused on constant efficiency gains; but with the National Living Wage – and plenty of other issues besides – there’s potential for FM to own, explain and disseminate more significant stories of considerable positive progress. Good news may not sell so well, but we need to continue selling it.

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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“The National Living Wage debate will be hugely significant this year. But it’s not the only source of hidden good news”

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FM NEWS

NATIONAL LIVING WAGE

IMAGES: GETTY

Living wage boosts pay for a million workers More than 70 per cent of workers say they will feel more positive for themselves and their families as a result of the introduction of the National Living Wage (NLW), announced by Chancellor of the Exchequer George Osborne in the Summer Budget. The findings are part of a new government survey that also shows that 59 per cent of respondents will feel more motivated at work as a result of the increase in pay. More than a million workers in the UK aged 25 and over are set to directly benefit from the increase, which sees the current minimum rate of £6.70 increase by 50p. Many will see their pay packets rise by up to £900 a year. This will be the largest annual increase in a minimum wage rate across any G7 country since 2009 in cash and real terms. Many UK companies have already pledged to pay at or above the new rate, including household names such as Morrisons, Lidl, National Express, and IKEA. Recent analysis published by the Resolution Foundation think tank says a focus on boosting productivity and progression in low-pay sectors such as retail, hospitality, cleaning, and care will be needed to make sure that the NLW is affordable for employers. The group noted that minimising job losses and ensuring that large groups of workers do not get stuck earning only the legal minimum when the NLW is introduced should be a top priority for the Scottish government, the Fair Work Convention, local leaders, and businesses across the country. The foundation is currently carrying out an employer-focused investigation with the Chartered Institute of Personnel and

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The NLW impact will vary in Scotland

Development on how firms adapt to the NLW. Its research states that nearly a third of all employees working in Clackmannanshire and Dumfries

and Galloway are set to benefit from the NLW by 2020. The analysis shows that the impact of the NLW – the new wage floor of £7.20 an hour for workers aged 25 and over, which comes into effect in April – will vary considerably across Scotland. By 2020, about 500,000 employees across Scotland – 22 per cent of the total – are set to be affected by the NLW. But a far higher share of staff will see their pay increase in some parts of the country than others. A third (33 per cent) of employees working in Clackmannanshire are likely to be affected by the NLW. A similarly high proportion of employees working in Dumfries and Galloway (32 per cent) are

also set to benefit. In contrast, just 16 per cent of employees working in Aberdeen are set to benefit from the NLW, with Edinburgh (17 per cent), Dundee (18 per cent) and Glasgow (19 per cent) also less affected by the new higher wage floor. While it strongly welcomes the new wage floor, the foundation notes that implementing it will prove a greater challenge in lower-paying areas. The foundation adds that, despite the name, the UK government’s new legal wage floor is not a ‘living wage’, and there remains plenty of scope to expand the reach of the voluntary living wage – currently set at £8.25 across the UK.

COMMERCIAL OFFICE SPACE

Office take-up sees 20 per cent jump The take-up of offices in the nine major regional cities in the UK for the final quarter of 2015 has risen to 9.6 million square feet – 20 per cent above the five-year average. According to the figures from Bilfinger GVA, this is the fourth consecutive annual increase in take-up and compares with an average of 6.6 million sq ft during the downturn years of 2009 to 2012. The nine major regional cities include Birmingham, Cardiff, Manchester, Glasgow, Leeds, Edinburgh, Bristol, Newcastle, and Liverpool. Take-up over the year was well above average in Birmingham and Manchester in both the city centre and out-of-town markets. The final quarter of 2015 headlined with 150,000 sq ft let

to the BBC in Cardiff, 100,000 sq ft let to Sky at Leeds Dock, and more than 100,000 sq ft of deals on Edinburgh Park – demonstrating the returning strength of the out-of-town markets, says the report. Other markets where activity was well above average include Cardiff and Leeds city centres and Glasgow and Edinburgh out-of-

town, according to the quarterly figures. Q4 take-up was dominated by above-average activity in most city centres and a number of large deals in the suburbs of Edinburgh. For more information, read The Big Nine Quarterly review of the regional office occupier markets at tinyurl.com/ bilfingerbigninereport www.fm-world.co.uk

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NEWS

BRIEFS Ward appoints ops director

Government misses its own waste targets The UK government has missed its own waste reduction targets, according to a report published at the end of last year by the Department of Environment, Food and Rural Affairs (Defra). The report, Greening Government Commitments [GGC], explains how “an ambitious framework of targets for reducing the UK government’s environmental impacts by 201415 against a 2009-10 baseline” had been set out. This includes cutting greenhouse gas emissions, domestic flights, waste, paper

and water. The targets also aim to improve how government procures its goods and services to ensure that they deliver the best full-life value for money while reducing environmental impacts, and improving transparency in areas including climate change adaptation and biodiversity on the government estate The GGC targets apply to 22 central government departments and non-ministerial government departments in England and many of the government’s arm’s-length bodies (ALBs). The report says the government

as a whole reported a 22 per cent reduction in total waste generated – the same level as 2013-14. But this was still below the 2009-10 baseline of a 25 per cent reduction. It also states that 16 out of 22 departments met or exceeded the 2015 reduction target, up from 13 between 2013-14 and eight in 2012 to 2013. Similarly, the government only reached a 22 per cent reduction in its GHG emissions target by 2015 compared with a 2009-10 baseline from the whole estate.

GETTY

FM World launches Readers’ Survey To make sure that BIFM members are best served, BIFM is conducting a readership survey to help ensure that the content published across its FM World products continues to be the material that readers want to read, when they want to read it. This data is critical in determining how the FM World team goes about approaching its work, informing all aspects of FM World’s day-to-day activities and the products produced. BIFM will use the responses to focus the future strategy of the FM World brand, ensuring that it continues to be a valuable benefit to members and other subscribers. All answers are treated as completely confidential and www.fm-world.co.uk

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Ward Security has appointed Dan Liddiard as UK operations director. Liddiard rejoins Ward from Profile Security Services, where he was a regional manager for six years. Liddiard had worked as associate director at Ward in 2006. Liddiard said: “It is very exciting to be returning to Ward Security at this time. The company’s reputation within the sector continues to grow, yet while Ward Security has expanded noticeably in the last six years, the company culture remains as strong, supportive and welcoming as ever.”

BFG ceases trading The Building Futures Group is to cease trading, just two years after it was set up. The group, which originated from a merger between the Cleaning and Support Services Association (CSSA), the Facilities Management Association (FMA) and training body Asset Skills, was founded in 2013. The group provided training and membership services to the building maintenance, management and services sectors in the UK. The CSSA voted to leave the group in January 2015. The BIFM, which was initially involved in merger discussions, withdrew its participation in August 2013, prior to the group being founded.

Havant joins forces with Norse

analysed solely in aggregate form. The questionnaire should take no more than 10 minutes to complete and, as a thank-you, we will enter the names of all those who complete the questionnaire

into a prize draw to win £150 in John Lewis vouchers. We’d very much welcome your input, so to have your say please go to: www.tinyurl.com/ FMWorldReadersSurvey2016

Councillors in Havant in Hampshire have unanimously agreed to form a joint venture company (JVC) with Norse Commercial Services. Norse South East will be a partnership between Havant Borough Council and the commercial business to provide operational services to residents and customers. This includes frontline services, such as household waste collections, open space maintenance, vehicle maintenance, street cleaning, public convenience cleaning and engineering works. In addition to providing current services, the locally managed firm will explore selling additional services to other businesses and local authorities in the region. This may include new services for customers, such as trade waste, transport and catering. FM WORLD | 28 JANUARY 2016 | 07

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FM NEWS

PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Flexible working ‘will become mainstream’ The idea of flexible working, although accepted in pockets, is set to evolve further and become more mainstream, according to a report by global real estate company CBRE. The firm’s 2015/2016 Occupier Survey covered 120 companies. More than 80 per cent of the companies surveyed are headquartered in either Europe or North America, and a similar percentage of respondents have either a global or Europewide CRE remit. According to respondents to the survey, the process of work is becoming more and more “heavily focused on choice”. Expanded choice around working hours and locations is viewed as more important than either specific position within the office, or access to particular pieces of technology. Companies are at very different stages in this journey and extremes will emerge as the most advanced refine their approach further. The report states that the flexible working agenda is “dynamic” and time spent in the office is viewed by many as a “reward”, which therefore needs to be “a high-quality experience wherever it happens to be”. This view of office space as something to be “consumed” by employees brings with it a need for personalisation, state-of-the-art technology and connectivity and a range of amenities. The report also states that “wellness programmes will expand”, and as the last few years have shown, what is initially viewed as “disruptive” rapidly becomes “normal”.

LIGHTING UPGRADE AT 1 AND 2 MINSTER COURT, LONDON CONSULTANT: Minimise Energy PROPERTY MANAGEMENT: M&G Real Estate SAVINGS: £53,485 reduction on annual lighting bill ENERGY CONSUMPTION: Reduced by 62 per cent

LEDs cut energy in City buildings 1 and 2 Minster Court in the City of London comprise 18,500 sq m of multi-let Grade A offices and car parking space. M&G Real Estate has been working with energy management consultancy Minimise Energy to analyse potential energy efficiencies likely from the replacement of existing fluorescent and CFL lamps and fittings across all areas of the site. M&G has already put in place an energy-efficiency programme comprising a series of small technology and behaviour changes made between 2008 and 2013 and had been looking to improve upon these efficiencies through a programme upgrading lighting in common spaces to energy efficient LEDs. Over a seven-week project, Minimise replaced circular CFL downlights with RG240 downlights across lift lobbies, car parks, corridors, washrooms, plant rooms, colonnade and stairwells of the two adjacent buildings. In addition, T8 lamps, 2D LED lamps, LED RG 180s, LED panels and LED high bays were used. The firm also fitted microwave presence detectors to all car parking bay luminaires and alternate roadway luminaires. PIR presence detectors were installed in basement corridor areas. The lighting upgrade saw a reduction in the annual lighting bill of £53,485 and of energy consumption by 62 per cent. Carbon emissions have been cut by 1,559 tCO2 over five years. The LED scheme is further expected to save almost £270,000 in lighting energy costs over the next five years, reducing consumption by 2,971,420 kWh over that period. 08 | 28 JANUARY 2016 | FM WORLD

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Staff sacked following Panorama investigation Facilities management and security provider G4S has sacked four members of staff following a BBC Panorama investigation into its staff’s conduct at Medway Secure Training Centre. In a statement, G4S said that three other staff identified in the programme are to remain suspended pending further investigation. It has also removed one additional person from operational duty pending investigation. Earlier this month, G4S announced it had suspended seven members of staff before the programme had aired on 11 January. On 13 January, Kent Police arrested four men on suspicion of child neglect following the BBC’s reports of abusive behaviour at the young offenders’ institute. Paul Cook, G4S managing director of G4S Children’s Services, said: “We are appalled by the behaviour of certain members of staff at Medway Secure Training Centre shown in the programme and I would like to apologise personally to any young people involved in these incidents. The wellbeing, safety and care of the young people at Medway is our primary objective and we are shocked that any member of staff would behave in this way.” G4S has been managing the centre in partnership with the Youth Justice Board of England. Shadow home secretary Andy Burnham has called for G4S to be stripped of its contract to run children’s prisons, according to reports.

PM launches apprenticeships board The government has formed an Apprenticeship Delivery Board as a part of its pledge to create three million apprenticeships by 2020. Prime Minister David Cameron announced that the new Apprenticeship Delivery Board would bring together some of the country’s biggest companies. Members would include employers such as Channel 4, Barclays, and Wates Construction, and the board will encourage more businesses “to develop quality apprenticeships”. Members will act as “apprenticeship champions” within their sector, working with employers of all sizes to increase both the number of apprenticeship places on offer and the supply of talented candidates and work “to identify challenges that may be stopping employers getting involved with apprenticeships”. Melanie Hayes, resourcing and development director at Compass Group, is one of those on the Apprenticeship Delivery Board. Others include: David Abraham, chief executive of Channel 4; Mike Thompson, head of apprenticeships at Barclays; Alderman Andrew Parmley, City of London; Rami Ranger CBE, chairman of Sun Mark; Simon Blagden MBE, non-executive chairman at Fujitsu; and James Wates CBE, chairman, Wates Construction. www.fm-world.co.uk

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37% Yes, we have, and it’s worked

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

THINK TANK

63% No

OUR READERS SAID… We asked our LinkedIn and mailing list members: Do occupancy sensors work for you? In January, The Telegraph newspaper removed sensors monitoring whether journalists were sitting at their desks after staff became outraged, according to news reports. Sensors , in this case from a company called Occupeye, are triggered by heat and motion to measure “workspace utilisation” and feed back a range of statistics to managers. Telegraph journalists who questioned the mystery gadgets that had appeared on the undersides of their desks were told they were part of a month-long trial to make the office “as energyefficient as possible”. In a statement, OccupEye said that its sensors were being used worldwide by organisations across both public and private sectors. The space utilisation data gleaned

allowed these organisations to realise savings through smarter management of facilities. Such sensors monitor the presence of people within a space but do not identify individuals; Occupeye says that this is a key factor in its sensors’ popularity in the public sector, where a vast number of NHS and local authority clients use its sensors to deliver redundancy-defeating efficiency improvements.” So – has your organisation has tried an initiative like this? And if so, has it proved a challenge? Has an associated productivity, energy or other efficiency boost accrued? Just over a third of you said that you had, and that the project had proved successful. No one reported having undertaken a project of this kind that had backfired as in the case of Telegraph. One reader spoke

of how the FM team at the National Grid had used recently sensors successfully to map space use and measure productivity. Another, who represented the supplier of a similar product, thought that the technology works well and isn’t doing anything new. It’s all about communication and consultation with the workforce “Employees will naturally be suspicious if they are not told what is happening and why. I don’t know what happened in the case of The Telegraph, but it looks like perhaps the message of what they were trying to achieve did not get

through to the staff.” Many concurred with this view; “No wonder the journalists were outraged,” said another correspondent. That said, most of you (63 per cent) said you had not tried any of these surveys, although several were contemplating them and thought them a good idea. Others said that good old fashioned PIRs (passive infrared motion sensors) put in place to operate lighting in offices and toilets and for urinal flushing were enough for them, not the latest occupancy sensors.

Air ducts can hide dangers, UK caterers told Thousands of catering businesses across the UK are at risk from “catastrophic fires and huge fines” because they are failing to comply with regulations governing the cleaning of kitchen extract ductwork systems, according to an air duct cleaners’ body. The National Association of Air Duct-Cleaners UK (NAADUK) has published a technical guidance document outlining how businesses must comply with the regulations. Every year, numerous prohibition notices are slapped on sites for violation of the relevant regulation EC852. Of the 24,000 accidental fires each year in commercial properties, around 6,000 are attributed to cooking www.fm-world.co.uk

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and extraction systems – and more than 80 per cent of kitchen extract ducts in the UK are never cleaned. The association’s guidance note provides advice on the practicalities behind the term ‘readily accessible’, which includes 17 examples of constraints to access, their considered resolutions and the associated implications. Examples are listed in the table (right). Giuseppe Borgese, general manager of Bouygues Energies & Services UK and chairman of the Building & Engineering Services Association Indoor Air Quality strategy team, advised FM World readers in October 2015 that every planned maintenance regime “should include a check

on air handling unit performance as well as a ductwork hygiene inspection and remedial cleaning”. He wrote: “The BS EN 15780 standard provides recommended inspection time

periods for air systems. The revised Guide to Good Practice for ventilation system hygiene (TR/19) can be helpful to FMs.” For more information, visit tinyurl.com/fmwairpollution

FM WORLD | 28 JANUARY 2016 | 09

22/01/2016 09:41

WORKPLACE REPORT

Rules of engagement

A happier workplace is a more productive workplace HERPREET GREWAL newsdesk@fm-world.co.uk

A report published this month by real estate group JLL suggests that, despite advances in office design and workplace strategies, a focus on short-term cost efficiency has led to the undervaluing of workforces and has sparked off increased worker disengagement. It cites recent surveys indicating that between 70 to 80 per cent of employees are “not engaged” or “actively disengaged” at work. It’s not new to read about how disengagement in the workplace can create “toxic environments”, but what are companies doing to tackle it? JLL’s report authors suggest its figures present yet another opportunity for businesses to use the workplace “as a tool to generate the positive company culture needed to reconnect and engage employees”. 10 | 28 JANUARY 2016 | FM WORLD

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Even if a firm’s culture is the key to improving worker engagement, JLL’s report says: “Culture is intangible, hard to measure actively, yet easy to sense when you walk into an office space.” Research has shown how companies actively developing their culture return significantly boosted revenues and profits. Last year, Monica Parker of workplace strategy firm Hatch spoke at events including ThinkFM to warn FM suppliers, consultants, architects and designers alike that it was now in an FM’s job spec to keep

workers happy and in so doing to maintain and disseminate their organisation’s culture. The topic of collaboration in the workplace had, she said, been overemphasised. In fact, businesses should focus on cause (the reasons for disengaged workers), control (realising that giving workers more autonomy increases their productivity), contemplation (stimulating ideas) and community (a sense of connectedness among employees). All this sought-after collaboration is the natural product of all of the above. Parker said the work of FMs would be helped if businesses looked at “return on engagement” as well as the “return on investment” to make their workplaces better environments and keep more staff. In professions such as hospitality, the challenges of employee engagement are no easier. Caterer Bennett Hay was named one of the best places to work in a poll by The Caterer magazine. The organisation states that “people engagement is critical for the hospitality industry, which has traditionally had a high staff turnover rate”. In 2015, an average turnover rate of 20 per cent cost the industry approximately £274 million, according to workforce development charity People 1st. In comparison, Bennett Hay’s turnover rate is just 5 per cent. Co-owner Robin Hay told FM World: “Employee engagement is about much more than just paying a decent salary. In recent years, the best workplaces have woken up to this fact and have begun

“Culture is intangible and hard to measure actively – yet easy to sense when you walk into an office space”

to emphasise work-life balance, career and personal development, good communications and training, shared values, inspirational leadership, and more.” Bennett Hay offers colleagues “a range of benefits” and rewards, which leads to “an exemplary work ethic and promotes a positive culture”, said Hay. “Our main aim is to not only attract, but to retain the best people – and we have successfully achieved this, as per our turnover rate, which is one of the lowest in the industry. A happy workforce is a productive workforce, and people are more engaged when they are involved in driving the business forward. We encourage our colleagues to share their ideas because, to us, every voice counts. In my experience, people value having the freedom to express themselves and to respond fluidly and innovatively to situations.”

A flexible approach The idea of flexible working will evolve further and become more mainstream, according to a report by global real estate company CBRE (see page 8). Its 2015/2016 Occupier Survey covers 120 companies. More than 80 per cent of those surveyed are headquartered in either Europe or North America, with a similar percentage of respondents having either a global or Europe-wide CRE remit. Its findings suggest the flexible working agenda is “dynamic” with time spent in the office viewed by many as a “reward”, which therefore needs to be “a high-quality experience wherever it happens to be”. JLL’s report concludes: “It’s not about a lack of direction or handsoff management; it’s about creating a responsive working environment that enables employees to produce meaningful work.” The proof is in enacting these ideas in the office environment and policies.

GETTY

FM NEWS ANALYSIS

www.fm-world.co.uk

22/01/2016 12:49

Local authorities face a tough period of spending cuts

as well as parking, and a range of mailroom, print and design services. In each case, officers have put forward the preferred suppliers, and over coming weeks councillors are expected to vote to proceed. Vinci is in line to take the FM, property services and car parks contract that is likely to start in the second half of 2016. The five councils have been working on the idea of sharing services since 2014, seeking a partner capable of providing a flexible delivery model. They hope to save around £50 million over the nine-year contract term.

LOCAL AUTHORITIES

Internal affairs

Budget cuts and the potential rise of ‘ Super-Councils’

HAVANT BOROUGH COUNCIL

HERPREET GREWAL newsdesk@fm-world.co.uk

Reducing office space and cutting back on sports and leisure services to the public are two tactics that local authorities considered back in 2008 to balance their books during that economic downturn. Most UK organisations back then were worried about balancing their books, but local authorities were relatively upbeat about their ability to weather the storm, says a report by the Audit Commission. Then, in 2011, the Local Government Association called on ministers to give councils more financial autonomy, after releasing the initial results of a pilot scheme examining the shared use of buildings. Town halls, schools and depots were offered for use to other public sector groups such as the police, fire authorities and the NHS. Results showed substantial savings could be made. The idea of local authorities sharing resources has gained momentum in the past seven years and looks to feature prominently www.fm-world.co.uk

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in 2016 as councils deal with the latest round of cuts to funding. Already this year, Vinci Facilities has been named preferred bidder for a shared services contract worth £31 million over nine years covering FM and property for five councils in the south of England. The councils are South Oxfordshire District Council, Vale of White Horse District Council, Havant Borough Council, Hart District Council, and Mendip District Council. The deal with Vinci is part of two outsourcing arrangements, with the second being a back-office services deal encompassing HR, IT and finance. The nine-year agreement covers FM and property services to civic offices across the councils,

2016 may only be a month old, but it has also already seen Bournemouth Council’s decision to review the provision of services within the Kier (formerly Mouchel) partnership contract “with a view to bringing all services delivered by Kier … back in-house”. That decision will have been made by the time you read this report. The council seeks “to place the council in the best possible position for the likely changes ahead, in readiness of the 2016/17 budget setting cabinet on 10 February”. Like others, Bournemouth says that the latest Comprehensive Spending Review (CSR), Autumn Statement and provisional Revenue Support Grant (RSG) settlement “have once again hit local authorities disproportionately hard, with a reduction in RSG for Bournemouth of 29.8 per cent in 2016/17 (£7.6 million) and an additional 36.8 per cent grant cut in 2017/18 (£6.9 million)”. It added: “This is on top of the 50 per cent cut in grant already suffered

“Local authorities sharing resources has gained momentum in the past seven years and looks to feature prominently in 2016”

since 2010. Further year-on-year savings and efficiencies will be required across the board for the foreseeable future so the council can continue to deliver the most important frontline services.” This has meant a review of services delivered by Kier through the partnership deal – HR, finance, revenues and benefits, FM and IT. Council leader John Beesley said the council had achieved £47 million of year-on-year savings since 2007, with a cumulative savings impact of £222 million. Craig Apsey, Kier business services MD, says that the landscape for local authorities has changed substantially over the last five years, with severe and repeated government budget cuts, and radical cuts to the revenue support grant in parallel with the opportunity to form a new devolved combined authority. All of which means that the council may now need services to return to their direct control. “The partnership was originally designed to provide this kind of flexibility to accommodate a changing landscape and client needs, and if the decision is agreed at cabinet we will work with the council to support our teams as they transition back to council employment, and will do all we can to … ensure a smooth and successful transfer.” Reports also suggest that the change in Bournemouth was another step towards a merger with neighbours Poole and Christchurch – dubbed the southeast Dorset ‘super council’. Last year, the City of Edinburgh Council decided against outsourcing its FM services because of the extra cost it would entail. Instead, it is now putting together proposals to deliver the services in-house, with “specialised support”. More such stories seem set to dominate 2016. FM WORLD | 28 JANUARY 2016 | 11

22/01/2016 12:49

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ANALYSIS

Panorama’s revelations put pressure on G4S GRAEME DAVIES newsdesk@fm-world.co.uk

After slowly rebuilding its reputation and relationship with the government, outsourcing and security specialist G4S has run into trouble again. It’s more than two years since G4S was embroiled in a scandal for overcharging the government for prisoner tagging services. That ended up costing the company more than £100 million in compensation to

the government and a period in purgatory during which it was refused any new contracts. A management change appeared to have mended G4S’s reputation, with the government at least, but then came an undercover investigation by the BBC’s Panorama into the treatment of young offenders at the Medway Secure Training Centre in Kent. Filming appeared to show mistreatment and physical abuse

of inmates and prompted G4S to immediately suspend seven workers, four of whom have subsequently been arrested by police and sacked by the company. Politicians have again been in uproar, with the Opposition trying to make political capital from the furore by calling for all G4S’s contracts with the Department of Justice to be put into ‘special measures’. The irony has not been lost on many that G4S was only last year awarded a five-year, £50 million extension to its longrunning contract at Medway, a facility it has run since 1998. But in the City the reaction has been muted. G4S shares did dip on the revelation of the allegations, but not dramatically so considering the febrile state of the equity markets since the turn of the year. And on the day news of the suspension and subsequent arrests broke there was a minor rebound

Contract wins

NEW BUSINESS Capita has been named as the officers’ recommendation for preferred bidder to become the shared services provider for five district councils. The deal could be worth £139 million over nine years. The contract would be between Capita and South Oxfordshire, Vale of White Horse, Hart, Havant and Mendip District Councils, and will see Capita introduce “an innovative shared services platform that also has the flexibility to meet the individual needs of each council”. Medirest, part of Compass Group UK & Ireland, has been awarded the contract to provide domestic services at Blackpool Teaching Hospital NHS Foundation Trust. From April, under a five-year deal worth £3.3 million a year, the provider of catering and 12 | 28 JANUARY 2016 | FM WORLD

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support services to the NHS and wider UK healthcare market will carry out cleaning services at Blackpool Victoria Hospital, The team will provide general cleaning services as well as using its A+ cleaning solution, decontamination services, and a rapid response team to deliver infection control and prevention practices. The Law Society, representing solicitors in England and Wales, has awarded a five-year facilities contract to ISS Facility Services. Under the deal, ISS will provide cleaning, security, pest control and engineering services across five properties, including the grade II listed building on Chancery Lane in London. It will also be responsible for project and life cycle works on

the site, as well as sites in Cardiff and Birmingham. School caterer Pabulum has renewed contracts with 12 schools, totalling £14 million. Four schools, including Watford Grammar and City Academy Hackney, have retained Pabulum for five years. The deals total £8.4 million. Another eight schools, including Bullers Wood School and Rickmansworth School, have retained Pabulum for between two and four years each, with contracts worth £6.3 million in total. Bennett Hay has won a five-year deal with legal firm Weil, Gotshal and Manges. Under the £3 million deal, Bennett Hay will deliver staff catering for a breakfast, lunch and evening service to the law firm’s 300 staff. It will also provide hospitality, fine dining and an events service. Cornwall Council has awarded Lorne Stewart Faciities another extension to its contract in the South-West. Lorne Stewart maintains 1,000 properties across Cornwall. The renewed contract includes response repairs and planned maintenance compliance services.

in the share price as City traders bet that the rapid reaction would contain the damage. After all, it is not the first time over the years that G4S has suffered negative publicity and the Medway scandal is not, as yet at least, on the scale of the tagging debacle. The potential for damaging news to prompt downward shifts in share prices has been a factor that has made G4S a favourite among ‘short’ sellers in the City for some time. During most of last year a small number of hedge funds held significant ‘short’ positions in its shares – basically bets that the shares will fall further. And they were proved right as G4S shares lost around 17 per cent of their value during 2015, a shift that saw the value of the company shrink to the point that it was demoted from the blue chip FTSE100 index. G4S operates in an emotive sector in terms of its government contracts and will always attract scrutiny over its affairs, and any slip-up will always be pounced upon by the media. Contrast this with fellow outsourcing giant Capita, which does most of its business in less emotive and therefore uncontroversial areas of government work such as back-office processing and administration, procurement, recruitment and finance, although it does also operate on a smaller scale in areas such as detainee supervision, secure transport and custody management. Despite attracting its fair share of opprobrium for helping local authorities cut costs and services, Capita has managed to steer clear of the sorts of scandals that have engulfed G4S and Serco. And Capita’s reputation in the City as a safe pair of hands saw it rewarded accordingly last year, when its shares rose by around 15 per cent despite the fact the FTSE100 suffered a lacklustre year. Graeme Davies writes for Investors Chronicle www.fm-world.co.uk

21/01/2016 14:46

Bilfinger considers FM sell-off Engineering and services company Bilfinger is considering the possible sale of two divisions. It has received offers regarding a possible acquisition of a number of its divisions, including its facilities management business. The offers also include Bilfinger’s Building and “Real Estate of the Building and Facility” divisions. The business has not disclosed the identities of the interested parties. It reported that 2014 was an ‘unsatisfactory year’, with a significant drop in orders. However, the building and facilities business is one profitable part of the Bilfinger group. In its 2014 report, it noted that the division made ¤2.6 billion (£1.98 billion) in sales, a 13 per cent increase on the previous year, and accounting for

BUSINESS BRIEFS Servest acquires Accuro Servest has expanded its catering division with the acquisition of Accuro Catering, part of the Accuro FM Group. Servest has identified the national contract catering company as being “a good strategic fit for the expansion of the business”. Accuro works with an array of education, hospitals and healthcare clients.

Atalian moves into US Following approaches, Bilfinder is considering divesting itself of its FM arm

more than a third of the group’s total sales. The success was supported in part by three acquisitions. Rollright Facilities was bought in 2012, when the FM division of Bilfinger was known as HSG

Zander. In December 2013, Bilfinger expanded its FM operations with the acquisition of integrated facilities business Europa Support Services, while in 2014 it bought out real estate services provider GVA.

Royal Mail and Cofely seal Romec buyout deal Royal Mail plc and Cofely Workplace Limited have signed an agreement setting out the former’s intention to acquire the remaining 49 per cent share in facilities manager Romec Limited. It does not already own this entity and the decision follows a strategic review into the future of the joint venture (JV). The proposed transaction, which a Royal Mail statement said is still subject to a number of conditions, would see the company become the sole shareholder in Romec. It would allow Royal Mail “to maximise the synergies arising from full ownership, and streamline Romec’s governance”. www.fm-world.co.uk

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Romec will continue to operate separately

The financial terms of the acquisition have yet to be agreed, but are not expected to be material in the context of the Royal Mail Group as a whole, said the statement. It added: “Cofely’s involvement as a partner within the JV to

date has allowed continuous development of the Romec business. It has now reached a level of maturity which makes the resumption of FM service provision both an attractive and logical transaction for Royal Mail.” It is intended that Romec will continue to operate as a separate company within the Royal Mail Group and current employees will retain their Romec terms and conditions. A package of measures will be put to a ballot of CWU (the Communications Union) and Unite members in Romec to secure the business’s future. Royal Mail Group is exploring opportunities to continue to work with Cofely in other areas of its business.

Atalian, international provider of facilities services in 21 countries, is expanding into North America, having bought Temco Facility Services. Paris-based Atalian is a family-owned company with 35,000 staff and annual revenue of ¤1.33 billion. Clients include Airbus, Air France, Areva, Axa, Bosch, Carrefour, EDF, Electrolux, LVMH, the Louvre museum, Metro, Orange, SNCF, and Safran. New York-based Temco provides cleaning and associated services and security to firms in the US and, through its TemcoEuroclean subsidiaries, in the UK, Belgium, Luxembourg, and the Netherlands.

Incentive FM buys SWC Incentive FM Group has acquired Specialist Window Cleaning (SWC) in a move designed to enable the business to self-deliver additional services. This will include lowlevel, rope access, cradle and high-level window cleaning using a combination of traditional and water-fed pole methods. Specialist Window Cleaning was formed in 2010 by Gareth Thomas, who will join the group along with his operations management and a team of mobile and contract-based window cleaners. FM WORLD | 28 JANUARY 2016 | 13

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FM BUSINESS

IN FOCUS

and efficient environment for MPs, their staff, and staff of the House to work in, as well as providing a welcoming and functional environment for all visitors.”

The interviewee: Doreen Anne Irving, service delivery manager in the department of facilities, House of Commons The issue: The proﬁle of FM by a recipient of an OBE in the New Year Honours List

Parliamentary privileges The restoration of the UK’s seat of government – the oldest segment of which was built in 1099 – the Palace of Westminster, is a long-standing topic of discussion. Since its construction, many features have never undergone major renovation. The palace’s restoration and renewal project website says: “The heating, ventilation, water, drainage and electrical systems are now extremely antiquated and improvements to fire safety are needed. The cumulative effects of pollution and lack of maintenance is causing extensive decay to stonework. The roofs are leaking, corrosion has occurred in gutters and downpipes and internal plumbing regularly fails, causing visible and sometimes irreversible damage to the Palace’s carved stonework ceilings and Pugin-designed historic interiors.” It places the Parliamentary Estates Directorate at the House of Commons and the House of Lords at the centre of how the building is looked after. Doreen Anne Irving, recipient of the OBE in the Queen’s New Year Honours, is in charge of FM at the House of Commons. She says Parliament is already working on how to lessen the 14 | 28 JANUARY 2016 | FM WORLD

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historic Grade I listed building’s environmental impact. Environmental plan “Parliament has an Environmental Improvement Plan to support delivery of its short-term annual and longerterm targets. Some initiatives are programmed for 2015/16 to help achieve a reduction in environmental impacts. “These include further development of a Parliamentwide environmental engagement programme; installation of voltage optimisation equipment to reduce energy wastage; continuing adjustment to the building management system, LED lamp replacement and lighting controls, and installation of upgraded loggers incorporating leak detection on all water meters on the estate.” Irving will have worked in the House of Commons for 34 years in February. She works mainly in the Victorian Palace

of Westminster, but she can also be asked to cover other buildings on the estate. Her most memorable moment is the opening of a modern part of the complex – Portcullis House in 2001. “I was involved from when it was a building site to when the Queen came to open it and when it was first established for committee meetings and other important parliamentary work.” Irving was previously in HM Forces Women’s Royal Army Corps for 12 years. As service delivery manager in the department of facilities (accommodation and logistics services) she liaises with MPs and their staff over accommodation. She is a point of contact for issues including maintenance, cleaning, and health and safety. She also co-manages a number of service delivery coordinators who work on reception among other duties. She told FM World: “The department of facilities aims to deliver a comfortable, safe

“Parliament is already working on how to lessen the historic Grade I listed building’s environmental impact”

Support staff How does Irving feel facilities management in general contributes to the success of the Commons’ functions? “As a member of the service delivery team in the House of Commons, I (together with my line manager, four other service delivery managers and nearly 50 full-time service delivery staff) support members of the House of Commons, their staff and the public by delivering cost-effective and efficient reception and facilities services including members’ office moves (especially challenging at general election time), a confidential waste service, a service maintaining committee and meeting rooms, and other allied support services that provide support to MPs and their staff… Our department has a highly motivated, skilled and customer-focused workforce, supported by modern technology and a continuous improvement plan.” Irving has worked across both historic and modern buildings. “Although I currently work in the Palace of Westminster, I have worked across the 10 buildings that make up the House of Commons element of the Parliamentary Estate, including a number of Grade I and II listed buildings. I’ve worked in the Victorian former Scotland Yard buildings (the Norman Shaw Buildings) as well as Parliament Street (the offices occupied by Isambard Kingdom Brunel when he designed a lot of his original locomotives).” HERPREET GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

21/01/2016 14:46

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15/01/2016 16:07

FM OPINION

THE DIARISTS

WHAT ABOUT FM, DECISION-MAKERS?

‘

ROGER AMOS

Is director of Ayer Associates Limited

The other day I was asked what the options were for pursuing a career in FM. It’s still a sad fact that when asked such a question the response

evokes surprise, as the questioner didn’t realise that FM covered so much and, when used to good effect in a business, is a valuable asset to its key decision-makers. The perception still tends to be that it is just the go-to service when something is wrong with the building or the facilities within it. Property is a major factor for organisations both large and small. It’s a major factor in the finances whether that is money coming in or going out, and so the property requirements for any organisations are big and important decisions. It is also a major influence on what is

“CONTINUING TO EXPLORE OPPORTUNITIES FOR WORKING WITH HR AND ICT IS ALL TO THE COLLECTIVE GOOD”

BEST OF THE

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arguably an organisation’s greatest asset – its people. Provide the right facilities and that is a major influencing factor in motivating and retaining your staff. When used in a strategic as well as operational context FM is truly valuable to an organisation. As well as advising on current and projected costs to run and maintain a building or estate, FM is also well placed to advise on increasing occupancy as well as mixed-use buildings and flexible use of space. In a previous article I compared FM in an organisation to being a bit like a wicketkeeper in a cricket team – involved in the game from start to finish and well placed to advise the captain as to what his/ her next move should be. The captain will always seek the advice of a wicketkeeper. Sadly, it isn’t always the case that key decision-makers in business

consult their FM expertise. Why not? Well, much like the career question, I’d suggest that a lot of it is perception and a tendency to overlook the very department that is looking after those buildings on the basis that it is purely operational and not offering the strategic expertise. FM is regarded as an invisible service and so the obvious consequence of that is the same as the person asking about FM as a career – it is only visible when things aren’t working properly. How can FM help itself? Continuing to explore collaborative initiatives will help. Continuing to explore opportunities for working with HR and ICT is all to the collective good. It makes people take notice when they see the potential of FM, and if we can attract more talent to the profession, it should help to raise the profile.

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

2016 Built environment challenges

A tactilian struck by lightning

Martin Brown, Fairsnape Isite 1) This year BIM becomes mandated for UK public sector projects. The challenge is increasing the scope and application, across all built environment sectors, moving us to a digital and data-driven industry. 2) The 2015 Paris Agreement sets intent to cap global warming to 1.5°C. Current built environment sustainability strategies and approaches are based around a 2°C cap, with targets too low or too slow. Our challenge is to enable the built environment to play its part, for which we will need all the restorative sustainability tools we have at our disposal. We need to flip our 40 per cent negative impact, but can no longer seek to be near zero or net positive but need to push towards being demonstrably ‘very positive’. 3) Health is the new Green Build. Our challenge is to ensure health and wellbeing is a key driver in design, in materials, in the construction process and within building operations. 4) Our biggest opportunity is to create the conditions that allow for leadership in collaborative thinking, combining the innovative approaches and development from the BIM, restorative sustainability and healthy buildings agendas. These challenges are explored in depth in forthcoming RIBA book, FutuREstorative. Read this full article at tinyurl.com/j22x5va

Workessence I’ve never received one of those persistent turquoise ink stains on my fingertips from my iPad that I get from refilling my pen. I’ve never smudged the last sentence across the page of Writer in a hurry to scribble the next. And I’ve never wondered where I left the sketch of an idea in OneNote. When the Luddites were smashing up mechanised looms, they faced a binary choice: the old artisan ways that they believed would perpetuate their livelihoods, or the new automated ways, under which they believed they would be trampled. The legacy of the swiftly crushed movement has been one of ‘pro’ and ‘anti’ technology of any form. But given the degree to which technology has permeated our lives, there isn’t an old way and a new way. We may laud the entirely tactile experience of pen on paper as an authentic means of recording our ideas, without considering the technology deployed in its manufacture, the logistics of getting it to where we bought it, the bytes involved in our payment by card. In the goldrush to digitise everything we use, the most vital information we receive – from our senses – is being dulled. That’s like the bolt upon the postillion from which the title of this ramble was whittled. We will all, in one form another, rebel. The lightning will strike us all. Read this full article at tinyurl.com/jjvw4m6

16 | 28 JANUARY 2016 | FM WORLD

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www.fm-world.co.uk

21/01/2016 14:47

@BIFM_Julie Julie.Kortens@bifm.org.uk

CHAIRMAN’S Julie Kortens, BIFM chairman

UPDATE Q1 / 2016

he opening of the BIFM Facilities Management Awards each year is a great opportunity to gauge how far our profession has come. When I became chairman I had three central aspirations; celebrating the inclusivity of our profession, raising our profile and increasing our agility, ultimately growing our confidence as a profession. We have come a long way over the past few years and the Awards now see categories focussed on the value that FM delivers to business every day and the impact it has on society and the environment. I have always been fiercely proud of our profession and I am so pleased to see how the language we use is increasingly more confident and strategically focused. Please do take time to look through the Award categories and how they might apply to you. See and how you might reposition the way you talk about your projects, services and functions to your stakeholders and showcase the value you deliver every day. Another thing that makes each year start with a bang is the Women in FM conference, and this year was no exception, tackling topics on representation at the Board, the Living Wage and also showcasing inspirational stories of success. I mentioned

earlier, inclusivity is a passion of mine, and FM is unique in the way it provides opportunities for all. I urge each of you to consider how you can promote equality of opportunity and representation in order to help us to continue to lead the way in this arena. The BIFM Board is conscious of all the opportunities and challenges we face both as a profession and as an Institute, and we are focussed on balancing and prioritising to ensure the Institute’s resources and effort is focussed on the projects that will lead to long term change and benefit for all of us. In November, the Board asked that I stay on for a further year as Chairman which means my term now extends to July 2017 and I am delighted to have Steve Roots and Ashleigh Brown as Deputy Chairmen alongside our Board members; if you want to see who’s who, you can see details of the BIFM Board to the right. As you know we are currently recruiting for our next CEO and I am pleased to confirm that an excellent range of experienced and highly qualified candidates applied for the role. We are currently in the final stages of interview and I am confident that we will find an excellent leader to join us and keep up the momentum of James Sutton’s leadership. More information to follow.

The BIFM Board

Julie Kortens, BIFM chairman

James Sutton, BIFM CEO

Ashleigh Brown, deputy chairman

Steve Roots, deputy chairman

Lucy Black, chair of members’ council

John Coke, finance director and company secretary

Vicky O’Farrell, board member

Keith Waterman, chair of governance and interim chair of audit

Stephen Welch, board member

Key institute dates in 2016

January BIFM Awards entries open

18 May ThinkFM Conference

27 May BIFM Awards entries close

21-23 June Facilities Show feat. BIFM Careers Zone

“INCLUSIVITY IS A PASSION OF MINE, AND FACILITIES MANAGEMENT IS UNIQUE IN THE WAY IT PROVIDES OPPORTUNITIES FOR ALL” www.fm-world.co.uk

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13 July BIFM AGM

29 July Lifetime Achievement Award nominations close

10 October BIFM Awards ceremony FM WORLD | 28 JANUARY 2016 | 17

22/01/2016 14:06

FM FEATURE

NATIONAL LIVING WAGE

WAGING BATTLE Will the introduction of a mandatory National Living Wage lead to job losses, erosion of earnings differentials and lost margins in the FM sector? Or could it mean less staff churn and a happier, more productive workforce? Graeme Davies assesses its likely effects

MARGINS VALUE RECOGNITION

GREATER COMMODITISATION

STAFF LOYALTY

JOB LOSSES PAY DIFFERENTIALS

ZERO HOURS

TEAM STRUCTURE

PROFIT

WAGE RISES

ECONOMIES OF SCALE

JOB CREATION

18 | 28 JANUARY 2016 | FM WORLD

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www.fm-world.co.uk

21/01/2016 14:48

hen the Chancellor of the Exchequer George Osborne pulled a political rabbit out of the hat last year with the announcement that the government was to adopt a ‘living wage’ for the lowest paid he sent shockwaves through the political establishment. But Osborne’s bold land-grab for the centre ground of British politics also sent a shudder through many industries, FM included, where wages for huge numbers of lower-paid workers now look set to rise sharply over the next four years. Osborne argues that he is on the side of the working poor by encouraging their employers to up the minimum wage available from its current barely subsistence level to something more like 60 per cent of the average median wage in the country by the end of the decade. The stunned Opposition, who were blindsided while distracted by leadership issues, countered that the living wage adoption was Osborne’s way of trying to make the private sector lessen the impact of his proposed cuts to working tax credits. The truth is, as ever with politicians, probably somewhere in the middle. But nonetheless, Osborne’s audacious political move has set some significant challenges for the FM sector.

its suppliers would benefit to the tune of £1,030 a year from the 2014-15 financial year, equivalent to a 10 per cent wage increase. The uplift in wages from the current minimum wage of £6.85 an hour will be substantial. From April, all workers over the age of 25 should be paid a minimum living wage of £7.20 an hour and by the end of the decade this should have risen to £9 an hour. Some think this is not far enough, especially in areas such as London, where the cost of living is significantly higher – just this month Labour’s mayoral candidate Sadiq Khan called for London’s lowest-paid workers to be paid a living wage of more than £10 an hour.

Impact

comes to stories of low wages and zero-hours contracts, Sports Direct, was forced to announce plans at Christmas to stump up an extra £10 million to pay workers a living wage after founder Mike Ashley was depicted as some sort of modernday Scrooge. Approximately six million people in the UK – around a quarter of the workforce – are currently employed on low or minimum wages, showing how powerful the effect of a substantial uplift to the living wage could be across many parts of the country and the economy. For example, a report prepared by KPMG for energy company SSE when it introduced a living wage commitment into its contracts with suppliers in September 2013 estimated that minimum wage employees among

Industries that employ large numbers of workers on relatively low wages such as hospitality and FM have been vocal in the concerns with companies such as pubs and hotels owner Whitbread, pub group JD Wetherspoon and FM specialist Interserve all talking of financial impacts running to £10 millionplus. And one of the media’s favourite punch bags when it

“Pubs and hotels owner Whitbread, pub group JD Wetherspoon and FM specialist Interserve have all talked of financial impacts running to £10 million-plus”

www.fm-world.co.uk

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Regional challenges This indicates one of the

potential impacts of the introduction of the National Living Wage from April – regional disparities. Companies operating in London already tend to pay higher wages than their peers in the regions, and the step up to £7.20 an hour could be more difficult to swallow for those who operate exclusively outside of London. A recent survey by the Resolution Foundation showed that in cities such as Nottingham, Sheffield, and Birmingham employers will be hit harder in terms of the percentage uplift in wages than their counterparts in London. Resolution Foundation found that 28 per cent of workers in Sheffield would see a pay rise because of the National Living Wage’s introduction – double the 14 per cent seen in London. In London, the National Living Wage will cause the total wage bill to rise by just 0.3 per cent, but in cities such as Birmingham it will rise by 0.8 per cent.

A welcome challenge? But it has not been all doom and gloom from the FM industry. Some chief executives have welcomed the introduction of the living wage. Ruby McGregor Smith of Mitie, which has operations in both the FM FM WORLD | 28 JANUARY 2016 | 19

21/01/2016 15:59

NATIONAL LIVING WAGE

FM FEATURE

and care sectors and employs many thousands of workers on minimum wage levels, said the move was “long overdue” and recently committed to paying employees on two new homecare contracts in London £9.15 an hour, the current ‘London Living Wage’ suggested for workers in the capital by the Living Wage Foundation campaign group. Mitie will try to mitigate the impact for itself and for customers by offering more services and trying to win more contracts with existing customers, allowing for better economies of scale as the higher wages can be spread across more contracts. The irony of this support from Mitie will not be lost on the GMB union, or the workers it represents in South Ayrshire, who have been in dispute with Mitie in the region in an attempt to encourage it to pay a living wage to cleaners and janitors employed in five schools there. This approach of seeking scale to combat rising costs will only work for some companies though, and only up to a point 20 | 28 JANUARY 2016 | FM WORLD

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A ‘sledgehammer’

even for the biggest. But it does signify one of the ways in which larger companies may try to offset the impact of higher wages. It will not be so simple for smaller companies, though, where wages often make up a larger percentage of overall costs and turnover and who are also responsible for employing 52 per cent of those on minimum wages. Here, the pressure will be on

to find more inventive ways of mitigating rising wage costs. This could include introducing more technology used by fewer, more skilled workers, which could result in more efficient working practices but also job losses. Or more skilled, and hence more expensive, employees could be sacrificed as contracts become more commoditised in an effort to maintain margins.

Concerns have also been raised over the impact of the living wage on the wider jobs market. Some critics fear it could stall the momentum in job creation that has reduced the UK’s unemployment rate to a multi-year low. Recruiter Manpower said it was “sending shockwaves” through the sector and would hamper job creation in the months to come. And even the Office for Budgetary Responsibility has said its introduction could lead to up to 60,000 job losses, with smaller companies hardest hit. Independent body, the Regulatory Policy Committee, reckons that in the first year the policy will cost business around £1 billion in direct wage and national insurance costs and ‘spillover’ costs as employees higher up the wage scale are paid more to maintain wage differentials. Another way in which companies can mitigate the living wage effect is by raising prices, which could inject some inflation back into the www.fm-world.co.uk

21/01/2016 16:00

“More skilled, and hence more expensive, employees could be sacrificed as contracts become more commoditised in an effort to maintain margins” economy. But for sectors such as FM this is not simple, given the fierce competition for contracts and the stated ambition of some companies to mitigate the living wage by seeking out more contracts. Furthermore, companies who operate government outsourcing contracts remain under severe pressure to keep a lid on prices themselves and are unlikely to find much wriggle room. With the pressure most extreme at the local authority level, companies engaged in care work will find it most difficult to increase prices.

Productivity boost? A recent survey suggested that nine in every 10 businesses in the UK feel the introduction of the living wage is a good thing and that it will improve productivity and also staff retention. Many companies have already embraced the living wage voluntarily, adopting wage levels suggested by the Living Wage Foundation, which are already higher than the proposed National Living Wage at £8.25 outside the capital and £9.40 in London. For example, ISS FM introduced a living wage on some contracts as long ago as 2006. In a case study on FM work it carries out for KPMG, ISS reduced staff turnover by 40 per cent and improved productivity means the cost of delivering FM services across the contract is www.fm-world.co.uk

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now lower than it was when the living wage was introduced. The benefit to companies such as ISS and, another Living Wage Foundation standard-bearer, Aviva, is that they have had some years to bed down the living wage incrementally across its contracts. For many others, however, the living wage will have to be implemented in one fell swoop next year – putting increased pressure on costs in the short term. For example, Aviva reported issues among other staff members when the living wage was proposed for cleaning staff and it had to maintain the pay differential with their supervisors, resulting in a 4.4 per cent increase in annual wage costs for all cleaning staff. A further example of a company where living wage commitments are baked in is care staff provider Penrose Care, which was formed in 2012 and started with a living wage commitment. Unlike many peers, Penrose has reported low turnover of staff, negligible sickness and the ability to recruit easily, offsetting some of the extra cost of the living wage. Being a new business, Penrose was also more able to adopt new technologies in its working practices from the outset, improving efficiency.

A level playing field Now a level playing field is being created in terms of companies

paying the National Living Wage and this might mean that those who took the plunge some years ago and have already absorbed the effects of the living wage within their businesses could find themselves at a competitive advantage in the short term. In the FM sector companies such as ISS are already tendering and winning contracts using a living wage workforce and therefore could find they become more competitive in terms of price, or more profitable in terms of margins, than those who are only beginning to introduce the living wage. For a modern economy such as the UK’s, most businesses and workers accept that a National Living Wage is a good policy. It brings the lowest paid closer to their counterparts in the other major economies of the European Union. There will be significant challenges for some companies and a small number will struggle to cope and it will, in some cases, lead to job losses. But if it forces businesses to become more efficient and to encourage better productivity from their workers through better training, then it could prove to be a welcome boon for both employers and employees. Businesses in the FM sector lean heavily on their human capital so will be among the most affected. In many areas margins are already dangerously thin, which means there will inevitably be a period of upheaval for some companies. But those who are best prepared and most willing to invest in improving the productivity of their workforces should ultimately benefit in the long run from more efficient and productive employees and lower turnover of staff. But the pressure will not let up to continue with such efficiency gains right through to the end of the decade and beyond. FM FM WORLD | 28 JANUARY 2016 | 21

21/01/2016 14:49

FM FEATURE

LED LIGHTING

BRIAN TEALE

EASILY LED? 22 | 28 JANUARY 2016 | FM WORLD

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22/01/2016 15:34

LED LIGHTING

LED lighting technology is set to replace conventional tungsten and fluorescent lighting — not just to cut energy costs, but to help the climate, claims Future Designs’ Brian Teale

lthough LED is not a new technology, its application in the development of lighting for commercial and residential applications is close to revolutionary in that it will herald the complete change of design for office applications from the current practice of using fluorescent fittings. LEDs are devices that emit light when subjected to an electric current. Green and red versions have been around since the 1950s, but creating the blue emitters was a technical challenge that stumped the industry for decades. In 2014 the Nobel Prize for Physics was awarded to Shuji Nakamura, Isamu Akasaki and Hiroshi Amano for their invention of diodes that emit blue light, something which has subsequently enabled bright and energy-saving white light sources to be achieved and developed commercially. The Nobel committee declared that “incandescent light bulbs lit the 20th century, the 21st century will be lit by LED lamps”. This success has opened the door to white LEDs, which can have efficiencies of 20 times those of conventional lamps. Professor Dr Wolfgang Schnick, chair of inorganic chemistry at the Ludwick

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Maximilian University of Munich, believes the development “cannot be estimated too highly” and that it will “help save up to 20 per cent of the global electricity consumption“.

LED doubters So can LED solid-state technology save the world? There are doubters out there, and some myths and misconceptions of lighting in the workplace. But on the face of it, and according to many academics, a huge global reduction in power consumption could be achieved. This in turn would result in the burning of significantly less fossil fuel and a corresponding reduction in the release of carbon into the atmosphere. Reducing the carbon footprint is at the heart of developing sustainable design, and is now a mainstream requirement in construction practice. As energy costs rise, the price premium for green building products will fall in comparison. LED lighting design and products are at the forefront of energy-efficient design, reducing carbon emissions and contributing to high performance green building standards. But there are many challenges, and here are some of the technical observations put forward by FM WORLD | 28 JANUARY 2016 | 23

22/01/2016 15:34

FM FEATURE

LED LIGHTING

BRIAN TEALE

“The Nobel committee declared that ‘incandescent light bulbs lit the 20th century, the 21st century will be lit by LED lamps’ ” consultants and other client advisers – putting forward their views or misconceptions.

Question: “Lumens per watt for LED is very close to the fluorescent’s efficacy.”

Answer: Simply not true. Typically, fluorescents are below 100 lumens per watt at source. Taking account of the way they work with an optic in the luminaire, this value will reduce even further because the light distribution is through 360 degrees, light being lost bouncing around within the luminaire. LED offers in excess of 150 lumens per watt, and as the light is emitted in a single direction, all its light is used for direct distribution.

Q: “Life span comparisons?”

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22-25_LED lighting .indd 24

A: An LED lamp should have a life of 50,000 hours and possibly more, compared with fluorescents at 10,000 hours. Lumen value decreases over time as an incandescent lamp is operated; it’s called lumen depreciation and is around 70 per cent of the rated life of the lamp. So for a lamp rated at a 1,000 hours the light output would start to drop off at 700 hours.

providing significant savings on maintenance costs.

Q: “The quality of LED products produced is often impaired because of the manufacturers cost restrictions.” A: Reputable manufacturers use leading LED suppliers for the engines and have seen the costs of products fall as component costs reduce and the market grows.

Q: “Should a fault occur in an LED fitting the whole unit needs to be replaced.”

Q: “LED fittings are more expensive than fluorescents.”

A: This may be true for cheap

A: At present, LED lighting

imports, however, most leading UK manufacturers use Zhagacompliant LED engines that allow for the replacement of the LED should a failure occur. Moreover, LEDs are inherently more reliable than fluorescents,

costs are higher by some 20 per cent to 30 per cent on a product comparable basis. That said, clever layout and design shows that for each square metre of space the number of LED fittings required is one per 9 sq

m compared with fluorescents at one per 6 sq m. Cost in use models clearly demonstrate that energy savings over initial higher LED capital costs works in favour of LED as the favourable commercial option. Return on capital invested can be seen as soon as within two or three years. LED component manufacturers are looking at the development of growing gallium nitride (GaN) LEDs on silicon substrates. It has been speculated that epitaxy manufacturing processes could reduce production costs by up to 90 per cent.

Q: “The quality of LED and its colour are generally sacrificed.” A: In the Future Designs modular range of office lighting products the quality of light from an LED source is the same as offered from fluorescent ones. The CRI > 80 is standard and can be increased to CRI > 90 for museum and gallery applications.

Q: “The human eye is best suited to natural daylight rather than

www.fm-world.co.uk

22/01/2016 15:34

LED LIGHTING

KEY BENEFITS OF LEDS:

harsh indoor office light.”

areas moving down the tube.

A: Interesting, but somewhat

Q: “Unified glare rating {UGR} is often more than people can cope with.”

irrelevant in today’s commercial office world and work environment. That said, most offices are specified as 4,000-kelvin cool white, however, LED can be supplied at 5,000-kelvin daylight colour if required. LED does not cause flicker, and offers edgeless homogeneous lighting, whereas fluorescents are susceptible to striation with bright and dimmer

A: CIBSE has set maximum glare values and responsible lighting designers and quality manufacturers develop LED products to control within the specified limits. Clearly, any lighting solution for a building needs to be fit for purpose and design engineers and manufacturers have an obligation to look at options and impacts. We experience our environment through our eyes; appropriate lighting design needs to take care of the nature of the business, the working methods, open-plan and cellular configurations, and the way staff work together. Good lighting design and appropriate product selection is essential to achieve an attractive and productive working environment that supports the functional needs of the building in terms of energy and maintenance costs while reducing impact on the environment. FM Brian Teale C.Eng., is non-executive director of Future Designs

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● Reduction in energy consumption by up to 50 per cent depending upon application; ● Offers a reduction in carbon emissions of up to 74 per cent; ● Offers the opportunity to replace like-for-like configurations of existing fluorescents with minimum disruption at low costs with significant energy savings; ● Payback benefits can be two to three years; ● Homogeneous light with no lamp imaging; ● Ease of maintenance and a life expectancy of 50,000 hours-plus; ● LED is a solid-state light source that provides instant 100 per cent illuminance without warm-up, of low-radiant heat, with no UV/IR radiation; ● Offers opportunity for flexibility in design, functional space planning, with the potential for a reduced number of installation points; ● Mercury-free, with no special waste disposal requirement; and ● Contributes to sustainability targets and LEED ratings for office buildings.

Major corporates are turning to LED in new installations and refitting existing systems with LEDs to get the benefit of betterquality lighting that is sustainable.

Future dims for fluorescents It’s difficult to see how fluorescent lighting can survive. The technology in lighting is changing, the LED today is to the fluorescent what the tungsten filament lamp was to the candle – it will snuff it out. But there may be a much bigger issue that LED can contribute to – and that’s climate change. If the experts are to be believed, we are approaching a temperature rise tipping point that is going to have catastrophic impacts on world climates. The industrial nations are attempting to reach agreement on “legal controls“ on the production of carbon dioxide going into the atmosphere, but are unlikely to succeed, so could LED lighting help save the world – a nice thought. Driven by burning coal, oil and gas for energy, carbon dioxide levels are now 143 per cent higher than before the Industrial Revolution, with a global average of 397.7 parts per million (ppm). The annual average is likely to pass 400 PPM in 2016. Average global temperatures are likely to reach 1°C above preindustrial levels for the first time, half way to the critical 2°C. Scientists warn that at that level there would be an unprecedented rise in sea levels, causing damage to food production and wild life. According to Michel Jarraud, outgoing secretary-general of the World Meteorological Organisation: ”Time is running out. We have to act now to slash greenhouse gas emissions to have any chance of keeping the increase in temperature to manageable levels.” Clearly, LED technology on its own cannot save the world, but to paraphrase Neil Armstrong, changing to LED technology “may be one small step for man, but one giant step for mankind”. FM WORLD | 28 JANUARY 2016 | 25

22/01/2016 15:34

BIFM AWARDS 2016

Headline sponsor

PEOPLE. INNOVATION. IMPACT. Established as a world-renowned platform identifying and showcasing examples of best practice, the 2016 BIFM Awards are now open for entries

he BIFM Facilities Management Awards, supported by Carillion in a new Headline Sponsor partnership, have been crafted and evolved to draw out the value and impact that FM has on business and society; identifying the impact of FM initiatives as well as innovative products, services and technology that help drive FM performance forward. The judges seek out exemplary FM teams and individuals to recognise and celebrate their performance.

The 2015 Awards ceremony

CHAIR OF THE JUDGES, STEVE GLADWIN

This year we’ve made further enhancements to the awards category portfolio. We’ve reviewed and refreshed the

26 | 28 JANUARY 2016 | FM WORLD

26-27 BIFM Awards.indd 26

individual professional categories and introduced a new standout category for FM teams to enter in the form of Impact on Organisational Performance. The Facilities Manager of the Year award has been iconic, having identified and elevated many of the profession’s current leaders and role models. All organisations need both great leadership and great management. As Peter Drucker once said: “Management is doing things right. Leadership is doing

the right thing.” By creating two new categories, Leader and Manager of the Year we provide the opportunity to showcase exemplary talent at each of these levels. In addition, and in line with this development, is Newcomer of the Year, an update of the Rising Talent category. Then there is the new Impact on Organisational Performance category - this is a real statement award. Ultimately, this is what we

are all employed for, and what success in all the other categories should ultimately be working towards and contributing to - improving the performance of the organisations we work for. This is an iconic award and is designed to identify and showcase the strategic value of FM in organisational success, directly correlating with the organisation’s objectives. These are the next steps in the evolution of the BIFM Awards; we see the awards as pivotal

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22/01/2016 14:05

INDUSTRY AWARDS

2016 BIFM AWARDS CATEGORIES All categories relate to one of three themes: people, innovation or impact and reflect the important role FM plays in relation to business, the economy and society.

PEOPLE The individuals, teams and organisations that invest in their people, who are cuttingedge, and who lead and drive improvements.

INNOVATION Recognising innovative facilities management technology, systems, products and services, and the benefits they bring from cost-savings to enhanced performance.

IMPACT Demonstrating the real tangible impact good FM brings to business, the environment and society.

PEOPLE: Leader of the Year* (new for 2016) The winner will be an outstanding, recognised business and people leader in the profession. He or she will be an ambassador for the FM profession with notable career successes that is acknowledged by peers. They will be making a significant positive impact on FM, being a respected valued leader and champion. Learning and Career Development Open to FM teams and organisations of all sizes from any sector to demonstrate the great contribution that learning and career development has made. This award recognises organisations and FM teams who have shown commitment to developing the knowledge and skills of their people. Lifetime Achievement* The BIFM Lifetime Achievement Award recognises individuals who have made a

significant and sustained contribution to FM during their career. Manager of the Year* (new for 2016) An experienced FM exponent who has delivered cutting-edge service, is a team player and is responsible for managing others and steering them to success. Entries are welcomed from managers at various levels in the FM profession, but candidates must have/had responsibilities for managing and directing the work of a team. Newcomer of the Year* This award seeks to find the most dynamic newcomer to FM. Identifying influential thinkers and performers in recognising the contribution and impact newcomers are having on organisations, clients and teams. Team of the Year Recognising exemplar FM teams delivering innovation and value to their organisation and customers. This award recognises a team who are an inspiration to the FM profession.

Impact on Customer Experience FM is a vital part of enhancing customer experience through using innovative tools, practices and measures. This category seeks the best examples of organisations that deliver outstanding customer experience. Impact on Organisational Performance (new for 2016) This category is searching for FM innovators who can clearly show how the FM function, provision, or process change has made a significant contribution to the performance of the organisation; directly linking to its objectives and performance measures, which may be profitability; customer satisfaction; internal productivity and efficiency; and organisational capacity. Impact on Sustainability For innovative, sustainable and environmental initiatives that objectively demonstrate the impact they’ve had on an organisation and society. The winner of this category will go beyond energy and waste management.

INNOVATION: Innovation in Technology and Systems For the most innovative application of systems or technology in FM. It can be simple and inexpensive or a complicated rationalisation. New Product or Service of the Year Recognising the product or service whose development and use has had the most positive impact in the work and/or social environment.

IMPACT: Brand Impact Forward-thinking organisations set brand at the core of their strategy; this category is seeking evidence of how an FM initiative or project has enhanced a company’s brand.

Societal Impact For initiatives that demonstrate the impact of FM on the fabric of society including the wellbeing of individuals, productivity of industry, economic health and the natural environment. Workplace Impact This category recognises working environments with direct FM activities, systems and processes that deliver sustainable and functional workplaces, whilst creating a positive workplace which drives increased job satisfaction and productivity. *You can enter yourself or nominate an individual in these categories. Lifetime Achievement is by nomination only.

KEY DATES

to helping drive the profession forward. With the awards it is an important duty to lead the change that we need to see throughout the profession. To quote Mahatma Gandhi: “Be the change that you wish to see in the world.” The reshaping of the awards over the last two years has focused on drawing out the value of FM in the language of business leaders. This helps us showcase FM’s strategic value to business and provides exemplary

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case studies to help the wider business community understand its value. The awards help FM individuals, teams and organisations to focus in on that value - understanding their worth and the fundamental value they provide, building individual professional pride and collective pride as a profession. Steve Gladwin, Chair of the Judges, BIFM Awards

25 January 2016

Entries opened

27 May 2016

Entries close

29 July 2016

Lifetime Achievement closes

Mid-August

Finalists announced

10 October 2016

BIFM Awards Ceremony, The Grosvenor House Hotel, London

For further details on the 2016 BIFM Awards, including the full category criteria go to www.bifmawards.org

@BIFMAwards also carries all the latest awards news. FM WORLD | 28 JANUARY 2016 | 27

22/01/2016 14:05

FM FEATURE

WOMEN IN FM CONFERENCE 2016

“LEAN IN , STEP UP AND PLAY YOUR PART”

Always an engaging and often energising event, January’s 2016 BIFM Women in FM conference gave attendees much to ponder from a range of inspiring speakers. The FM World team reports Living Wage can ‘change the status’ of FM

uy Stallard, head of facilities at conference host KPMG, gave a powerful presentation on why FM should embrace the living wage as a “transformational tool” for the profession. Stallard,a chartered accountant who has overseen a move to introduce the living wage rate across the accountancy giant’s estate, explained how the successful introduction of higher pay rates needed to involve a reappraisal of the structure of facilities teams and the nature of their management. He spoke of how KPMG now has fewer supervisors, with other team members now better incentivised to perform. But, said Stallard, assessing team structure is more difficult in some sectors than others. He cited the sensitivity of hospitality, where FM staff may already be in the front line dealing directly with end-user customers. Working with facilities staff who are about to get a living wage pay rise should be about building “two-way loyalty”, he continued. “If the quality of the people you employ improves, the conversations you have with them and their output also improve. If the living wage boost is seen as a twoway conversation, that’s when you get best results.” Stallard ended with a rallying cry. “I’m very proud to work in FM. But if so many in FM are people who don’t earn enough to live on, how can we be a professional industry?”

“If low pay is endemic, then fundamentally it is hard to professionalise ourselves. If we pay well and deliver a good service, we will be seen to be just as important to an organisation as HR and IT” Guy Stallard 28 | 28 JANUARY 2016 | FM WORLD

Gender balance – targets, not quotas

poll taken during the conference saw 70 per cent of attendees said setting targets was the way to go to move towards more gender-balanced boardrooms. Just 7 per cent thought quotas the way forward, with 21 per cent voting that ‘neither’ was a “A governmentsolution. Targets allow businesses to enforced quota is the work towards more genderwrong idea.” balanced boards with their own Neil Murray strategies and at their own pace. Critics of a quota approach said it would cause firms to employ women for their gender rather than their talent. The poll followed a panel discussion including Rachel Tranter, director of Women on Boards, Neil Murray, CEO of corporate services at Sodexo, Chris Kehoe, group executive director at Emcor and Fiona Perrin, group sales and marketing director at HSS. Tranter called quotas “shortterm fixes that can create tensions without fixing underlying issues”. Murray agreed. He said: “A government-enforced quota is the wrong idea.” He added that advice and mentoring would be more constructive “than positive discrimination”. In a comparison poll taken immediately after the panel discussion, fewer delegates voted for targets and slightly more were undecided between targets and quotas. Slightly fewer thought quotas were the answer. www.fm-world.co.uk

WOMEN IN FM CONFERENCE 2016

#WIFM16 organisers and presenters together: BACK ROW — Chris Kehoe, Tanya Horscroft, Fiona Bowman, Kate Stephens, Debra Ward, Lucy Jeynes, Neil Murray. FRONT ROW — Polina Eaton, Sajna Rahman, Fiona Perrin, Louise Burns

FM as lifeline

iona Bowman, of consultant Dysart 57, presented on how FM can help those suffering the dire situation of domestic abuse. Recounting her own experience of abuse, Bowman explained how, more than 30 years ago, she had been in a violent and abusive relationship. Like many victims she did not talk about her experiences, instead using her work in FM as a means of escape “from the horror of the abuse”. However, when Bowman started to talk about her experience it opened up opportunities to help others through her work. “At the time I escaped [from the domestic abuse] I worked for Standard Chartered Bank in Edinburgh. The simple steps they took saved my life. After the last worst beating, when I ended up in the severe head injuries unit at Edinburgh Royal Infirmary hospital, it was my manager that the hospital rang. He helped me escape to a new life.” FMs wanting to learn more about what they can do were directed to www.nationaldomesticviolencehelpline.org.uk www.fm-world.co.uk

“In May 1985 I left my house for the last time and made a 400-mile journey to London from Edinburgh knowing that the one thing I had in my life that was certain was a new job to go to on Monday. Everything else was unknown. The job transfer and the assistance my employers gave me was my lifeline.” Fiona Bowman FM WORLD | 28 JANUARY 2016 | 29

FM FEATURE

WOMEN IN FM CONFERENCE 2016

Seeking a place on the board? Raise your profile

ith her theme of how to get a place on the board, consultant Fran Moscow focused on educating women in three key areas: personal branding, technical expertise, and the criteria required to position yourself for a board or non-executive director role. “So many women put so many barriers in the way,” she opined. “We cannot just wait for other people to do the work for us,” said Moscow. “One of the greatest challenges we face is ourselves. Either we don’t believe we can, or we look at networking and say that this isn’t for me. That’s your choice, but you need to be really sure that you’re not sabotaging your chances of success. Another thing preventing women can be their own behaviour, suggested Moscow. “We can take things personally and ‘be the victim’ - why pick on me, I’ve been overlooked, etc.” Women should also “not see men as an issue,” said Moscow. “Be visible,” she continued. “Network within and without your organisation. And if appropriate, become a speaker. Do whatever you can to raise your profile!” Self-awareness is the key to successful personal branding, continued Moscow. And if you haven’t written down your own vision of where you want to be, you’re unlikely to get there. (Who had written down their own career vision? When Moscow asked, few hands went up.) If you don’t plan your own journey, concluded Moscoe, “someone else will plan it for you.” Moscow also mentioned how the government target of 25 per cent of directors on boards being woman has now been met – but too many of these are non-executive directorship roles. Those interested in the statistics were directed to the Professional Boards Forum online for more details.

Quotes: Top tips for career development

“Understand your skill set. Everyone should know the three key things they are really really good at and understand where your passion lies and if you can couple those together consider looking at the non-exec route at any stage in your career. It is a differentiating point in a CV. It will make your bosses and peers think of you in a totally different way.” Rachel Tranter

“Keep your eye open for the next job two years down the line. Talk about the things you are good at in a humble way and make clear who has been accountable and responsible for the achievements delivered. Don’t be afraid of putting yourself forward as you are doing your job.” Fiona Perrin

My FM Journey Left to right: Sajna Rahman, Polina Eaton and Louise Burns each presented their personal stories – each with their own distinct challenges – explaining how they became successful facilities managers

30 | 28 JANUARY 2016 | FM WORLD

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Selected forthcoming features in FM World:

17/11/2015 09:55 12:26 31/10/2013

25 February issue:

10 March issue:

21 April issue:

Carbon footprint Ground maintenance Workplace interiors

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

www.fm-world.co.uk/about-us

Features are subject to change - please contact the editor for further details. FM World welcomes contributions and ideas for articles. Send a short synopsis to Martin Read at martin.read@fm-world.co.uk. Please note that we reserve the right to edit copy submitted for publication in the magazine.

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FM MONITOR

MARKET INTELLIGENCE

INSIGHT ECONOMY

EMPLOYMENT IN UK REAL ESTATE 1997-2015

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

Bank of England base rate: 0.5% as of 8 October 2015. Source: Bank of England (bankofengland.co.uk)

Consumer Price Index (CPI): The CPI 12-month rate between December 2014 and December 2015 was 0.2 per cent, a small increase compared with November 2015, when the rate was 0.1 per cent. The only substantial upward push on inflation between Nov and Dec 2015 came from price increases in transport costs, particularly air fares and to a lesser extent motor fuels. Source: (www.ons.gov.uk)

EMPLOYMENT

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

Hourly rate from 1 Oct 2014

Aged 21 and above

£6.70 (up from £6.50)

Aged 18 to 20 inclusive

£5.30 (up from £5.13)

Aged under 18 (but above compulsory school age)

£3.87 (up from £3.79)

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

£3.30 (up from £2.73)

SHUT TERSTOCK

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

Hourly rate from Nov 2014

UK Living Wage

£7.85 per hour

London Living Wage

£9.15 per hour

www.fm-world.co.uk

33_Insight.indd 29

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 LABOUR PRODUCTIVITY AS MEASURED BY OUTPUT PER HOUR GREW BY 0.5% FROM THE SECOND TO THE THIRD CALENDAR QUARTER OF 2015 TO THE HIGHEST LEVEL RECORDED FOR THIS INDEX, ALBEIT STILL 13% BELOW AN EXTRAPOLATION BASED ON ITS PRE-DOWNTURN TREND.

13% BELOW BY CONTRAST, OUTPUT PER WORKER FELL BY 0.1% AND OUTPUT PER JOB WAS UNCHANGED, AS A RESULT OF AVERAGE HOURS FALLING IN Q3.

OUTPUT PER HOUR IN SERVICES GREW IN Q3 TO A RECORD HIGH, BUT MANUFACTURING OUTPUT PER HOUR GREW BY ONLY 0.1%, CONTINUING THE VERY WEAK TREND SINCE THE ECONOMIC DOWNTURN.

WHOLE ECONOMY UNIT LABOUR COSTS WERE 1.9% HIGHER IN Q3 THAN THE SAME QUARTER IN 2014, AS EARNINGS AND OTHER LABOUR COSTS HAVE OUTPACED PRODUCTIVITY. UNIT WAGE COSTS IN MANUFACTURING GREW BY 4.6% OVER THIS PERIOD. ESTIMATES SHOW THAT PRODUCTIVITY IS ABOVE THE UK AVERAGE IN LONDON AND THE SOUTH-EAST, AND WELL BELOW THE UK AVERAGE IN WALES AND NORTHERN IRELAND. SOURCE: OFFICE FOR NATIONAL STATISTICS

DEHUMIDIFIER MARKET REPORT 2015-19

INDEX OF PRODUCTION, NOVEMBER 2015

The UK market for dehumidifiers has seen modest growth, with 1-3 per cent growth estimated in 2012/13 – and 9 per cent in 2014. Positive trends continued in 2015, but a slowdown in construction in the latter half may have hit the market, resulting in estimated growth of about 3 per cent. Key influences include a more buoyant economy, growth in the industrial sector and a jump in domestic and commercial construction. The domestic sector accounted for about 40 per cent of the market in 2014, supported by a rise in house building. And 2014’s flooding increased demand. Other domestic drivers include a higher level of product availability and awareness of condensation problems, greater marketing activity by manufacturers, and price competition from the growth in lower-value imports. Commercial growth arose out of demand from manufacturing (pharmaceuticals, electronics, automotive, data centres and warehousing) and construction. The market is forecast to see annual growth of 4-5 per cent between 2016 and 2019. Source: AMA Research

Total production output grew by 0.9 per cent in November 2015 compared with November 2014. There were increases in three of its four main sectors. The largest contribution came from mining and quarrying, which grew by 10.5 per cent. Manufacturing output fell by 1.2 per cent in November 2015 compared with November 2014. Total production output fell by 0.7 per cent from October 2015 to November 2015. There were falls in all main sectors – manufacturing, mining and quarrying, and electricity and gas. Manufacturing output decreased by 0.4 per cent in November 2015 compared with October 2015. This was mainly attributable to the manufacture of basic pharmaceutical products, down by 4.9 per cent. In the three months to November 2015, total production and manufacturing output grew by 0.2 per cent and 0.5 per cent respectively on the previous three months. In the three months to November 2015, production and manufacturing were 9.1 per cent and 6.1 per cent respectively below their values reached in the pre-downturn GDP peak in Q1 2008. Source: Office for National Statistics FM WORLD | 28 JANUARY 2016 | 33

21/01/2016 14:49

FM MONITOR

TERESA HIGGINS

LEGAL UPDATE

Teresa Higgins is a director at Barbour EHS

N OISE AT WORK – WH AT YO U N EED TO K N OW

oise-induced hearing loss at workplace N affects people across several industries. Teresa Higgins explains how employers can protect workers and avoid costly claims Barbour, the leading health and safety information service, recently hosted a webinar focusing on everything workers need to know about noise in the workplace. The one-hour webinar included contributions from Andrew Allan, legal director with Clyde & Co LLP and Jason Bleasdale, an equity partner with Clyde & Co LLP, along with Brad Witt, director of hearing conservation for Honeywell Safety Products. It gave an overview of noiseinduced hearing loss (NHIL) claims in the UK, the current trends, and how these cases are being handled. There has been a marked focus on NHIL claims in recent years. Although data is limited, there were approximately 5,000 to 8,000 submitted claims a month in 2015.

A better understanding The UK deafness claims working party, with the Association of British Insurers (ABI) and the wider insurance industry, has put a significant focus on this area and there are working parties remitted to facilitate a market-wide data collection exercise so that there is a better understanding of the trends insurers face on noise claims. Data also shows that NHIL claims increased dramatically by 250 per cent between 2010 and 2013 and, at an estimated cost of 34 | 28 JANUARY 2016 | FM WORLD

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£400 million for the same period, it is clear that this is a serious issue affecting a number of industries, workplaces and people. More than one million employees in the UK are exposed to levels of noise that put their hearing at risk and 17 per cent suffer deafness, tinnitus or other ear conditions as a result of exposure to excessive noise. With continuing trend for significant number of claims to be made annually, it is important that companies are fully prepared to deal with any claims that they may incur.

Sufferer proﬁles The profile of claimants traditionally comes from heavy industry, manufacturing and construction from exposure during the 1960s, ’70s and ’80s. This has remained broadly the same, although the most recent update to legislation for Control of Noise at Work Regulation 2005, which came into effect for the entertainment industry in April 2008, means that there could still be claims to come from those working in this industry. The profile of the defendant has changed in recent years as smaller

companies have grown, and heavy industry – manufacturing and construction – is no longer dominated by the large industries of the 1960s and 70s. In the past couple of years claims have started to tail off, but it is not believed that they will significantly reduce on a year-on-year basis. One of the biggest factors that could have an impact in reducing claims would be the government’s response to the ABI‘s request to amendments within the portal made in June 2015. The amendments included: Appropriate timetable for low-value noise-induced hearing loss claims; Disclosure of evidence of employment (e.g. an IR Schedule); Allow for multi-defendant claims; Allow for liability to be admitted subject of causation; and Fixed costs to apply (if claim drops out of portal); and Extend MedCo (the system to facilitate the sourcing of medical reports in soft tissue injury claims) to medical experts on noise-induced hearing loss claims. A huge difficulty for any company dealing with a claim is the insufficient and often brief details that are presented when it is notified. Companies and insurers need to get full details on whether the person was employed

1/ 2/ 3/ 4/ 5/ 6/

“More than one million employees in the UK are exposed to levels of noise that put their hearing at risk and 17 per cent suffer deafness”

at the time, their job description and the location. This lack of information at initial claim can cause multiple hours of digging and preparation for all concerned, which can add significantly to legal costs. What can the employer do to help reduce the risk of employees suffering from NIHL in the workplace, and if they do suffer, how can employers insure that they are able to assist in resolving any claims made? Employers must assess the risk to workers’ health and provide them with information and training if they are exposed to lower exposure levels and they must provide hearing protection and hearing protection zones at the upper exposure levels. Employers must also make sure that all employees are trained sufficiently in how to use hearing protection – many do not realise that hearing protection becomes ineffectual if not used correctly. Documenting is the most crucial thing any employer can do to ensure that they can reduce claims. This includes documenting noise levels, documenting training, documenting hearing protector fit, and documenting audiometry. Documenting is vital for successful defence of NIHL claims. As NIHL claims rise and the costs increase, the Barbour webinar on noise at work is a valuable resource for those interested in learning about the latest trends and those looking for practical advice on how to ensure that they can reduce the risks of NHIL claims. FM i To download the full version of the webinar please visit www.barbour-ehs.com/downloadnoise-at-work-webinar/

www.fm-world.co.uk

21/01/2016 14:50

FM MONITOR

MARC DABBS

HOW TO

Marc Dabbs is products and services division coordinator at Strategic Corrosion Management

DEALIN G W ITH CO R RO S I O N

sset integrity management is essential for operators of all types of process plant. Marc Dabbs discusses best practice solutions for managing corrosion and aspects to consider

Corrosion management is key to controlling asset integrity. Without an effective strategy operators often experience unexpected failures in pipework, vessels and structures that can severely affect health and safety, and cause downtime leading to lost production and repair costs. FMs must satisfy the HSE that they understand the condition of their facility. Where it’s in poor condition they must have a plan to repair or mitigate corrosion before failure, and where it is in good condition they must have a long-term plan to keep it that way. Often, particularly on mature assets, managers have more outstanding corrosion-centred maintenance than available resources allow for (budget, manpower, time). The challenge is identifying what to prioritise. Strategic Corrosion Management has developed a unique way to integrate fabric maintenance (external corrosion management) and integrity data, which allows operators to make better maintenance decisions by ‘prioritising these priorities’. Identifying where we can share resources and optimise workscopes allows clients to achieve cost-effectiveness, enhanced safety and minimised risk. Most importantly, this delivers the ability to demonstrate objective evidence of integrity and corrosion compliance to regulatory authorities. Here are the key steps essential to implementing a standardswww.fm-world.co.uk

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compliant corrosion management programme specific to any facility.

1⁄

Understand your facility

Gain an understanding of the actual condition of every component of your plant and how quickly it degrades. It is vital to include equipment that is often overlooked, such as pipework in culverts, bund-walls, pipe transits and penetrations. When plant is mature, this equipment can cause high risk to operation and safety and may no longer be fit for purpose or legally compliant.

2⁄

A realistic strategy

Develop a strategy in accordance with HSE, ISO55000, & COMAH regulations to deliver maximum safety and optimal production with minimised costs. Key Programme 4 (KP4), a standard specific to offshore plant, is another element worth considering. It discusses safetycritical and safety-related equipment. Consider also plant life expectancy, which may help to prioritise requirements.

3⁄

What, how, where, when

Define and categorise the threats to the facility, such as CUI (corrosion under insulation) and SCC (stress corrosion cracking). Record where it is occurring and where it is likely. This helps you to implement an efficient schedule to inspect,

mitigate, manage and monitor.

4⁄

Objective evidence of integrity

Know (and be able to show that you know) the condition of your facility. If it’s in poor condition do you have a plan in place to improve it? Where it’s in good condition have you a plan to keep it that way? Form a fully integrated management system that links component, corrosion, fabric maintenance and objective evidence of integrity into one toolset.

5⁄

Inspection

Know what types are appropriate for your facility. For example, evidence suggests that perhaps risk-basedassessment (RBA) is not always the best inspection method for mature assets (13-25 per cent of substrates have not been inspected for at least eight years because of the loopholes of RBA). Tip: apply ‘confidence factors’ to inspected items. Rate how confident you are in the current condition of a particular pipe or component (i.e. high/neutral/ low). Another tip is to apply a zonal ‘corrosivity level’, which describes the degradation rate of a component depending on its location and ‘micro-climate’ class.

6⁄

Measure using KPIs

Implementing key performance indicators or reviewing existing KPI requirements ensures that targets and metrics are applicable, up to date and achievable. For maximum efficiency define these as part of your strategy to prove you are doing it right.

7⁄

Economical maintenance

Consider when will be best for physical repair, temporary repair or replacement when downtime, loss in production and access requirements are also considered. Are you achieving maximum value from previous maintenance (i.e. coatings)? Zonal maintenance often incurs loss of investment by re-coating substrates too early (typically losing 15-60 per cent on previous investment).

8⁄

Integrity management auditing

Review your compliance with ISO 55000. Auditing is often not something well received, but it is important to prove control over your facility. These standards are here to promote a safe and effective working environment.

9⁄

Reporting & inspection results

Implement a competent system for reporting data. The best way is to integrate data where possible from component, corrosion and fabric maintenance systems. High efficiency here results in highly intelligent data outputs and enables you to make better decisions in terms of integrity, corrosion and maintenance.

10⁄

Design for newbuild

Consider the threat of SCC, hydrogen-induced cracking, process materials, dissimilar metals and so on, to ensure that you are using the material that is most fit for purpose – design out corrosion. FM FM WORLD | 28 JANUARY 2016 | 35

21/01/2016 14:51

FM MONITOR

LEONIE ONSLOW

HOW TO

Leonie Onslow, executive director, British Urethane Foam Contractors Association

M OD ER N ISIN G P RO P ERT I ES WI T H POLYU R ETHAN E FOA M

dvances in polyurethane foam solutions mean that they offer advantages beyond heat insulation, as Leonie Onslow explains

When bringing properties up to the latest standards of insulation and air tightness, facilities managers may want to choose a high-performance insulant to achieve the optimum comfort and energy efficiency. By choosing a polyurethane foam solution, Superior U-value and air-permeability results can easily be achieved, which may result in similar building fabric insulation performance to the Building Regulation Part L requirements for a new property. Polyurethane foam can be installed as insulation in walls, roofs and floors, or to fill voids and other areas to provide seamless thermal insulation. FMs may not be aware that polyurethane foam can also be used to solve a range of other problems.

1⁄

What is polyurethane foam?

The application of closedcell polyurethane foams for building insulation has been around for more than 30 years. The polyurethane insulant is a two-component liquid system that produces a highly efficient blanket of insulation with an exceptional thermal conductivity figure. In shops and warehouses, large areas can be installed quickly. Systems can be applied to various depths and have K-values [of thermal conductivity] in the range of 0.025 to 0.028W/mK. When sprayed to the underside 36 | 28 JANUARY 2016 | FM WORLD

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of a structurally sound roof, the foam can achieve excellent insulation values and can be used for the dual purpose of roof stabilisation and to counter nail fatigue, prolonging roof longevity.

2⁄

Open-cell v closed-cell foam

The open-cell option has entered the market in recent years. FMs may well be confused as to the merits of these different systems. The British Urethane Foam Contractors Association, the trade association representing installers of polyurethane foam, has predominantly represented the closed-cell industry, but recognises that the open-cell alternative has different benefits. A closed-cell sprayed or injected polyurethane foam material provides one of the highest insulation values commercially available. It also helps to achieve excellent structural stability for a building, adhering to the building substrate, and setting quickly to form a rigid layer. It is widely used for roof insulation and strengthening as well as cavitywall insulation and stabilisation, which is particularly important where the wall ties are failing. Air leakage through the cavity can be reduced to zero. With greater thermal performance and reduced air leakage, polyurethane foam outperforms all other forms of cavity fill. The foam moulds itself to the fabric of the building, sealing

out draughts and reducing air leakage. It is increasingly important to improve the structural integrity of buildings, particularly as weather patterns become more erratic.

3⁄

Proof against weather

Closed-cell foams resist driving rain, meaning that the material stays dry with no loss of thermal properties. The insulant can help act as a barrier to stop floodwater entering the building through the walls. The British Board of Agrément certification approves this insulant for cavity walls in all exposure zones. Closed-cell foams that achieve a Class 1 fire rating when tested to BS476 Part 7 are available. Or, where non-Class 1 materials are used on internal applications these must be covered by plasterboard or a similar thermal barrier. This insulant is often the most cost-effective solution for uninsulated cavity-walled properties, including those classed as hard to treat. Properties with narrow cavities, stone cavities, or of metal or timber-framed construction, or situated in flood plain areas, can be insulated with injected polyurethane foam systems resulting in high-energy efficiency of the walls.

4⁄

Open-cell properties

Conversely, opencell polyurethane foams, which have entered the market in recent years, do not have the high insulation properties associated with the closed-cell materials, which is a distinct disadvantage if you are trying to save space.

They do not have the same fire performance as the closed-cell type, so they should never be left exposed; they have no structural strength to stabilise roofs or walls and are widely marketed to be applied directly to nonbreathable membranes. This practice should be treated with a degree of caution as interstitial condensation could occur in the foam, next to roof timbers. But they are better suited for their enhanced sound attenuation properties. Open-cell foam is also useful in situations that require more air and vapour into a building’s interior. Where open-cell materials are used, the installation thickness can be increased for better thermal performance, but if the main purpose is energy efficiency, then the closed-cell option is preferable.

5⁄

Maintenance or service

The polyurethane foam should last for the life of the property. There are usually no maintenance requirements following its installation. But where it is applied to the underside of a roof for insulation and structural stability purposes, the external roof structure should be checked periodically for wear and tear to ensure that the roof remains weather-tight.

6⁄

Choosing an installer

A competent installer – preferably a qualified member of the British Urethane Foam Contractors Association – should carry out installation. He will carry out pre-installation checks to assess the property’s suitability for the installation of polyurethane foam. FM www.fm-world.co.uk

21/01/2016 14:51

FM MONITOR

JOHN GRENVILLE

LEGAL UPDATE

John Grenville is managing director of ECEX

STRU CTU R AL META LWO R K – AR E YOU B R EA K I N G T H E L AW?

t’s now illegal to ignore the demands I of EN 1090, a standard that regulates steel and aluminium structures, warns John Grenville. But what does the standard require? It has been a criminal offence since July 2014 to supply structural metalwork unless it conforms to EN 1090, a European standard regulating fabrication and assembly of steel and aluminium structures. But many smaller fabrication firms are not EN 1090-accredited. Why? Some are probably ignorant of the law; others may believe it’s costly and time-consuming for a small business to meet its requirements. But the buck doesn’t stop with manufacturers. Buyers of structural steel and aluminium products, including FMs, must ensure that they buy only from an accredited company. Suppliers and purchasers of structural steel and aluminium must meet the requirements (or buy from a company that meets the requirements) of EN 1090. So what comes within the scope of EN 1090? The British Standards Institution’s (BSI) clarification document (bit.ly/1PcXNw2) offers a broad definition of the types of structural components covered. It includes structural steel and aluminium components, kits, steel components used in composite steel and concrete structures and structural coldformed members and sheeting.

Vital components Structural components are defined as those “to be used as load-bearing parts of works designed to provide mechanical resistance and stability to the works and/or fire resistance, www.fm-world.co.uk

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including aspects of durability and serviceability that can be used as delivered or can be incorporated into a construction work”. The document lists many components for use in buildings including staircases, balconies, canopies, fire escapes, ladders, walkways, ramps and guardrails as well as trusswork, tension systems and mezzanine floors. EN 1090 comes in three parts: ● EN 1090-1: Requirements for conformity assessment for structural components (CE-marking); ● EN 1090-2: Technical requirements for the execution of steel structures; and ● EN 1090-3: Technical requirements for the execution of aluminium structures.

Part 1 calls for CE marking, which shows compliance with the appropriate manufacturing standard for a product. The symbol will be familiar to most FMs because it has been a requirement for many years on products such as toys and electrical goods sold in the EU. CE marking is the maker’s declaration that the product meets the requirements of the applicable EU directives.

EN 1090 Parts 2 and 3 explain how to ensure the competence of welders used on products. Before being able to weld products deemed to be of a structural nature, each welder has to undergo tests against an approved weld qualifying procedure. This must be verified by an independent verifier, the test welds being subjected to x-rays. EN 1090 is mandatory under the Construction Products Regulations adopted in the UK in 2011 to enforce the European Construction Products Directive.

Type testing The Construction Products Regulations apply to a range of activities involving ‘series’ manufactured items (an activity that an organisation carries out more than once) including: ● Importers of structural metalwork kits or components; ● Stockholders and metal processors that modify stock (e.g. by drilling, painting, bending, electroplating etc); and ● Manufacturers of metal components or kits that have a structural use in civil engineering.

Bodies covered by the Construction Products Regulations must show they conform to EN 1090-1, which involves a number of steps that culminate in certification by a third party called a ‘notified inspection body’. EN 1090 requires several

“The BSI document lists many everyday components for use in buildings including staircases, balconies, canopies and fire escapes”

arrangements to be in place. ● Purchasing systems will need to be set up to buy only CE-marked sections, bolts and welding consumables. ● Designers must identify the execution class of the product, which is determined by the likely risk to the public if the component or structure fails. The designers will also need well-defined specs for components and kits. ● Prototypes must be produced and subjected to initial type testing.

Type testing defines key control checks. These are monitored under a quality control system called Factory Production Control that also covers: design and drawing controls; competence and training of staff; equipment maintenance and calibration; control of non-conforming products; and record keeping. Where welding is part of the process, a welding quality management system is needed and this must conform to EN ISO 3834 ‘Quality Requirements for Fusion Welding of Metallic Materials’. The company should also employ, or have access to, a responsible welding co-ordinator (RWC) to control its welding quality management system. ECEX is accredited to EN 1090 and has an in-house RWC who has been externally approved to act in this role. It can demonstrate to FMs and others involved in the specification of steel and aluminium products that all products have had welds tested in line with test regimes. It can also show that all welding equipment is independently serviced and that the highest-quality welding can be repeated consistently. FM FM WORLD | 28 JANUARY 2016 | 37

21/01/2016 14:51

BIFM NEWS

BIFM.ORG.UK

Catering Contracts ● Procuring and Running Cleaning Contracts ● Procuring and Running Guarding Contracts ● Recycling and Waste Management ● Refurbishing Office Interiors ● Risk Management (recently updated) ● Security Management ● Selecting FM Software ● Space planning and Management ● Vacant Property Management ● Winter Maintenance (latest addition)

BIFM LONDON REGION CONFERENCE

Book your tickets now Following the huge success of the 2015 London region conference, the 2016 event is even bigger and better. It takes place on 16 March 2016 at Kings Place in London. With case studies from key London projects, the latest research from Monica Parker at Hatch, a coffee tasting and education session from Bartlett Mitchell, a look at how to recognise the tipping point of occupant density when people’s productivity is impacted, 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, this day is a mustattend for all London-based facilities professionals. Tickets are £103 for BIFM members, and £153 for non-members and can be booked now at https://www. regonline.com/bifmlondonregionannualconference2016 The event is sponsored by Principle Cleaning Services, BPR Group and Mayflower Washroom Solutions. Exhibitors include Condeco and other exhibitor places are available. Please contact cathy.hayward@ magentaassociates.co.uk for details. i Book your tickets now at https:// www.regonline.com/bifmlondonregionannualconference2016

KNOWLEDGE

Managing fire safety BIFM opened 2016 with the launch of a newly updated Good 38 | 28 JANUARY 2016 | FM WORLD

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Kings Place in York Way, London, is the venue for this year’s BIFM London Region Conference, which takes place on 6 March

i All guides are available to download from www.bifm.org.uk/gpgs

CONTINUING PROFESSIONAL

Practice Guide. The guide is centred on ‘Managing Fire Safety’ and aims to support facilities management professionals through the legislative process, while taking into account the separate legislation that applies in both Scotland and Northern Ireland. Speaking on the guide, Peter Brogan, research and information manager at BIFM, said: “Fire safety management is of the utmost importance within an organisation as the majority of fires are preventable, when they do occur the potential losses can result in the organisation being unable to recover. “This is why it’s so important to have an effective fire safety management system”. The guide includes information on: ● Primary legislation and responsibilities for compliance; ● Fire-risk assessor and assessment; ● Fire safety management policy, including a generic fire safety management policy; ● Fire safety training and fire marshals.

The updated 50-page guide is available free to BIFM members as part of their membership from www.bifm.org.uk/gpgs There are a further 20 Good Practice Guides in the BIFM series, including a new Winter Maintenance edition, an updated guide to Risk Management, alongside others including Business Continuity, Energy Audits, Inclusive Access, Disability & The Equality Act and Vacant Property Management. The full list comprises: ● Benchmarking ● Building Controls and Building Energy Management Systems (BEMS) ● Business Continuity ● Commercial Removals ● Customer Care ● Energy Audits ● FM Procurement ● Implementing a Sustainability Policy ● Inclusive Access, Disability & The Equality Act ● Procuring and Running

DEVELOPMENT

BIFM qualifications As the professional body for facilities management, BIFM has invested in developing clear progression pathways through our range of FM qualifications to support individuals and organisations in developing your FM expertise. This enables you to get ahead and achieve a benchmark of excellence in the FM industry. The BIFM qualifications can be undertaken in a variety of ways to suit your career and personal commitments. BIFM has a network of 20 recognised centres in the UK and internationally that meet BIFM’s stringent criteria to deliver the BIFM qualifications. These recognised centres deliver the qualifications in a number of ways and you can select the method

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

21/01/2016 14:52

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

that best meets your learning requirements, from classroombased to distance and blended learning. The centres provide classroom-based learning on a part or full-time basis so that you can study round your other commitments. In addition to the recognised centre network, BIFM has recently launched BIFM Direct to enable learners who cannot access the centre network to undertake a BIFM Qualification at Levels 2, 3 and 4 direct with BIFM. At the heart of BIFM Direct is our e-learning platform, which provides all the resources a learner requires to undertake the qualification, including videos and e-books. The platform provides tools to enable a learner to plan their learning and monitor their progress through each unit. There are activities within each unit to allow the learner to put their learning into practice and reinforce their understanding of topics. The platform includes the assessment for each unit and the learner can submit their assessment through the platform for marking by a BIFM-allocated Assessor, who will provide feedback on their submission. BIFM provides additional support to BIFM Direct learners through our monthly learner newsletter that provides learners with information they have missed and hints and tips on study. BIFM also runs a series of monthly webinars on a variety of topics from approaches to study and assessment to unit specific webinars. All the webinars are recorded, so if you miss one it is available to view anytime on the e-learning platform. i See more about BIFM qualifications at www.bifm.org.uk/ qualifications, call +44 (0) 1279 712 651 or email: qualifications@bifm. org.uk

www.fm-world.co.uk

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GUEST COMMENT

Heather Beach is Facilities & OSH Director at UBM EMEA

WORKING WITH THE FM INDUSTRY

elcome to 2016 – here at Facilities Show we are very excited about our plans for the show this year, with lots of exciting new additions but also some firm favourites returning. Once again we will be working closely with the British Institute of Facilities Management for Facilities Show, ensuring that we are continuously consulting the industry to create an event that will tackle the critical issues facing those working within FM. One of the highlights of Facilities Show in 2015 was the launch of the BIFM Careers Zone. Thousands of visitors came to the zone in its inaugural year, quickly establishing it as the industry hub for practical advice on career development, CPD, qualifications and training. The BIFM Careers Zone will be a fantastic opportunity for those working within facilities management to focus on their careers, with advice, support and practical help provided across the three days along with a series of clinics, workshops and seminars from leading names working within FM and beyond. Additionally, the BIFM Careers Zone will host a number of training providers over the three days, offering one-to-one sessions along with group seminars that look specifically at individual career goals and how these can be achieved. The dedicated zone has been designed to propel forward the careers of those in FM and we were honestly delighted with the great feedback we received from its inaugural year. Experts from BIFM will be on the stand each day providing professional development advice and practical ways in which BIFM can support this, along with giving visitors the chance to speak to FM employers about the latest opportunities within FM. As organisers of Facilities Show, it is really important to us that we work with the FM industry to create an event that is both relevant and responds to the numerous needs of those working across this industry. It is fantastic to work closely with BIFM to bring this valuable resource to the event, as the industry continues to professionalise and more and more FMs reach the executive board within companies it is crucial that throughout their professional lives FMs are supported and offered access to resources to help them carve their own career path. The BIFM Careers Zone will also be a great place for FM professionals to network with their peers; we really want 2016 to be the year of networking at Facilities Show. The event annually brings together the entire industry and it is important that everyone attending is made aware of the numerous networking events that take place across the three days. One particular event that will take place in 2016 that I am really excited about is a dedicated networking event for women working not just in FM, but also across Safety & health, security and fire safety. We are hoping to welcome 1,000 women who are really driving these industries forward and the role that women can play in doing this. We really look forward to welcoming you to Facilities Show in 2016 and we think it will be our best event to date.

“THE BIFM CAREERS ZONE WILL ALSO BE A GREAT PLACE FOR FM PROFESSIONALS TO NETWORK WITH THEIR PEERS; WE REALLY WANT 2016 TO BE THE YEAR OF NETWORKING AT FACILITIES SHOW”

www.facilitiesshow.com @Facilities_Show

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21/01/2016 14:52

BIFM NEWS

BIFM.ORG.UK

Kirsty Lang will facilitate at ThinkFM

THINKFM CONFERENCE

Sodexo to continue support The ThinkFM conference from BIFM has started 2016 with the first of many new announcements for its ‘ThinkFM: Think Productivity’ business symposium, which takes place on 18 May. Sodexo, the world’s largest services company, will again be headline sponsor for 2016, building on the successful partnership that started last year. Neil Murray, regional chairman, Sodexo UK and Ireland, said: “Sodexo is delighted to be supporting ThinkFM as headline sponsor for the second year. This year’s theme focuses on productivity, something that is at the heart of Sodexo’s focus on improving quality of life for our employees, clients, and consumers. We’re looking forward to building on last year’s fantastic event with some thoughtprovoking presentations and debate. “As an industry, we have much to celebrate as we continue to support organisations across the public and private sector with services that play a key role in their success. Events such as ThinkFM are incredibly important; they allow us to share 40 | 28 JANUARY 2016 | FM WORLD

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best practice and gain a collective focus on how we can continue to grow and develop to support the needs of our clients and consumers.” In further ThinkFM news, broadcaster Kirsty Lang has been confirmed as the conference facilitator. Kirsty is a diverse and unique broadcaster, presenter and facilitator, with an impressive and deep knowledge of politics, economics and current affairs. She is a recognisable face from her Channel 4 news presenting days. In 2002 Kirsty returned to the BBC at the time the digital channel BBC 4 was launched and she presented the evening news programme World News Today. Finally, a new website has been launched to support the conference, along with an earlybird savings offer for delegates which applies to bookings made up to 18 March 2016. These announcements follow on the back of further ThinkFM conference news released late in 2015, which included a new conference venue – Milton Court, part of a £90 million development for the Guildhall School of Music & Drama in London. At that time it was also announced that the conference would be streamed online for the first time in its five-year history. This capability opens ThinkFM up to a wider global audience, giving FM professionals and business leaders from all across the world the opportunity to get involved in the ThinkFM conference and explore facilities management’s role in productivity. If watching live, online delegates can ask questions live though the interactive ThinkFM app, or if time zones do not permit this, delegates can watch the conference on playback at a more convenient time. i Bookings for ThinkFM can be made through the website at www.thinkfm.com

BIFM TRAINING SUCCESSFUL FM CONTRACTS AND DELIVERY

he keys to success are management continuity throughout the contract lifecycle and thorough preparation for the tender process. FMs rely on a complex supply chain. The purchases they make range from low-value consumables on the one hand, through to complex facilities services on the other. BIFM Training delivers a series of contracting courses from Tender Specification, Contract Management and Negotiation. The next is scheduled for 23-25 February 2016. The FM market now offers ever-greater sophistication and complexity in products and services available to business organisations. Matching what the market has to offer to business needs is now a core FM competency. Increasingly, FMs are being judged on their ability to deliver business benefits through contract relationships. Contract management requires systematic and efficient management of the contract life cycle to maximise financial and operational performance and minimise risk. The process begins by defining the business need based on a clear analysis of existing facilities performance. These business needs are then translated into requirements attractive to potential providers. Through a process of assessment and negotiation a contract is awarded, and a performance regime is created to ensure value for money in terms of service delivery. At the end of the life cycle, the FM contract manager reviews business needs and market opportunities leading either to contract renewal or a new cycle of market engagement. But there are important differences between contract life cycles for products and services that need to be fully understood and reflected in the preparation of the service requirement and the contract documentation. Goods are tangible and can be inspected before purchase. Unlike goods, services are produced and consumed at the same time, and the customer often has to play some sort of role in the production or consumption process. Legislative provision is limited to obligations on the provider to: ● Carry out the service in reasonable time; ● Carry out the service to a reasonable cost; ● Apply a proper standard of workmanship; ● Ensure goods supplied are of satisfactory quality; and ● Exercise reasonable skill and care. How can you be sure that something you can’t see and takes place in many different places is properly completed? The unforeseen will arise. For these reasons services contracts have to be carefully prepared and be flexible enough to respond to changing requirements.

i For more information call us on 020 7404 4440 or visit www.bifm-training.com

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21/01/2016 14:52

FM DIARY INDUSTRY EVENTS 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 5 February | BSRIA Information Management in FM – O&M Benchmarking Network Advancement in Building Information Modelling gives the industry a fantastic opportunity to get information management right from the start for new projects. And there is also an opportunity to identify what information you need about your existing estate that can be ﬁlled by good practice information management. This event will give you an introduction into the power of good information and then looks in more detail as to what the supply chain is being challenged with and how clients can improve what they ask for. Venue: The Thomson Reuters Building, South Colonnade, Canary Wharf, London E14 5EP Contact: Email Tracey Tilbry at Tracey.Tilbry@bsria.co.uk, call 01344 465512, or visit www.tinyurl.com/jnfrzla 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, Birmingham Contact: Visit www.tinyurl.com/ naltﬂ2 for more information. 30 March | BIFM Corporate Members - sustainability in FM Speakers to be announced shortly. Venue: TBC, London Contact: Email jennifer.rowntree@ bifm.org.uk for more information. www.fm-world.co.uk 49 | 8 MAY 2014 | FM WORLD

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

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 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. LONDON 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 tickets at www.tinyurl.com/z9xfh37 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 covert operations forces in Iraq and Afghanistan. Tickets are £103 for BIFM members, and £153 for nonmembers. 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

14 April | Lighting up Canary Wharf - the latest developments in LEDs More information to follow. Venue: TBC, London Contact: Email Cathy Hayward at cathy.hayward@ magentaassociates.co.uk for more information. 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. 7 May | Scotland Region Gala Ball and Recognition Awards Hosted by Scottish TV and radio star David Farrell, the region’s annual awards dinner. Awards categories include: FM Professional, FM Team and FM Project. Tickets, tables are available, as well as sponsorship opportunities. All fundraising monies raised on the night to go to charity ‘Kids With Cancer’. Venue: Glasgow Marriott Hotel, 500 Argyle Street, Glasgow G3 8RR Contact: Email Michael Kenny at mkenny@fes-group.co.uk for more information. SOUTH REGION 24 February | Become a black belt negotiator About 70 per cent of buildings in the UK are in hard water areas. Jeff Clark, applications engineer at Environmental Treatment Concepts, discusses the problems caused by hard water and the solutions. Venue: Helistrat, Building 1000, Lakeside North Harbour, Western Road, Portsmouth, Hampshire PO6 3EN Contact: Email Ian Fielder at ian.r.fielder@gmail.com or visit www.tinyurl.com/hywvwb9 to book tickets. 18 March | Quarterly training day – The changing workplace The programme for the day is still being finalised – an update will be available soon. Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol, BS32 4JF Contact: Email Pauline Simpkins, pauline.simpkins@capita.co.uk, call 07713 788 270 or visit www.tinyurl.com/jos2mx6.

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. SPECIAL INTEREST GROUPS 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 food service equipment Three speakers to discuss the 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. 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. FM WORLD | 28 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

Under-floor cameras help to solve mouse problem PROBLEM Raised flooring in office buildings provides the perfect space for mice. They can move around the building without being seen and then emerge through openings such as risers used to house electrical sockets. Cleankill responded to a call from a customer with offices near London Bridge after staff saw mice running around on the carpet. To establish the extent of the infestation, a motion-sensitive camera was placed under the floor near one of the risers for several days. SOLUTION Cleankill needed to find out whether it was a random problem or an on-going infestation. The floor area was extensive – around 400

square metres – so two cameras were placed in different areas. Parts of the flooring were lifted up and trapping was carried out underneath. Because the area was so large, ultra-violet tracking dust was used to identify the routes being used by the mice so the traps could be installed in places where they would be most effective.

OUTCOME The influx of mice was as caused by refurbishment work at a neighbouring property. After being disturbed, the mice relocated to our client’s premises looking for food. We advised the premises manager that staff should not store food in their desks as this will attract mice. Cameras are used as part of Cleankill’s comprehensive approach to pest control

and provide visual evidence for clients and technicians. Once treatment has started, cameras can be used to check the effectiveness of treatments. Cleankill Environmental Services W: www.cleankill.co.uk T: 0333 920 0579

Superstore saves with Lochinvar goes Aloft KalGUARD limescale control to reach peak demand

National Library of Wales chooses Remeha boilers

PROBLEM

A supermarket in Wisbech required a limescale prevention solution for the store’s bakery equipment. Problems include the blocking of steam nozzles, which leads to inconsistent steam distribution, poor baking outcomes and bread wastage.

Liverpool’s 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.

A 54 mm KalGUARD unit was fitted on the store’s incoming main at ground-floor level to protect both hot and cold water supplies from limescale deposition. KalGUARD is a low-maintenance electrolytic device that does not waste water.

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

Despite unfavourable conditions of very hard water at high temperature, the manager says the ovens are the cleanest he has ever seen, with no limescale issues occurring since installation. Savings of £52,000 over an eight years are on track.

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

W: www.sentinelprotects.com T: 01928 704330

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W: www.lochinvar.ltd.uk T: 01295 269981

SOLUTION

W: www.remeha.co.uk T: 0118 978 3434 E: boilers@remeha.co.uk

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21/01/2016 14:54

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB NAME: Natalie Cable JOB TITLE: UK facilities and administration manager ORGANISATION: Herman Miller furniture design and manufacture

Brief description of the job and key responsibilities:

I oversee the facilities management at our three sites in the UK, including our international headquarters in Chippenham [Wiltshire], and our new manufacturing facility in Melksham. What attracted you to the job?

NATALIE CABLE

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

Probably my expenses claims or getting to the bottom of my inbox! If you could change one thing about the industry, what would it be?

Raising the profile of FM as an industry is key. There needs to be more awareness within companies and employees that FM is a key role – and that there’s a lot going on behind the scenes which most people never see. Any interesting tales to tell?

Most recently, we had to get two trees delivered to go inside the atrium of our new manufacturing facility – the only snag being they were 5.5 metres tall with 1.5m-wide pots, and the access was a standard set of double doors!

I was already working in the FM team when this role came up. The chance to really make If I wasn’t in FM I’d probably be… a difference within the business particularly A wedding planner. appealed to me. WHAT SINGLE PIECE My top perk at work is… Which “FM myth” would you OF ADVICE WOULD YOU Well, first of all it’s the really most like to put an end to? GIVE TO A YOUNG FM People are definitely not aware comfy chair, but following that STARTING OUT? about what goes into making a it’s the people within my team. “Plan – and do your building function efficiently and research” How did you get into facilities effectively. management and what attracted you to the industry?

I was working in office management and was ready for a change of direction. Herman Miller appealed as they are a global company, and I thought my very organised nature might lend itself to facilities management. What’s been your career high point to date?

During summer 2015 we consolidated two existing sites into one, custom-built facility in Melksham. Moving hundreds of people, not to mention some heavy-duty machinery while continuing our manufacturing operations was an immense challenge. But we did it, and maintained 99 per cent reliability in the process.

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

There is much more of a focus on energy efficiency. Also, what ‘work’ means to people has evolved and offices need to keep up with that. We no longer have assigned desks for everyone as increased flexible working, whether that’s parttime or working from home, means people aren’t in the same office all day, every day anymore. And how will it change in the next five years?

As workplaces continue to evolve, facilities teams will have an increasingly bigger role in how the work environment is planned out, to encourage more collaboration, or increase productivity.

What has been your biggest career challenge to date?

Do your friends understand what facilities management is?

Starting this job and needing to get up to speed with our facilities was pretty challenging. Our international HQ had been open for around nine years by then, so everything was very established, and it took some time to get my head around it all.

No, not a clue. The breadth and variety of FM just isn’t well known.

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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

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

buying in / speccing up FM services

AVERAGE (SINCE JAN 2014)

NATALIE CABLE

Introducing/ working with new forms of IT

Working on energyefficiency initiatives

8 9

Adapting to flexible working

6 10

Maintaining service levels while cutting costs

Adapting FM to changing corporate circumstances

FM WORLD | 28 JANUARY 2016 | 43

21/01/2016 14:54

Appointments

JOBS

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

To check out all the latest FM jobs go to:

www.fm-world.co.uk/jobs

Head, Infrastructure and Facilities Management at NATO Headquarters in Brussels, Belgium Brussels (BE) Salary: Up to £75,000 per annum

Contracts Manager Staffordshire Salary: Circa £45,000 + car allowance + beneﬁts

Senior Facilities and Laboratory Manager or Principal Assistant Cambridgeshire Salary: £34,576-£46,414 per annum

Head of Facilities Management North London Salary: £48,000 per annum

Head of Facilitie Building Services Nottingham Salary: £58,434 - £68,097

Estates Administrator North West London Salary: £22,500 pa

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Ofﬁce Services Assistant London (Greater) Salary: £23,323 per annum

19/01/2016 17:21 jobs.fm-world.co.uk

20/01/2016 10:10

Enjoy a fresh career challenge in 2016 Facilities Manager | Upmarket Food Chain Work from home/London • £45,000

Building Manager City of London • £40,000 - £45,000 + Benefits

Join the UK’s fastest growing food chain, currently experiencing an exciting time of growth which has created a brand new role within the structure. This is a work from home opportunity with one day per week in the office. Reporting to the head of construction, you will have an autonomous role to oversee the delivery of hard and soft services to existing and future sites with a UK wide geographical remit. You will be a self managed individual that has gained commercial experience in a multi-site FM capacity, ideally in the food and beverage industry, however this is not essential. Ref: DaB1265658

Working on behalf of a blue-chip managing agent, Cobalt is recruiting for a role in a prominent urban development. Comprising of commercial and retail space, the key responsibilities will include service charge budget management, overseeing contractors, as well as ensuring H&S compliance. Additionally, you will be conﬁdent at marketing your property alongside providing a 5* service to your tenants, as you demonstrate your relationship skills and extensive knowledge of facilities management. With a stand-out team and support structure, our client is offering a role that is rewarding in every sense of the word. Ref: CS1265673

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

Assistant Director OperaƟons and FaciliƟes Management LocaƟon : Salary: Closes:

London (Greater) Salary (Grade H5): £52,868 to £57,555 per annum incl. London WeighƟng Plus market supplement reŇecƟng skills and experience 12th February 2016

Students and staī at Brunel University London experience a dynamic and inspiraƟonal environment on an ever-changing and aƩracƟve campus in West London within a community that celebrates its diversity and creaƟvity. As we enter the 50th Anniversary Year of the founding of the University, we are seeking to build on our history and heritage and to capitalise on opportuniƟes for growth across key areas of our provision, in line with our Strategic Plan. The successful candidate for the newly created role of Assistant Director OperaƟons and FaciliƟes will play a crucial role in helping the University to achieve its goals. You will bring leadership skills acquired throughout a career within FaciliƟes and OperaƟons with a proven track record of operaƟng a mulƟ-discipline business in excess of £30 million. You will provide evidence that you have led large high performing teams in a fast paced environment that have delivered and met the needs of your customer whilst providing best value. You will be adaptable, resilient and passionate about sharing your knowledge with others, both technical and commercial. This role is responsible for: • • • •

Residences AccommodaƟon FaciliƟes Management DistribuƟon Services

• • • •

Car Parking Security Travel Project Management

ReporƟng to the Commercial Director, whose award winning team have recently achieved IIP Gold status, you will also be given every opportunity to use your experience in FacililƟes and OperaƟons to provide professional leadership skills in commercial , contract, budgetary and stakeholder management. There will be a requirement for some weekend and night work. For further details and to apply please visit hƩps://jobs.brunel.ac.uk/WRL/ to submit your CV and covering leƩer, including your current salary.

ESS, part of the Compass Family, are looking to expand and as part of our growing PFI contracts portfolio we are looking to bring on board the following positions. Hard FM Engineering Service Manager – Birmingham You will be responsible for the day-to-day operational estates services, Trust compliance and hard FM monitoring of the PFI Facilities, including contract and commercial management, building and developing the business and staff management.

Contracts Manager PFI – London & Essex You will efﬁciently manage the provision of hard and soft services according to contractual and commercial requirements. Along with the management of all approved contractors to ensure they work to RA/MS and comply with legal, company and client requirements, you’ll monitor work to ensure that it is completed in full and to the agreed standard required. We are looking for candidates who will be commercially astute and experienced in developing budgets, meeting ﬁnancial targets and working to tight deadlines and will be able to show a detailed working knowledge of contract management and operational TFM delivery. Please contact Nathan Rackham-Wood either by email – nathan.rackhamwood@compass-group.co.uk or phone 07917 587109 for further information.

FM WORLD | 28 JANUARY 2016 | 45

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REQUESTS

SURVEYS / POLLS / EVENTS / RESEARCH

CALLS TO

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

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

BIFM LEADERS’ FORUM — SKILLS SHORTAGE? WHAT KIND OF SKILLS SHORTAGE? Details When organisations complain about the skills shortage in FM, it’s increasingly important to ask – what exactly are the skills we're short of? Despite the profession having a strong qualifications structure in place, firms still complain that the workforce is not skilled enough. So what’s missing? And what should we be aware of when planning for the next generation of FMs? Millennial workers are demanding a new type of workplace – but will the next generation of facilities managers be able to deal with their demands? Or are we too narrow in our thinking? FMs need to understand the requirements of their end-users they serve, the buildings they manage and the business context of the organisation for which they deliver service. Should issues of sociology and ethnographics be addressed as part of our assessment of the modern FM’s skillset if we’re to truly ensure that all of our end-users are as productive as they can be? In this first BIFM Leaders’ Forum of 2016, we’ll be looking to paint the broadest picture of the skills that facilities managers need – with a panel of education professionals and other interested parties addressing the issues in a round table discussion. Here’s what we’ll be looking at: • Are we as a profession doing all we can to identify what the facilities manager of five years time should look like? • To what extent does this discussion on FMs’ broadening skill set influence the debate on FM's wider organisational role? • What more can education professionals do to support their client and supply-side counterparts in identifying and bridging these skills gaps? • Given the broad reach of the topic, who should champion the enhancement of FM’s skillsets? How can FM and HR work together within their organisations to ensure the message hits home? • What does the 0.5% Apprentice Levy mean to funds made available by corporates for training – will they be compromised? Commitment If you believe you’d be a valuable presence at the debating table, please email us at editorial@fm-world.co.uk. We would require you to attend the forum at FM World's London offices, with the event running from 9:00am until lunchtime. This BIFM Leaders’ Forum is to be held in London on 24th February A BIFM white paper report will be produced after the event

HEALTH AND SAFETY SENTENCING GUIDELINES What The Health and Safety Offences, Corporate Manslaughter and Food Safety and Hygiene Offences guidelines, as set out by the Sentencing Council, have been reviewed and updated. Commitment The guidelines come into force in courts on 1 February. Why y The aim is to ensure a consistent, fair and proportionate approach to sentencing organisations or individuals convicted of corporate manslaughter, health and safety and food safety and hygiene offences. Notes The Sentencing Council said that the increase in penalties for serious offences was because some offenders had not received fines that properly reflected their crimes. Under the guidelines, turnover, profit margin, the potential impact on employees or on the ability of the offender to improve problems or make restitution, along with the degree of culpability and amount of harm done would be considered when fines are imposed. Full details on the updated guidelines are available at www.tinyurl.com/sentencingguidelines2016 The guidelines come into effect for all bodies and offenders aged 18 and over, who are sentenced on or after 1 February

IN THE NEXT ISSUE OUT 11 FEBRUARY

FEATURE: RURAL ESTATE CONSERVATION /// THE ACCA'S MOVE ACROSS LONDON /// THE HOLLOW MIDDLE? HOW MID-MARKET SERVICE PROVIDERS ARE ADAPTING /// WORKING AT HEIGHT: BEST PRACTICE /// PSEUDOMONAS AND ITS RISK TO HEALTH /// SOLID FUEL APPLIANCES GUIDANCE /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 28 JANUARY 2016 | FM WORLD

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